CONTACTS 
0202 - Fluor Daniel, Inc.                                                                                                                                                 O-00000174 0301

SUBJECTS
SDS, Demonstrations,
Fluor Daniel, SDS Study
TQM Objectives, 930204
Reengineer Project Management
Culture Shock, Communication Metrics
Empower by Reengineering to be Cost
Hammer, Reengineer by Automating Management
Empowerment Slippery Slope to Entropy
Empowerment Diffuses Authority, Flatter Organizations

1711 -
1711 -    ..
1712 - Summary/Objective
1713 -
171301 - Follow up ref SDS 32 0000, ref SDS 30 0000.
171302 -
171303 - Demonstrated SDS accomplishes Communication Metrics under POIMS
171304 - information technology.  Jim explained efforts to "modernize" the
171305 - Fluor Daniel culture.  We considered using Welch to transition use of
171306 - SDS at Fluor Daniel.
171308 -  ..
171309 - Jim will discuss these ideas with Hank tomorrow.
171310 -
171311 -        [On 960505 sent confirming letter to Jim. ref SDS 33 0001]
171312 -
171313 -
171315 -  ..
1714 -
1715 -
1716 - Discussion
1717 -
171701 - Culture Change Preparing for 21st Century - Empowerment
171702 -
171703 - Jim noted from the POIMS paper that SDS entails cultural change by
171704 - automating the practice of management.  The New World Order paper
171705 - argues this change requires a combination of management science with
171706 - information technology and leadership.  Flour Daniel seems at this
171707 - time to offer a setting where management science and leadership can
171708 - make technology effective for decision support.  So there is a two way
171709 - street.
171710 -
171712 -      ..
171713 -     Empowerment New Management Philosophy for Fluor Daniel
171714 -     Fluor Daniel - Changing Management Philosophy to Empowerment
171715 -
171716 -     Jim said that a year or so ago at a meeting in Dallas, TX, the
171717 -     company launched a major effort to change its leadership and
171718 -     management philosophy.  He showed a series of cards that reflect
171719 -     "paradigm shift" from traditional command and control to modern
171720 -     empowerment practices presented on 940610 at the 1994 Asilomar
171721 -     conference on TQM, ref SDS 11 5681
171723 -      ..
171724 -     Examples are changing from:
171725 -
171726 -               cost conscious             cost effective
171727 -               control                    empowerment
171728 -               authority                  influence
171729 -               ...
171731 -      ..
171732 -     On 931130 Drucker reviewed theory x and theory y as tension
171733 -     between control and creativity. ref SDS 8 9677
171734 -
171735 -         [Below Jim found that SDS offers a faster, better, cheaper way
171736 -         to get needed information. ref SDS 0 2539]
171737 -
171738 -         [On 970710 Intel trying "empowerment" finds it reduces
171739 -         management effectiveness. ref SDS 42 1431]
171741 -          ..
171742 -         [On 991028 empowerment practices at Kaiser give doctors
171743 -         "freedom" to practice medicine as it should be practiced.
171744 -         ref SDS 44 2555]
171745 -
171747 -      ..
171748 -     Integrating "Reengineering" and "TQM" Empowerment
171749 -
171750 -     Flour Daniel's effort appears to combine Hammer's "reengineering,"
171751 -     by relying on automated information through cross-functional
171752 -     teams, with Deming's ideas on building commitment to excellence
171753 -     through empowerment, as related by Russ Archibald's article in
171754 -     PMNETwork at ref SDS 6 line 315, and subsequent analysis by Art
171755 -     Kliner in Aug 95 issue of Wired magazine p. 122, at ref SDS 18
171756 -     line 92, entitled:
171758 -                 ..
171759 -                Battle for the Soul of Corporate America
171760 -
171761 -
171763 -      ..
171764 -     DOE Changing; Following DOD Lead
171765 -
171766 -     Jim advised that DOE is working on its management processes.  Bill
171767 -     DeHart mentioned recent news stories of political impacts related
171768 -     to DOE travel and calls for downsizing by congress.  Jim feels
171769 -     with the ending of the cold war there is opportunity for DOE to
171770 -     re-cast its culture toward more efficient and effective methods.
171771 -     He cited DOD as a model, reflecting the report to PMI on 960117 by
171772 -     Jim Caudle, Chief, Communications Development Branch, USA Missile
171773 -     Defense Group, ref SDS 23 line 128, cited earlier in the Jun 1994
171774 -     Policy Letter from the Secretary of the Air Force on the Defense
171775 -     Performance Review (DPR) that led to "reengineering" in DOD, see
171776 -     ref SDS 12 line 177, with following objectives:
171777 -
171778 -       •  cutting red tape -- making people accountable for achieving
171779 -          results, not following rules;
171780 -
171781 -       •  putting customers first--insisting on customer satisfaction;
171782 -
171783 -       •  empowering employees -- decentralizing authority and allowing
171784 -          people to make their own decisions and come up with
171785 -          innovative solutions to challenges;
171786 -
171787 -       •  cutting back to basics -- abandoning obsolete ways of doing
171788 -          things and increasing productivity by re-engineering how we
171789 -          get the job done.
171790 -
171792 -      ..
171793 -     Flour Daniel's Subs Undergoing Cultural Change
171794 -
171795 -     Jim said one of the challenges facing the Hanford project is that
171796 -     Lockheed-Martin and other major subcontractors are attempting to
171797 -     change their business practices.
171798 -
171799 -
171800 -
1719 -

SUBJECTS
Change in Right Direction, Leadership with
Reengineer, Improve Management Productivity
Meaning, Maintain Shared/Common
Broader Vision to Make Technology a
Managing Managers

2207 -
220801 -      ..
220802 -     Challenge of Change is Finding the Right Direction
220803 -
220804 -     Jim mentioned the skillful, steady hand of Hank Hatch in meetings
220805 -     on the Hanford RFP, some involving over 100 attendees.  With
220806 -     everyone "changing" communications were complicated by the
220807 -     magnitude of the RFP, the array of talented organizations and
220808 -     strong willed people, cautious of change, perhaps from having
220809 -     tried changes throughout long careers and finding results did not
220810 -     fulfill promises of the academics and consultants, i.e., the "Pied
220811 -     Pipers" of change.  Caution, skepticism, and diverse agendas makes
220812 -     building and maintaining shared meaning over time crucial to
220813 -     success on the Hanford RFP.  Hank provided a blend of command and
220814 -     control with persuasive leadership to keep the team on course.
220815 -     This reflects Peter Drucker's observation that "managing managers"
220816 -     is the critical difference between those who succeed and those who
220817 -     fail in the market place, ref SDS 24 line 304, and so accounts for
220818 -     Fluor Daniel's confidence in seeking the Hanford assignment.
220819 -
220820 -          [See paper for Asilomar on how Communication Metrics and
220821 -          technology help leadership find the right direction, i.e.,
220822 -          the right vision, ref SDS 37 line 195.]
220823 -     ..
220824 -     We considered Hank's insight that Communication Metrics is
220825 -     aimed at ensuring that change is taken in the right direction,
220826 -     ref SDS 21 line 105, applying automation to mainstream the
220827 -     "intelligence" process, in order to avoid gridlock on the
220828 -     Information Highway, set out in the New World Order... paper at
220829 -     ref OF 2 line 57.
220831 -      ..
220832 -     Jim said he did not receive the NWO paper.  He reviewed the paper
220833 -     on POIMS technology, which makes the same point at ref OF 1 line
220834 -     15.
220836 -      ..
220837 -     I copied the NWO paper onto a disk for Jim near the end of the
220838 -     meeting, but forgot to give him the disk (borrowed from him), and
220839 -     so will submit this via internet with this record.
220840 -
220841 -        [Did this at ref SDS 33 line 97.]
220842 -
220843 -
220844 -
2209 -

SUBJECTS
Paradigm Shifts, Documents to Automated Knowledge
SDS Explanation, Paradigm Shifts
Harmony, Applying Work Practices together
Automated Integration of Time, Information,
Management Disconnected from Details
Truth is a Moving Target on Information
Thinking SDS Integrates Daily Experience
False Knowledge, Executive Mindset Needs Communication
Metric Communication Align with Links to History Context Authority Re
New Way Working Plan Perform Report Look Before You Leap Schedule Dra
Knowledge Converted from Information Understanding then Respond after

4513 -
451401 -  ..
451402 - Communication Metrics -- Change to "Automated Knowledge"
451403 -
451404 - Interest in better methods at Flour Daniel makes possible successful
451405 - use of SDS to implement Communication Metrics,
451406 -
451407 - Jim recognized from the POIMS paper that SDS is a program that
451408 - integrates the traditionally separate management processes of:
451410 -                 ..
451411 -             •  time                  •  people
451412 -             •  information           •  documents
451414 -  ..
451415 - We considered the profound change SDS entails from existing work
451416 - practice and other automated solutions:
451417 -
451418 -        [On 001219 steps using SDS new way of working. ref SDS 46 QT6F
451420 -      ..
451421 -     I drew a graph showing SDS integrates what the mind encounters
451422 -     externally, with its own internal thoughts.  In POIMS technology,
451423 -     this is called "thinking through writing," i.e., to pull out of
451424 -     the mind more than is apparent from a meeting, discussion, phone
451425 -     call, or reading a book, article, memo, letter. This phenomena
451426 -     accounts for the notion that people use only a small portion of
451427 -     their mental capacity, and thereon permits SDS to leverage the
451428 -     capacity to think, remember and communicate, explained in the
451429 -     POIMS paper, ref OF 1 line 81 and ref OF 1 line 502.
451430 -
451432 -      ..
451433 -     What's a Metric - Writing and Linking to Discover Alignment
451434 -
451435 -     Of course the mind performs integration automatically, but most of
451436 -     it is hidden from the conscious mind, until we begin to write it
451437 -     out and struggle to make sense out of our mental maps.
451438 -
451439 -        1.  So writing alone is one "metric" on our mind's hidden
451440 -            views.  It reveals gaps that were not apparent but for the
451441 -            effort to write up the notes. ref SDS 3 7447
451443 -             ..
451444 -        2.  The second "metric" is linking things up, making the
451445 -            connections that verify the accuracy, i.e., alignment, and
451446 -            alert us to investigate further to resolve conflicts.
451448 -      ..
451449 -     SDS makes it possible, fast and easy to connect the diversity of
451450 -     information the mind encounters.  Jim recognizes that....
451451 -
451452 -
451453 -                    converting information into knowledge
451454 -
451455 -        ...is a key paradigm shift.
451456 -
451457 -     Information in a book, letter, memo or article can "cite" another
451458 -     source to show a relationship, but particularly in the age of the
451459 -     Information Highway, events and information arise too fast to make
451460 -     this practical, either to find and enter the relationship, or
451461 -     later to apply it, i.e., look up relationships.  So, the only
451462 -     extensive uses of citations are in the Bible and in the law, where
451463 -     culture has, over thousands of years, recognized it is worthwhile
451464 -     and cost effective to perform this time consuming step.  SDS
451465 -     permits it to be done quickly and to look up citations instantly
451466 -     that alert about implications, nuance and correlations of
451467 -     understandings so we can discover and fix errors of understanding
451468 -     before they cost money.
451470 -      ..
451472 -      ..
451473 -     Lack of "connectedness" creates a disconnect between perceptions
451474 -     in the mind at any given moment and the reality of what actually
451475 -     transpires relative to objectives.  We considered David Vannier's
451476 -     report that Intel executives are too busy to absorb content of
451477 -     what is presented at meetings; so, instead they rely on the
451478 -     confidence of the speaker, ref SDS 22 line 289.  This form of
451479 -     "reengineering" and "change" leads to mistakes, conflict, losses,
451480 -     downsizing, reflecting General Hatch's concern about change in the
451481 -     wrong direction, ref SDS 21 2131.
451483 -      ..
451484 -     SDS Supports Flour Daniel's Empowerment Objectives
451485 -     "Truth" is a Moving Target On the Information Highway
451486 -     -----------------------------------------------------
451487 -     The New World Order paper describes "cultural change" as the
451488 -     biggest hurdle to acceptance of SDS and Communication Metrics, see
451489 -     ref OF 2 line 397.
451490 -
451491 -     Jim said Fluor Daniel uses Primavera for schedule control, and
451492 -     perhaps for C/SCSC, as well, although we did not specifically
451493 -     discuss this point.  Joel Koppleman, CEO and founder of Primavera
451494 -     spoke to PMI NCC at a monthly dinner meeting on 960412.  He said
451495 -     the solution to delays and cost overruns he had on Primavera's
451496 -     project to create a Windows program, was to hire Project Managers
451497 -     who tell the truth, ref SDS 16 3920, ref SDS 17 2955.
451499 -      ..
451500 -     This perspective shows the need for Communication Metrics to
451501 -     position executives and managers so they can know the truth, use
451502 -     it and thereby have a happier truth to tell, ref DIP 5 line 147,
451503 -     and, ref DIP 5 line 234, ref SDS 31 8888.  Executives are so
451504 -     pressed for time, it is hard to recognize that on the Information
451505 -     Highway the truth may be one thing now, and moments later, much
451506 -     less hours or days later, it has moved on to something else. [See
451507 -     Landauer ref SDS 35 4488.]  So it seems to make sense to apply
451508 -     controls to communication in a similar manner used for schedule
451509 -     and cost, hence Communication Metrics.
451510 -
451512 -      ..
451513 -     Cognitive Science Shows Everybody Makes Mistakes of Induction
451514 -
451515 -     We considered Tom Landauer's paper, "Plato's Problem," on the
451516 -     phenomenal power of the mind to learn more than is evident from
451517 -     information received, ref SDS 28 5873.  This is helpful for
451518 -     children to learn language beyond what they are taught in school.
451519 -     In adults it is also helpful when a spouse can finish our thoughts
451520 -     before we complete a sentence.  They "know" by drawing on mental
451521 -     patterns from past experience (schemas, paradigms), what is
451522 -     coming, and so think ahead while tuning out what is actually said.
451523 -     Mistakes of induction at school and at home are relatively
451524 -     harmless.  At the office induction results in assumptions that
451525 -     lead to incorrect actions, then frustration and anger at the
451526 -     interpersonal level, ref SDS 19 line 126.  Months later people are
451527 -     complaining about Murphy's Law.
451529 -      ..
451530 -     But denial is strong.
451532 -      ..
451533 -     We feel others are making mistakes and not "telling the truth."
451534 -     ref SDS 15 4543, ref SDS 17 2955
451535 -
451536 -          [See later support from Landauer's paper "Plato's Problem"
451537 -          reported at ref SDS 35 4488.]
451539 -      ..
451540 -     I mentioned the letter to PMI Communications on concern about the
451541 -     "truth," ref DIP 5 line 61, submitted at ref SDS 31 8888, and how
451542 -     this executive mindset permeates decision making that causes
451543 -     mistakes, losses, recessions, downsizing, discussed with Hank in
451544 -     connection with reports in Fortune magazine, ref SDS 29 line 633.
451546 -      ..
451547 -     At the biological level it reflects the increase in the time spent
451548 -     generating and conveying information relative to the time for
451549 -     using information to put work in place. This shift in the nature
451550 -     of work, commonly called the Information Highway, requires a new
451551 -     step, a metric to discover, preserve and apply the truth, so there
451552 -     is a happier truth to tell.
451553 -
451554 -
451555 -
4516 -

SUBJECTS
Align Communications, Testing Metrics
Empowerment
Leadership Overcoming Obstacle of Executive
Broader Vision to Make Technology a
How Soon Can I Get This in an SDS Record
Time - Too Busy Being Busy
Not Enough Time to Write Everything Down,
Write Everything at Once Not Needed Write What is Important Come Back
Write Everything Down All at Once in 1 Day SDS Records Com Metrics Cr

5411 -
541201 -      ..
541202 -     The Vision:  How Soon Can I get this in an SDS Record??
541203 -
541204 -     I explained the goal to position Hank, others at Fluor Daniel and
541205 -     beyond, to say at the end of a meeting, call, or discussion:
541206 -
541207 -          This sounds great!  How soon can I get it in an SDS record?
541209 -      ..
541210 -     The common reaction is "I don't have enough time to write
541211 -     everything down.  I don't see why it is necessary to write my
541212 -     notes twice.  I know what happened.  I have to go to another
541213 -     meeting, seminar or lunch!"
541214 -
541215 -            [On 960720 results of not writing, ref SDS 38 4234
541217 -      ..
541218 -     Strong leadership says:  "How can I help?  The allocation of time
541219 -     is my job.  We need to discover if brilliant impressions at the
541220 -     meeting hold up under scrutiny.  Is it consistent with the record,
541221 -     or have we overlooked something? If we are going to proceed, where
541222 -     is the Schedule showing tasks linked back to who, what, when,
541223 -     where and why?  This is the intellectual capital I am responsible
541224 -     for investing, so I need the SDS record as a "metric" to see that
541225 -     it is properly invested, so we save time and increase earnings,
541226 -     ref SDS 29 line 259.  If you don't have time, I'll get you the
541227 -     help needed to invest our intellectual capital!"
541229 -          ..
541230 -         Concurrent Discovery
541231 -
541232 -         This is the notion of "concurrent discovery" ref SDS 25 line
541233 -         193, ref SDS 25 line 248, ref SDS 25 line 366, David
541234 -         Buoncristiani with Thelin, Marrin, Johnson & Bridges will
541235 -         bring to Asilomar, per the 960312 letter to Hank, ref DIP 2
541236 -         line 30 (ref c), submitted at ref SDS 26 line 78.
541237 -
541238 -             [On 960620 developed concurrent discovery in paper for
541239 -             PMI Asilomar conference. ref SDS 36 VI41
541240 -
541241 -
541242 -
541243 -
541244 -
541245 -
5413 -

SUBJECTS
Communication Engineer/Manager
Leadership Aide
Small Problems, Ignored, Covered Up where
Mistakes are Hidden by the Mind, Impact
Overkill, SDS Detail is Not Necessary for
Writing Notes Twice
Communication Manager Transitions Team to
Pictures Not Text
Text & Graphics (Pictures), Integrate
Empowerment to Accomplish Good Management

7012 -
701301 -      ..
701302 -     Leadership Aide to Transition Team for Effective Change
701303 -
701304 -     Communication Manager, or Leadership Aide, can transition the
701305 -     culture from reliance on traditional paradigms of dialog and
701306 -     documents, to "automated knowledge" under the above scenario, so
701307 -     Hank is positioned as disucssed on 960410, ref SDS 29 line 259.
701309 -      ..
701310 -     This puts the "power of knowledge" into the hands of those being
701311 -     empowered to take direct action, and replaces the allusion of
701312 -     impressions from pictures and dialog.  First, however, we have to
701313 -     enable people to experience the power, so they believe in it.
701315 -      ..
701316 -     We reviewed the discussion with Hank on April 10, on resistance to
701317 -     change.  Without the opportunity to experience the power of
701318 -     Communication Metrics, it is hard for people to grasp why time
701319 -     should be invested in writing up what was said in a meeting or
701320 -     call, and linking it up to prior understandings.  They feel they
701321 -     "know" what happened, what is important about it and what needs to
701322 -     be done.  They do not understand the "fragility" of knowledge,
701323 -     explained on 950204. ref SDS 14 0550
701325 -  ..
701326 -
701327 -     People resisted "book learning," accounting and CPM because there
701328 -     wasn't enough time when there were crops to harvest, water to
701329 -     fetch and wood to chop, as explained on 940125. ref SDS 9 MD6I The
701330 -     paradigm of doing work rather than writing it up, overwhelms the
701331 -     appeal to substitute "knowledge" work for simply rushing to apply
701332 -     past practice to fleeting impressions acquired from observations
701333 -     and dialog.  So we need an "expert" knowledge worker to show that
701334 -     investing in "continual learning" results in harvesters, pipelines
701335 -     and chain saws that save time.  We have to show people that being
701336 -     cost effective is better than being cost conscious.
701337 -
701338 -         [On 961023 Corps of Engineers experience shows hand written
701339 -         notes improved by SDS . ref SDS 39 2079
701341 -          ..
701342 -         [On 961210 reviewed resistance to book learning again.
701343 -         ref SDS 40 QV7M
701345 -          ..
701346 -         [On 990505 people feel adding intelligence to management is
701347 -         "off-the-wall" too busy for improving "book learning."
701348 -         ref SDS 43 8712
701350 -          ..
701351 -         [On 000227 resistance to adding intelligence to management was
701352 -         reviewed with Doug Engelbart's OHS/DKR team meeting at SRI.
701353 -         ref SDS 45 X84N
701354 -
701355 -
701356 -
701357 -
701358 -
701359 -
701360 -
701361 -
701362 -
7014 -

SUBJECTS
Writing in SDS is Inaccurate
What's a Metric
Writing to Understand Discover What We

7205 -
720601 -      ..
720602 -     Correcting the Record - Turning Water into Wine
720603 -
720604 -     Jim pointed out the transposition in the head note for the
720605 -     discussion with Hank on 960410 about the process of converting
720606 -     information into knowledge, ref SDS 29 line 420. It read "Turning
720607 -     Wine into Water" so I made the correction.
720609 -      ..
720610 -     He asked how these corrections are made in SDS.
720612 -      ..
720613 -     On this kind of change where precision of the prior writing is not
720614 -     critical, the change can simply be entered. On a matter that may
720615 -     have influenced performance, the original record is left as is,
720616 -     and a new record (like this one) explains the matter and is linked
720617 -     backward and forward to show what happened.  In any case, the
720618 -     original document issued to parties remains.
720619 -
720621 -      ..
720622 -     Tending the Garden of Knowledge is a Powerful Metric
720623 -
720624 -     The SDS record is a place to capture understandings.  Since human
720625 -     mental reflections are constantly in flux, the SDS record has the
720626 -     flexibility to accommodate that human trait.  It provides a
720627 -     structure to constantly tend our garden of knowledge.
720629 -      ..
720630 -     This, however, reflects a critical aspect of the "metrics" role.
720631 -     There is one metric when we write the record to see what we
720632 -     remember and understand about events.  There is a second metric
720633 -     when we link up to prior understandings and external sources to
720634 -     see if the correlations in our mind are accurate and complete.
720635 -     There is a third metric when we send our understandings to others
720636 -     who can point out needed corrections.
720637 -
720638 -
720640 -  ..
720641 - Welch Supports Hatch; DeHart Manages Communication Metrics Program
720642 -
720643 - We developed a plan on Jim's marking board showing Rod Welch will
720644 - initially be Hank's direct aide as a pilot test for Hank and Fluor
720645 - Daniel to evaluate the Welch ideas and tools, similar to how Welch
720646 - supported Bill DeHart at PG&E.  Jim asked how much time Bill devoted
720647 - to using SDS?  Bill explained the original plan for him to learn SDS
720648 - and teach it to his staff, but he didn't have enough time, and so Rod
720649 - simply provided the Leadership Aide support discussed with Hank at ref
720650 - SDS 24 line 359.
720652 -  ..
720653 - Since leaving PG&E at the end of 1994, Bill has become SDS literate.
720654 - Therefore, if Flour Daniel is awarded Hanford, Welch proposes that
720655 - Bill DeHart would work with Jim and/or others to implement a plan for
720656 - Hanford, including training, infrastructure and support to mainstream
720657 - Communication Metrics, as planned for PG&E.  Welch would support
720658 - Bill's effort, but his main focus would be to support Hatch in
720659 - launching the project.  Since a primary dimension of the Hanford
720660 - program is organizing the work and the organizations, these two
720661 - functions of supporting Hank and supporting the overall Communication
720662 - Metrics program under Bill, would be significantly a common effort.
720663 -
720665 -      ..
720666 -     PG&E Found SDS Improved its Management
720667 -
720668 -     I gave Jim a copy of the memo Bill wrote on the results of the
720669 -     PG&E experience, stating that SDS had improved management more
720670 -     than anything else PG&E had tried in the past 30 years, ref DRP 1
720671 -     line 25.  Jim asked Bill why PG&E dropped the effort.  Bill
720672 -     explained the "reengineering" (downsizing) environment at PG&E in
720673 -     the current climate of deregulation, which Hank asked about in our
720674 -     meeting on 960410, ref SDS 29 line 467.
720675 -
720677 -      ..
720678 -     Cultural Blinders Overlooks Opportunity
720679 -
720680 -     PG&E's cultural focus on being cost conscious rather than becoming
720681 -     cost effective reflected IBM's error in 1980 to subcontract the
720682 -     operating system for the PC to a young man from Redmond, WA.
720683 -
720684 -     People have vision; organizations have needs and historical ways
720685 -     of doing things, i.e., culture.  Leadership melds these elements
720686 -     into an effective team.  SDS leverages leadership effectiveness,
720687 -     but the decision on SDS at PG&E was made above the level at which
720688 -     it was applied, as occurred with the decision to give away a
720689 -     billion dollar opportunity at IBM.
720690 -
720692 -      ..
720693 -     Fluor Daniel has Opportunity to Leap the Competition
720694 -
720695 -     If the theory of POIMS technology with respect to the value of
720696 -     automated integration to invest intellectual capital, and the new
720697 -     management science of Communication Metrics, are correct, i.e., we
720698 -     can lift the capacity to think, remember and communicate, then
720699 -     Fluor Daniel can gain a significant competitive advantage by its
720700 -     early adoption of these new methods.
720702 -      ..
720703 -     Having direct access to the developer for evolving the integration
720704 -     of these methods into Fluor Daniel's culture will build a lead
720705 -     that will require many years for others to catch up.  This will
720706 -     further support the cultural changes Fluor Daniel is adopting by
720707 -     adding a Communication Manager role that makes things happen
720708 -     without a lot of people having to change all at once.
720709 -
720711 -      ..
720712 -     Hanford Bid Review Period Offers Opportunity to Evaluate SDS
720713 -
720714 -     Jim feels the next several months of bid review on the Hanford RFP
720715 -     may be a good time to do this test, because it is not quite as
720716 -     hectic as the preceding proposal development phase.  This would
720717 -     allow Welch to work with Fluor Daniel systems and practices,
720718 -     permit the collaboration effort to evolve under relatively benign
720719 -     conditions.  Welch can work with Jim and others on formulating an
720720 -     integration of Communication Metrics with the Hanford IS plan.  If
720721 -     Hanford is successful and Hank wants to proceed with SDS, then Rod
720722 -     would continue as his Aide for 6 months or so while developing a
720723 -     permanent position to take over this role and transitioning Hank
720724 -     to become SDS literate at his own pace.
720726 -      ..
720727 -     This would provide experience for Fluor Daniel to determine where
720728 -     else to try SDS and Communication Metrics.  It would also enable
720729 -     DOE to encounter Communication Metrics so it is not foreign when
720730 -     submitted as part of Fluor Daniel's management program.
720732 -      ..
720733 -     Hank Hatch is nominally well suited to do the pilot test because
720734 -     he has firmly in mind what he wants to accomplish with the role,
720735 -     relative to the military "intelligence" function, ref SDS 29 line
720736 -     117, ref SDS 21 line 140.
720737 -
720739 -      ..
720740 -     PC Support for Hank Requires Analysis/Experience
720741 -
720742 -     Jim asked about hardware requirements.  I explained we would like
720743 -     Hank to have about a $3K notebook computer that has a modem a
720744 -     pentium 90 or better, 1G and 32M of RAM.  I think Jim indicated
720745 -     that Hank and other Fluor Daniel executives have a light
720746 -     sub-notebook.  He said it is a 486 66 and has about 150 MB free on
720747 -     the disk.
720749 -      ..
720750 -     For our initial test we can make this work, keeping in mind that
720751 -     our goal is find out how to make technology useful for leadership.
720752 -
720753 -
720755 -  ..
720756 - Dupont Experience at Hanford Shows Need for Risk Management
720757 -
720758 - Jim advised that Dupont and others who have historically been involved
720759 - in the nation's nuclear programs, have made a strategic decision to
720760 - leave the business.  Fluor Daniel and others are now competing to
720761 - replace the prior firms.  We did not consider the reasons for this
720762 - change, and how it will be accommodated by a new group, including
720763 - Fluor Daniel.
720764 -
720765 -        [See correction at ref SDS 34 line 68.]
720767 -      ..
720768 -     Two possibilities with respect to Hanford are that unlike Dupont
720769 -     who provided traditional operations and maintenance, this RFP
720770 -     focuses on a project management approach.  Second, Hank Hatch's
720771 -     experience in the military may bring a stronger management to
720772 -     blend business objectives for earnings with governmental demands
720773 -     for quality, under Jim's observation about the advantages of DOD
720774 -     management practices relative to other government branches.
720775 -
720777 -      ..
720778 -     Communication Metrics is Effective Risk Management
720779 -
720780 -     In any case, the Dupont decision strongly suggests that Hanford
720781 -     presents significant challenges which the new process of
720782 -     Communication Metrics may be ideally suited, perhaps essential, to
720783 -     meet under the reasoning in the study reported by PMNETwork last
720784 -     December showing that communications is the primary determinant of
720785 -     success on high risk projects, ref SDS 20 line 121.
720786 -
720788 -  ..
720789 - Lotus Notes Supports Documentation
720790 -
720791 - Jim showed the tools used on the Hanford RFP.  They are running LN 3.0
720792 - to maintain a variety of data bases including resumes of key people,
720793 - the RFP itself, status reporting by various staff and subcontractors.
720795 -  ..
720796 - LN manages CAD, other graphics and correspondence.  Jim said Fluor
720797 - Daniel is a "Lotus Shop", so there are likely spreadsheet files in the
720798 - LN data base.  There appears to be good structuring capability in
720799 - these applications.  I forgot to ask about a subject indexing engine
720800 - and how hypertext is used in the applications.  We did not see logs of
720801 - documents received or issued that are pending response, however, a
720802 - problem with the network cut short the demonstration.
720804 -  ..
720805 - Fluor Daniel's LN tools support empowerment goals where each person,
720806 - responsible for a particular scope in the RFP, reports status as time
720807 - permits.  This reflects the POIMS concept of sharing information
720808 - described in the POIMS paper, ref OF 1 line 23; and, the report in the
720809 - NWO paper on IBM's commitment to workgroup solutions, ref OF 2 line
720810 - 1113, which they cited at the meeting at COMDEX prior to purchasing
720811 - Lotus Development, ref SDS 13 line 184.
720813 -  ..
720814 - The points considered in the meeting with Hank on 960410 reflect the
720815 - Lotus Notes tools we saw today, ref SDS 29 line 235.
720817 -      ..
720818 -     Network Reliability Issue May Indicate Redundant Design Needed
720819 -
720820 -     A problem with the network cut short Jim's demonstration of Fluor
720821 -     Danile's application of Lotus Notes for management support on the
720822 -     Hanford project.
720824 -      ..
720825 -     Jim said network downtime is a major problem using computers for
720826 -     daily management.  Fluor Daniel is aiming for 99% reliability on
720827 -     their network.  He feels that a loss of 2% to 97% reliability can
720828 -     seriously impact the work flow, if all of the work is being done
720829 -     from the network.  Bill said PG&E got good reliability from their
720830 -     Baynon Vines network, but when it went down the continuity of the
720831 -     work was disrupted.
720833 -      ..
720834 -     At PG&E we used a dual track with SDS.  The idea was that each
720835 -     person's SDS records were maintained locally, so everyone could
720836 -     pursue work regardless of what happens to the network, and yet
720837 -     share from the common pool as needed.  This works because SDS
720838 -     records contain each person's thoughts and analysis which is the
720839 -     stuff used most of the time in performing the work.  The object or
720840 -     target of such thoughts and analysis, for example spreadsheets,
720841 -     documents, reports, drawings, contracts, are for each person only
720842 -     a very small part of the information generated by the entire
720843 -     organization.  These can be stored locally as well as on the
720844 -     network.  This resulted in never being stopped by network problems
720845 -     at PG&E.
720847 -      ..
720848 -     In any case, some experimentation on the network is needed to
720849 -     determine the best approach for using SDS at Fluor Daniel.  In
720850 -     general the main issue is how frequently and by what means to keep
720851 -     the central server updated.
720852 -
720854 -      ..
720855 -     LN "Reports" Reflect Paradigm of "Bureaucratic Paperwork"
720856 -
720857 -     A key difference between SDS implementation of POIMS, and the LN
720858 -     apps we saw today, is that SDS "stuff" is created because someone
720859 -     is trying to figure out what happened, what it means and what
720860 -     needs to be done as a result, i.e., it is the essence of their
720861 -     livelihood, ref OF 2 line 961.  Personal interest dynamics have a
720862 -     derivative of providing something useful to others.  The LN
720863 -     approach seems to be saying "Stop your work and enter some stuff
720864 -     because other people need it." ref OF 1 line 266.  Getting people
720865 -     to enter information for other people is a hard sell, as reported
720866 -     by Tom Davenport in Harvard Business Review (Mar Apr 1994 p. 119),
720867 -     in an article:
720868 -
720870 -            ..
720871 -           Saving IT's Soul: Human-Centered Information Management
720872 -
720873 -        .., ref SDS 10 line 358.  Mr. Davenport says cultural change is
720874 -        needed to educate people about advantages to share information.
720875 -
720876 -     LN's support for the historical paradigm of information as
720877 -     documents or "Notes," overlooks that such information is only a
720878 -     small part of the stuff that is valuable to a manager.  A manager
720879 -     makes a living by thinking about the context of the document,
720880 -     follow up and correlations and implications, ref OF 1 line 318,
720881 -     rather than whether this, that or the other document needs to be
720882 -     posted to a report so others can access it.  Such posting, should
720883 -     occur automatically by the process of identifying the document to
720884 -     the system for personal use.  SDS does this.
720885 -
720887 -      ..
720888 -     Communication Manager Converts Information Into Knowledge
720889 -
720890 -     It is also a hard sell to get a manager to do his thinking in an
720891 -     SDS record, but once that sale is made, the manager discovers he
720892 -     cannot live without this thinking and thereafter the benefit to
720893 -     the organization of having a data base to draw upon is essentially
720894 -     automatically created, as described in the POIMS paper, ref OF 1
720895 -     line 103.
720897 -      ..
720898 -     To make this "sale" requires an expert to ensure that the SDS tool
720899 -     is used to invest the intellectual capital derived from daily
720900 -     activity.
720901 -
720902 -
720904 -  ..
720905 - Faster, Better, Cheaper Management Support
720906 - SDS Finds Stuff Fast; That's What Executives Want
720907 - ..
720908 - We did a demonstration for Jim similar to that for Hank, ref SDS
720909 - 29 line 803.
720910 -
720911 - I asked Jim for a floppy disk to copy the NWO paper, since he did not
720912 - get it from Hank, per above.  Jim in handing me a disk mentioned
720913 - recent difficulties Flour Daniel has had from a computer virus.
720915 -  ..
720916 - I recalled experience getting a virus from a Lotus 123 program disk
720917 - purchased from Egghead some time ago.
720919 -  ..
720920 -
720921 -      Jim asked what computer virus was encountered?
720922 -
720923 -      I said it happened years ago, I forgot, but can look it up, ref
720924 -      OF 1 line 363, ref OF 1 line 481.
720925 -
720926 - I used the Subject Index as follows:
720927 -
720929 -                ..
720930 -               Company
720931 -                  Property
720932 -                     Software
720933 -                        Lotus 123
720934 -                           Problems
720935 -                              Virus
720936 -
720937 -
720938 -     ...this returned a listing showing the problem actually occurred
720939 -     in 1992:
720940 -
720942 -      ..
720943 -     920802  Installed Lotus 2.4 on CPU #5, does not work very well.
720944 -     920802  Continue configure OS2 on CPU #3; failures installing on CPU #7.
720945 -     920802  May have a virus on CPU #3 and #5.
720946 -  +->920803  Fix virus on CPU #3 and #5.
720947 -  |  920803  Obtained replacement disks; discovered missing program file.
720948 -  |  920804  Try to obtain missing Lotus program file from backup tape.
720949 -  |  920804  Returned Lotus 123 v. 2.4 disks for replacement.
720950 -  |  920804  Installed replacement Lotus 123 v. 2.4 program, failed again.
720951 -  |  920804  Returned 3rd Lotus 123 program set to Egghead, received set #4.
720952 -  |  920804  Installed 4th Lotus 123 program set on CPU #3; called Lotus.
720953 -  <686L0321  Investigate virus on CPU #8.
720954 -  |
720955 -  +-----------------------------+
720956 -                                |
720958 -  ..
720959 - I clicked on the record for 920803 (August 3, 1992) and it showed the
720960 - virus was "Keypress", per ref SDS 5 line 53.  This list also shows
720961 - though how everything in SDS is represented in a chronology by
720962 - subject, so the evolutionary history is discernable.  This is what
720963 - most executives spend much of their time trying to discover.
720965 -  ..
720966 - Although not necessary, I could have looked this up under alternate
720967 - scenarios, for example:
720968 -
720969 -               Company
720970 -                  Property
720971 -                     Equipment
720972 -                        CPU #0103
720973 -                           Problems
720974 -                              Virus
720975 -
720977 -  ..
720978 - Faster, Better, Cheaper Knowledge and Ideas
720979 -
720980 - Jim said that SDS much faster than he expected.  He said it takes him
720981 - a long time to find information at Fluor Daniel that is needed in the
720982 - course of daily work.  He said colleagues, friends and associates are
720983 - worried that information overload forces everyone to work hurridly and
720984 - by personal recall a lot of the time, because it is too expensive to
720985 - track down details like I just did.  Saving time and money by higher
720986 - quality management is a goal of TQM that Fluor Danier is pursuing, as
720987 - discussed above. ref SDS 0 1852
720989 -       ..
720990 -      [On 970116 Morris asked about SDS organic subject structure. ref
720991 -      SDS 36 3109]
720993 -  ..
720994 - I mentioned that Marcy at Intel feels Communication Metrics represents
720995 - a futuristic goal for management support. ref SDS 27 4545
720997 -  ..
720998 - Jim asked about the method of organizing information?
721000 -  ..
721001 - We reviewed briefly where the paper on POIMS technology explains
721002 - "Automated MBO" and as an
721003 -
721004 -                  organic subject structure
721005 -
721006 -     ...since it reflects personal and organizational objectives/
721007 -     functions/commitments, ref OF 1 line 444.
721009 -  ..
721010 - We looked at the SDS Subject Index which is listed in the record of
721011 - discussions with Hank at ref SDS 29 line 898, as:
721012 -               ..
721013 -               Subjects, Hierarchial Catagories
721015 -  ..
721016 - I showed how "Communication Metrics" is organized to capture the
721017 - record according to elements that make up a new management science.
721019 -  ..
721020 - The highest level lists:
721022 -                 ..
721023 -                Communication Metrics - New Management Science
721024 -
721025 -                Definition
721026 -                Purpose
721027 -                Support
721028 -                Communication
721029 -                Metrics
721030 -                Writing
721031 -                Tools
721032 -                POIMS
721033 -                Roles
721034 -  +-----------  Tasks, Responsibilities
721035 -  |             Skills
721036 -  |             Titles
721037 -  |             Related Science
721038 -  |
721039 -  |  So for example if we want to know where in the record there is
721040 -  |  discussion, consideration, analysis, literature and support for,
721041 -  |  "Tasks, Responsibilities" of a Communication Manger, we could call
721042 -  |  a report at this level, or click to look at a lower level to look
721043 -  |  up something on a particular task, responsibility.
721044 -  |
721045 -  +---------->  Tasks, Responsibilities of Communication Manager
721046 -
721047 -                Collaborate
721048 -                Learning, Continual - ISO 10006, Sec 7.1
721049 -                Leadership Support
721050 -                Meetings, Attend, Agendas
721051 -                Investigate, Research
721052 -                Coordinates (calls, discussions)
721053 -                Capture the Record
721054 -                Structure the Record
721055 -                Craft Effective Language
721056 -                Connections
721057 -                Discover Conflicts, Errors
721058 -                Action Items
721059 -                Schedule Follow Up
721060 -                Maintain the Record
721061 -                Notifications
721062 -                Shared Meaning
721063 -                Adjusting Course
721064 -                Integrate Documents, Email
721065 -                Subject Indexing
721066 -                SI Procedures
721067 -                Contacts Data Base
721068 -                Transfer the Record
721069 -                Secure the Record, Backup
721070 -                Integrate with Other Systems
721071 -
721073 -  ..
721074 - Jim asked if SDS uses "key word" selection.  I explained this is
721075 - available as a last resort.  It is the least effective means of
721076 - finding information, as described by Davenport's article in HBR,
721077 - ref SDS 6 line 262, and in an earlier Byte article ref SDS 1 line 257.
721078 - The whole of SDS is aimed at applying a better way to use the power of
721079 - technology, and integrate it with the management cycle.
721080 -
721081 -
721083 -  ..
721084 - Discovery of SDS Records
721085 -
721086 - Jim asked if the diary is subject to discovery in litigation?
721088 -  ..
721089 - I explained discussions on this point with Stan Mosk, who sits on the
721090 - Supreme Court bench in California, ref SDS 2 line 41.
721091 -
721092 -
721094 -  ..
721095 - Follow Up
721096 -
721097 -
721098 -     Jim plans to discuss our meeting with Hank tomorrow.
721099 -
721100 -         [See follow up at ref SDS 34 line 78.]
721102 -      ..
721103 -     I will submit meeting notes to Jim with a summary to Hank.
721104 -
721105 -         [Did this at ref SDS 33 line 50.]
721107 -      ..
721108 -     I explained my usual suggestion to those who attend Communication
721109 -     Metrics presentations, that they prepare their own notes as a
721110 -     first step on the road to using this new power.  It will show
721111 -     their level of understanding and by contrast the value of using a
721112 -     Communication Manager with the environment of SDS to provide the
721113 -     clues about what transpired that needs attention in a meeting like
721114 -     today's.
721115 -
721116 -
721117 -
7212 -