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CONTRACT TASKS (Contract Number + Task Number + Task Name + Number of Task Positions) 9-62 9-62-01 Do Analysis 3 9-62 9-62-02 Evaluate Results 2 9-62 9-62-03 Write Report 1 9-75 9-75-01 Write Code 2 9-75 9-75-02 Test Code 1 9-81 9-81-01 Write Report 1 TASK 1 (Task Number + Task Name) 9-62-01 Do Analysis 9-62-02 Evaluate Results 9-62-03 Write Report 9-75-01 Write Code 9-75-02 Test Code 9-81-01 Write Report CONTRACT POSITIONS (Contract Number + Task Number + Number Task Positions) 9-62 9-62-01 3 9-62 9-62-02 2 9-62 9-62-03 1 9-75 9-75-01 2 9-75 9-75-02 1 9-81 9-81-01 1 Figure 2.1.7.3.4.g. Components of MSL personnel assignment data structures in the second normal form. 1142
DATA STRUCTURES AFTER COMBINING COMMON ELEMENTS EMPLOYEE = Employee-Number + Employee-Name + Employee-Address + Employee-Start-Date + Employee-Group-Assignment + Employee-Qualifications + Percent-Time-Available TASK = Task-Number + Task-Name + Task-Leader + Contract-Manager + Contract-Number + Task-Budget + Task-Start-Date + Task-End-Date + Task-Skill-Requirements + Number-of-Task-Positions + CONTRACT MANAGER = Contract-Manager-Employee-Number + Contract-Number + Contract-Manager-Name + Contract-Manager-Group + Number-of-Tasks-on-Contract + Number-of-Contracts WORKER TASK = Task-Number + Employee-Number HOURS = Task-Number + Employee-Number + Employee-Name + Week-Number + Week-Name + Hours-Spent + Validity-of-Employee-on-Task Figure 2.1.7.3.4.h. MSL's Personnel Assignment System Data Structures in Third Normal Form. 1143
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Management Systems Theory, Applicat
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1.1.11.6. Relate Engineering to the
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1.1.23. Other Useful Organizational
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1.4.2.2. Organizational Systems ...
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1.5.1.5. DSS vis-a-vis EDP, MIS, AO
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1.5.8.7.4.2.4. Time-Series Comparis
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1.6.2.2.5. How Much Consensus is En
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2.1.9.1. Choose Your Objectives-Tho
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3. USING MANAGEMENT TOOLS 3.0. Usin
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3.2.1.9. Discovering Strengths to S
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3.2.10. The Perspective of Quality
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3.4.3.1.8.1. The Scoping Agreement
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3.4.3.3.7. Review Progress Routinel
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PREFACE In this document, I use the
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people doing? Are we seeing a proce
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• Managers need rich information
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BACKGROUND/INTRODUCTION 1.1.1. ART
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BACKGROUND/INTRODUCTION 1.1.2. ART,
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BACKGROUND/INTRODUCTION 1.1.3. BEND
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esonate for us indefinitely. Mentio
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BACKGROUND/INTRODUCTION 1.1.4. TIME
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example, consider the question, “
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BACKGROUND/INTRODUCTION/THE OUTPUT:
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Knowledge 1.0 BACKGROUND Periods 1
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1. BACKGROUND 1.1. INTRODUCTION 1.1
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Liquid can be tasted and smelled. C
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the bay? If you answer “boats,”
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BACKGROUND/INTRODUCTION/SOLVING THE
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would start with the total system u
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symptom, the problem will reoccur.
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BACKGROUND/INTRODUCTION 1.1.8. THE
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for using the tools and guides as a
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BACKGROUND/INTRODUCTION/MANAGEMENT
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BACKGROUND/INTRODUCTION/MANAGEMENT
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Builder feedback ENGINEERING PROCES
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the tools well. In Figure 1.1.11.1.
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vironment for conditions calling fo
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Decision Information 67 Action Figu
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future data constituting the operat
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mined and shaped by the tasks to be
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lishing Co., 1979) Mane means with
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the left block are aimed at the phy
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3. Each possible subset of componen
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1 3 Input Output 2 Figure 1.1.11.5.
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BACKGROUND/INTRODUCTION/THE NEW (OL
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cally different among a nuclear rea
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is because they understand the laws
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the system, holistic, and generalis
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mentals of the engineering process,
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to the total application system, we
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that they understood best in school
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YOU NEVER FINISH THE ENGINEERING PR
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steps of the engineering process pa
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107
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109
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eral sequences of activities design
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113
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cepts modules is the difference bet
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of executive to assure that the tas
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Assigns duties to Problem • Decis
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123
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confusing by including one or more
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127
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must work toward the aim of the lar
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dent, but interconnected, within th
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THE INTEGRATED MANAGEMENT SYSTEM HA
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135
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influence they had on each other an
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The ‘leaving unfinished’ techni
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pendence, sincerity and individuali
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Figure 1.1.15.2. Rodin’s Illusion
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Synthesis is defined as: “the com
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includes you, the lawn mower, and t
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151
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properties. Since organizations hav
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155
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change market position, product pos
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ferred to the viewer, information i
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feedback (recycle), and outputs (pr
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Raw material storage Recycle of unr
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165
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and its aim. The generalist perspec
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169
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confusing our means and our ends. I
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173
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tor or a wrench. A tool can be appl
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177
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uting its own set of facts, and yet
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and is expressed in terms of good,
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183
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point is my mother’s preference.
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187
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Feed Materials Feed Materials Figur
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cause of these misconceptions, info
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193
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195
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197
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screen. You get balance among the c
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WE GET BALANCE BY CONSIDERING THE I
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the brain as the difficulty. The th
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Decision Subsystem Action Subsystem
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ture of the learning cycle and proc
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211
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tings supports this result. One of
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Drucker, Mintzberg, and others. We
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217
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ing and using management tools, you
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promise of bringing balance to the
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Now we can see why the MSM is such
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225
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ack and forth with Acme, you’ll i
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229
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hardware, software, and other more-
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FOLLOW THROUGH 27 12 Evaluation Per
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13. Development and installation pl
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239
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241
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life cycle is to define the activit
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udget, on schedule, and up to quali
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247
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zations. .... Aging means there is
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251
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253
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257
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Harold the who manages and the deci
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261
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set of functions for analysis by sh
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265
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managed well enough to work through
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synthesis functions must work toget
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271
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or using management tools, part of
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clockwise direction. Here’s anoth
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(the ‘What is managed’ componen
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279
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tance to change. (To continue the m
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283
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human characteristics like abilitie
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287
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289
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291
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cess functions draw on skills to bu
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oth growing and aging. Before Digit
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measure something for continuous pe
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the engineer’s perspective of the
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point is so fundamental that it can
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305
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307
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the context of their internal and e
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Start 2.2 Analyze Situation 2.1 Con
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managers, and staff specialists ach
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315
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not motivate members to high perfor
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The Organization Strategy - Structu
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defined are: Planning Systems: Inte
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323
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Sink’s seven fronts and a model f
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327
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329
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INTERVENTIONS ORGANIZATIONS Figure
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335
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shows not only that the critics cri
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nal, V. 28, No. 2, pp. 69-79.) The
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341
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quality attributes. A quality attri
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345
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jectives to determine the specific
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349
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operational expense. “Throughput
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353
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355
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357
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359
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363
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The Effective Integrator Practices
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take a more physical example, each
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ner to fully utilize the skills of
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holistic thinking discussion. She w
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373
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stituents drive different cars, don
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377
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process of our management activitie
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381
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383
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A generalist builds bridges between
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number of fields that they seem to
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389
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sis. But James Riggs uses Pareto in
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393
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395
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397
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such movements (good piano techniqu
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403
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you what will happen if you do some
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407
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the other intervention. I show seve
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411
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413
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415
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417
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419
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421
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425
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427
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1. BACKGROUND 1.2. ANECDOTES 429
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431
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433
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1.3. ABC MODEL 435
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plan, control, organize, direct, an
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LEVEL OF ENDEAVOR STRATEGIC TACTICA
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with issues you didn’t expect—s
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ABC Audit is one way to give physic
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y calendars and appointment books.
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447
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or emergency environments externall
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to concentrate on extending and imp
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453
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ABC AUDIT FORM For each day you tra
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457
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1. BACKGROUND 1.4. THEORY 459
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461
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1. BACKGROUND 1.4. THEORY 1.4.2. A
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465
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467
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469
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471
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your management process. You don’
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475
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classification scheme today is the
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481
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with the difference between the man
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mains through the relationships and
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487
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managed component. As I carefully d
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491
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493
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the right data by concentrating on
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Representing Your Conclusions in Gr
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PRIORITIES WILL CHANGE IN A CONSTAN
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Lou Middleman tells me that Ernest
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short, a manager who doesn’t like
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Figure 1.4.2.8.4. “We’ll probab
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evenly distributed within the overa
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511
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ment tools have to be responsive to
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eact, where you act as a result of
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517
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onment, including the product or se
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521
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523
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525
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527
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529
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1. BACKGROUND 1.4. THEORY 1.4.4. FO
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533
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organization as an information proc
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ment information systems aren’t v
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1. BACKGROUND 1.4. THEORY 1.4.5. FR
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zation and/or its components as a c
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543
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Scherkenbach) because your manageme
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549
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tions.” Finally, we move the proj
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fications? The same manager who had
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555
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557
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you’re figuring out what kind of
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preserve more of their time for str
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organization, we realize people eve
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567
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take advantage of. In doing strateg
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FUNCTIONAL STRATEGIC TACTICAL OPERA
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een the application of a structured
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577
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“Automation has a way of shifting
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clairvoyants, we must first develop
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proved performance. In bottle-makin
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587
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589
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decision maker, the management tool
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593
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ognize that you’re the who manage
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597
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599
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601
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1. BACKGROUND 1.5. TOOLS AND SKILLS
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other designers start at the inform
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e reinvested in the 20%. We find mo
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611
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613
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Harold Kerzner specifies the hierar
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617
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unusual occurrence. The logic chart
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He has to dial his phone and the ne
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THE RIGHT GUIDE LEADS THE RIGHT END
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625
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ehavior, beliefs, and values. A low
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the concepts never have been applie
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631
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this function faster and more consi
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Consider, for example, a system whe
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637
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I helped design and develop a miles
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The who manages component changes m
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systems not expert systems. A respo
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Figure 1.5.1.7.3. You can choose fr
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647
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649
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651
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653
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synthesis; and writing, reading, sp
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management process. I therefore inc
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661
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manages) who’ll be using the info
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Miser and Quade approach system ana
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will the management tool be housed?
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671
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provide his or her own information?
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actual miniature models of the buil
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STUDENT CLASS- REQUEST CLASS SCHEDU
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alternatives. Identify the resource
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681
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683
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Systems Analysts Will Help, If You
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687
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689
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693
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Compare these problem solving steps
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people are in the system because th
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course, you don’t. You don’t ha
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6. Why (motivation, purpose, outcom
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SIX “RULES THAT ONE CAN RELY ON W
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707
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709
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711
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1.5. TOOLS AND SKILLS CATEGORIES 1.
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or herself. Then, the team leader,
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3. What single conclusion do you wa
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719
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LIST OF EXERCISES AND STEPS Exercis
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get stuck, read in Figure 1.5.8.5.4
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TWO JOURNALISM CONCEPTS WILL HELP D
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Step II (b) - Put your ideas into y
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729
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5) ________________________________
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733
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5) ________________________________
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737
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additional information, the highlig
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___________________________________
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743
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745
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eports 12 years formal training in
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751
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ure 1.5.8.5.10.2. He discusses the
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Interpretation has to do with match
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757
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The fourth action is to Relate. Dev
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speaker intended to send, then you
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Publications, Inc, 1988, pp.30-31.)
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about his or her own interests. The
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19. Listen for pitch, rate, timbre,
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Retain REFLECT Reflect Restate Reca
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Monitor: Stop, Paul. You again didn
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775
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through the document from topic to
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THE OVERALL STOP PROCEDURE HAS FIVE
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HOW TO WRITE TOPIC HEADINGS 1) Sinc
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785
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sure to modify what you’ve writte
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evaluated against those criteria. Y
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791
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795
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mats. The written formats are visua
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tegic-level endeavors. When managin
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can contain meter location and othe
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What do I mean by data becoming inf
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807
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ics arise from two basic criteria.
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BASIC CHART FORMS PIE BAR COLUMN ST
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Prepare 100% bar chart — one BAR
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B All items compared on the same sc
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No Prepare a STEP chart. Scale time
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Continuous Are data discrete or con
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Prepare a SCATTER diagram with a va
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Start Data are numerical, copious,
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wish to neglect—steps in the star
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possible for a person to see all on
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831
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ferent than the best details for in
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candidates for degree report—list
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837
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839
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843
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organization to find out who’s re
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explanation. To explain it may requ
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SIX DATA COLLECTION METHODS ARE COM
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851
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1. BACKGROUND 1.6. GROUP DECISION M
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AUDIENCE WHO WHAT blue red blue red
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we discussed earlier is valid here
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859
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through measurement and data. Organ
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Problem Solving or Learning Experie
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867
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it is returned in its original cond
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Fletcher, 1979). Walter Kohler, pro
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across lines of authority. The stra
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which individuals can share the dat
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877
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into their plans. Their executive s
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881
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precedence over the original, or wh
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885
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we’re sharing is data, informatio
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gist, V11, N2, 1984: p. 362). Econo
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Entities Stakeholder Stakeholder 89
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organization’s product or service
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895
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1.6. GROUP DECISION MAKING 1.6.2. G
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group, consider all stakeholders. A
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1. Silent generation of ideas. 2. R
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one a chance and to give people the
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905
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steps of the NGT. You’ll not only
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Make sure the group knows that some
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clearly form a top group—a group
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worth. You’ll get about ten A ide
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ACTION ITEMS FOR INCREASING SALES.
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Scoping Form for Action Items ACTIO
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919
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1.6. GROUP DECISION MAKING 1.6.2. G
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ISE Vision The vision for the ISE D
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• Public service is another oblig
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group) projects and in-class presen
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929
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931
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933
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935
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937
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939
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HIGH RELEVANCE OF CONCEPT OR SKILL
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943
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945
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947
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949
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way of thinking and they don’t co
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955
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among organizations is often the re
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959
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some conditions, action will be def
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tions of authority figures set the
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efit to be realized from the availa
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method; the group that meets for an
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969
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population. The convener of the TRG
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achieved intra-group consensus) wit
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975
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sensus. One area where consensus is
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ainwriting, idea writing, and force
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tion between each piece of informat
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983
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985
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affecting decision quality and stre
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ences in personalities and backgrou
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with someone else, they’re also l
Page 1023 and 1024:
995
Page 1025 and 1026:
Social conflict should be resolved
Page 1027 and 1028:
The products box in Figure 1.6.2.2.
Page 1029 and 1030:
Predispositions of Group members -
Page 1031 and 1032:
Page 1033 and 1034:
e made by one group member or all g
Page 1035 and 1036:
1007
Page 1037 and 1038:
information to their constituencies
Page 1039 and 1040:
PROCESS: PRELIMINARY AGENDA 8:00 -
Page 1041 and 1042:
1013
Page 1043 and 1044:
1015
Page 1045 and 1046:
Page 1047 and 1048:
1019
Page 1049 and 1050:
1021
Page 1051 and 1052:
5. If STGWG members seek individual
Page 1053 and 1054:
tem), they get wrapped up in compet
Page 1055 and 1056:
the purpose is met or becomes super
Page 1057 and 1058:
STGWG-type stakeholder group, we ha
Page 1059 and 1060:
Page 1061 and 1062:
As illustrated in Figure 1.6.4.1.c.
Page 1063 and 1064:
DIMENSIONS Sub-Cube Progression Pri
Page 1065 and 1066:
When these sources of power are tap
Page 1067 and 1068:
1039
Page 1069 and 1070:
2.0. BUILDING MANAGEMENT TOOLS 2.1.
Page 1071 and 1072:
1043
Page 1073 and 1074:
amount of data, the frequency and s
Page 1075 and 1076:
1047
Page 1077 and 1078:
Page 1079 and 1080:
domain we’re building the MIS for
Page 1081 and 1082:
1053
Page 1083 and 1084:
defined here: 1) the system goals;
Page 1085 and 1086:
execution of the Progamming and Tes
Page 1087 and 1088:
1059
Page 1089 and 1090:
1061
Page 1091 and 1092:
ments of the management system are
Page 1093 and 1094:
Page 1095 and 1096:
pieces together, and to do so corre
Page 1097 and 1098:
PERSONNEL DEPT. PERSONNEL CHANGES P
Page 1099 and 1100:
We can further partition each subdo
Page 1101 and 1102:
2 Contract Worker Transactions Sort
Page 1103 and 1104:
Order CUSTOMER Mail-Payment CC-Stat
Page 1105 and 1106:
3 CUSTOMER LEVEL-2: ACCOUNTING CRED
Page 1107 and 1108:
In this case, you can see an interm
Page 1109 and 1110:
MAJOR CHARACTERISTICS OF MODELS Phy
Page 1111 and 1112:
BLUE COPY OF INVOICE INFO ABOUT CAN
Page 1113 and 1114:
Registration Form 2.1 VALIDATE REGI
Page 1115 and 1116:
1087
Page 1117 and 1118:
Page 1119 and 1120: 1091
Page 1121 and 1122: with a process. A fifth problem occ
Page 1123 and 1124: DAILY PART RECEIPTS PURCHASING OFFI
Page 1125 and 1126: 1 STUDENT STMT 2 ADD STUDENT TO CLA
Page 1127 and 1128: format. But the file may have recor
Page 1129 and 1130: EMPLOYEE-FILE = HEADER-RECORD +BODY
Page 1131 and 1132: . . . Otherwise Write the account-n
Page 1133 and 1134: one of its paths. The rest should b
Page 1135 and 1136: too difficult to say with any assur
Page 1137 and 1138: TRANS 1. EDIT & ROUTE INQUIRY PEOPL
Page 1139 and 1140: information. Elizabeth passes salar
Page 1141 and 1142: 1113 Figure 2.1.6.6.c. Physical Inf
Page 1143 and 1144: 1. Generate task codes based on pro
Page 1145 and 1146: 1117
Page 1147 and 1148: 2.0. BUILDING MANAGEMENT TOOLS 2.1.
Page 1149 and 1150: 1121
Page 1151 and 1152: 1123
Page 1155 and 1156: ased on where you get the data from
Page 1157 and 1158: 1129
Page 1159 and 1160: store is simpler if it doesn’t ha
Page 1161 and 1162: which they submit to the manager of
Page 1163 and 1164: little complexity. 3. Ease of Imple
Page 1165 and 1166: CONTRACT MANAGER FILE = {CONTRACT M
Page 1167 and 1168: CONTRACT LOADING (Contract-Number +
Page 1169: DATA STRUCTURES IN FIRST NORMAL FOR
Page 1173 and 1174: 1145
Page 1177 and 1178: 1149
Page 1179 and 1180: user to exercise much more control
Page 1181 and 1182: CHOOSE YOUR MANAGEMENT ELEMENT FROM
Page 1183 and 1184: sity to have her marital status cha
Page 1185 and 1186: ENVIRONMENTAL STRUCTURE Figure 2.1.
Page 1187 and 1188: 1159
Page 1189 and 1190: 2.0. BUILDING MANAGEMENT TOOLS 2.1
Page 1191 and 1192: 1163
Page 1193 and 1194: adaptation is the identification of
Page 1195 and 1196: 1167
Page 1197 and 1198: Later, I define what I mean by GOOD
Page 1199 and 1200: Information-Oriented Output Perform
Page 1201 and 1202: mance measures. I’ve shown the va
Page 1203 and 1204: the right things on time; this is e
Page 1205 and 1206: YOUR INFORMATION PROCESSING ACTIVIT
Page 1207 and 1208: 1179
Page 1209 and 1210: 2.0. BUILDING MANAGEMENT TOOLS 2.1
Page 1211 and 1212: 1183
Page 1213 and 1214: ing about things like talking with
Page 1215 and 1216: The Impact of Evaluation To experie
Page 1217 and 1218: Figure 2.1.10.3.b. To experience so
Page 1219 and 1220: 1191
Page 1221 and 1222:
we’re doing. These concepts apply
Page 1223 and 1224:
Performance > Expectation No Tolera
Page 1225 and 1226:
copy machines. I’m sure that if y
Page 1227 and 1228:
Value and cost of Information Most
Page 1229 and 1230:
3. fast response to unexpected situ
Page 1231 and 1232:
EXAMPLE OF MOE’s ACTIVITY DOMINAN
Page 1233 and 1234:
1205
Page 1235 and 1236:
Impressionistic/ Descriptive Data
Page 1237 and 1238:
Page 1239 and 1240:
1211
Page 1241 and 1242:
with the director on hardware and s
Page 1243 and 1244:
strategic plan or direction. Helpfu
Page 1245 and 1246:
SCOPING AGREEMENT Project Name: Mul
Page 1247 and 1248:
OPERATING PRINCIPLES and OBJECTIVES
Page 1249 and 1250:
1221
Page 1251 and 1252:
TASK LIST Project Name:____________
Page 1253 and 1254:
TASK LIST Project Name: MEL Design
Page 1255 and 1256:
1227
Page 1257 and 1258:
activity, task and subtask by numbe
Page 1259 and 1260:
WORK BREAKDOWN STRUCTURE 1.4.9. ___
Page 1261 and 1262:
WORK BREAKDOWN STRUCTURE Project Na
Page 1263 and 1264:
1235
Page 1265 and 1266:
under the original line to show the
Page 1267 and 1268:
GANTT CHART PROJECT MANAGER: Pamela
Page 1269 and 1270:
GANTT CHART PROJECT: MEL Design and
Page 1271 and 1272:
Project Name: Project Manager: MILE
Page 1273 and 1274:
MILESTONE LOG Project Name: MEL Des
Page 1275 and 1276:
1247
Page 1277 and 1278:
RESPONSIBILITY MATRIX PROJECT MANAG
Page 1279 and 1280:
RESPONSIBILITY MATRIX PROJECT NAME:
Page 1281 and 1282:
1253
Page 1283 and 1284:
PERSONPOWER LOADING CHART PROJECT M
Page 1285 and 1286:
PERSONPOWER LOADING CHART PROJECT:
Page 1287 and 1288:
1259
Page 1289 and 1290:
PERSONPOWER LOADING HISTOGRAM PROJE
Page 1291 and 1292:
PERSONPOWER LOADING HISTOGRAM PROJE
Page 1293 and 1294:
Project Name: Project Manager: EXPE
Page 1295 and 1296:
Project Name: MEL Design and Implem
Page 1297 and 1298:
1269
Page 1299 and 1300:
CUMULATIVE BUDGET PROJECT MANAGER:
Page 1301 and 1302:
CUMULATIVE BUDGET Project: MEL Desi
Page 1303 and 1304:
Page 1305 and 1306:
1277
Page 1307 and 1308:
Page 1309 and 1310:
1281
Page 1311 and 1312:
the right information and tools at
Page 1313 and 1314:
amount of information; timeliness,
Page 1315 and 1316:
emergency responsibility—incident
Page 1317 and 1318:
So what tools can EOOs provide to s
Page 1319 and 1320:
For the Critical Path Method exampl
Page 1321 and 1322:
support for programmable decisions
Page 1323 and 1324:
energy of the EMT. The integrator r
Page 1325 and 1326:
and severity of consequences (e.g.,
Page 1327 and 1328:
expect to receive communications. A
Page 1329 and 1330:
ack systems to provide early warnin
Page 1331 and 1332:
we’ll improve our guess of the re
Page 1333 and 1334:
information richness, and communica
Page 1335 and 1336:
head in one direction and find out
Page 1337 and 1338:
Uncertainty don’t know WWA and WW
Page 1339 and 1340:
Precipitator Purpose People Partici
Page 1341 and 1342:
management systems engineers that c
Page 1343 and 1344:
Reference Input Results Information
Page 1345:
CW7 CW8 REVIEWING STATUS AND PROGRE
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