CONTACTS 
0201 - Turner Const. SF                                                                                                                                                   O-00000110 0401
020101 - Mr. Allan E. Wenzel; Director
020102 - Biotechnology & Pharmaceutical
020103 - Mr. Steve Rule; Territory Engineer
0202 - Turner, City Hall Retrofit                                                                                                                                         O-00000633 0101
020201 - Mr. Russell F. Oberlander; Resident Engineer

SUBJECTS
PMI Event Program, Planning, Turner
Internal Management Needs Metrics

0804 -
0804 -    ..
0805 - Summary/Objective
0806 -
080601 - Follow up ref SDS 26 0000.
080602 -
080603 - Reviewed Turner's outline for explaining unique construction needs and
080604 - how Turner meets them as a "Communication Manager."  This supports
080605 - reengineering strategic and tactical management.  Considered ideas for
080606 - 90 minute talk, including a Turner paper for the Event binder, audio
080607 - visual support, and video taping the Event.
080608 -
080609 -    [On 960312 sent the record to General Hatch. ref SDS 40 7409
080610 -
080612 -  ..
0807 -
0808 -
0809 - Discussion
0810 -
081001 - Event Objectives
081002 -
081003 - Reviewed understandings from our meeting in Nov, ref SDS 26 line 146,
081004 - on showing the correlation between PMBOK and how projects are managed
081005 - in the real world, which is Turner's expertise.  A lot of PMI members
081006 - are with firms where "reengineering" creates a need for new skills.
081007 - Asilomar will recognize this growing need, ref OF 2 line 19.
081009 -  ..
081010 - Russ said Turner plans to distinguish communications for construction
081011 - contracts, from other businesses, such as pharmaceuticals, high tech
081012 - and manufacturing, where projects are mainly performed by internal
081013 - staff.  Steve said they felt other presenters will cover sophisticated
081014 - communication methods, so Turner will focus on unique construction
081015 - requirements, per our discussion last August, ref SDS 19 line 120.
081017 -  ..
081018 - The Turner outline is excellent on this point, ref OF 5 line 54.
081019 -
081021 -  ..
081022 - Turner:  "Communication Manager"
081023 -
081024 - Turner's approach supports the Event goal to show how the inherent
081025 - "metrics" of contract management can be used more widely to achieve
081026 - Communication Metrics, ref OF 2 7488.  Metrics for communication are
081027 - explained in the New World Order... paper.  ref OF 1 2536
081029 -  ..
081030 - Turner's presentaion on its experience showing the importance of
081031 - "metrics" for communication can help define a new skill and class of
081032 - support for internal management by using Communication Metrics more
081033 - broadly.
081034 -  ..
081035 - Steve said Turner views its role as a "Communication Manager."
081036 -
081037 - That role adds value in the New World Order of the "Information
081038 - Highway," ref OF 1 6369.  Communication methods in Construction have
081039 - been shaped for thousands of years to discover the steps that save
081040 - time and money, essential for success in a high risk environment.
081041 -
081042 -     See example from DNRC work on 911004, ref SDS 4 3394, and on
081043 -     911205 the collaboration process. ref SDS 5 8402
081045 -      ..
081046 -     [On 970620 Steve has not discovered how Communication Metrics
081047 -     improves Turner's communication methods. ref SDS 51 4775]
081049 -      ..
081050 -     [On 980307 Andy Grove at Intel says the challenge of leadership is
081051 -     helping successful managers recognize (i.e., "get it") that new
081052 -     methods are needed for a "new reality."
081053 -
081055 -  ..
081056 - Turner's Outline/90 Minute Presentation
081057 -
081058 - Turner submitted two iterations of an outline.  Allan's is detailed;
081059 - Russ has a more recent pass on specific points they wish to make.
081060 -
081061 -     [See follow up at ref SDS 45 line 199.]
081063 -  ..
081064 - Their presentation should be no more than 90 minutes, including time
081065 - for interaction from the audience.  Allan feels about 60 minutes of
081066 - formal stuff and 30 minutes for questions, should work.
081068 -  ..
081069 - Asilomar has audio visual equipment.  We will visit Asilomar a month
081070 - in advance of the Jul 12 event start date to make sure speakers'
081071 - equipment needs are adequately met.
081072 -
081073 -    [Scheduled this for 960606.]
081074 - ..
081075 - At the meeting today, we worked from the summary outline.  It
081076 - shows two main points:
081077 -
081078 -     II.  Why building construction is unique.
081079 -    III.  How the General Contractor Communicates.
081081 -  ..
081082 - The summary outline has considerable detail for point II, ref OF 5
081083 - line 28.  Work is underway on point III.  The detailed summary has a
081084 - section called:
081085 -
081086 -
081087 -                      Our Communication Process
081088 -
081089 -
081090 -     ...that has details to support point III, ref OF 5 line 100.
081092 -      ..
081093 -     [See follow up at ref SDS 45 line 216, and on 960529, ref SDS 47
081094 -     line 773.]
081095 -
081096 -
081097 -
0811 -

SUBJECTS
Culture of Construction Reflected by Legal
Risk Management, Avoid Mistakes on
Communication is More than Talking and
Strong Communication Skills
Communication Main Factor of Success,
Communication Leadership Understanding Follow Up - Needs SDS for Inte
Doc Management Improved Knowledge Space Repository Construction High
Reengineer Communication SDS Improves Management Adds Metrics Alignme

1810 -
181101 -  ..
181102 - Construction Communications are Sophisticated to Manage High Risk
181103 -
181104 - We reviewed Event agenda planning on 951114 showing Turner is the only
181105 - speaker on communication methods, ref SDS 25 IW5L, for the reasons on
181106 - 950705 explaining need for effective communication model. ref SDS 15
181107 - 5593  Others will speak on the changing business environment,
181108 - ref SDS 25 3579, and communication theory. ref SDS 25 ZZ7J  Turner
181109 - will show how environment and theory result in methods essential to be
181110 - a successful contractor. ref SDS 25 IW5L
181112 -  ..
181113 - Construction needs careful, sophisticated communication to offset the
181114 - high risk of misunderstanding.  Unique construction projects require
181115 - assembling ad hoc management, labor, material and equipment flows.
181116 - Staff must learn new production and communication patterns for each
181117 - project, which reduces productivity and increases error in relation to
181118 - more stable production in a factory.  Weather and latent conditions,
181119 - (e.g., difficult soils), plus a large number of organizations to
181120 - coordinate on one-time product and process connections all combine to
181121 - make construction a much higher risk business than manufacturing.
181123 -  ..
181124 - Assembly line production maintains uniform quality regardless of poor
181125 - communication.  Eventually, through trial and error, products are
181126 - designed correctly and efficient manufacturing processes are created.
181127 - Millions of people will pay the cost of poor management (see for
181128 - example report on 950428 that IT industry uses poor management
181129 - practices, ref SDS 14 7007 93; on 951026 industry claims to embrace
181130 - good management standards, but fails to implement, ref SDS 23 3384),
181131 - if products perform something desirable for a low price.  However,
181132 - construction products are very high priced, so earnings depend on
181133 - being correct the first time.  Trial and error is not an option in
181134 - construction.  Misunderstanding a letter, phone call or meeting leaves
181135 - no room to revise the assembly line and try again.  Misunderstandings
181136 - cause failure and can bankrupt contractors, subs and vendors.  Timely,
181137 - accurate understanding of daily communication is therefore critical in
181138 - construction.
181139 -  ..
181140 - Communication is complex, highly stressful, costly process; document
181141 - management is a big challenge for JPL and NASA, reported on 921021,
181142 - ref SDS 6 5692, caused failure on the space program, ref SDS 6 4499,
181143 -
181144 -    [On 960130 typical procedures manual explains notice provisions to
181145 -    enable accurate communications. ref SDS 37 8544
181147 -     ..
181148 -    [On 960620 formulated Knowledge Space explain SDS advance that
181149 -    integrates time and information management to strengthen doc
181150 -    management. ref SDS 48 3516
181152 -     ..
181153 -    [On 991001 communication failure caused $125M failure at NASA.
181154 -    ref SDS 55 0001
181155 -
181156 -
181158 -  ..
181159 - Better Management Requires "Project" Methods
181160 -
181161 - I mentioned the study in the December 1995 PMJ that reported the major
181162 - determinants of project success are:
181163 -
181164 -                    •  Communications
181165 -                    •  Understanding
181166 -                    •  Problem solving
181167 -
181168 -     ... ref SDS 27 4433.  We considered briefly the definition of
181169 -     "communications" in the notes of the Jul 17, 1995 letter to Steve
181170 -     on the goals for PMI's Event, as:
181171 -
181172 -                    •  Leadership
181173 -                    •  Understanding
181174 -                    •  Follow Up
181175 -
181176 -     .., ref DIP 1 line 148, per definition of Communication Metrics.
181177 -     ref SDS 13 7777
181179 -      ..
181180 -     Strong Communicator Requires More than Talking and Listening
181181 -
181182 -     People think "strong communication" means speaking convincingly.
181183 -     But this is only the leadership component.  After people agree to
181184 -     act, as urged by a strong leader, there is a need to ensure common
181185 -     understanding on what was agreed, and then to maintain a common
181186 -     understanding for as long as needed until it is acted upon, i.e.,
181187 -     followed up, ref SDS 27 4433, per discussions at the U.S. Army
181188 -     Corps of Engineers. ref SDS 30 2704
181189 -
181190 -          [On 960130 Construction Management procedures manual shows
181191 -          importance of communication to project success. ref SDS 37
181192 -          8544]
181194 -      ..
181195 -     The construction industry has evolved processes to strengthen the
181196 -     "understanding" and "follow up" components of communication, in
181197 -     order to meet the high risk nature of the work, ref SDS 37 8544.
181198 -     When risk is high, talk is cheap, ref SDS 7 1558.  Executives in
181199 -     other industries haven't used these processes because they were
181200 -     not needed.  However, the new business environment caused by
181201 -     technology that compresses time and distance, i.e., the
181202 -     Information Highway, is changing the equation so that business
181203 -     metrics formerly needed only in certain high risk industries to
181204 -     ensure accurate communications, are needed more widely.
181205 -
181206 -        [See article on computer chip industry beginning to segment and
181207 -        that this is leading to use of contracting which in turn will
181208 -        lead to need for better management, ref SDS 39 7448.]
181209 -
181210 -
181211 -
1813 -

SUBJECTS
New World Order
Reengineering Compounds Information
Fewer Managers More Information Requires
Information Highway New Environment Needs
Secret Power of Project Management: Metrics
Work Smarter Not Harder Technology and

3008 -
300901 -  ..
300902 - Reengineering Communications
300903 - Global Economic Competition Requires Stronger Leadership
300904 -
300905 - Today, and in the period ahead, changing world markets commonly called
300906 - the "global economy," arising from an "Information Highway" of faster
300907 - communication and mobility, is causing reengineering and downsizing
300908 - that require better management by everyone.  [On 960329 Forutne
300909 - article at ref SDS 44 II6I]  Non-construction sectors are finding that
300910 - to compete with economies where millions of people are willing to work
300911 - for lower wages, smarter management is needed to produce faster,
300912 - better and cheaper.  The first wave of reaction has been to cut costs
300913 - by reducing the ranks of middle management in hopes that technology
300914 - enables fewer people to do more work.  This results in fewer people
300915 - chasing more information, adding to the risk of error absent better
300916 - ways to manage communications.  PMI's membership is about 20%
300917 - construction; the rest are from other industries who are turning to
300918 - Project Management for a solution, since they have not gone through
300919 - the learning curve of the construction industry, ref SDS 14 line 131.
300920 -
300922 -  ..
300923 - What are the "smarter" ways managers communicate on projects?  How can
300924 - managers "reengineer" their communication practice to compete more
300925 - successfully?
300926 -
300927 -     [On 960214 applied these ideas for Asilomar theme.
300928 -     ref SDS 38 GM6G
300930 -      ..
300931 -     [On 960214 broadcast of ABC News' Night Line program cites firing
300932 -     people as "reengineering." ref SDS 38 5022
300934 -      ..
300935 -     [On 960515 develop ideas showing construction practices reengineer
300936 -     traditional management practice applied by SDS technololgy.
300937 -     ref SDS 46 7381
300938 -
300940 -  ..
300941 - Diversity
300942 -
300943 - Allan asked in light of a diversified audience how sophisticated
300944 - should their presentation be?  They are planning to show slides that
300945 - illustrate project managers must be skilled to communicate effectively
300946 - with senior managers and stakeholders, as well as engineers, vendors
300947 - and craftsmen.  I feel this is a good point that will resonate with
300948 - the audience on communication as "leadership."
300949 -
300950 -
300951 -
300952 -
3010 -

SUBJECTS
Culture of Construction Reflected by Legal
War Was Lost, For Want of a Nail
Scenario Complex Communications
Consistent use of Good Practices, Empowered
Good Management Practice Used Consistently
Good Management, Not Enough Time, Need
Consistent use of Good Management Discovers
Construction Communications Align People as Reflected by Legal Preced
Notice Legal Requirement Align Understanding Discovered over Centurie
Contracts Secret Power of Project Management Self Interest Metrics Le
Reengineer Communication SDS Improves Management Adds Metrics Alignme

4313 -
431401 -  ..
431402 - Contract Communications Brilliant Insights to Improve Management
431403 -
431404 - We considered showing during the PMI Asilomar Conference how processes
431405 - for managing contracts might add value to other settings by improving
431406 - "understanding" and "follow up," per example of contract
431407 - administration manual reported on 960130. ref SDS 37 8544
431409 -  ..
431410 - Can communication methods for contracts be applied more widely?
431412 -  ..
431413 - This question arises from feeling that good communications are only
431414 - useful for external management, and so processes that ensure effective
431415 - communications using "notice" practices do not work for internal
431416 - management, because executives fear accountability, reviewed on
431417 - 890809. ref SDS 3 0880
431419 -  ..
431420 - Seemingly mundane and boring processes to contract managers are eye
431421 - opening insights to executives for internal management.  Some feel
431422 - Communication Metrics for managing contracts is "overkill," and
431423 - maintain that time invested to avoid mistakes and delay is at war with
431424 - the need to expedite....
431425 -
431426 -       951228................................. ref SDS 28 1001
431427 -       950204................................. ref SDS 12 5932
431428 -       890324................................. ref SDS 1 LZ5F
431430 -  ..
431431 - Turner can explain how effective communication increases productivity
431432 - and earnings in a fast, high risk environment.  This does not mean
431433 - everyone should follow Turner's practice.  Merely say here is what we
431434 - do; here is what happens when we cut corners on sound management
431435 - practice....
431436 -
431438 -                  ..
431439 -                 For want of a nail a shoe was lost.
431440 -                 For want of a shoe a horse was lost.
431441 -                 For want of a horse a soldier was lost.
431442 -                 For want of a soldier a battle was lost.
431443 -
431444 -
431445 -     ...as layed out by Covey on 921205, ref SDS 7 2229, and Drucker on
431446 -     931130. ref SDS 9 7911
431448 -      ..
431449 -     Since success of complex projects depends on seemingly inoccuous
431450 -     details, careful communication pays off, like getting the right
431451 -     nails delivered on time, per Asilimar Conference on 940612.
431452 -     ref SDS 11 6442
431453 -
431454 -       [On 960329 proposed that Turner present at the Asilomar a moch
431455 -       progress meeting to demonstrate clear, concise, complete and
431456 -       accurate communications. ref SDS 43 A54X
431458 -        ..
431459 -       [On 961105 example of Murphy's Law on project for Corps of
431460 -       Engineers. ref SDS 50 8843
431462 -        ..
431463 -       [On 011102 prominent IBM executive proposes Knowledge Management
431464 -       by service engineers repair expensive, complex copy equipment
431465 -       with conversation at the coffee shop. ref SDS 56 439G
431466 -
431467 -
431469 -  ..
431470 - Examples from Turner's outline, include....
431471 -
431472 -     How the General Contractor Communicates
431473 -
431474 -     When Turner meets with a customer how are understandings captured
431475 -     and aligned?  Turner's detailed outline shows on page 3, there are
431476 -     lots of meetings, phone calls, letters and email.  How is this
431477 -     information stream accurately converted into a building the owner
431478 -     wants? ref SDS 23 7773
431479 -
431481 -      ..
431482 -     How do we maintain shared meaning to ensure requirements are
431483 -     commonly understood and carried out over weeks, months, years of
431484 -     project life?
431485 -
431486 -         Allan gave an example at the meeting in Nov from his work at
431487 -         Fluor Daniel, which seems to exemplify this idea, ref SDS 26
431488 -         8305, similar to Raychem's "customer listening" method, that
431489 -         won PMI's 1995 Project of the Year award. ref SDS 34 7104
431490 -
431492 -      ..
431493 -     What role does a contract play? ref SDS 15 7995  Why do we prepare
431494 -     plans and specs?  Why not just tell the carpenter what to build
431495 -     based on discussion with the owner?  Why do we write all this
431496 -     stuff down since everybody is working together, attending the same
431497 -     meetings?
431498 -
431500 -      ..
431501 -     How is the role of a contract for external projects accomplished
431502 -     for internal operations?  Can the process of making a plan before
431503 -     we build be used to make a phone call, attend a meeting or attend
431504 -     a professional conference?
431505 -
431507 -      ..
431508 -     How does authority of the Project Manager impact communications,
431509 -     per ref SDS 15 8965
431510 -
431512 -      ..
431513 -     When we prepare an estimate to bid a project what is the "audit
431514 -     trail" estimators talk about?  Do "as-built" drawings use this
431515 -     idea?  How does it relate to traceability called out in ISO and
431516 -     the PMBOK for aligning communications? ref SDS 18 1740  Would it
431517 -     be helpful to apply this more widely?  How might this be done?  Can
431518 -     technology make it more practical?
431519 -
431521 -      ..
431522 -     What is the submittal log?  How is it applied and why do we use
431523 -     it?  What about the change order log and the document log.  Why is
431524 -     it important to trace correspondence?  What happens if we omit
431525 -     this step?
431526 -          ..
431527 -         Example of Knowledge Growth
431528 -
431529 -         Allan offered a good example today that explains the challenge
431530 -         of finding relevant information in the complexity of modern
431531 -         business life.  He asked us to recall how math problems in
431532 -         grade school had only the information needed to do the work.
431533 -         In high school word problems introduced extraneous information
431534 -         so students learned to parse the relevant factors.  Then in
431535 -         college students were taught to recognize when information is
431536 -         missing and to perform research to ensure consideration of all
431537 -         factors.
431538 -
431540 -      ..
431541 -     How well do all these logs work to manage communications?  Is any
431542 -     improvement needed to do a better job, or make the process apply
431543 -     more broadly, faster and easier?  If we could get relevant,
431544 -     accurate information quicker, would it reduce mistakes, speed up
431545 -     the work and improve earnings?
431546 -
431548 -      ..
431549 -     How difficult is it to follow sound management practice under
431550 -     pressures to expedite?  When a vendor offers to trim 6 months off
431551 -     the schedule and credit $200K by eliminating shop drawing
431552 -     submittals, how does the contract help people think through the
431553 -     true costs and benefits of reducing this "paper work?" (see
431554 -     Turner's outline ref OF 5 7738)
431556 -      ..
431557 -     When the contractor says...
431558 -                       ..
431559 -                      there isn't enough time
431560 -
431561 -           [On 970710 Intel cannot follow sound management practices
431562 -           consistently dut to empowerment. ref SDS 52 2009]
431563 -
431564 -
431565 -        ...to perform communication metrics by submitting shop drawings
431566 -        to verify understanding of requirements and coordination with
431567 -        others, how does Turner convince everyone that communication
431568 -        "short cuts" usually turn out to take extra time and cost more
431569 -        money?
431570 -
431571 -
431573 -      ..
431574 -     What are notice provisions?  How do they relate to the contract,
431575 -     to the CPM schedule, to the communication logs?
431576 -
431577 -        What is the difference between "timely notice of mission
431578 -        critical work," and "being a team player who avoids incessant
431579 -        harrassment that disrupts the big picture over minor contract
431580 -        "paper work" like updating the CPM and responding to an RFI?"
431581 -        see analysis on ref SDS 15 6684
431582 -
431584 -      ..
431585 -     What are "constructive" changes?
431587 -      ..
431588 -     If we receive a letter or email saying the engineer or a
431589 -     subcontractor is proceeding in a certain manner based on
431590 -     understandings from a meeting or phone call, how do we ensure
431591 -     timely response?  Why do we care?   How does this "paper work"
431592 -     affect earnings?
431593 -
431595 -      ..
431596 -     What role does the inspector play?  How does this relate to TQM
431597 -     ideas being tried for internal management?  How do we "inspect"
431598 -     and sound an alert when a meeting does not go according to plan?
431599 -     Can we add value to internal management by adding someone skilled
431600 -     in aligning communications with prior understandings, the CPM, the
431601 -     contract, industry practice, company policy, like Turner does as a
431602 -     Communication Manager?  Does this "metric" save time and money?
431603 -
431605 -      ..
431606 -     If the inspector tells the carpenter its okay to use six penny
431607 -     nails to install exterior siding, but the specs say to use eight
431608 -     penny nails, how is this communication managed?  Does it get
431609 -     written up in a daily work report?  Is it confirmed in any way?
431610 -          ..
431611 -         Relating Communications and Organizational Objectives
431612 -
431613 -         Do we use six penny nails on 400K SF of siding because
431614 -         the project engineer bought them in order to save $1,000 on
431615 -         rough hardware and he talked the inspector into okaying the
431616 -         change?
431617 -
431618 -         ...or, because the vendor was out of eight penny nails and it
431619 -         would take two weeks to get six penny nails, and the painter
431620 -         won't start until the siding is installed, and if the painter
431621 -         does not start right away, then completion will be delayed two
431622 -         months because bad weather is coming, and that will cost $500K
431623 -         in damages?
431624 -
431626 -      ..
431627 -     If siding pops loose after a 4.0 earthquake, does this get written
431628 -     up in the daily report?  Does anyone check the daily report to see
431629 -     why six penny nails were used?
431630 -
431631 -         [On 970726 used "nailing" scenario to begin calculation of
431632 -         actual management expense needed, ref SDS 53 4579]
431634 -          ..
431635 -         [On 990728 cited nailing scenario to illustrate risk is
431636 -         organic between communication and security. ref SDS 54 6935]
431638 -      ..
431639 -     What is the daily work report?   Do we prepare a project report
431640 -     when the work is complete to evaluate performance, develop ideas
431641 -     for future work, and share solutions within the organization?
431642 -
431643 -
431644 -
431645 -
4317 -

SUBJECTS
Culture of Construction Reflected by Legal
Traceability to Original Sources
Continual Learning is Daily Diary in ISO
Paperwork Aligns People Through
New World Order, Information Highway Causes Misktakes, Lack
Risk Management, Avoid Mistakes on

5108 -
510901 -  ..
510902 - Conceptual Framework:  ISO, PMBOK, TQM
510903 -
510904 - Construction communication methods reflect a broader set of ideas
510905 - called "traceability" and "continual learning."  People generally
510906 - think of "continual learning" as going back to school to get an MBA or
510907 - acquire new skills, like law, marketing, engineering.  However,
510908 - management standards in ISO and TQM actually define "learning" as
510909 - keeping a diary of daily events to preserve original understanding so
510910 - experience can be accurately applied (attachment c to Welch letter Aug
510911 - 2, 1995, ref SDS 18 line 492).  It turns out this practice has a long
510912 - tradition in construction.
510913 -
510915 -  ..
510916 - Russ said Turner does not have any special methods.  They use the same
510917 - communication procedures other contractors use.
510918 -
510919 - I noted that is why Turner is so vital to the Event, per the telecon
510920 - with Steve in Sep, ref SDS 21 line 107.  Those outside the culture of
510921 - construction don't have the traditions of applying metrics to
510922 - communications.  They have no compass to guide them through complex
510923 - situations where short cuts look appealing because the pitfalls are
510924 - beyond the horizon.  They have no cultural foundation to support them
510925 - against inordinate pressures from bosses, colleagues, adversaries,
510926 - customers and subordinates that cloud daily judgements about aligning
510927 - correspondence with project objectives and prior understandings, under
510928 - principles embodied by notice provisions of a contract.
510929 -
510931 -  ..
510932 - New World Order Requires Better Risk Management
510933 - Investing Intellectual Capital Saves Time & Improves Income
510934 -
510935 - Turner can show communication processes that seem to be mysterious,
510936 - time consuming paper work, serve a practical purpose of getting things
510937 - done correctly the first time, because there is no second chance in
510938 - construction (see example IT poor management fostered fostered by high
510939 - margins, ref SDS 14 line 92 and at ref SDS 28 line 614).  When the risk
510940 - is high, greater care saves time and money.  We discussed briefly the
510941 - New World Order ... paper that will be published in May.  It explains
510942 - how faster flows of information increase the risk of daily management
510943 - for everyone.  All of these logs Turner uses on the job everyday are
510944 - aspects of Risk Management, which are becoming more urgently needed in
510945 - other industries by virtue of the New World Order.  I mentioned
510946 - difficulties other industries are having in making this change, ref
510947 - SDS 8 line 282.
510949 -  ..
510950 - Allan said he has not seen the paper, so I will submit it for
510951 - reference.
510952 -
510953 -     [Did this at ref SDS 36 line 48.]
510954 -
510955 -
510956 -
510957 -
5110 -

SUBJECTS
Deming Management Cycle, Reengineer by
Secret Power of PM, Metrics, Contracts, Inspectors
Consistent Use of Good Practice
Project Management Require Authority the
Long Way Around is Short Way to Success,
Writing Twice Adds Intelligence to Management Saves Time Avoids Mista

5808 -
580901 -  ..
580902 - Secret Power of Project Management
580903 -
580904 - Deming's Plan, Do, Study, Act, reflects hard won experience from
580905 - thousands of years doing construction projects that evolved into sound
580906 - processes to "plan" the work, "perform" the work and "report" on what
580907 - was done.  Contracts and inspectors ensure that short term perspective
580908 - and desire to "expedite," do not cause the team to deviate from work
580909 - practices that appear to take extra time, but are essential to save
580910 - time and improve earnings.  Turner can carry the message that this is
580911 - the secret to successful implementation of project management:
580912 -
580913 -           consistent use of sound communication practices
580915 -  ..
580916 - Without a contract, without an inspector, is there anything we can do
580917 - to apply these secrets of successful project management outside the
580918 - construction arena?   Is there any way we can use the formal...
580919 -
580920 -                       Plan, Perform, Report
580921 -
580922 - ...process of construction projects more routinely?   Is it really
580923 - practical?  What would it take to make it practical?
580924 -
580925 -     [On 960529 contracts and inspections implement good management.
580926 -     ref SDS 47 7643
580927 -
580928 -
580929 -
580930 -
5810 -

SUBJECTS
Coordinate Speakers
Coordinating, Cooperating, Sharing
Complexity of Management is Organized

6105 -
610601 -  ..
610602 - Props:  PMI Training Cards
610603 -
610604 - Allan suggested that Turner could use PMI training cards to show the
610605 - correlation of construction communication methods with the PMBOK.  We
610606 - discussed the analysis submitted to Turner comparing ISO 10006 and
610607 - PMBOK (attachment c, Welch Aug 2 letter, ref DIP 2 line 33.
610609 -  ..
610610 - I will check with Bill DeHart to get the cards.  He is a trainer for
610611 - the PMI examination.
610612 -
610613 -     [Did this at ref SDS 35 line 93; see later follow up at ref SDS 46
610614 -     line 375.]
610616 -  ..
610617 - Correlating Speaker Scope
610618 -
610619 - Following Turner's presentation, Tom Landauer will offer remarks on
610620 - the challenges of using automation to improve communications, based
610621 - on his recent book:
610622 -
610624 -                     ..
610625 -                    The Trouble with Computers
610626 -
610628 -  ..
610629 - We considered briefly how the complexity of management makes it hard
610630 - to automate.  That is why so few managers use computers.  Project
610631 - Managers in particular are integrators, like a conductor of a
610632 - symphony.  They have to orchestrate people and organizations through
610633 - communications so everything works together smoothly.  Steve noted the
610634 - unidimensional character of software that frustrates good management,
610635 - which reflects the point made by Dave Vannier that computers cannot
610636 - yet adequately support the management process at Intel, ref SDS 22
610637 - line 523.  Landauer will explain this at the Asilomar conference.
610638 -
610639 -     Steve asked if they can get a copy of Tom Landauer's book.
610641 -      ..
610642 -     I can provide the book and a review showing points Tom will make
610643 -     at the PMI event, ref SDS 16 line 105.
610644 -
610645 -         [See follow up at ref SDS 46 line 417.]
610646 -
610648 -  ..
610649 - David Vannier with Intel will explain and demonstrate how technology
610650 - can or is working to solve the "troubles" Tom cites, so that the needs
610651 - identified by Turner can be accomplished, ref SDS 22 line 723, and,
610652 - ref SDS 25 line 308.
610654 -      ..
610655 -     Strategic & Tactical Roles Need Better Analysis
610656 -
610657 -     Morris Jones with Chips & Technologies will talk about changes in
610658 -     executive management under reengineering schemes that are melding
610659 -     strategic and tactical roles.  This change creates greater need in
610660 -     the New World Order for analysis of daily communications, per Jan
610661 -     13, 1996 letter to Allan, ref DIP 4 line 27, and ref SDS 29 line
610662 -     90.
610663 -
610665 -  ..
610666 - Russ expressed concern about ensuring continuity in the presentations
610667 - so attendees get a coherent set of ideas to try.   He feels some
610668 - effort should be made to coordinate speakers.  We glanced through past
610669 - correspondence to Steve and Allan from their file folders showing
610670 - efforts so far on this point.  [Some of this is in the Reference field
610671 - beginning on line "030101" above.]
610673 -      ..
610674 -     New World Order Paper
610675 -
610676 -     This concern is further addressed by using the New World Order
610677 -     paper to guide speaker preparations.  I mentioned discussions with
610678 -     Bill Walsh's public relations person who reported last week that
610679 -     he has read the paper and will shape his remarks to support the
610680 -     themes it presents, per his presentation to Digital Equipment
610681 -     Corp, ref SDS 33 line 58.  General Hatch and other speakers have
610682 -     reviewed and share the objectives of the paper, per my Jan 13
610683 -     letter to Allan, ref DIP 4 line 31.
610684 -
610685 -
610686 -
610687 -
6107 -

SUBJECTS
Event Binders, Papers, Turner

6303 -
630401 -      ..
630402 -     PMI Event Binders/Speaker Papers
630403 -
630404 -     Speakers are asked to submit some form of narrative to support
630405 -     their presentation, ref SDS 25 line 508. This will be included in
630406 -     a binder entitled:
630407 -
630409 -                     ..
630410 -                    NCC PMI Regional Symposium
630411 -
630412 -                       Asilomar Conference
630413 -
630414 -                             Ideas
630415 -
630416 -                             Plans
630418 -                              ..
630419 -                             Actions
630421 -             ..
630422 -            Taking the Quantum Leap into the 21st Century
630423 -
630424 -
630425 -         "Stronger communities through stronger communications"
630426 -
630428 -      ..
630429 -     Turner Paper
630430 -
630431 -     Papers submitted a month in advance of the event, will permit
630432 -     correlating efforts to support Russ' idea.  Allan said they have
630433 -     previously discussed preparing a paper, so we seem to be in sync.
630434 -     The discussion today provides a good basis to develop Turner's
630435 -     paper.
630437 -      ..
630438 -     The paper can include samples of logs or forms to help people
630439 -     grasp what Turner does as an effective Communication Manager.
630440 -
630441 -
630442 -
630443 -
6305 -

SUBJECTS
Video Taping

6403 -
640401 -      ..
640402 -     Video Tape Event
640403 -
640404 -     Consideration is underway to video tape the Event that can help
640405 -     implementation by attendees and for future events, per ref SDS 32
640406 -     line 297.
640407 -
640408 -         [See follow up at ref SDS 49 line 33.]
640409 -
640410 -
640411 -
6405 -

SUBJECTS
Culture of Construction Reflected by Legal

6503 -
650401 -  ..
650402 - Challenge of Cultural Change
650403 -
650404 - Russ mentioned having 20 years experience managing projects.  Allan
650405 - said they plan to use 4 speakers for Turner's presentation to PMI.
650406 - This range of experience offers a mix of perspectives and credible
650407 - ideas on meeting the communication challenges of the 21st century.
650409 -  ..
650410 - Turner lives in the culture of high risk work.  The PMI Event audience
650411 - will be comprised mainly of people outside that culture, but who are
650412 - beginning to feel pressures that centuries ago formed communication
650413 - methods Turner regularly uses.  As information flows faster and more
650414 - abundantly, the risk of error goes up, absent a means to convert
650415 - information into knowledge quickly and accurately.  This New World
650416 - Order is culturally devastating and so requires vision and courage to
650417 - change.  This gives rise to the event theme:
650419 -             ..
650420 -            Taking the Quantum Leap into the 21st Century
650422 -  ..
650423 - General Hatch will close the event on Sunday morning, as shown in the
650424 - agenda, ref OF 2 line 50, and the Welch letter of Jan 13, ref DIP 4
650425 - line 32.  His work introducing Project Management at the Corps of
650426 - Engineers in 1988, and now as a VP at Fluor Daniel, lends credibility
650427 - to the urgency of cultural change in adopting Communication methods
650428 - conducive to a higher risk future.  Turner of course is encouraged to
650429 - close its remarks on how it approaches change, as we discussed in
650430 - November, ref SDS 26 line 223.
650432 -  ..
650433 - Follow Up
650434 -
650435 - We set the first week in March to meet on examining the completed
650436 - outline.
650437 -
650438 -    Scheduled call to Allan for 960220 about setting specific meeting
650439 -    date.
650440 -
650441 -
650442 -
650443 -
650444 -
650445 -
650446 -
650447 -
650448 -
650449 -
650450 -
6505 -