CONTACTS 
0201 - Wideman, R. Max                                                                                                                                                    O-00000665 0101
020101 - Mr. R. Max Wideman

SUBJECTS
COE Evaluation Communication Metrics
Calculate Risk Management Exposure NPV
Changed Business Enironment Information
Attention Span Limited Causes Mistakes
Increased Overhead Costs Reflects Rework
Closure Difficult Complexity Limited Span

1308 -
1308 -    ..
1309 - Summary/Objective
1310 -
131001 - Follow up ref SDS 18 4448, ref SDS 17 1111.
131002 -
131003 - Max Wideman indicates "rework" may be a fruitful way to calculate
131004 - benefits of better communication.  More data is needed on causal
131005 - factors.  He recommends an "ultra simple explanation."  Max suggests
131006 - calculating time saved when Communication Manager performs research to
131007 - prepare for meetings. Bill Benkavitch suggests the analysis explain
131008 - that Communication Metrics produces more intelligence and planning
131009 - without the congestion of hiring 3 or 4 managers for the same money.
131010 -
131011 -    [Max's and Bill's ideas were applied to final report at ref SDS 21
131012 -    line 107.]
131014 -     ..
131015 -    [Submitted this record to Max on 971020, ref SDS 24 line 73.]
131017 -     ..
131018 -    [Submitted this record to Morris as an example of peer review, ref
131019 -    SDS 21 line 140.]
131021 -     ..
131022 -    [Asked Max on 971030 if USACE report issued on 971007 answers his
131023 -    questions, and he indicated not having had time to read USACE
131024 -    report, ref SDS 25 line 80, per ref SDS 26 line 80.]
131025 -
131026 -
131028 -  ..
1311 -
1312 -
1313 - Progress
1314 -
131401 - Received ref DRT 1 0000 dated 971007 from Max responding to my letter
131402 - ref DIP 1 0000 dated 970102 requesting peer review on the draft
131403 - estimate of cost savings for Communication Metrics, mainly centered on
131404 - reducing rework, which was developed at ref SDS 16 4472, per Max's
131405 - letter on 970713. ref SDS 12 1817
131406 - ..
131407 - Max raises important questions about analysing rework cost:
131408 -
131409 -    a.  Define "Rework" as correcting work that has proven to be
131410 -        faulty, where a product can be directly measured against the
131411 -        specified standard. ref DRT 1 0000
131412 -
131413 -            Another way to identify rework is difficulty obtaining
131414 -            closure on issues and completing projects, from PMI
131415 -            presentation on 970910, ref SDS 14 3479, and reviewed with
131416 -            Intel on 970728. ref SDS 13 4818
131418 -             ..
131419 -            Managers try to "expedite" and avoid accountability by
131420 -            using conversation because it seems fast and easy.  This
131421 -            causes a morass of mistakes that devolve into greater
131422 -            reliance on guess and gossip as more and more time is
131423 -            devoted to problem handling under "feel good" management
131424 -            practice reviewed on 911123. ref SDS 1 1331
131425 -            ..
131426 -            Morris defined rework recently as the difference
131427 -            between planned overhead budgets and actual budgets
131428 -            including legal fees.  We use this method in assessing the
131429 -            difference between planned and actual time expended on
131430 -            Oakland by USACE managers, ref DRP 2 6819, per analysis on
131431 -            971001. ref SDS 16 2020.
131433 -             ..
131434 -            Even budget are not effective criteria for organizations
131435 -            like the government, Intel or Microsoft that absorb poor
131436 -            management with favorable cash flow.
131438 -             ..
131439 -            A paper published by the Air Force Institute of Technology
131440 -            (AFIT) identifies information entropy as driving an
131441 -            "entropic cost model" but suggests increasing budgets to
131442 -            cover the cost of rework, rather than doing something to
131443 -            improve management to avoid rework by adding intelligence
131444 -            to avoid entropy, ref SDS 11 0108.  This "Delphi" method
131445 -            works where there is an unlimited budget owing to a
131446 -            perceived overarching threat, as in the case of defense
131447 -            expenditure, or for entertainment and religion, as in the
131448 -            case of Intel and Microsoft where people buy based on hope
131449 -            rather than results, per discussion with Keith at Intel on
131450 -            970728. ref SDS 13 1144
131451 -        ..
131452 -    b.  Cost of rework includes:
131453 -
131454 -        1.  Undoing what was done before, including any subsequent work
131455 -            that may have been done since;
131456 -
131457 -        2.  Doing the original work incorrectly (since that cost will
131458 -            now be replaced by redoing the work correctly);
131460 -             ..
131461 -        3.  Delay to the schedule, and
131463 -             ..
131464 -        4.  Impacts of interference on other activities.
131466 -         ..
131467 -    c.  Measuring rework for communication is difficult, but it might
131468 -        be possible, ref DRT 1 9499.
131469 -            ..
131470 -            It is not possible to capture the amount of rework
131471 -            managers perform on a daily basis because it is endemic to
131472 -            the management process of continual learning.  In other
131473 -            words managers work by trial and error under "Feel Good"
131474 -            conditions, as explained in the report. ref DRP 2 7444
131475 -            ..
131476 -            Since rework results from encountering reality of
131477 -            factors that were formerly outside the span of attention,
131478 -            there is never an opportunity to capture the original
131479 -            record as a base for measuring future corrections.
131480 -            Managers just show up and "pull the trigger" based on
131481 -            whatever pops into their head at the moment.  That
131482 -            cognitive state is influenced by short term events.
131484 -             ..
131485 -            We can measure factors that cause trial and error rework
131486 -            due to limited span of attention.  The report finds a
131487 -            correlation between the causal factor of "subjects" that
131488 -            impact performance and the extra time expended during a
131489 -            particular time period, ref DRP 2 5443
131491 -             ..
131492 -            Of course this may be coincidence, but it is attractive for
131493 -            further study, particularly since no alternative
131494 -            explanation has been offered.
131495 -        ..
131496 -    d.  Use a simple explanation of measuring communication
131497 -        rework to introduce the new concept, so the average person can
131498 -        understand and feel comfortable about "buy-in" of a new
131499 -        concept.
131500 -
131501 -            The "simple explanation" is that there is a demonstrated
131502 -            numerical correlation between the number of subjects and
131503 -            links to casual factors that fall outside the span of
131504 -            attention and the extra cost incurred to manage the work
131505 -            due to extra time expended by managers.
131507 -         ..
131508 -    e.  Clearly separate theory, case study (case-in-point) facts,
131509 -        calculation, and (then) opinion - each with their own separate
131510 -        sub-headings.
131511 -            ..
131512 -            It would be helpful to see an example.
131513 -        ..
131514 -    f.  Your Rework approach could well be a firmer basis for
131515 -        demonstrating measured savings, but you would have to
131516 -        demonstrate that this cost is much greater than the cost of
131517 -        your own process overhead.  The difficulty here is that the
131518 -        cost savings calculations are intermittent while the cost of
131519 -        the overhead to avoid the problems is continuous.
131520 -
131521 -            The Corps of Engineers reports Communication Metrics saved
131522 -            $317K and substantially contributed to at least $3.4M in
131523 -            cost avoidance, and that it cost $50K to achieve these
131524 -            savings, ref DRP 2 8555.  The government estimates that
131525 -            extended application of Communication Metrics would result
131526 -            in ROI of 10:1. ref DRP 2 7401
131527 -
131528 -               [On 981027 District Counsel reported that Communication
131529 -               Metrics with "certainty" saved an additional $190K...
131530 -               ref SDS 28 7315]
131531 -            ..
131532 -            Seems like this same rationale yields value added for
131533 -            a Project Manager, a CEO, ect., who provide a coordinating
131534 -            and planning function that synthesizes organizational
131535 -            efforts. These jobs save mistakes and missed opportunities,
131536 -            which may be why Drucker says that management productivity
131537 -            is primarily a matter of quality, ref SDS 2 2134.  Of
131538 -            course executive roles also exercise authority to direct
131539 -            actions which others fear and reject as conflicting with
131540 -            common sense, but which integrate well to achieve a new
131541 -            level of productivity.
131542 -
131544 -  ..
131545 - Max does not address the concept of calculating rework based on
131546 - limited span of attention, which is presented in the analysis from
131547 - the USACE letter. ref DRP 2 4680
131548 -
131549 -
1316 -

SUBJECTS
Visibility, Controlled
Rework Mistakes Avoid
Span of Attention, Limited Causes Rework
Agendas for Meetings
Meetings, Rework Cycle Due to Miss-communication
Communication Manager Raises Issues, Not
Consistent Use Good Management Not Fun,
Communication Manager Psychology Challenging

2710 -
271101 -  ..
2712 -
2713 -
2714 - 0909 called Max
2715 -
271501 - Rework Arises from Limited Span of Attention, Hampers Visibility
271502 -
271503 - I asked Max if he has had a chance to review the explanation of rework
271504 - caused by limited span of attention, ref DRP 2 3883, since his review
271505 - does not mention this factor, ref DRT 1 0000, per analysis above.
271506 -
271507 - Max indicated he examined the report on this point, ref DRP 2 4680
271508 - (actually received on 971008. ref SDS 22 2979)
271509 - ..
271510 - He seemed to indicate from his experience it is difficult for
271511 - people to focus on more that 6 - 10 agenda items at meetings, which
271512 - supports the baseline assumption in the calculation, ref DRP 2 2779,
271513 - per the record on 971001. ref SDS 16 3822  I mentioned the discussion
271514 - on 971005, with Bill DeHart who cited similar figures for meetings
271515 - with Bechtal and Sprint on a current $70M project, ref SDS 19 4921
271516 -
271517 -       [On 990303 Max submitted a scientific paper on limited span of
271518 -       attention indicating that people can fairly accurately follow 7
271519 -       or subjects. ref SDS 29 6120]
271521 -      ..
271522 -     Another simple test is to ask people after a meeting what was
271523 -     discussed?  Many will say "not much."  Most people can remember 3
271524 -     or 4 subjects, and may be able to cite 5 or 6 subjects from their
271525 -     notes.  A few days later, if they are asked the same question,
271526 -     they remember almost nothing, unless prompted.  A month later the
271527 -     meeting is a blur.  Asking about the "subjects" discussed is quite
271528 -     different from asking what was said or about action items.
271529 - ..
271530 - Max recalled attending meetings where there were more than 30
271531 - agenda items.  He said some meetings took several hours, all day, and
271532 - up to three days.  These long meetings had voluminous briefing books.
271533 -
271534 -     We did not discuss how attendees prepared for these meetings and
271535 -     how the results of such meetings were integrated into the flow of
271536 -     work by each attendee in a manner that overcomes limited span of
271537 -     attention.
271539 -      ..
271540 -     How could anyone recognize when span of attention was exceeded, so
271541 -     that extra effort can be made to avoid the malady of false
271542 -     knowledge?
271544 -      ..
271545 -     How did attendees avoid loosing interest from being tired, which
271546 -     further limits span of attention, as occurred at the meeting on
271547 -     971216. ref SDS 8 8333
271548 -     ..
271549 -     What was done to organize what transpired at these meetings
271550 -     according to the subjects discussed, so that it could be linked
271551 -     with the history of each subject to ascertain alignment that
271552 -     discloses implications for action and correlation with objectives
271553 -     and other controlling factors?
271554 -
271556 -  ..
271557 - Consistent Visibility of Action Items is Psychologically Traumatic
271558 -
271559 - Max noted that longer meetings could have 50 to 100 action items, and
271560 - that bringing them up repeatedly at progress meetings, for example,
271561 - caused frustration, anger and enmity by attendees.  Max seemed to
271562 - indicate that continual review of pending Action Items turned out not
271563 - to be an effective practice for meetings.
271564 -
271565 -     This reflects reports of similar experience from meetings with
271566 -     Lockheed and Intel, reviewed on 960721. ref SDS 7 0896
271568 -      ..
271569 -     We did not discuss the need to solve this dilema which seems to
271570 -     reflect the record on 960205 of report by the Associated Press
271571 -     that managers waste 70% of the day in meetings. ref SDS 4 5902
271573 -    ..
271574 -   [On 990625 article says psychy causes CEOs to fail to execute by
271575 -   writing up meeting notes. ref SDS 30 4914]
271576 -
271578 -  ..
271579 - Communication Manager Needed to Maintain Visibility
271580 -
271581 - I observed the need for the Communication Manager to accomdate the
271582 - psycholgical pressure of constantly encountering conflict, as set out
271583 - in the government's report on Communication Metrics, ref DRP 1 line
271584 - 376, ref DRP 1 line 514, ref DRP 1 line 563.
271585 -
271586 -
271587 -
271588 -
2716 -

SUBJECTS
Leadership Overcomes Fear of SDS Long
Leadership Helps People without Time to

3304 -
330501 -  ..
330502 - Leadership Enhances Value of Communication Metrics
330503 -
330504 - We considered that successful management requires integrating a range
330505 - of tasks and skills.
330506 -
330507 - Communication Metrics supports the most important factor of success,
330508 - per PMJ article reviewed on 970525. ref SDS 9 8888.
330510 -  ..
330511 - Strong, skilled leadership is needed to make Communication Metrics
330512 - effective by overcoming hurt feelings and fear of failure that causes
330513 - resistance to consistent use of good management practice, as Max
330514 - recalled this morning having encountered when he tried to bring
330515 - visibility to pending action items.
330516 - ..
330517 - The importance of leaderhip in making Communication Metrics
330518 - effective was made in a letter dated 970702, ref DIP 2 line 36, issued
330519 - at ref SDS 9 line 98, to the Commander for the San Francisco Corps of
330520 - Engineers
330521 -
330522 -
330523 -
330524 -
3306 -

SUBJECTS
Subject Index, Action Items, Schedule, To Do
Not Enough Time to Understand Content,
Time Not Enough to Think about
Attention Span Limited Causes Mistakes
Official View of Reality, Substitute for
Lessons Learned Case Studies Feedback
Warm Fuzzy Feeling, Executives use
Trial Error Rework Lessons Learned History
Concurrent Discovery Feedback Metrics Debug

5311 -
531201 -  ..
531202 - Subjects Identify Factors that Require Consideration for Action
531203 -
531204 - We considered the distinction between Action Items and subjects.
531205 -
531206 - This distinction is not commonly recognized.  Executives do not have
531207 - time to invest in consciously thinking about "subjects" because such
531208 - thinking occurs naturally, on "automatic pilot," with the flow of
531209 - daily work.  Executives are focusd on "Action Items", i.e., on what
531210 - needs to be done, and this focus is limited by whatever fits into
531211 - their span of attention, either from recent experience, such as a
531212 - problem, reading a report or prompting from others in meetings and
531213 - calls.
531214 -
531215 -       [On 990303 Max submitted a scientific paper on limited span of
531216 -       attention indicating that people can fairly accurately follow 7
531217 -       or subjects. ref SDS 29 6120]
531218 - ..
531219 - Subjects comprise the organization of information according to
531220 - classification of impact.  A series of Action Items could fall under a
531221 - single subject.  Most often each Action Item might actually have 5 or
531222 - more subjects which reflect impact on different aspects of project
531223 - success.  Per meeting with Intel, ref SDS 13 3002, these
531224 - classifications or impacts include:
531225 -
531226 -             Objectives                Organizations
531227 -             Requirements              Functions
531228 -             Scope                     Policies
531229 -             Schedules                 Procedures
531230 -             Budgets                   Physical Objects
531231 -             Contracts                 Operations
531232 -             People
531234 -        ..
531235 -       [On 980808 developed concept of linking summary to detail, and
531236 -       used a list like the above to explain "intelligence" process in
531237 -       the POIMS paper. ref SDS 27 1600]
531238 -
531239 -     ...each of which can comprise multiple elements that are related
531240 -     to a given body of discussion or communication.  Subject impacts
531241 -     comprise a complex array similar to "span of management" which is
531242 -     generally limited to 5 - 8 people at the executive level in order
531243 -     to avoid exponential increase in complexity of communication.  Any
531244 -     of these elements can cause rework, if overlooked.
531245 -     ..
531246 -     The common solution to complexity is to introduce additional
531247 -     management structure in order to avoid exceeding span of
531248 -     attention.  But this, too, increases the overall flow of
531249 -     information, due to the phenomenon of technology, and current
531250 -     practice to substitute talking for analysis, resulting in
531251 -     management by guses and gossip.
531253 -  ..
531254 - Thus, the potential for overlooking subject impact is quite large and
531255 - greatly exceeds the human span of attention, in the absence of using
531256 - technology designed to expand span of attention.
531258 -  ..
531259 - The problem of limited span of attention is resolved by trial and
531260 - error and causes "rework."  When a mistake occurs, it elevates
531261 - previously hidden correlations into the span of attention.  This is
531262 - repeated over time until all subjects that impact performance and all
531263 - miss- alignments with controlling factors are ultimately brought to
531264 - the attention of management and satisfactorily resolved either through
531265 - correction, accepting miss-alignment or litigating to recover the
531266 - extra cost.
531267 - ..
531268 - Overlooking specific action items has a similar cyclical impact
531269 - of increasing cost.
531271 -  ..
531272 - Max noted this process is related to "learning curve" practices for
531273 - introducing new tools and processes.  Learning Organization theory is
531274 - cited in the Corps of Engineers' report on page 4, ref DRP 1 line 323.
531275 -
531276 -    This is why Communication Metrics supports "continual learning"
531277 -    practices through automated integration of the management cycle:
531278 -
531279 -                  Plan       Perform      Report
531280 -
531281 -        ...as identified in the POIMS paper, ref OF 3 line 291.
531283 -     ..
531284 -    The U.S. Army Corps of Engineers' report on Communication Metrics
531285 -    issued on 970328 reported that Communication Metrics adds value to
531286 -    the Corps of Engineers "Lessons Learned" process, ref DRP 1 line
531287 -    161.
531289 -  ..
531290 -
531291 -    Lessons Learned are typically a historical compiliation of factors
531292 -    that arose which impacted performance, and provide a case study to
531293 -    guide future projects.  It is actually very rare that case studies
531294 -    get written, read and applied. "Gut feeling" dominates management.
531295 -    ..
531296 -    Communication Metrics supports "Concurrent Discovery," ref OF
531297 -    4 line 101, of factors that will impact future performance on
531298 -    current projects and initiatives, so that rework is avoided.  This
531299 -    support arises from the fact that everyday a "case study" is
531300 -    written that provides pause for reflection through the process of
531301 -    linking related understandings to identify alignment or
531302 -    miss-alignment.
531304 -     ..
531305 -    Concurrent discovery is explained in the paper...
531306 -
531307 -               Dialog, Documents and Human Memory
531308 -
531309 -       ...prepared for the 1996 Asilomar Conference, ref SDS 6 line
531310 -       174.
531311 -
531313 -  ..
531314 - Official View of Reality Collapses as Span of Attention Increases
531315 -
531316 - Max noted that sometimes decisions are deferred until pressure builds
531317 - that requires a decision.
531318 -
531319 -    The source of this pressure is the build up of awareness of
531320 -    subjects and causal factors that impact performance which
531321 -    previously were outside span of attention, but have been gradually
531322 -    <C88Jht within the span of attention by force of events, i.e.,
531323 -    reality.  The "official view of reality" finally collapses.
531324 -
531325 -
531327 -  ..
531328 - Logicical Connectedness Impaired by Limited Time to Think
531329 -
531330 - Max explained the logical connectedness of issues influences span of
531331 - attention.  Some aspects of an issue draw the mind to wider
531332 - considerations.  Other aspects are subtle and so are not recognized
531333 - except through trial and error.
531334 -
531335 -    We did not discuss the impact of limited time on span of attention
531336 -    that permits recognition of logical connectedness.  When time is
531337 -    short and there are many things to connect, some connections get
531338 -    overlooked not-with-standing the logic of making them.  These
531339 -    conditions give rise to concerns about...
531341 -  ..
531342 -
531343 -                   Not having enough time to think.
531344 -
531345 -       ...expressed by executives who attend a lot of meetings and make
531346 -       a lot calls and send and receive a lot of email, ref SDS 14 line
531347 -       478.
531349 -     ..
531350 -    Jerremy Campbell writes in his book "The Improbable Machine" that
531351 -    the human mind is an "experience machine" rather than a "logic"
531352 -    processor.  It relies on "common sense" derived from its experience
531353 -    about the way the world works.  Dr. Tom Landauer explains in his
531354 -    paper....
531355 -
531356 -              Latent Semantic Analysis of Knowledge Acquisition
531357 -
531358 -    ...that time limites the ability of the mind to apply its
531359 -    experience and actually causes meaning drift, ref SDS 5 line 421,
531360 -    with the result that when there is a lot going on even logically
531361 -    connected factors can be overlooked or otherwise appear
531362 -    disconnected.
531363 -
531364 -
531365 -
531366 -
5314 -

SUBJECTS
Subjects
Rework Avoid Cost Benefit Communication
Difficult to Calculate

5705 -
570601 -  ..
570602 - Calculating Value Added of Project Management
570603 -
570604 - Max said, as set out in his letter, above, that calculating reduction
570605 - in time of people attending meetings is a savings that is readily
570606 - grasped, ref OF 1 line 428.
570607 -
570608 - Max noted a variety of concerns about analysing different types of
570609 - rework from management decisions, and so he seemed to indicate this a
570610 - less secure calculation in the report, based on the time he has had to
570611 - consider it, than is the calculation of reduced attendance at Progress
570612 - Meetings.
570613 -
570615 -      ..
570616 -     Estimating Cost is Complex; Identifying Correlations Critical
570617 -
570618 -     How much does a yard of concrete cost?  How much does it cost for
570619 -     wood siding, driving piles, dredging a slough?  Any estimate can
570620 -     be reviewed for many more factors than are typically shown or
570621 -     considered.  Ultimately, the estimate rests on the experience of
570622 -     the estimator.  When work is performed, if the actual cost is
570623 -     within 5% of the budget, it will be a miracle.  It is hoped that
570624 -     with sufficient detail, cost variances will balance out.  The
570625 -     important factor in cost estimating is to identify controlling
570626 -     correlations between work classification and cost that can be
570627 -     quantified, because this permits developing history on which to
570628 -     estimate future work.
570629 - ..
570630 - Max noted the need to quantify specific instances of "rework,"
570631 - and to calculate the time and cost expended therefore.  We considered
570632 - an example might be to fix a door that was hung with the wrong swing,
570633 - or remove and replace waterstop that got folded over in a pour with
570634 - the result that a holding tank leaks.
570636 -  ..
570637 - These kinds of rework are identified in the estimate as "Cost
570638 - Avoidance," because they reflect the results of miss-communication.
570640 -  ..
570641 - Cost reduction in the report is focused on saving the time managers
570642 - expend making adjustments, which is also "rework," to decisions that
570643 - did not consider all of the subjects and causal history that impact
570644 - success, due to limited span of attention.  So this is additional cost
570645 - saved above cost avoidance.  These "adjustments" cannot be directly
570646 - quantified because they make up most of a managers time, and are
570647 - hidden from the manager by limited span of attention because they are
570648 - intricately woven into the fabric of daily work.
570649 - ..
570650 - Therefore the estimating effort for this kind of rework is aimed
570651 - at identifying the correlation between cost and the controlling factor
570652 - of span of attention.
570654 -  ..
570655 - We considered the objective of this initial analysis is to put forward
570656 - a simple explanation of a complex phenomenon, as Max suggests in his
570657 - letter, ref DRT 1 line 40, that points to a fruitful line of inquiry
570658 - which subsequent research can refine.
570660 -  ..
570661 - A predicate is to permit Communication Metrics to take root, so it can
570662 - develop a larger body of detailed data.
570664 -  ..
570665 - We considered that "rework" may be a way to explain and even calculate
570666 - value added of project management, accounting, cost and schedule
570667 - engineers and other level of effort tasks like CEO and Communication
570668 - Manager.
570669 - ..
570670 - Apparently a lot of people have tried to do this, but it has not
570671 - yet been accomplished, ref SDS 14 line 129.
570672 -
570673 -
570674 -
570675 -
5707 -

SUBJECTS
Be Prepared SDS Provides 80% of Preparation
Meeting Management Needs Note Taker
Prepared for Work

6205 -
620601 -  ..
620602 - Be Parpared, Key to Better Management Productivity
620603 -
620604 - Max suggested adding a calculation of research time performed by the
620605 - Communication Manager which has a multiplying effect for attendees at
620606 - meetings who are spared this investment of time.  This reflects Jim
620607 - Jones suggestion at USACE HQ, ref SDS 15 line 253.
620609 -  ..
620610 - Max noted the advantage of saving time for managers to prepare for
620611 - meeting.
620613 -  ..
620614 - We considered this advantage also arises from the Communication
620615 - Manager preparing meeting notes that analyse, link and summarize the
620616 - record, and perform post-meeting briefings cited by Herb Cheong in his
620617 - memo for the Communication Metrics report, ref DRP 1 line 736.
620618 - ..
620619 - We considered the need to identify cost savings and that
620620 - managers are not now doing this research, so nominally there is no
620621 - apparent savings, until the consequences of rework is evaluated.
620622 -
620623 -    [This was added to the analysis at ref SDS 21 line 107.]
620624 -
620625 -
620626 -
6207 -

SUBJECTS
Congestion More Managers Cause Noise
Cost Compared to Hiring More Managers
Peer Review

6505 -
6506 - 2053 Bill Benkavitch called
6507 -   ..
650701 - Bill suggested explaining that using the $500K to add more
650702 - people would not accomplish Communication Metrics for less cost.
650704 -  ..
650705 - The reason is that more people add congestion and "noise" and do not
650706 - add metrics to communication that provides intelligence needed to
650707 - convert information into knowledge.  Adding people do not produce an
650708 - ROI of 10:1.
650709 -
650710 -    [This was added to the analysis at ref SDS 21 line 110.]
650712 -     ..
650713 -    [See report from USACE on 971008, ref SDS 22 line 212.]
650714 -
650715 -
6508 -
6509 -