CONTACTS
SUBJECTS
PMBOK ISO Correlation Project Management Practices Standards Publica
0903 -
0903 - ..
0904 - Summary/Objective
0905 -
090501 - Follow up ref SDS 31 0000, ref SDS 30 0000.
090502 -
090503 - Reviewed draft ISO 10006 standards for project management received
090504 - today from Doug at Raychem, ref SDS 31 0966, and compared with
090505 - exposure draft of PMBOK received on 950720, ref SDS 30 0001
090506 -
090507 - [On 951005 received additional analysis of PMBOK. ref SDS 36 0794
090509 - ..
090510 - There are no apparent conflicts between ISO and PMBOK. Both standards
090511 - cover traditional PM practices as integrated processes, but overlook:
090512 -
090513 - 1. Contract legal standards for performing projects.
090514 -
090515 - 2. Authority of project manager.
090517 - ..
090518 - 3. Information density overwhelms systems and tools, causing
090519 - cost and schedule control to fail, and attributed to Murphy's
090520 - Law, as explained in POIMS. ref OF 7 0307
090522 - ..
090523 - PMBOK offers wider, occasionally more meaningful treatment and better
090524 - balance of project management subjects, and provides more graphics to
090525 - aid comprehension and use. ISO provides a stronger focus on improving
090526 - the quality of project management through traceability of "causation"
090527 - and decision support, ref SDS 0 1740, and through continual learning
090528 - from project evolving history, i.e., organizational memory (see again
090529 - POIMS, ref OF 7 01TU) ISO seems stronger on Project Manager
090530 - authority; but, neither standard addresses this issue adequately.
090532 - ..
090533 - Common language in places shows collaboration or use of common
090534 - sources; however, both standards need to clarify use of "life cycle,"
090535 - "phase" and "process."
090536 -
090537 - [On 951026 submitted comments to ISO. ref SDS 38 0000
090538 -
090539 -
090540 -
090541 -
090543 - ..
0906 -
0907 -
0908 - Progress
0909 -
090901 - Correlation PMBOK & ISO Management Practices
090902 - Standards Publications Organic Structure for Management Requirements
090903 -
090904 - There appears to be strong correlation between the PMBOK and ISO 10006
090905 - standards, as seen from following listing of content headings. This
090906 - confirms indications at the PMI Panel discussion on 950718,
090907 - ref SDS 27 0398, and telecon with Raychem on 950720. ref SDS 29 NN4L
090909 - ..
090910 - These lists provide an organic structure in the SDS subject index to
090911 - organize the record of performance using good management practices.
090912 -
090913 - [On 990625 Kaiser's Healthwise Handbook has organic subject
090914 - structure for organizing medical practice. ref SDS 62 W26O
090915 -
090916 - [On 020504 FAR provides organic structure to organize
090917 - procurement work. ref SDS 71 XV7L
090919 - ..
090920 - [On 040312 lecture outline on 21st century science provides
090921 - organic structure for organizing the record and finding
090922 - relevant history on science. ref SDS 77 0Q6M
090923 -
090925 - ..
090926 - PMBOK ISO 10006
090927 -
090928 - 1 Introduction 0 Introduction
090929 - " 1 Scope
090930 - .2 Definition, ref SDS 0 M24F 3.1 Definition Project, ref SDS 0 UQ5N
090931 - 2 PM Context
090932 - .1 Phases/Life Cycle 4.4 Phases & Processes
090933 - .2 Stakeholders 3.3 Stakeholder defined
090934 - 5.2 Stakeholder needs/conflict
090935 - .3 Organizational influ. 5.5 Organizational structure
090936 - conducive to quality
090937 - 6.8.2.1 Organizational structure
090938 - .4 General Managmnt Skills Leadership Communicating
090939 - 6.9 Communication Negotiating
090940 - Problem Solving
090941 - .5 Socioeconomic Influ. Influence Organization
090942 - Standards/Regulations (power & politics)
090943 - .6 Cultural Influences
090944 -
090946 - ..
090947 - 3 Process 3.4 Process definition
090948 - 4 Integrative 6.3 Interlinking
090949 - 5 Scope 6.4 Scope
090950 - 6 Time 6.5 Time
090951 - 7 Cost 6.6 Cost
090952 - 8 Quality 5.0 Quality principles
090953 - 9 Human Resource 6.8 Personnel
090954 - 10 Communications 6.9 Communication
090955 - 11 Risk 6.10 Risk
090956 - 12 Procurement 6.11 Procurement
090957 - Ap D References Annx A References ISO 9000
090958 - Ap F Glossary 3 Definitions
090959 - 6.7 Resource
090960 - 6.5.3.3 Lessons learned Time 7.0 Learning from the project
090961 - 7.4.3.3 " " Cost
090962 - p. 66 Code of Ethics
090963 -
090964 -
090965 - ******************
090967 - ..
090968 - Graphics, Tables, Explanations
090969 -
090970 - PMBOK is considerably longer than ISO 10006, in part because of
090971 - extensive use of graphs, tables, process explanations and examples. It
090972 - also covers a wider array of influences on project management, as seen
090973 - from the above list. This makes PMBOK seem more meaningful and useful
090974 - (practical) than the current draft of the ISO standard.
090976 - ..
090977 - PMBOK could be improved by more examples to illustrate the meaning of
090978 - common terms for processes in different industries, like it uses to
090979 - explain "project life cycles" in section 2.1.3. ref OF 3 NS6K
090980 -
090982 - ..
090983 - Overuse and Undefined "Processes"
090984 -
090985 - ISO calls for many "processes" to be developed and used, but does not
090986 - describe or give examples to aid with implementation of the standard.
090987 - Exceptions are at section 4.4, ref OF 1 ML7K, and Annex B with Table A
090988 - on page 35 illustrating a "Progress" evaluation. More descriptions
090989 - and examples may exist in the referenced ISO standards.
090990 -
090992 - ..
090993 - Communication Requirements
090994 -
090995 - ISO proposes...
090996 -
090997 - ISO 6.9 Communication related processes
090998 - ISO 6.9.1 Description of communication related processes
090999 -
091000 - The aim of the communication related processes is to
091001 - facilitate the exchange of information necessary for the
091002 - project. These processes ensure timely and appropriate
091003 - generation, collection, dissemination, storage and ultimate
091004 - disposition of project information. ref OF 1 V8F8
091006 - ..
091007 - PMBOK 10.1 COMMUNICATIONS PLANNING
091008 -
091009 - Communications planning involves determining the information
091010 - and communications needs of the stakeholders: who needs what
091011 - information, when will they need it, and how will it be given
091012 - to them. While all projects share the need to communicate
091013 - project information, the informational needs and the methods
091014 - of distribution vary widely. Identifying the informational
091015 - needs of the stakeholders and determining a suitable means of
091016 - meeting those needs is an important factor for project
091017 - success. ref OF 4 1111
091019 - ..
091020 - ISO 6.9.2. Management of meetings
091021 -
091022 - Appropriate meeting rules and guidelines should be formalized.
091023 - Meeting agenda should be sent out in advance. Minutes of
091024 - meetings should include decisions made, actions resulting and
091025 - assignments and should be distributed to relevant parties
091026 - within an agreed time. ref OF 1 V8F9
091028 - ..
091029 - This standard omits requirements for assigning folks to prepare an
091030 - agenda, allocating time for people to be prepared, and assigning
091031 - someone to write up the record, get feedback and refine the record in
091032 - order to make the record useful for command and control of the work,
091033 - i.e., to accomplish the purpose of communication.
091034 -
091035 -
091037 - ..
091038 - ISO 6.9.2.2 Information distribution...
091039 -
091040 - Information should be distributed in a timely manner with
091041 - strict adherence to time schedules. All data should be
091042 - provided without superfluous information. Concise writing and
091043 - clear presentation techniques should be used. ref OF 1 QW4I
091045 - ..
091046 - PMBOK 10.2 INFORMATION DISTRIBUTION
091047 -
091048 - Information distribution involves making needed information
091049 - available to project stakeholders in a timely manner. It
091050 - includes implementing the communications management plan as
091051 - well as responding to unexpected requests for information.
091052 - ref OF 4 6X3L
091054 - ..
091055 - ISO 6.9.2.4 Communication control...
091056 -
091057 - When discrepancies appear between actual performance and plans
091058 - corrective actions should be initiated and plans revised.
091059 - ref OF 1 WY3G
091061 - ..
091062 - These prescriptions lead toward Communciation Metrics to complement
091063 - cost and schedule control, explained on 950927, ref SDS 23 EK5J, which
091064 - are summarized in POIMS, ref OF 8 685K, and which further implement
091065 - ISO requirements for traceability to original sources, shown below.
091066 - ref SDS 0 1740
091067 -
091068 -
091070 - ..
091071 - Law of Contracts Omitted
091072 -
091073 - Project management needs standards that indicate what constitutes
091074 - "timely" and "concise," etc., in different settings. This requires
091075 - some consideration of legal standards with respect to notice,
091076 - specifying notice, and response criteria, and how this is applied
091077 - absent a formal contract.
091079 - ..
091080 - It could be argued contract law is properly omitted because it is set
091081 - out in case law. However, this ignores the tradition that case law
091082 - reflects or takes account of industry practice, which is the precise
091083 - objective of an effort to set standards. Moreover, case law does not
091084 - govern internal projects which none-the-less require similar
091085 - mechanisms in order to be successful, which is the aim of PMBOK and
091086 - ISO. (See PMBOK 2.2 ref OF 3 CW5M; and ISO 4.2 ref OF 1 VRXV)
091087 -
091089 - ..
091090 - Purpose of PMBOK & ISO
091091 -
091092 - PMBOK 1.1 describes the sum of knowledge and common lexicon within the
091093 - profession of project management, ref OF 3 3711, and says at 1.3 that
091094 - "quality is one of many demands to be balanced. ref OF 3 2911
091096 - ..
091097 - ISO 10006 1.0 gives guidance on how quality issues impact project
091098 - management, and says the standard is not intended to be a guide to
091099 - project management itself. ref OF 1 1067. ISO 5.0 describes quality
091100 - principles implemented in clauses 6 and 8, ref OF 1 1001, which
091101 - supports the view that the purpose of this ISO is to achieve "quality"
091102 - through project management.
091104 - ..
091105 - ISO 10006 6.3.2.1 says quality is an integral part of good project
091106 - management. The quality system of the project and the project
091107 - management system should be the same. ref OF 1 5228
091109 - ..
091110 - The latter standard appears to support John Kahl's point at the
091111 - PMI Panel discussion on 050718. ref SDS 27 9559. However these
091112 - ISO citations seem to conflict.
091114 - ..
091115 - Thus, PMBOK offers guidance on performing project management,
091116 - including "quality" in Chapter 8, ref OF 4 8001
091118 - ..
091119 - ISO 1006 aims more narrowly, but importantly, to apply quality
091120 - principles set out in section 5, ref OF 1 1001, to all aspects of
091121 - project management (expanded with references in Annex A,
091122 - ref OF 1 0500). ISO actually covers much of the PMBOK material
091123 - under its implied credo that "quality" is the primary aim of
091124 - enterprise/management.
091126 - ..
091127 - This comes close to reducing "quality" to a mere word, even
091128 - mantra. If it covers everything, then nothing distinguishes it.
091129 - The PMBOK idea of balancing competing demands seems a useful
091130 - standard.
091131 -
091133 - ..
091134 - Implementation Assessment
091135 -
091136 - While both standards present a robust set of "processes," neither
091137 - gives guidance on the central challenge of the modern era:
091138 -
091139 - Implementing sound management practices consistently under
091140 - accelerated information flows and expanding objectives, as set
091141 - out in NWO, ref OF 10 1675, (technical, social, environmental,
091142 - political, organizational).
091143 -
091144 - ...which is illustrated and underscored by this exercise today
091145 - reviewing two standards, and incorporating them into existing work
091146 - flows under "risk" issues cited by ISO 6.10.2.1 ref OF 1 8295
091148 - ..
091149 - ISO correctly calls for a "learning" process, ref OF 1 6923
091150 - analogous to POIMS standard to "invest intellectual capital,"
091151 - ref OF 7 2300, but offers no methods or guidance to accomplish it.
091152 -
091153 -
091155 - ..
091156 - Definition Project Essentially Same in ISO and PMBOK...
091157 -
091158 - ISO and PMBOK define "project" distinguished from "operations" by
091159 - planning, cost and schedule requirements for specified scope and
091160 - deliverable, e.g., fix the car, mow the lawn, heart transplant, book
091161 - report, design a car, build a bridge, bake a cake, fly to the moon,
091162 - run for office.
091164 - ..
091165 - ISO 3.0
091166 -
091167 - For the purposes of this International Standard, the
091168 - definitions contained in ISO 8402: 1994 apply, ref OF 1 923F,
091169 - together with the following:
091171 - ..
091172 - ISO 3.1... Project
091173 -
091174 - Unique process, consisting of a set of co-ordinated and
091175 - controlled activities with start and finish dates, undertaken
091176 - to achieve an objective conforming to specific requirements,
091177 - including the constraints of time, cost and resources.
091178 - ref OF 1 UM3L
091180 - ..
091181 - Notes:
091182 -
091183 - 1. An individual project may form part or a larger project
091184 - structure. ref OF 1 IR4H
091186 - ..
091187 - 2. In some types of project the objectives are refined and
091188 - the product characteristics defined progressiveiy as the
091189 - project proceeds. ref OF 1 ZR5G
091191 - ..
091192 - 3. The outcome of a project may be one or several units of
091193 - product. ref OF 1 5S5K
091195 - ..
091196 - 4. The organization is temporary and established for the life
091197 - time of the project. ref OF 1 AS5N
091199 - ..
091200 - 5. The interrelation between project activities may be
091201 - complex. ref OF 1 IS6H
091202 -
091204 - ..
091205 - PMBOK 1.2... What is a Project
091206 -
091207 - Organizations perform work. Work generally involves either
091208 - operations or projects (although the two may overlap).
091209 - Operations and projects share many characteristics. ref OF 3
091210 - WZ6I For example, they are:
091212 - ..
091213 - Performed by people.
091214 - Constrained by limited resources.
091215 - Describable as processes and subprocesses.
091216 - Planned, executed, and controlled.
091218 - ..
091219 - They differ primarily in that operations are ongoing and
091220 - repetitive while projects are temporary and unique. A project
091221 - can thus be defined in terms of its distinctive characteristics
091222 - it is a temporary endeavor undertaken to create a unique
091223 - product or service. Temporary means that every project has a
091224 - definite ending point. Unique means the product or service is
091225 - different in some distinguishing way from all similar products
091226 - or services (see additional discussion below). ref OF 3 D37M
091228 - ..
091229 - Projects are undertaken at all levels of the organization.
091230 - They may involve a single person or many thousands. They may
091231 - require less than 100 hours to complete or over 10,000,000.
091232 - Projects may involve a single unit of one organization or may
091233 - cross organizational boundaries as in joint ventures and
091234 - partnering. ref OF 3 C49G Examples of projects include:
091236 - ..
091237 - Developing a new product or service.
091238 - Effecting a change in structure, staffing, or style of an
091239 - organization.
091240 - Designing a new transportation vehicle.
091241 - Developing a new or modified information system.
091242 - Constructing a building or facility.
091243 - Running a campaign for political office.
091244 - Implementing a new business procedure or process.
091245 -
091246 -
091248 - ..
091249 - Process, Integration, Life Cycle
091250 -
091251 - Standards for both PMBOK and ISO recognize management "integrates" a
091252 - range of "processes" for command and control of daily work. PMBOK
091253 - gives deeper treatment by devoting separate chapters (3 and 4), to
091254 - these subjects.
091256 - ..
091257 - Neither standard distinguishes how project management differs from the
091258 - general management role of integrating processes, except PMBOK notes
091259 - in section 3.2....
091260 -
091261 - PROJECT MANAGEMENT PROCESS INTERACTIONS
091262 -
091263 - ...that projects require initiating and closing. ref OF 3 QVXQ
091264 -
091266 - ..
091267 - Management Cycle Plan Perform Report Requires Documentation
091268 -
091269 -
091270 - PMBOK section 3.2 further says in particular....
091271 -
091272 - ....processes are linked by the results they produce-the result
091273 - or outcome of one becomes an input to another. Among the
091274 - central processes, the links are iterated-planning provides
091275 - executing with a documented project plan early on, and then
091276 - provides documented updates to the plan as the project pro-
091277 - gresses. ref OF 3 QVWP
091279 - ..
091280 - This requirement supports the SDS design to enable consistent use
091281 - of a "plan, perform, report" management cycle, explained in POIMS.
091282 - ref OF 7 6649 The requirement for continual "documentation"
091283 - aligns with SDS support for "reporting," ref OF 7 2300, that adds
091284 - links showing an audit trail of traceability to original sources
091285 - in the work history, also, called "organizational memory," and
091286 - expressly called out by ISO requirements, shown below. ref SDS 0
091287 - 1740
091288 -
091289 - [On 020504 Federal Acquisition Regulations (FAR) similarly
091290 - require "documentation" to show the work is aligned with
091291 - objectives, requirements and commitments. ref SDS 71 IY4I
091292 - Growing evidence shows agencies have difficulty performing this
091293 - requirement. ref SDS 71 NS6F
091295 - ..
091296 - "Process" means a work practice and/or set of steps to accomplish a
091297 - business requirement, e.g., "hiring" is part of the human resource
091298 - "process." Both standards recognize in defining "subprocesses" that
091299 - all work practices, like all of existence, have organic structure that
091300 - permits deeper levels of attention, depending upon circumstances and
091301 - the magnitude of the undertaking.
091302 -
091304 - ..
091305 - ISO 3.4 defines at ref OF 1 UZ8H a "process" as a:
091306 -
091307 - 4. set of inter-related resources and activities which transform
091308 - inputs into outputs. (ISO 8402:1994)
091309 -
091310 - NOTE - Resources may include personnel, finance, facilities,
091311 - equipment, techniques and methods.
091313 - ..
091314 - PMBOK para 3.1 defines....
091316 - ..
091317 - Project Management Process Linked So Each Supports the Other
091318 - Initiate, Plan, Execute, Control, Close
091319 -
091320 - ...a series of actions bringing about a result" [1]. Operational
091321 - management (managing ongoing operations) also involves planning,
091322 - executing, and controlling; however, the temporary nature of
091323 - projects requires the addition of initiating and closing.
091324 - ref OF 3 1568
091326 - ..
091327 - Management processes... are not discrete, one time events; they
091328 - are overlapping activities which occur at varying levels of
091329 - intensity throughout each phase of the project Figure 3-1 is a
091330 - conceptual illustration of how the processes overlap and vary
091331 - within a phase. ref OF 3 158N
091333 - ..
091334 - In addition, the processes are linked by the results they
091335 - produce-the result or outcome of one becomes an input to another.
091336 - Among the central processes, the links are iterated-planning
091337 - provides exe- cuting with a documented project plan early on, and
091338 - then provides documented updates to the plan as the project
091339 - progresses. These linkages are illustrated in Figure 3-2.
091340 - ref OF 3 QVWP
091341 -
091343 - ..
091344 - ISO 10006 4.4 describes 4 phases of a project "life cycle," ref OF 1
091345 - O54O
091347 - ..
091348 - Conception, Development, realization and termination
091349 -
091350 - ...which seem similar to the the PMBOK management process;
091351 - however, PMBOK uses "life cycle" only in chapter 2.1 to identify
091352 - the whole of a project's "phases," ref OF 3 line 822.
091354 - ..
091355 - PMBOK uses "phase" in 2.1.1 to mean a major milestone such as
091356 - completion of a deliverable. PMBOK does not indicate "phase" is
091357 - another way of saying "process," and does not use "life cycle" to
091358 - refer to project "processes" defined in 3.1, ref OF 3 line 1610.
091359 - However, examples of "life cycles" from various industries at
091360 - 2.1.3, beginning at ref OF 3 line 917, indicate "life cycle" may
091361 - be used in the PMBOK in a similar way as "process," which is the
091362 - case with the ISO standard.
091364 - ..
091365 - PMBOK glossary, appendix F, does not define "life cycle"; it
091366 - defines "phase" as delivery of major deliverable. It does not
091367 - define "process."
091369 - ..
091370 - Seems like more work is needed on defining process, phase,
091371 - life cycle.
091373 - ..
091374 - These distinctions are confusing in considering both standards
091375 - together, but are not material to adequacy of the standards, since
091376 - both present substantially the same ideas.
091377 -
091379 - ..
091380 - SDS Intelligence Cycle Supports Management Process Standards
091381 - Power of Microcosm Intelligence Converts Information to Knowledge
091382 -
091383 - Both PMBOK and ISO standards support what George Gilder identifies
091384 - as a source of significantly increased productivity derived from
091385 - controlling smaller process elements, reviewed on 950718.
091386 - ref SDS 27 3846.
091388 - ..
091389 - Management processes like those in the PMBOK, ref SDS 0 4012, ISO,
091390 - ref SDS 0 4032, and earlier Edward Deming (Plan, Do, Study, Act),
091391 - convert inert information into the power of knowledge through
091392 - automated integration of the SDS "intelligence cycle," ref OF 7
091393 - 6649, ref OF 7 0336 (also "Continual Learning" below. ref SDS 0
091394 - 2846)
091395 -
091396 - [On 960519 reviewed power of microscosm to improve
091397 - productivity. ref SDS 45 8338
091398 -
091400 - ..
091401 - Authority of Project Manager
091402 - Project Management Coordinating Work to Achieve Objectives
091403 -
091404 - ISO 1006 section 4.2 explains scope of project management coordinates
091405 - planning, assignments, monitoring all aspects controlling the work,
091406 - including quality management. ref OF 1 VRXV, and ISO 1006 5.3,
091407 - ref OF 1 6557
091409 - ..
091410 - Project manager is the single point of contact with responsibility and
091411 - authority for managing the work to meet objectives, requirements, and
091412 - commitments. Authority delegated to the project manager should be
091413 - commensurate with responsibility. ref OF 1 PSPW
091415 - ..
091416 - ISO 6.8.2.1 calls for the project manager to develop an organizational
091417 - structure with effective lines of communication and control.
091418 - ref OF 1 E358
091420 - ..
091421 - ISO recognizes projects can be organized in significantly different
091422 - ways that impact authority of project manager. ref OF 1 RO4J
091424 - ..
091425 - PMBOK presents specific organizational structure types (e.g.
091426 - functional, matrix, project associated varying levels of manager
091427 - authority. ref OF 3 FO5M and ref OF 3 F166
091428 -
091429 - The PMBOK appears more robust on this issue, but it is too weak
091430 - alerting stakeholders that chances of meeting objectives are
091431 - reduced by failing to delegate adequate authority to the project
091432 - manager for coordinating the work.
091434 - ..
091435 - It seems unhelpful to call for an appropriate organizational
091436 - structure, without giving guidance on determining "appropriate."
091438 - ..
091439 - PMBOK and ISO standards rest on the principle that management
091440 - drives the quality of project results. It is therefore disturbing
091441 - that ISO fails to address directly, as PMBOK does, that success of
091442 - projects depends directly on authority of the project manager to
091443 - direct the work, given the intent to promote "quality" in project
091444 - management. ref OF 1 7W8F
091445 -
091447 - ..
091448 - Accountability & Authority
091449 -
091450 - ISO 10006 6.2.2. under application of quality principles to the
091451 - strategic process, calls for a project manager to be assigned with
091452 - accountability and responsibility defined at the earliest date, see
091453 - ref OF 1 line 525. Similarly at 6.8.2.1, ref OF 1 line 1259.
091455 - ..
091456 - Traceability, called out below, is a key method of accomplishing
091457 - accountability. ref SDS 0 1740
091459 - ..
091460 - On 931130 review of Drucker shows "sunshine profits" make managers
091461 - avoid accountability. ref SDS 12 1504]
091463 - ..
091464 - On 931223 Deming, who developed TQM and focuses on accountability as a
091465 - component of quality, had to leave the country to find acceptance of
091466 - these standards. ref SDS 14 9765
091467 -
091468 - [On 971202 ISO 9000 HQUSACE policy stresses accountability...
091469 - ref SDS 52 7453]
091471 - ..
091472 - [On 970829 accountability is essence of management. ref SDS 49
091473 - 6666
091475 - ..
091476 - [On 980307 reviewed Andy Grove's book "Only the Paranoid
091477 - Survive" that descirbes "Strategic Disonnence" ref SDS 54 5517
091478 - as managers in denial who fear change. ref SDS 54 3740
091480 - ..
091481 - [On 980405 managers fear accountability. ref SDS 57 5065]
091482 -
091484 - ..
091485 - First, ISO does not distinguish "authority" of a project manager,
091486 - from a coordinator or team leader, each of whom do not have
091487 - authority to compel/encourage performance, as discussed on 950705.
091488 - ref SDS 26 T2DM
091490 - ..
091491 - Second, a lot of people can manage projects but do not have the
091492 - risk capital to be accountable for the results. Therefore, what
091493 - does it mean to define "accountability?" This is a difficult area.
091495 - ..
091496 - Barney Hedberg at Perini told the story of the guy who
091497 - submitted a quote for a project and when asked if he could
091498 - bond, said "No, but I am willing to admit my mistake, if I am
091499 - wrong." That's not accountability.
091501 - ..
091502 - Often a contractor does not want anyone else to be
091503 - accountable, because he wants to retain the opportunity to
091504 - gain commensurate with the risk of loss, and so is unwilling
091505 - to give up any accountability, but must in order to be
091506 - successful, give up authority.
091508 - ..
091509 - Suppose authority of the Project Manager is defined as ensuring
091510 - that schedules and budgets are prepared within industry standards
091511 - and updated monthly, that a report be submitted explaining budget
091512 - overages and schedule delays, together with a plan to recover, or
091513 - request for a change in the budget or schedule.
091515 - ..
091516 - This is not really "authority." It is "responsibility," without
091517 - however, authority to offer inducements and/or penalties there is
091518 - no authority and if there is no authority, there is no project
091519 - manager; rather we have a coordinator, or team leader per
091520 - discussion on 950705. ref SDS 26 T2DM
091521 -
091522 -
091524 - ..
091525 - Quality
091526 -
091527 - ISO 10006 5.0 describes quality principles implemented in clauses 6
091528 - and 8, ref OF 1 line 371. So the entire purpose of the standard is to
091529 - implement quality. It is not clear where in the standard the
091530 - stakeholder is presented with choices about what level of "quality" to
091531 - buy.
091532 -
091533 - [On 951221 article on need to balance quality considerations with
091534 - resource availability based on cost and schedule commitments.
091535 - ref SDS 41 SZ82
091537 - ..
091538 - PMBOK addresses quality in chapter 8, ref OF 4 line 1557, as one among
091539 - many processes to be integrated and balanced in managing a project,
091540 - ref OF 3 line 523. It cites ISO 8402, evidently published in 1993 for
091541 - a definition of "quality" ref OF 5 line 2070.
091543 - ..
091544 - This is one of the rare instances in PMBOK where the language
091545 - seems very awkward, and so hopefully has been improved since 1993.
091546 -
091547 -
091549 - ..
091550 - Tenuous Correlations to Quality
091551 -
091552 - ISO 10006 6.8.2.1 says project team positions should be documented and
091553 - accepted by staff members, in order to ensure "project quality,"
091554 - ref OF 1 line 1286.
091555 -
091556 - This sounds more like a fair employment labor clause rather than
091557 - something aimed at quantifying the quality of the work.
091559 - ..
091560 - ISO 10006 6.8.2.3 says project personnel should receive, to the extent
091561 - required by the project, additional training, both general and project
091562 - specific, ref OF 1 line 1352. The training should ensure that they are
091563 - competent, at their level of responsibility in the project in areas
091564 - such as:
091565 -
091566 - quality principles and their application to the project
091567 - project quality system
091568 - lessons learned from previous projects
091569 - scope of work within the project
091570 - project procedures and instructions
091571 - tools and techniques used in the project
091573 - ..
091574 - Competence goes to basic acuity, education, tenacity, willingness
091575 - to expend whatever level of effort is required to accomplish a
091576 - mission, including research requirements, acquire added formal
091577 - education, make a thousand calls, track chronology, context, and
091578 - construct connections that "conntect the dots" for accurate
091579 - understanding, and timely follow up to get things done.
091581 - ..
091582 - How is "competency" determined for "lessons learned from previous
091583 - projects," or, "project quality system"?
091585 - ..
091586 - Project managers have a duty to provide tools and support that
091587 - grow and leverage competence. The core competency of
091588 - civilization is converting information into knowledge. SDS and
091589 - Communciation Metrics accomplish this better than other methods.
091590 - see POIMS, ref OF 7 0367
091592 - ..
091593 - The ISO call to provide opportunities for personal involvement,
091594 - satisfaction and development is not clearly related to "quality"
091595 - and seems more akin to equating a PM with the role of mother and
091596 - father.
091597 -
091598 -
091599 -
091600 -
0917 -
SUBJECTS
Continual Learning, Executive Training, 930726
ISO Continual Learning Links Good Management Working Intelligently Tr
Continual Learning Links Good Management Working Intelligently Tracea
ISO 10006 PMBOK Continual Learning Lessons Learned from Experience Co
Chronology Understanding Sequence Diary Time
ISO Continual Learning Align Communication Objectives Requirements C
2208 -
220901 - ..
220902 - Continual Learning Requires Capture and Organize Organizational Memory
220903 - Learning Experience Investing Intellectual Capital for Lessons Learned
220904 -
220905 - ISO 10006 section 5.6 presents principal 5 stating that management is
220906 - responsible to have a process of continuous improvement from project
220907 - experience. ref OF 1 6923 ISO 10006 section 7.0 implements clause 5.6
220908 - with requirements for learing from project history. ref OF 1 IWYP
220909 - These ISO requirements reflect the common dictum: "past is prologue."
220910 - ISO requires investment for an effective and efficient system of
220911 - continual learning, ref OF 1 S74H, and recognizes that computers
220912 - support this task with capacities for storing, finding, maintaining,
220913 - and using relevant history quickly when needed. ref OF 1 S839
220915 - ..
220916 - [On 130427 1038 Open Colleges offers 18-month e-learning
220917 - advanced education program for certificate in project
220918 - management; applies Tofflers vision of continual learning
220919 - with training and support. ref SDS 85 XQ5L
220921 - ..
220922 - On 880415 Stanford project management office supported by new
220923 - Integrated Facilities department, getting case studies improve results
220924 - on construction projects for Stanford, and provides feedback to
220925 - improve classroom curiculum. ref SDS 1 PU91
220927 - ..
220928 - Capturing experience supports Jeromy Campbell's explanation of
220929 - human thinking and "logic," as based on "experience," from
220930 - review on 900303. ref SDS 5 0052 Discovering cause and effect
220931 - from connections to original sources, suggests that continual
220932 - learning is closely related to continual linking required for
220933 - traceability to original sources, discussed below. ref SDS 0
220934 - 1740
220936 - ..
220937 - Continual learning necessarily requires accurately capturing
220938 - organiztional memory of daily experience and constructing
220939 - chronologies showing traceability to original sources, see
220940 - below, ref SDS 0 1740, which impart knowledge of cause and
220941 - effect based on context of particular subjects, as explained in
220942 - POIMS. ref OF 7 0367 and further at ref OF 7 2300 In the
220943 - manual world of traditional management practice this process is
220944 - more commonly called "lessons learned."
220946 - ..
220947 - [On 950911 Tofflers recommend continual learning by teaching
220948 - children to "think." ref SDS 34 2222
220950 - ..
220951 - [On 971004 Stanford construction project management office
220952 - closed because "best of best" failed to meet objectives.
220953 - ref SDS 50 0001
220955 - ..
220956 - [On 000129 Colloquium at Stanford presented Doug Engelbart's
220957 - ideas on improving improvement process, ref SDS 65 3168,
220958 - reviewed earlier on 991222. ref SDS 64 3961]
220960 - ..
220961 - [On 011102 organizational learning developed by Senge
220962 - antecedent to Knowledge Management based on studies of
220963 - building aircraft during WWII, and later an article
220964 - published in 1962 that won a Nobel Prize on improving
220965 - productivity through learning and experience. ref SDS 67
220966 - M25K
220968 - ..
220969 - [On 041213 Edison credited for using contemporaneous notes
220970 - to support plan, perform, report discovery process of the
220971 - scientific method. ref SDS 81 DK4N
220973 - ..
220974 - Continual Learning uses SDS to capture and integrate personal
220975 - and organizational memory, see POIMS, ref OF 7 01TU, and
220976 - reviewed on 890809. ref SDS 3 7499 At that time, Morris
220977 - indicated continual learning sounds good, but asked about
220978 - experience showing cost savings? ref SDS 4 MZ3K Management
220979 - standards encourage people to learn, despite lack of experience
220980 - showing cost savings, similar to sending children to school,
220981 - even though they would rather watch television and play with
220982 - friends, because they do not have experience that shows
220983 - learning makes it possible to watch television and play. To
220984 - reduce ignorance, there needs to be an initial launching
220985 - mechanism.
220987 - ..
220988 - Continual learning requirements in ISO reflect Welch Management
220989 - Method cited on 911123, ref SDS 6 4930, as exemplified in the
220990 - record on 950428, ref SDS 24 8900, which applies Edison's work
220991 - practice of persistance and diligence reviewed on 940722,
220992 - ref SDS 20 8994, Covey's idea reviewed on 921205 to keep a
220993 - daily journal, ref SDS 8 1121, also developed from review on
220994 - 931130 of Peter Drucker's ideas, ref SDS 12 5820, and "Learning
220995 - Organization" ideas of Peter Senge, reviewed on 930216.
220996 - ref SDS 9 8998.
220997 -
220998 - [On 041213 Edison credited for using contemporaneous notes
220999 - to support plan, perform, report discovery process of the
221000 - scientific method. ref SDS 81 DK4N
221002 - ..
221003 - [On 951012 "Tending the Garden of Knowledge" explains value of
221004 - "continual learning" supported by POIMS. ref SDS 37 9066.]
221006 - ..
221007 - [On 951216 example at ref SDS 40 0050.]
221008 -
221010 - ..
221011 - Data Collection Inadequate for Continual Learning
221012 -
221013 - ISO calls for collecting "data" rather than capturing information
221014 - and converting it into knowledge. [The defect in a process of
221015 - "data collection" to improve management productivity was developed
221016 - later in a discussion with Intel, ref SDS 35 4218.] However, a
221017 - simple extension of the "data collection" requirement, supports the
221018 - innovation of SDS to collect a diary associated with project
221019 - objectives and detailed organic structure automatically recycled by
221020 - the POIMS management process to support future work and decisions,
221021 - ref OF 7 line 178, called for in the Kerzner lecture on Project
221022 - Management, ref SDS 21 8447
221023 -
221025 - ..
221026 - Management Cycle Supports Continual Learning
221027 - Case Studies - Automated Experience Enables Continual Learning
221028 -
221029 - The only way to effectively accomplish ISO requirements for
221030 - continual learning is by automating the management cycle, as SDS
221031 - does, per Morris' comments on 911123, ref SDS 6 0477
221033 - ..
221034 - The record on 950428 explains how SDS is used to create continual
221035 - "case studies," ref SDS 24 8900, that have proven to be useful in
221036 - the Bible and case law by showing results of prior similar fact
221037 - patterns.
221039 - ..
221040 - Need for intelligence that enables continual learning is explained
221041 - from Cal Tech seminar on 921021, ref SDS 7 5692,
221043 - ..
221044 - Enterprise Management is an attempt to strengthen use of lessons
221045 - learned from organizational memory, reported on 940522.
221046 - ref SDS 18 QL5G
221048 - ..
221049 - "Knowledge" is the work product that results from "intelligence"
221050 - that enables continual learning, as explained on 900302, reviewing
221051 - Jeromy Campbell's book "The Improbably Machine." ref SDS 5 3002
221052 -
221053 - [On 950812 applied to NWO paper at ref SDS 32 0112
221054 -
221056 - ..
221057 - Documentation Converted into Intelligence Yields Command Control
221058 - Lessons Learned Requires Process to Capture Organizational Memory
221059 - Organizational Memory Connect Dots Yield Continual Lessons Learned
221060 -
221061 -
221062 - PMBOK section 6.5.3.3, ref OF 4 PS4H, and 7.4.3.3, ref OF 4 PR6N, call
221063 - for documenting causes of time and cost variances, and the reasoning
221064 - in choosing corrections, to be used for future work.
221066 - ..
221067 - ISO Section 7 on "Learning from the Project" is much stronger than the
221068 - approach in PMBOK. ref OF 1 IWYP
221070 - ..
221071 - Neither ISO nor PMBOK offer guidelines on how to accomplish
221072 - "documentation" so it is timely, accurate and is readily accessible
221073 - when needed to solve daily problems, i.e., they fail to offer
221074 - automated and integrated organization and access methods that make
221075 - "lessons" valuable. ref OF 7 PG9M
221077 - ..
221078 - Rather than call for "documentation," which is uniformly ignored as
221079 - bureaucratic paperwork that slows everybody down, PMBOK, ISO, FAR,
221080 - and other standards should require "intelligence" support that
221081 - "connects the dots" of cause and effect.
221082 -
221083 - [On 020504 case study of Federal Acquisition Regulations (FAR)
221084 - shows people commonly ignore good management practices,
221085 - including standards and regulations, and rely instead on
221086 - conversation. ref SDS 71 NS6F
221088 - ..
221089 - [On 040203 bureaucracy requires paperwork, but fear of
221090 - accountability and drives people to avoid documentation of
221091 - critical details that save lives, time, and money. ref SDS 76
221092 - 8Y5I
221094 - ..
221095 - [On 030826 NASA chief executive testifies before Congress that
221096 - continual disasters occur because people interpret requirements
221097 - as suggestions. ref SDS 74 8K4G
221099 - ..
221100 - Adding energy in the management process to understand the
221101 - chronology of causation yields the power of knowledge for getting
221102 - things done on time and within budget, as set out in POIMS,
221103 - ref OF 7 1X6G, because the order of cause and effect empowers
221104 - predictability, essential for command and control of the work. see
221105 - again POIMS. ref OF 9 1113
221106 -
221107 - [On 040312 locality principle under the irreversibility of time
221108 - which drives the 2nd law of thermodynamics says that energy
221109 - from connecting cause and effect yields the power of knowledge
221110 - for predictability. ref SDS 77 YH4G
221112 - ..
221113 - [On 040312 complementarity principle makes conversation and
221114 - intelligence support to connect the dots of cause and effect
221115 - empowers communication to drive productivity. ref SDS 78 HN3M
221116 -
221117 -
221119 - ..
221120 - Document Control
221121 -
221122 - POIMS explains SDS support for document management. ref OF 7 1107
221124 - ..
221125 - Documentation and control are discussed throughout ISO 10006...
221126 -
221127 - 1. Section 6.3.2.1 Project plan development
221128 - should document requirements for
221129 - quality system............................. ref OF 1 1G6I
221131 - ..
221132 - 2. Progress evaluations and procedures
221133 - should be documented....................... ref OF 1 RH7O
221135 - ..
221136 - 3. 6.3.2.2 Interaction management says
221137 - documentation is required for project
221138 - co-ordination.............................. ref OF 1 XL5H
221140 - ..
221141 - 4. Section 6.3.2.3 says "change management"
221142 - should include document control
221143 - procedures................................. ref OF 1 MG5O
221145 - ..
221146 - 5. Section 6.4.2.4 Activity control says
221147 - documents should subject to document
221148 - control procedures......................... ref OF 1 G65L
221150 - ..
221151 - However, ISO has no standard for performing "document control" nor to
221152 - evaluate performance.
221153 -
221154 - What is document control?
221155 -
221156 - If we call IBM, General Motors, Bechtel, Harvard, the City of San
221157 - Francisco, can anyone look up when a document was issued,
221158 - received, answered, worked, what organizational objectives it
221159 - impacts and how it relates to other documents, the schedule,
221160 - budget???
221162 - ..
221163 - PMBOK gives less treatment than ISO to document control, more properly
221164 - called "Communication Metrics" in an age of information revolution,
221165 - ref SDS 11 7788, to ensure understanding through "Command and Control
221166 - of the Record." ref OF 7 1113 See also "Traceability" below.
221167 - ref SDS 0 1740
221168 -
221169 - The authors may omit standards to capture, organize, link,
221170 - integrate, retrieve and apply the record, because the practice is
221171 - not unique to project management, ref OF 1 line 1311. This view
221172 - conflicts with the tradition of projects requiring careful
221173 - communications such that solutions to most problems are in the
221174 - record, see ref SDS 7 line 128, ref OF 7 line 538. It also
221175 - ignores the rising demand from the Information Highway for ways to
221176 - convert information into knowledge in order to avoid Murhphy's
221177 - Law, ref OF 8 line 48, and ref SDS 19 line 242.
221179 - ..
221180 - A simple example highlights this deficiency. How do those who
221181 - crafted either the ISO or the PMBOK expect people to implement
221182 - their ideas, if there is not a standard for linking work performed
221183 - to particular documents and standards?
221184 -
221185 -
221186 -
221187 -
2212 -
SUBJECTS
Authenticate Communication Add Alignment Verify Accuracy Communicati
Pictures Require Thousand Words Explain Analyse Understand Follow Up
Capture Record Improves Knowledge Management Organizational Memory
Analysis Listening Thinking Planning Follow Up
ISO Links Good Management Traceability to Original Sources Audit Tra
Hansel Gretle Audit Trail to Original Sources Links Alignment Tracea
Traceability Orginal Sources Continual Learning Complementary Binary
5409 -
541001 - ..
541002 - Authenticate Communication Add Alignment Verify Accuracy
541003 - Communication Requires Proactive Alignment Like Hansel and Gretle
541004 - Traceability, Alignment, Audit Trail, Support, Understanding
541005 - Hansel and Gretle Used Linking, Alignment to Remember the Way Home
541006 -
541007 - Traceability to original sources called out extensively by ISO, listed
541008 - below ref SDS 0 S499, and by PMBOK provisions to verify communication
541009 - using "feedback loops," ref SDS 0 1940, supports accountability,
541010 - ref SDS 0 2221, by constructing an audit trail showing alignment of
541011 - daily work with objectives, requirements and commitments. ref SDS 0
541012 - 4421
541014 - ..
541015 - Alignment authenticates conversation and analysis to discover accurate
541016 - and comprehensive correlations, implications, and nuance in documents,
541017 - meetings, and calls. Adding energy to "connect the dots" of cause and
541018 - effect yields the power of knowledge to control the work, which
541019 - complements requirements for continual learning from the record of
541020 - experience on the job. ref SDS 0 6883 Published guidance in ISO,
541021 - PMBOK, contracts, laws and regulations help people overcome fear that
541022 - alignment to verify accuracy that avoids error, reduces deniability
541023 - that avoids accountability for errors, shown on 890324. ref SDS 2 4484
541024 - Without standards for accuracy using traceability to original sources,
541025 - management collapses into error, bumbling, chaos, conflict, crisis,
541026 - and calamity.
541028 - ..
541029 - [...below ISO ISO 10006 6.8.2.3 calls for clear and open
541030 - communication and mutual commitment to customer satisfaction,
541031 - but does not cite requirements for accuracy in meetings, calls
541032 - and documents communicating with customers and colleageus using
541033 - feedback loops for traceability to original sources.
541034 - ref SDS 0 5222
541036 - ..
541037 - [On 951221 article calls for contemperaneous documentation of
541038 - software development. ref SDS 41 0966
541040 - ..
541041 - [On 040312 traceability to original sources applies "locality
541042 - principle" adding energy to "connect the dots" of cause and
541043 - effect yields power of knowledge to control the future under
541044 - the 2nd law of thermodynamics that increases entropy causing
541045 - management to devolve into error, conflict, crisis, chaos, and
541046 - calamity. ref SDS 77 CB7L
541048 - ..
541049 - [On 051130 article in AIA Architect requires documentation for
541050 - good management to work accurately, communications aligned with
541051 - original sources, ref SDS 83 G46F, but notes that during the
541052 - past quarter century, documentation has grown significantly;
541053 - projects that required only a few file boxes in the 1980s
541054 - result in many times that amount today. ref SDS 83 Z16L
541056 - ..
541057 - [On 051130 AIA project management requires contemporaneous
541058 - notes documentation showing work aligns with plans and
541059 - specifications, stakeholder requirements, commitments.
541060 - ref SDS 83 D94Q
541062 - ..
541063 - [On 100207 1454 Command Commissioning improves initial planning
541064 - through construction, testing, and maintenance of multi-faceted
541065 - building projects providing independent audit to verify
541066 - alignment with owner's design intent and operational needs are
541067 - accomplished. ref SDS 84 WX7W
541069 - ..
541070 - "Documentation" is a common term for traceability to original sources
541071 - that verifies accuracy. Projects start with extensive procedures
541072 - using familiar tools for documentation. However, "expediting" soon
541073 - degrades management to entropy that ignores accuracy under the excuse
541074 - of "reducing paperwork," because complexity overwhelms people using
541075 - popular, familiar tools for documentation, and conversation seems
541076 - fast and easy.
541078 - ..
541079 - [On 951026 organizations certified compliant with ISO
541080 - requirements are unable to comply with requirements for good
541081 - management. ref SDS 38 3245
541083 - ..
541084 - [On 960304 Vannevar Bush article published in 1945 forecast
541085 - using technology for constructing a web of trails through the
541086 - record of daily work that give timely access to accurate
541087 - details for performing future work. ref SDS 43 L47F
541089 - ..
541090 - [On 970707 USAFIT study found that management fails, i.e.,
541091 - devolves toward entropy, on all large projects because people
541092 - fail to invest time and expense to maintain alignment of daily
541093 - communication with objectives, requirements, and commitments.
541094 - ref SDS 48 0108
541096 - ..
541097 - [On 990524 engineering management requires diligence to
541098 - document work history alignment with requirements saves time
541099 - and money by avoiding mistakes. ref SDS 59 0876
541101 - ..
541102 - [On 990525 engineers don't like to write and management does
541103 - not plan enough time for documentation. ref SDS 61 0966
541105 - ..
541106 - [On 990625 Kaiser's Healthwise Handbook requires good medical
541107 - practice based on good communication by capturing the record of
541108 - patient history in the medical chart, ref SDS 62 6X3L, and
541109 - getting feedback to verify accuracy. ref SDS 62 TD6Q Doctors
541110 - do not have enough time to write up the record, review and
541111 - provide feedback to verify accuracy. ref SDS 62 2652
541113 - ..
541114 - [On 000307 knowledge management dilemma arises from "hard work"
541115 - required to maintain order in the record for correctly
541116 - understanding cause and effect, while reliance on remembering
541117 - the gist of the story seems fast and easy. ref SDS 66 767G
541119 - ..
541120 - [On 011102 case study traditional information management
541121 - using diary and journal methods write understandings of
541122 - daily work, e.g., captain's ship log, airplane flight test
541123 - reports, project manager daily diary, scientific method
541124 - contemporaneous record reporting on experiments, surveyor's
541125 - journal. ref SDS 68 TO5J
541127 - ..
541128 - [On 020504 Federal Acquisition Regulations (FAR) similarly
541129 - require "documentation" to show the work is aligned with
541130 - objectives, requirements and commitments. ref SDS 71 IY4I
541131 - Growing evidence shows agencies have difficulty performing this
541132 - requirement. ref SDS 71 NS6F
541134 - ..
541135 - [On 021118 reality monitoring innate mental metrics trace
541136 - understadings to original sources that verify accuracy of
541137 - perceptions. ref SDS 72 QS8H
541139 - ..
541140 - [On 031230 taxes and disposable income both rise when
541141 - regulations are enforced by audits for compliance with good
541142 - management practices requiring an audit trail using
541143 - traceability to original sources that enables continual
541144 - learning. ref SDS 75 UZ5P
541146 - ..
541147 - [On 040203 executives and managers avoid planning and analysis
541148 - to reduce paperwork in the black hole of bureaucracy.
541149 - ref SDS 76 8Y5I
541151 - ..
541152 - [On 041012 disorder in medical records causes mistakes, because
541153 - people do not comply with requirements for traceability to
541154 - original sources. ref SDS 79 UW5H
541156 - ..
541157 - [On 041018 Doctor Benz requested documentation for traceability
541158 - to original sources at Kaiser to authenticate conversation
541159 - during 2nd opinion consultation at UCSF Cancer Center to verify
541160 - accuracy of test report on CA 15-3 cancer marker. ref SDS 80
541161 - L14N
541163 - ..
541164 - [On 050722 example common scenarios comedy of errors on big DOD
541165 - project getting fouled up; management degrades to entropy
541166 - because nobody has command and control of the record.
541167 - ref SDS 82 PK6Y
541169 - ..
541170 - Laws, regulations and contract provisions specify good management that
541171 - is essential for success, because people are reluctant to perform good
541172 - management in the absence of express direction. see POIMS. ref OF 7
541173 - DH7L
541174 -
541175 - [On 951026 organizations certified compliant with ISO
541176 - requirements are unable to comply with requirements for good
541177 - management. ref SDS 38 3245
541179 - ..
541180 - [On 020504 FAR part 4.801 governing management of federal
541181 - procurement requires documentation showing alignment of daily
541182 - work with requirements, ref SDS 71 XV7L, but government and
541183 - contractors fail to follow the regulations. ref SDS 71 NS6F
541185 - ..
541186 - [On 021126 CaseMap 4 is a case management software program used
541187 - by lawyers to track chronology, link PDF files and schedule
541188 - tasks to prepare for trial. ref SDS 73 PQUP
541190 - ..
541191 - Advantages of traceability....
541192 -
541193 - 1. Augments innate intelligence process of reality monitoring
541194 - verifying perceptions with cross-checks to avoid mistakes,
541195 - reported on 951031. ref SDS 39 3488
541196 -
541197 - [On 021118 research in cognitive science indicates that
541198 - reality monitoring applies traceability to original
541199 - sources to verify accuracy of perceptions. ref SDS 72 QS8H
541201 - ..
541202 - 2. Empowering people to remember complex correlations of cause
541203 - and effect learned from hard won experience, but which would
541204 - otherwise be forgotten and obscurred by the forest of details
541205 - people encounter moment-to-moment in daily life. Like Hansel
541206 - and Gretel, marking their trail home (see explanation on
541207 - 950822, ref SDS 33 6E6G), traceability to original sources
541208 - enables people to recover the right path in time to take
541209 - effective action.
541211 - ..
541212 - 3. Discovering correlations, implications and nuance that are
541213 - revealed through the process of formulating links to original
541214 - sources in a powerful collateral benefit of traceability to
541215 - original sources. Expanding span of attention expands
541216 - opportunity and prevents mistakes from otherwise overlooking
541217 - connections of cause and effect.
541219 - ..
541220 - These benefits of traceability support POIMS requirement for thinking
541221 - through writing that lift the capacity to think, remember, and
541222 - communicate. ref OF 7 3742
541224 - ..
541225 - These advantages are evident in the practice of law, as explained in
541226 - NWO. ref OF 10 163M, following the tradition of religion. ref OF 10 29G5
541228 - ..
541229 - [On 970829 management text calls "accountability" essence of
541230 - effective management. ref SDS 49 0001
541232 - ..
541233 - [On 971125 audit trail for traceability to original sources
541234 - improved in SDS by automatically linking headlines when a new
541235 - record is created. ref SDS 51 R65V
541237 - ..
541238 - [On 020204 Enron collapse into bankruptcy revealed bad
541239 - management that failed to provide audit trail showing daily work
541240 - aligned with requirements and commitments. ref SDS 69 EX5O
541242 - ..
541243 - The ISO standard calls for mechanisms to show original source support
541244 - for decisions and actions, for example see section...
541245 -
541246 -
541247 - 6.6.2.1 ref OF 1 9933
541248 - 6.3.2.1 ref OF 1 9940 and ref OF 1 8487
541249 - 6.3.2.3 ref OF 1 9946
541250 - 6.4.2.1 ref OF 1 8479
541251 - 6.4.2.2 ref OF 1 9570
541252 - 6.5.2.2 ref OF 1 7893
541254 - ..
541255 - [On 020504 ISO requirements reflect FAR part 4.801 governing
541256 - management of federal procurement. ref SDS 71 XV7L
541258 - ..
541259 - PMBOK requires accuracy of communication by using a process of
541260 - verification with "feedback loops." ref SDS 0 1940
541261 -
541263 - ..
541264 - Command & Control of the Record
541265 -
541266 - Implicit in the notion of "traceability" is that management will
541267 - rely on the record, like Hansel and Gretel used the path they
541268 - created to find their way home, which is a key element of POIMS,
541269 - ref OF 7 1298 and ref OF 7 8555, and Communication Metrics,
541270 - ref SDS 23 0023 and ref SDS 23 4177. ISO standards should make
541271 - reliance on the record an explicit duty essential to achieve the
541272 - quality aims of the standard, since that in fact is the only hope
541273 - for achieving those aims for the reasons developed in reviewing
541274 - the Van Kaspar paper on the Information Revolution on 931008.
541275 - ref SDS 11 4757
541276 -
541277 - [On 950927 Intel to explain at PMI's 1996 Asilomar Conference
541278 - technology can improve management by automating traceability to
541279 - original sources. ref SDS 35 2541]
541281 - ..
541282 - [On 950812 applied this in NWO paper at ref SDS 32 0112.]
541284 - ..
541285 - [On 951221 IT engineering standards require contemporaneous
541286 - documentation of work, communication, testing, problems and
541287 - solutions. ref SDS 41 0966]
541289 - ..
541290 - [On 960205 traceability improves meetings by keeping records of
541291 - performance on action items. ref SDS 42 1640]
541293 - ..
541294 - [On 970526 "root cause analysis" is another way of describing
541295 - traceability to original sources. ref SDS 47 2168]
541297 - ..
541298 - [On 980307 Andy Grove with Intel recommends copious notes to
541299 - remove ambiguity of mental maps. ref SDS 55 3668
541301 - ..
541302 - [On 990314 idea offered to use SDS for a standards Draft
541303 - Submission to ISO and other agencies. ref SDS 58 4500]
541305 - ..
541306 - [On 990525 Morris says engineers don't like to write and IT
541307 - managers don't allocate enough time. ref SDS 60 0966]
541309 - ..
541310 - [On 991001 space craft crashed on Mars, costing $125M due to
541311 - deviation between communication and requirements. ref SDS 63
541312 - 3192]
541313 -
541315 - ..
541316 - Traceability and Continual Learning are Complementary
541317 -
541318 - ISO 10006 section 6.9.2 calling for "Communication Control"
541319 - (discussed below, ref SDS 0 8493) exemplifies how command and
541320 - control through continual traceability, ref SDS 0 1740, and
541321 - Continual Learning, ref SDS 0 2846, are complementary processes,
541322 - reflecting the way the human mind uses intelligence characterized
541323 - as an "experience machine," in cognitive science, reviewed on
541324 - 900303. ref SDS 5 3002
541325 -
541326 - [On 951026 Communication supports both traceability to
541327 - original sources and continual learning. ref SDS 38 7773]
541329 - ..
541330 - [On 951026 organizations unable to implement traceability to
541331 - original sources, indicating need for "faster, better,
541332 - cheaper" way to rely on the record, ref SDS 38 3245, rather
541333 - than guess and gossip.]
541335 - ..
541336 - [On 990625 doctors do not have time to perform required
541337 - procedures to capture the record. ref SDS 62 1978
541339 - ..
541340 - [On 951216 example of Continual Learning and Traceability, see
541341 - ref SDS 40 0050.]
541343 - ..
541344 - [On 011102 organizational learning developed by Senge
541345 - antecedent to Knowledge Management based on studies of
541346 - building aircraft during WWII, and later an article published
541347 - in 1962 that won a Nobel Prize on improving productivity
541348 - through learning and experience. ref SDS 67 M25K
541349 -
541351 - ..
541352 - Risk Management
541353 - Miscommunication & Communication Metrics
541354 -
541355 - ISO requirements to identify causes of variances in schedule,
541356 - ref OF 1 SD4L, and in budget, ref OF 1 CG4L, do not offer guidance
541357 - on how to identify miscommunication, which is the cause of most
541358 - errors in human communities, as explained in POIMS, ref OF 7 V8P1,
541359 - including projects. The call for traceability to original sources
541360 - is the only process that avoids communication errors in order to
541361 - reduce negative variances in budgets and schedules. ref SDS 0
541362 - 1740,
541364 - ..
541365 - Communication Metrics provides automated processes to accomplish
541366 - risk management, see 950327, ref SDS 23 4828, and which greatly
541367 - improve schedule and cost control for the reasons in the NWO paper
541368 - at ref OF 10 09D5 and ref OF 10 8577
541369 -
541370 - [On 951026 discussed this idea. ref SDS 38 5321.]
541371 -
541373 - ..
541374 - ISO Errs Equating Communication with Organizational Structure
541375 -
541376 - ISO 10006 6.8.2.1 relates effective communication with the design
541377 - of organizational structure, ref OF 1 line 1291, rather than with
541378 - empowering people to convert information into knowledge by
541379 - investing intellectual capital. "Better communication" means
541380 - lifting the capacity to think, remember and communicate by
541381 - capturing the record, testing for consistency with the record,
541382 - testing for common understanding by distribution of the record and
541383 - automating the management cycle to ensure timely follow up for
541384 - maintaining shared meaning. see POIMS, ref OF 7 3742,
541385 -
541387 - ..
541388 - Example of Linking
541389 -
541390 - ISO 10006 6.3.2.1 advocates that a quality system be prepared as
541391 - part of the project plan, and linked to a quality manual of the
541392 - project originating organization, ref OF 1 line 616.
541394 - ..
541395 - This is the correct application of "linking" that should be
541396 - advocated as a general principle throughout the standard, but
541397 - which is impossible to carry out without automated integration
541398 - inherent in POIMS technology.
541400 - ..
541401 - The ISO standard needs an example of a "quality plan" and
541402 - "quality system."
541403 -
541405 - ..
541406 - Communication
541407 -
541408 - Both the PMBOK and ISO standards talk about "communication" throughout
541409 - most sections, but neither offers guidance for the project manager on
541410 - how to ensure effective communications. This may reflect the fact that
541411 - communications is a generic management subject, excluded by the PMBOK.
541412 - ref OF 3 X54M and ref OF 3 N67O
541414 - ..
541415 - Failure to offer guidance aligns with Drucker's comment that people
541416 - have given up trying to improve communication, because it is too
541417 - difficult. ref SDS 13 3851
541418 -
541420 - ..
541421 - PMBOK discusses communication at:
541423 - ..
541424 - Communication Planning
541425 -
541426 - ...10.1 determine information and communication needs, reflects
541427 - SDS support to prepare for meetings based on history of prior
541428 - events, commitments and action items. ref OF 4 1111.
541429 -
541431 - ..
541432 - Feedback Loops
541433 -
541434 - ...2.4.2 this section says communication entails "sender-receiver
541435 - models, ref OF 3 QSRU, feedback loops, ref OF 3 GF8O, etc.
541436 -
541437 - Section 10 in the PMBOK says communiation requires critical links
541438 - among people, ideas and information that are necessary for
541439 - success. ref OF 4 B5W3
541441 - ..
541442 - [See "Feedback" below under ISO. ref SDS 0 1593
541443 -
541445 - ..
541446 - Project Language, Understanding Require Alignment
541447 -
541448 - Section 10 further says "Everyone involved in the project must be
541449 - prepared to send and receive communications in the project
541450 - "language" and must understand how the communications they are
541451 - involved in as individuals affect the project as a whole.
541452 - ref OF 4 B5W3
541454 - ..
541455 - This requirement is inadequate. It should state that project
541456 - language comes from contracts, customer objectives and
541457 - requirements, codes, statutes, regulations, policies and
541458 - professional standards that conduct of the work.
541460 - ..
541461 - PMBOK language fails to state the work practices of
541462 - alignment, audit trail and traceability to original sources
541463 - that bring "understanding," which is specified in ISO, though
541464 - without explaining this enables intelligence. ref SDS 0 1740
541466 - ..
541467 - ...9.3.1.4 Progress reports. Progress reports provide feedback to
541468 - the project team about performance against the project plan, ref
541469 - OF 4 line 2616.
541471 - ..
541472 - ...9.3.1.5 External feedback. The project team must periodically
541473 - measure itself against the performance expectations of those
541474 - outside the project, ref OF 4 line 2622.
541476 - ..
541477 - ...9.3.2.5 Training, feedback from team members is cited as a way
541478 - to accomplish training from team development.
541480 - ..
541481 - Why not have feedback on all communications, as specified in
541482 - section 2.4.2?
541483 -
541485 - ..
541486 - Leadership - Key Role of Communication to Align
541487 -
541488 - ...2.4.1 leadership to align people. ref OF 3 9002
541490 - ..
541491 - Aligning people through communication is a duty of leadership.
541493 - ..
541494 - NWO applies this duty to propose concurrent discovery, ref OF 10
541495 - 5L7N, for working intelligently for proactive management defined
541496 - in POIMS.
541497 -
541498 - [On 960620 prepared "Dialog, Documents and Human Memory"
541499 - for PMI's Conference at Asilomar. ref SDS 46 1111.]
541501 - ..
541502 - ...2.4.2 exchange information.., receiver is responsible for
541503 - making sure that information is received in its entirety and
541504 - understood correctly, ref OF 3 line 1357; repeated at 10.2.2.1,
541505 - ref OF 4 line 3021.
541507 - ..
541508 - ...distinguished from "Communications Management" ref OF 3 line
541509 - 1379 and ref OF 3 line 1410.
541511 - ..
541512 - ...10.0 describing "Communications Management" as providing
541513 - critical links among people, ideas and information necessary for
541514 - success. ref OF 4 line 2750
541516 - ..
541517 - Comment and Analysis
541518 -
541519 - PMBOK calls for methods to timely generate collect, store,
541520 - disseminate and dispose of project information, ref OF 4 line
541521 - 2761.
541523 - ..
541524 - This does not seem to meet the ISO standard to use project
541525 - information for "learning," i.e., recycling intellectual
541526 - capital, ref OF 7 6649, nor does it offer guidance on
541527 - converting information into knowledge, using traceability
541528 - called out in ISO. ref SDS 0 1740
541530 - ..
541531 - PMBOK mainly carries out this objective by devising forms, reports
541532 - and organizational structures that link information according to
541533 - hierarchy rather than to knowledge.
541534 -
541536 - ..
541537 - ISO 10006 discusses communications at:
541538 -
541539 - ...6.9 aim is to facilitate the exchange of information necessary
541540 - for the project, ref OF 1 B4W1 and ref OF 1 B5W3 calling for
541541 - communication planning.
541542 -
541544 - ..
541545 - Identical Language to PMBOK
541546 -
541547 - The language at this part is nearly identical to PMBOK,
541548 - ref OF 4 B5W3, indicating strong collaboration, or else
541549 - reliance on the same source.
541551 - ..
541552 - ISO's failure at this point to cite traceability and continual
541553 - learning as fundamental to effective communications, indicates
541554 - these sections may have been prepared by different people
541555 - without the input of strong editing.
541556 -
541558 - ..
541559 - Meeting Support
541560 -
541561 - ...6.9.1 calls for meeting management methods, ref OF 1 V8F8 and
541562 - specifically in section 6.9.2 ref OF 1 V8F9, which is similar to
541563 - language in the PMBOK para 10. ref OF 4 1111 However, there is no
541564 - guidance on what these methods should be in order to make meetings
541565 - productive, as called for by Eric Jennett in his PM Network
541566 - article reviewed on 940114. ref SDS 16 2290
541567 -
541568 - This ISO criteria shows the need for Communication Metrics, ref
541569 - SDS 13 line 202.
541570 -
541572 - ..
541573 - Feedback Essential to Communications
541574 - Communication Control - Accuracy & Understanding
541575 -
541576 - ...5.2 Principle 1: Customer satisfaction requires communication
541577 - of needs, translation into requirements and alignment of work with
541578 - requirements. Communication requires feedback throughout the
541579 - duration of the project. ref OF 1 H481
541581 - ..
541582 - Feedback requirements are further called out under section 6.3.2.4
541583 - explaining project Closure, ref OF 1 HS7O, and again in section
541584 - 7.2 on Learning from the Project. ref OF 1 IWYP
541585 -
541586 - [See "Feedback" above under PMBOK. ref SDS 0 1940]
541588 - ..
541589 - Why is feedback for communication control important for the
541590 - customer and not for everyone else?
541592 - ..
541593 - Feedback is a critical component of "follow up" that is part of
541594 - Communication Metrics for measuring accuracy of understanding,
541595 - essential for avoiding mistakes, defined on 950327, ref SDS 23
541596 - 7777, and discussed a month earlier on 950204 explaining the
541597 - traditional practice of alignment and weight assigned to test
541598 - verbal communication. ref SDS 22 8A4G Cal Tech seminar book on
541599 - project management cites feedback as critical, reported on
541600 - 940111. ref SDS 15 4400 An article in PMJ makes the same point
541601 - that feedback is critical. ref SDS 17 1L47
541603 - ..
541604 - Why then is there no quality "process" for overcoming
541605 - resistance to feedback?
541606 -
541607 - [On 970829 book on See management published in 1978 says
541608 - feedback essential for accurate communication. ref SDS 49
541609 - 4373
541611 - ..
541612 - [On 971229 management training film used airplane pilot to
541613 - show importance of feedback. ref SDS 53 2914, including
541614 - analysis of forces that impede feedback.]
541616 - ..
541617 - [On 020217 DOD program manager explains need for precision
541618 - access to solve problem of people pointing fingers in
541619 - accusation and blame, because they cannot point to an
541620 - accurate record. ref SDS 70 9360
541622 - ..
541623 - ...6.3.1 Interlinking processes, seems to be about coordinating
541624 - the various processes of managing the project, one of the elements
541625 - is obtaining closure which requires feedback, ref OF 1 line 574.
541627 - ..
541628 - ...6.3.2.1 Project plan development requires obtaining feedback
541629 - from projects that are the most similar among those already
541630 - undertaken by the originating organization, ref OF 1 line 652.
541632 - ..
541633 - Why doesn't this same process work for meetings, telephone
541634 - calls, and writing letters, which are smaller projects?
541636 - ..
541637 - ...6.9.2 calls for "Communication Control" to avoid conflicts or
541638 - misunderstanding, ref OF 1 B4W8
541639 -
541640 - This section supports the need for Communication Metrics, as
541641 - used at PG&E. It is unclear why ISO fails to cite the critical
541642 - role of feedback for communication control, as it does for
541643 - customer satisfaction. Similarly, traceability and continual
541644 - learning are effective aspects of communication control, since
541645 - they are complimentary practices. SDS integration leverages
541646 - traceability to enhance the value of the Diary as a source of
541647 - "Case Studies" for Continual Learning and discovery, ref SDS 38
541648 - 3384, also meeting with SCU at ref SDS 37 line 559.
541649 -
541650 - [See paper on the "law" for Asilomar at ref SDS 46 line
541651 - 128.]
541653 - ..
541654 - ...7 Learning from the Project, requires informaion and feedback
541655 - mechanisms, to improve the project processes for both current and
541656 - future projects, ref OF 1 line 1774.
541657 -
541659 - ..
541660 - Teamwork Requires Effective Communication
541661 -
541662 - ISO 10006 6.8.2.3 says effective working in a team requires such
541663 - skills as communicating. ref OF 1 A19L
541664 -
541665 - ...clear and open communication and mutual commitment to customer
541666 - satisfaction should be encouraged. ref OF 1 B4W1
541668 - ..
541669 - What does this mean? Talking people into doing things,
541670 - motivation, persuasion, listening?
541672 - ..
541673 - Communication is more powerful and complex than mere
541674 - persuasion. What about metrics for clear, concise, complete
541675 - communication from discovering misunderstandings, deviations
541676 - from other sources, maintaining shared meaning, correlation
541677 - between actions and commitments, reviewed on 090327?
541678 - ref SDS 23 EK5J Why not link this section to requirements
541679 - for traceability to original sources called out above?
541680 - ref SDS 0 1740
541681 -
541682 -
541684 - ..
541685 - References - Context Relative to Management Knowledge
541686 -
541687 - ISO 10006 supplements and applies the larger body of ISO standards
541688 - that define "quality" (see Annex A, ref OF 1 line 1831).
541690 - ..
541691 - PMBOK draws on a wider range of accepted standards (see Appendix D,
541692 - ref OF 5 line 1983, except it omits ISO -- cited only for example in
541693 - 2.5.1, ref OF 3 line 1463) that define management practices.
541695 - ..
541696 - PMBOK Appendix D could be stronger. Many chapters have no
541697 - references, ref OF 5 line 2042. References to a dictionary, are
541698 - not very helpful, ref OF 5 line 2037.
541699 -
541701 - ..
541702 - Inadequate English, Grammar
541703 -
541704 - Possible impacts of improvements or corrective actions on the budget
541705 - and resources of the project and on the quality of the product when
541706 - these are determined, ref OF 1 line 1021.
541708 - ..
541709 - Effective working in a team requires such skills as communicating,
541710 - ref OF 1 line 1346.
541712 - ..
541713 - The frequency and the level of format of reviews should be adapted to
541714 - the communication complexity of the project, ref OF 1 line 1475.
541715 -
541716 - These passages are examples that may need attention.
541717 -
541718 -
541719 -
541720 -
541721 -
541722 -
541723 -
541724 -
541725 -
541726 -
541727 -
541728 -
541729 -
541730 -
541731 -
5418 -