CONTACTS 
0201 - Chips & Tech.                                                                                                                                                      O-00000039 0201
020101 - Mr. Morris E. Jones
020102 - Vice President
020103 - Advanced Products

SUBJECTS
PMI Event Program, 1996, Planning, Speakers, Jul Event, Sep Event
Technological Impact on Practice of Management
Automation Trends, Information Technology, Information Highway

1105 -
1105 -    ..
1106 - Summary/Objective
1107 -
110701 - Follow up ref SDS 26 6943.
110702 -
110703 - Called Morris about speaking at Jul event.  Developed ideas for panel
110704 - discussion at Sep event on viability of the project manager role.
110706 -  ..
110707 - Developed ideas on distinguishing internal "Feel Good" management from
110708 - external "Project management" relative to the influence of political
110709 - hierarchy v. contractual authority.
110710 -
110711 -
110713 -  ..
1108 -
1109 -
1110 - Discussion
1111 -
111101 - I asked Morris about presenting remarks at the PMI Asilomar event next
111102 - Jul, 1996 on the future of technology and its likely impact on the
111103 - practice of management communications?  Such remarks would support the
111104 - event theme:
111105 -
111106 -                    "Taking the Quantum Leap"
111107 -
111108 -      ...using automation to improve management productivity by
111109 -      reducing mistakes, set out at ref SDS 26 line 367.
111111 -       ..
111112 -      [PMI is doing a panel discussion about IT impact on PM, 950718,
111113 -      ref SDS 32 line 68, which will provide input for Asilomar --
111114 -      turned out this was not true, ref SDS 36 line 60.]
111116 -  ..
111117 - Morris is an IT industry Leader - founder of Chips, VP Product
111118 - Development, and has many patents for innovations which will be used
111119 - on future products and applications.  His role as executive and
111120 - product creator provides a unique combination of experience, interests
111121 - and talents conducive to offer insight on the event theme.
111122 -
111123 -
111125 -  ..
111126 - Intel Engineers Perspective
111127 -
111128 - I explained this subject was addressed in part by Intel engineers
111129 - interviewed in an Apr 1991 Byte article, ref OF 4 line 18, reviewed at
111130 - ref SDS 6 line 220 for correlation with POIMS technology, per ref OF 4
111131 - line 70.  I will contact Dave Vannier and/or Bill Rash to see if they
111132 - are interested and available to re-visit this issue.
111133 -
111134 -      [Did this at ref SDS 35 4839.]
111136 -  ..
111137 - Morris seemed open to speaking before PMI.  He offered perspective on
111138 - the role of Project Managers which bears on professional development,
111139 - ethics, performance standards and perhaps the future of PMI, as set
111140 - out below.
111141 -
111142 -
111143 -
1112 -

SUBJECTS
PMI Event Program, 1996, Computers, Projects/Teams
PM, Trends, Changes, Innovations
Internal management, External management
Aug Event, Theme, Content, Project Manager:  Dinasauer or Beacon
Feel Good Management - Social Constraints
PM Beacon to Future or Dinasauer
Conventional Management Not Enough Time to
Project Managers Replaced by Team Leaders

2910 -
291101 -  ..
291102 - Internal and External Management Conflicts
291103 -
291104 - Follow up work at ref SDS 26 line 430.
291105 -
291106 - Discussion with Morris this evening lead to a possible panel
291107 - discussion for PMI at the Sep event:
291109 -  ..
291110 -
291111 -               Project Manager:  Dinosaur or Beacon?
291112 -
291113 -     ...is the role of dedicated Project Manager doomed because
291114 -     technology is making its special skills available to all?
291115 -
291116 -     How does the role differ on Internal v. External projects.
291117 -
291118 -
291120 -  ..
291121 - Technology Replaces "Middle" Managers with Networking Email
291122 - Reengineer Lean Enterprise Network Email Collaboration Virtual Office
291123 - Email Paperless Office Collaboration Efficiencies Enable Reengineering
291124 -
291125 - Morris explained recent industry trends to reengineer toward a "lean
291126 - enterprise" model, presented at a seminar last month.  Reengineering
291127 - was reviewed in an HBR article last year on 940509, ref SDS 12 8498,
291128 - and again the next day on 940510. ref SDS 13 HU97
291130 -  ..
291131 - Consultants have helped Chips cut costs by downsizing again and using
291132 - networking for email to collaborate with fewer people traveling and
291133 - attending meetings.  On 920215 Morris worked on a reengineering plan
291134 - for Chips the reduced marginal projects. ref SDS 9 HJ8G  This time
291135 - Chips is eliminating unnecessary middle managers in order to improve
291136 - organizational efficiency and earnings.  He believes networking email
291137 - technology is rendering many middle management positions obsolete
291138 - because "line" managers can collaborate directly with people doing the
291139 - work, rather than filter communication through a series of middle
291140 - managers.  This reflects Mike Emery's ideas at PG&E reported on
291141 - 940824. ref SDS 14 6901.
291142 -
291143 -     [On 951115 CNN reports AT&T reducing management, hoping to rely on
291144 -     email, as Morris suggests this evening. ref SDS 46 8834]
291146 -      ..
291147 -     [On 951214, email fails to improve management. ref SDS 49 9630]
291149 -      ..
291150 -     [On 951228 reengineering, ref SDS 51 7308, also, ref SDS 39 2248;
291151 -     and on replacing managers with computers at ref SDS 55 0631; on
291152 -     960330, example email failure. ref SDS 56 8492]
291154 -      ..
291155 -     [On 960301 managers are unproductive overhead, ref SDS 54 4692]
291157 -      ..
291158 -     [On 960410 vice president reports company eliminates communication
291159 -     support staff gives executive computer networking with email for
291160 -     efficient collaboration, ref SDS 58 5839; information overload
291161 -     with poor analysis creates cursory, erroneous communication that
291162 -     reduces productivity. ref SDS 58 F88F
291164 -      ..
291165 -     [On 960723 Stanford technology shows "flatter organizations" cause
291166 -     information overload, reduce productivity. ref SDS 62 2502]
291168 -      ..
291169 -     [On 970710 Intel says empowerment is an advantage of "flatter"
291170 -     organizations, ref SDS 66 4944]
291172 -      ..
291173 -     [On 971011 Com Metrics can reduce management levels by increasing
291174 -     span of attention enables increased span of management control,
291175 -     ref SDS 67 8866]
291176 -
291178 -  ..
291179 - Project Managers Can be Replaced by Team Leaders
291180 -
291181 - Morris said advances in technology and wider training in project
291182 - management skills (discussed below re Mike Emery at PG&E, ref SDS 0
291183 - 1351) mean that Project Managers can be eliminated.  He feels project
291184 - objectives can be set by corporate officers, strategists and leaders,
291185 - and these objectives can be communicated to project team members by
291186 - computer using email rather than through Project Managers.
291187 -
291188 -        [On 951208 Communication Metrics supports consistent use of
291189 -        good management practices. ref SDS 51 4772
291191 -         ..
291192 -        [On 960227 leadership managing managers is hard job to keep
291193 -        strong willed people in alignment with goals. ref SDS 53 7201]
291195 -         ..
291196 -        [On 960301 perspective managers are unproductive overhead
291197 -        ref SDS 54 4692.]
291199 -         ..
291200 -        [On 960329 Fortune magazine article on role of Project Managers
291201 -        being reduced. ref SDS 55 6922.]
291203 -         ..
291204 -        [On 960419 article submitted to PMI to publicize Asilomar
291205 -        Conference and explaining disaster coming from replacing
291206 -        project managers with team leaders. ref SDS 59 RV7O
291208 -         ..
291209 -        [On 970525 article Team Leaders lack PM skills, ref SDS 63
291210 -        3521
291212 -         ..
291213 -        [On 970607 Morris hiring Project Managers. ref SDS 64 4403
291215 -         ..
291216 -        [On 970624 Rifkin's book "The End of Work" overlooks the
291217 -        beginning of endless rework to fix mistakes caused by lack of
291218 -        good management practices. ref SDS 65 Q64K
291220 -         ..
291221 -        [On 990506 Jim is reengineering S&A at USACE. ref SDS 68 8943
291223 -         ..
291224 -        [On 990510 Jim is Team Leader of Construction Management
291225 -        Team... ref SDS 69 5640
291227 -         ..
291228 -        [On 030708 Jerry Nord discusses using SDS for improving
291229 -        management and reviews prior efforts to use self-directed
291230 -        teams. ref SDS 71 GH5K
291231 -
291233 -      ..
291234 -     Action Item Tracking System
291235 -
291236 -     This perspective seems to reflect our discussion the other day
291237 -     where Morris contemplated an Action Item system that automatically
291238 -     updates priority of pending Action Items when a higher priority
291239 -     issue arises, per ref SDS 25 line 447, and shows who is assigned
291240 -     to perform the work, ref SDS 25 line 385.
291241 -
291242 -         [On 951209 created Action Item system. ref SDS 47 0001]
291244 -  ..
291245 - Morris cited certain industries and companies where orders are being
291246 - placed via computer rather than through vendor salesmen, as evidence
291247 - that Project Managers are not needed.
291249 -  ..
291250 - He cited Volvo as a successful company that does not use Project
291251 - Managers.
291252 -
291254 -  ..
291255 - I mentioned Tom Landauer's findings in his new book "The Trouble with
291256 - Computers," that effective automated management is difficult to
291257 - achieve, ref SDS 24 line 120.  My research shows people fear the
291258 - commitment (i.e., doing everything on the computer instead of using
291259 - handwritten notebooks, notes, physical documents, sharing) needed to
291260 - achieve effective automated management, ref SDS 26 line 380, which
291261 - gives rise to the need for a "Quantum Leap" in perception,
291262 - contemplated for the Asilomar conference.  Morris' view this evening
291263 - can be seen as a critical step in that direction, i.e., he thinks it
291264 - can be done.
291265 -
291267 -  ..
291268 - Team Leaders
291269 -
291270 - Morris feels projects need "Team Leaders," and that this is different
291271 - from the role, authority and responsibility of a "Project" or
291272 - "Program" Manager, because Team Leaders retain responsibility for
291273 - "Line" management.  I did not follow the distinction Morris offered on
291274 - how a Team Leader can be more effective and less costly than a Project
291275 - Manager.  If you have a large project with a lot at risk that is
291276 - complicated, then the Team Leader must devote the time and have the
291277 - authority needed to be successful.  If this requires full time
291278 - attention how is it different from a Project Manager?
291279 -
291280 -         [On 951228 project managers being eliminated. ref SDS 51 7309]
291282 -      ..
291283 -     There is likely growing disaffection for project management in
291284 -     sectors new to the practice who omit adequate authority, checks
291285 -     and balances, reviewed on 950608. ref SDS 23 5928  Similar
291286 -     disaffection for automation occurs where tools lack integration of
291287 -     key management tasks, with consequent failure to deliver expected
291288 -     results.
291290 -  ..
291291 - Morris' view that "Project Managers" are not needed, is supported in
291292 - part by Mike Emery's comments at PG&E, per ref SDS 15 6901, who
291293 - expects that traditional project management methods (e.g., CPM) will
291294 - become more common in general management. ref SDS 0 2165 This is
291295 - different though from doing away with the role of Project Manager, per
291296 - se.
291297 -  ..
291298 - "Team Leader" under this prescription is a Project Manager without
291299 - authority to overcome the dictates of "Feel Good" management,
291300 - discussed with Morris in 1989, ref SDS 7 line 201.
291301 -
291303 -  ..
291304 - Authority is Critical for Project Manager to be Effective
291305 -
291306 - This analysis seems to overlook an essential role of a Project Manager
291307 - to take responsibility for a mission, and to integrate competing
291308 - perspectives, agendas, diverse skills and people, in a way that
291309 - synergy enables the team to produce more than the sum of its parts.
291310 - Was Dwight Eisenhauer the Team Leader of the Allied Armies, or was he
291311 - a "Project Manager."  See definition for Communication Metrics on
291312 - 950327, ref SDS 17 0001; and on 950718. ref SDS 36 V3SK
291313 -
291314 -      [On 010111 frustration about poor coordination and collaboration.
291315 -      ref SDS 70 EF6M
291317 -  ..
291318 - Morris characterized Project Managers he has encountered as "middle
291319 - managers without much authority."
291320 -       ..
291321 -       I did not mention that this view turns traditional
291322 -       management theory on its head, i.e., responsibility cannot be
291323 -       delegated; only authority can be delegated.  If you assign
291324 -       responsibility and do not grant authority, you get "harassers"
291325 -       and "liars" rather than Managers.  Very likely this accounts for
291326 -       Primavera's problems in accomplishing its projects, reported by
291327 -       Joel Koppleman on 950412. ref SDS 18 3920.
291328 -
291330 -  ..
291331 - Project Managers Role - Kill the Messenger
291332 -
291333 - Morris feels Project Managers...
291334 -
291335 -                      Harass
291336 -                      Lie
291337 -                      Justify/Cover-up
291338 -      ..
291339 -      I suggested this "kill the messenger" perspective echoes
291340 -      Joel Koppleman's explanation of missed completion dates, in his
291341 -      presentation to PMI on 950412, ref SDS 18 3920.
291343 -       ..
291344 -      Gopal Kapur cited poor management practices in the IT industry,
291345 -      at a seminar to improve Project Management on 950428. ref SDS 19
291346 -      7007, ref SDS 19 0788, and also
291348 -       ..
291349 -      Gopal cited studies that information overload reduces management
291350 -      productivity. ref SDS 19 3921
291352 -       ..
291353 -      See support from CSM at ref SDS 49 0977
291354 -
291355 -         [On 960506 reviewed "truth" as an excuse by executives for
291356 -         failed leadership. ref SDS 60 0001]
291357 -
291358 -         [On 970607 Morris hiring Project Managers. ref SDS 64 4403]
291359 - ..
291360 - I noted that Project Managers should...
291361 -
291362 -                      Plan
291363 -                      Communicate
291364 -                      Follow Up
291365 -
291366 -      ...from a project perspective, rather than a functional view.
291368 -  ..
291369 - These efforts can be viewed as "harassment" by managers of higher
291370 - authority who have personal agendas apart from a project, see more on
291371 - Koppleman on 950412. ref SDS 18 0652
291372 -
291373 -      [On 951101 psychologists to improve business communications,
291374 -      ref SDS 42 5500]
291376 -       ..
291377 -      [On 951103 more on using psychologists. ref SDS 44 4355]
291379 -       ..
291380 -      [On 960405 article identifies cause of failed PM on Dr. Spock for
291381 -      adults at ref SDS 57 7477]
291382 -
291384 -  ..
291385 - Responsibility - Authority = Harassment
291386 -
291387 - Internal project managers often do not have authority to compel
291388 - performance.  This impacts performance, perception of the role and
291389 - viability of a project manager, similar to the difference between
291390 - having a mediation provision rather than arbitration requirement in a
291391 - contract.  A recalcitrant party merely goes through the motions,
291392 - knowing there is no authority to enforce settlement.
291393 -
291395 -      ..
291396 -     Contract Notice Mechanism
291397 -
291398 -     Thousands of years have shown that to be effective, a Project
291399 -     Manager must have authority to make decisions applying sound
291400 -     management practices that impact the interests of organizations
291401 -     and people.  This history has evolved a mechanism to secure timely
291402 -     performance of needed work, called "contract notice provisions."
291403 -
291405 -      ..
291406 -     Harassment and "Notice"
291407 -
291408 -     Being reminded to perform a needed activity is "harassment"
291409 -     where there is no authority to backup the reminder.  The same
291410 -     reminder, however, is valuable "expediting" and "timely
291411 -     communication" of mission critical tasks, when enforced by
291412 -     contract or charter.
291414 -      ..
291415 -     Harassment reminders are actually called "Notice" in a contract
291416 -     setting.  A notice of required action, potential claim, to cure a
291417 -     breach of contract, all reflect appropriate Project Manager
291418 -     practice to secure needed results.  Failure of a project manager
291419 -     to issue such "reminders" or "harassment," is a dereliction of
291420 -     professional duty and ethics because it places the stakeholder at
291421 -     risk.
291422 -
291423 -          [On 950712 reviewed role of notice provisions in contracts.
291424 -          ref SDS 34 5993]
291426 -           ..
291427 -          [On 951214 internal management needs processes used for
291428 -          external management of contract. ref SDS 49 6825]
291430 -      ..
291431 -     Internal Projects Need Effective Notice Procedure
291432 -
291433 -     Objecting to being notified that work is needed, and that failure
291434 -     to do it will cause damage, as "harassment," is not new, ref SDS
291435 -     18 line 385.  Ask any subcontractor, vendor, architect, etc., on a
291436 -     construction project.  The large and growing body of law on
291437 -     contract notice provisions is testament to the ill will suffered
291438 -     by those who issue and those who receive such notices prevalent
291439 -     in managing external projects.
291441 -      ..
291442 -     The absence of a comparable alert mechanism that encourages and
291443 -     compells performance on internal projects despite hurt feelings,
291444 -     loss of face, honest differerence of opinion, or mere whim within
291445 -     the hierarchy, points to the huge burden every organization has to
291446 -     manage its internal affairs, including projects.  Politics and
291447 -     social pressure prevent sound management practice under the aegis
291448 -     of Feel Good management (see discussion below).
291449 -     ..
291450 -     The rush to embrace "Project Management" will not improve
291451 -     internal management, unless the core concept of notice, i.e.,
291452 -     accountability, is successfully resolved.  SDS is a good means to
291453 -     do this per our discussion on 890809. ref SDS 5 CJ9J
291454 -
291456 -  ..
291457 - Feel Good Management
291458 -
291459 - Management that ignores performance of material project requirements
291460 - (e.g., payment, schedule, quality) in order to avoid ill will, or to
291461 - exercise arbitrary power, or to indulge any personal impulse in the
291462 - hope that whatever happens can be solved by future manuever and force
291463 - of personality (e.g., talking skills), ref OF 1 line 675, leads to an
291464 - environment of "Feel Good" management that eviscerates sound Project
291465 - Management practice.
291466 -
291467 -   •  The challenge of "Feel Good" management practice was discussed
291468 -      with Morris in 1991 at ref SDS 7 line 118, considered at Cal Tech
291469 -      in 1992 at ref SDS 10 line 387, its negative impact on earnings
291470 -      was discussed with Morris at ref SDS 8 line 35.
291471 -
291472 -   •  The nexus between false hope and pressures to go along to get
291473 -      along are discussed at ref SDS 11 line 34; examples are at ref SDS
291474 -      1 line 244, and ref SDS 1 line 244.
291475 -
291477 -  ..
291478 - External Project Management; Internal "Feel Good" Management
291479 -
291480 - Morris' perspective reflects "Feel Good" management practices in
291481 - Information Technology and other sectors where internal projects are
291482 - subject to political hierarchy and social pressures, rather than
291483 - external projects where performance is subject to enforcement of a
291484 - long tradition of contract law.
291485 -
291486 -   •  The growth of project management in the IT industry, and the need
291487 -      for greater rigour was presented by Gopal Kapur at a seminar on
291488 -      950412, at ref SDS 19 7007; the Kerzner lecture cites the need
291489 -      for a "diary" of lessons learned, ref SDS 16 8447, and adequate
291490 -      executive support as a key characteristic of "mature" Project
291491 -      Management practices. ref SDS 16 6492
291492 -
291493 -   •  The need for executives to challenge themselves, i.e., to "debug"
291494 -      their reasoning and instructions, when dealing with subordinates,
291495 -      is discussed under the heading "Management Productivity" in the
291496 -      POIMS paper. at ref OF 1 1108, and further at ref SDS 3 line 164.
291497 -
291498 -   •  Internal v. external project management was considered at the Cal
291499 -      Tech seminar on 921021. ref SDS 10 5696  The need to offset
291500 -      adverse influence of political hierarchy, was discussed with
291501 -      Morris on 890809. ref SDS 5 8492
291502 -
291503 -   •  The challenges and risks of complex projects that entail new
291504 -      technology are discussed by Joel Koppleman at ref SDS 18 line
291505 -      251, see also comments at ref SDS 18 line 296.
291506 -
291507 -         [See follow up article in PMJ, ref SDS 48 line 379.]
291508 -
291509 -
291510 -
2916 -

SUBJECTS
Quantum Leap to the Future
Convert Information into Knowledge

3104 -
310501 -  ..
310502 - Mistakes Lead to "Lies and Cover-ups"
310503 -
310504 - Like all people involved in doing things, from corporate executives to
310505 - engineers, to marketing folks, and custodians, some Project Managers
310506 - lie and justify.  The "Team Leaders" Morris is thinking of using to
310507 - replace Project Managers, will do the same if circumstances (i.e.,
310508 - pressures, opportunities, costs, benefits) push them in that
310509 - direction.  Examples of circumstances that can do this are having too
310510 - few skilled managers to oversee the work, Project Managers having no
310511 - authority to offer inducements and penalties to encourage performance
310512 - (see "Harassment and Notice" above), and relying on computer programs
310513 - for status (problem of incorrect and/or misleading reports was
310514 - discussed the other day, ref SDS 25 line 385).
310516 -  ..
310517 - The goal of a management system should be to reduce mistakes and in
310518 - the process divulge status information, so that doing the work
310519 - produces a report, see POIMS ref OF 1 line 103 and ref OF 1 line 256.
310521 -  ..
310522 - The larger issue of mistakes caused by poor management practice which
310523 - in turn are induced by accelerated information flows relative to a
310524 - fixed 24 hour day and a nominally constant biological mental capacity,
310525 - is addressed in the paper:
310527 -  ..
310528 -
310529 -              New World Order Needs Old Time Religion
310530 -
310531 -    ...at ref OF 2 line 58, supported by Gopal Kapur's seminar on
310532 -    Estimating practices in the IT industry, ref SDS 19 line 286.
310533 -
310534 - There is no small irony that the Information Technology industry,
310535 - which is largely responsible for, and a chief (Tom Landauer would
310536 - argue the only) beneficiary of, a faster paced business life commonly
310537 - called the "Information Highway," would be among the first to feel the
310538 - sting of the law of diminishing returns on increasing the flow of
310539 - information, absent a means to "convert that information into
310540 - knowledge," ref SDS 17 line 122.
310542 -  ..
310543 - Communication suffers when done too quickly and without connections
310544 - that convert information into knowledge (see "Communication Metrics,"
310545 - ref SDS 16 line 173).  Morris' experience and strong views reported
310546 - above, together with Joel Koppleman's report on Primavera's PM
310547 - problems, ref SDS 18 line 322, shows where we are headed unless we
310548 - harness the power of "automated integration" to lift the capacity to
310549 - think, remember and communicate.  We need an "operating system" for
310550 - people to keep pace with the emerging New World Order.  Otherwise we
310551 - will be forced into an unending morass of mistakes, lies and
310552 - cover-ups.
310553 - ..
310554 - Accordingly, Morris and Joel have sounded an important alert
310555 - that suggests a critical theme for Asilomar:
310556 -
310557 -                    Taking the Quantum Leap
310558 -
310559 -      ...arguing that while we cannot get people to avoid the urge to
310560 -      cover up, we may be able to reduce mistakes so there is less need
310561 -      to cover up, ref SDS 26 line 351.
310563 -         ..
310564 -        [See possible Asilomar agenda, ref SDS 45 line 114.]
310566 -  ..
310567 - Can automation help us deal with the Information Highway that causes
310568 - more and more mistakes, as reported by Gopal Kapur, ref SDS 19 line
310569 - 286, Tom Landauer, and Jim Manzi at Lotus Development.  Are people and
310570 - organizations ready to take the Quantum Leap into the future?
310572 -  ..
310573 - I called Morris this evening about speaking to PMI on how trends in
310574 - technology might impact the practice of management. While he was open
310575 - to doing this, his remarks primarily expressed disappointment about
310576 - the viability of the "Project Manager" role.  Analysis shows that such
310577 - concerns call for a new application of automation to convert
310578 - information into knowledge in order to avoid the endless mistakes and
310579 - consequent "lies" and coverups caused by current applications that
310580 - simply create more information.
310582 -  ..
310583 - PMI can present a program that says don't complain about mistakes,
310584 - rather give your people the tools, training and support that enable
310585 - them to do a better job.  Don't get mad and don't get even.  Get
310586 - better!!
310587 -
310588 -     [See later application to Ford Motor, ref SDS 43 line 174.]
310589 -
310590 -
310591 -
310592 -
3106 -

SUBJECTS
Senior Council
Future of Project Management
Project Manager:  Dinosaur or Beacon
PMP Training, Meaning, Alternatives

3506 -
350701 -  ..
350702 - Future of PMI
350703 -
350704 - The above exchange goes to the question of PMI evolving too rapidly
350705 - away from its roots in construction, rushing to embrace technology
350706 - that seems to provide tools for managing projects. The 1996 Asilomar
350707 - event intends to redress this condition, ref SDS 23 line 325.
350709 -      ..
350710 -     My general sense is that PMI started as a way for Project Managers
350711 -     on opposing sides to visit outside the field of battle.  Vendors
350712 -     were invited, and consultants saw a way to make contacts.  Speaker
350713 -     presentations began to indicate it would be helpful to identify a
350714 -     PMBOK.  As the IT industry grew, it sought a greater role as a way
350715 -     to make more contacts and sales.  Now it seems we have a situation
350716 -     where real project managers are not apparent in PMI.  Instead we
350717 -     have a lot of Team Leaders, marketing types and others where
350718 -     everyone is selling to everyone else, rather than talking through
350719 -     serious communication issues like application of notice on
350720 -     internal projects.
350721 -
350722 -        [See follow up reviewing viability of PM ref SDS 51 line 331
350723 -        and reports in public media on laid off PMs, ref SDS 57 line
350724 -        220.]
350726 -         ..
350727 -        [See discussion with Turner ref SDS 52 line 163, and later
350728 -        Asilomar 960715, ref SDS 61 line 100.]
350729 -
350731 -  ..
350732 - This was discussed previously at a PMI Event program meeting,
350733 - ref SDS 23 line 325, and also in connection with a Senior Council at
350734 - ref SDS 20 line 328.  See history at ref SDS 38 line 71.  [See
350735 - discussion with Jim Pennypacker, Editor-in-Chief PMI Publications,
350736 - ref SDS 50 line 421.]
350737 -
350738 -
350740 -  ..
350741 - "Leaders," "Coordinators," & "Project Managers"
350742 - ------------------------------------------------
350743 - The perspective set out above by a leader in IT is a serious challenge
350744 - to the viability of a Project Manager profession, since in recent
350745 - years IT has been a major growth industry for PMI membership, and
350746 - second because IT provides much of the pizzazz in project management
350747 - by offering automated tools.
350748 -
350749 -     [See follow up analysis at ref SDS 41 line 104. and considerations
350750 -     in PMI at ref SDS 50 line 421.]
350752 -  ..
350753 - To preserve the integrity of professional standards it may be worth-
350754 - while to acknowledge lower levels of Project Management that clarify
350755 - the significant difference between internal and external projects.
350756 - "Team Leaders" and "Coordinators" of internal projects lack the
350757 - authority Project Managers exercise vis a vis subs, vendors, owner,
350758 - design professionals, etc., by dent of a contract which governs
350759 - payment, and thereby supports the role of planning and managing
350760 - because there is authority to make decisions that have consequences if
350761 - not implemented.  (See support by Pac Bell, ref SDS 36 line 131.
350762 -
350763 -      [PMBOK recognizes the distinction, ref SDS 37 line 51.]
350765 -  ..
350766 - Thus, in general...
350767 -
350768 -      "Team Leader" and/or "Coordinator" are better suited for internal
350769 -      projects that lacks a proven authority mechanism.
350770 -
350771 -      "Project Manager" is better suited to external projects that have
350772 -      a historically proven authority mechanism.
350774 -  ..
350775 - PMI may wish to issue a formal notice that where an organization fails
350776 - to implement effective authority mechanisms to support a project, PMI
350777 - will classify the person in charge as a "Leader" or "Coordinator"
350778 - rather than a "Project Manager."
350780 -  ..
350781 - Second, PMI might enhance its PMP credential accreditation authority
350782 - by requiring a showing as a condition of being awarded a PMP, of
350783 - having applied Project Management "authority," including the use of
350784 - notice provisions, and/or overcoming "Feel Good" management pressures.
350785 -
350786 -      This seems to be a critical distinction, because most everyone
350787 -      wants to be well liked and known as a "team player."  Project
350788 -      Management, however, is about getting the job done for the
350789 -      stakeholder.  Even people who have authority are often unwilling,
350790 -      or inept in exercising such authority, falling prey to the
350791 -      pressures of "Feel Good" management, see for example ref SDS 11
350792 -      line 34, ref SDS 1 line 244, and ref SDS 1 line 244.
350793 -
350795 -  ..
350796 - This may seem harsh and/or threatening to PMI's goal to be accepted as
350797 - an industry leader.  Yet, it could have an opposite and positive
350798 - effect.
350800 -  ..
350801 - The "Team Leader," "Project Leader," or "Coordinator" position could
350802 - be seen as a career growth position, so there is something between
350803 - being a Project Manager and someone who has passed an examination.
350804 -
350806 -  ..
350807 - PMI Organization Certification
350808 -
350809 - PMI might move toward certification of organizations as using Project
350810 - Management practices.  Where there is not a showing of an effective
350811 - grant of authority to Project Managers, PMI would not certify an
350812 - organization as using Project Management practices.  This could take
350813 - time to catch on, but like CPM, soon organizations hiring other
350814 - organizations will want them to be PMI certified, in order to make
350815 - sure they have sound management practices, so they don't have to find
350816 - out the hard way that "Feel Good" management is at work, rather than
350817 - "Project Management."
350819 -  ..
350820 - Without an assertion of standards in distinguishing internal from
350821 - external project management with respect to the issue of authority,
350822 - PMI may suffer loss of credibility, as evidence above, with consequent
350823 - loss of membership and influence.
350825 -  ..
350826 - This may in prove critical to PMI's future in moving early to distance
350827 - itself from the disillusionment and consequent loss of confidence in
350828 - the profession of Project Management, evidenced by Morris and Joel
350829 - Koppleman at ref SDS 18 line 322.  PMI should be positioned to
350830 - differentiate situations where a Project Manager has no authority, and
350831 - those where such essential authority is in place, so when criticisms
350832 - are directed at Project methodology, PMI can investigate whether there
350833 - was ever an opportunity to actually apply "Project Management" at the
350834 - source of the criticism, or whether it emanated from a "Team Leader"
350835 - context.  To perform effective Project Management, you need a "Project
350836 - Manager," and that means an authority mechanism with integrity.
350837 -
350838 -      [See follow up discussion with Bill at ref SDS 40 line 173.]
350840 -  ..
350841 - Panel Debate - PM Beacon to the Future or Dinasauer?
350842 -
350843 - One way to investigate the depth of the issue, is to sponsor a panel
350844 - debate inviting people like Morris and Joel Koppleman and others who
350845 - feel disillusioned by project management, to come present their views,
350846 - and to thereby clarify with opposing views the critical role of
350847 - authority in making project management an effective instrument.
350848 -
350849 -       [Followed up with Ahmet at ref SDS 33 line 215.]
350851 -        ..
350852 -       [See Asilomar 960715, ref SDS 61 line 100.]
350854 -        ..
350855 -       [See where Chips started using a PM, ref SDS 64 line 80.]
350856 -
350857 -
350858 -
3509 -