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1.4.2.2. Organizational Systems ..................................................................................................................... 466 1.4.2.3. Input/Output Analysis ........................................................................................................................ 468 1.4.2.4. Models and Their Strengths and Weaknesses.................................................................................... 470 1.4.2.5. Scherkenbach System Model ............................................................................................................. 472 1.4.2.6. Management System Model Components ......................................................................................... 477 1.4.2.6.1. Who Manages ................................................................................................................. 478 1.4.2.6.2. What Is Managed ............................................................................................................ 482 1.4.2.6.3. What Is Used to Manage ................................................................................................. 484 1.4.2.6.4. Each Management System Model Component Plays a Unique Role ............................. 488 1.4.2.6.5. Exercise on Management System Model Components .................................................. 490 1.4.2.7. Information Portrayal with a Purpose—Francisco de Goya .............................................................. 492 1.4.2.8. The Interfaces .................................................................................................................................... 495 1.4.2.8.1. We Match the Interfaces to Get Balance ........................................................................ 496 1.4.2.8.2. The Information Portrayal/Information Perception Interface ......................................... 498 1.4.2.8.3. Information and Noise .................................................................................................... 502 1.4.2.8.4. Approaching an Interface from Its Two Sides ................................................................ 504 1.4.2.8.5. Can We Predict How You Want Your Information Portrayed? ..................................... 508 1.4.2.8.6. Managing Informal Information ..................................................................................... 512 1.4.2.8.7. The Decision/Action Interface ........................................................................................ 514 1.4.2.8.8. Peter Drucker’s View ...................................................................................................... 516 1.4.2.8.9. The Measurement/Data Interface .................................................................................... 518 1.4.2.9. Inputs and Outputs to Components .................................................................................................... 520 1.4.2.10. The Control Loop Analogy ................................................................................................................ 522 1.4.2.11. Hierarchical Systems ......................................................................................................................... 524 1.4.2.12. Other Analogies ................................................................................................................................. 526 1.4.3. Information Richness—Vincent Van Gogh .................................................................................................... 528 1.4.4. Foundation Concepts IV .................................................................................................................................. 531 1.4.4.1. Yet Another Set of General Concepts Defined Quickly ..................................................................... 532 1.4.4.2. Define Information Richness ............................................................................................................. 534 1.4.5. Frameworks ....................................................................................................................................................... 539 1.4.5.1. The Need for Frameworks ................................................................................................................. 540 1.4.5.2. The Framework of Pursuits................................................................................................................ 545 1.4.5.2.1. Characterizing the Domain by Uncertainty .................................................................... 546 (vi)
1.4.5.2.2. How to Manage Pursuits ................................................................................................. 550 1.4.5.2.3. Origins of the Pursuits Framework ................................................................................. 554 1.4.5.3. We Begin with Visibility—Rembrandt Van Rijn .............................................................................. 556 1.4.5.4. The Framework of Endeavors............................................................................................................ 559 1.4.5.4.1. Characterizing the Domain by Endeavor ........................................................................ 560 1.4.5.4.2. Distinguishing Between Organizational Level and Endeavor ........................................ 564 1.4.5.4.3. A Detailed Description of Endeavors ............................................................................. 568 1.4.5.5. The Framework of Decisions ............................................................................................................. 573 1.4.5.5.1. Characterizing the Domain by Decisions ....................................................................... 574 1.4.5.5.2. The Framework of Gorry and Scott Morton ................................................................... 576 1.4.5.5.3. The Evolution from Unstructured to Structured Decisions Based on Better Information .......................................................................... 578 1.4.5.6. The Maturity Framework ................................................................................................................... 583 1.4.5.6.1. Characterizing the Domain by Maturity ......................................................................... 584 1.4.5.6.2. Origins of the Maturity Framework ................................................................................ 588 1.4.5.7. Considering the Frameworks Together.............................................................................................. 590 1.4.5.8. Exercise on Developing a Spectrum for One of the Frameworks Characterizing Your Domain ...... 594 1.4.6. The Right Tools Are Like a Melody—Henry Ossawa Tanner ..................................................................... 598 1.4.7. Historical Background ..................................................................................................................................... 600 1.5. Tools and Skills Categories ............................................................................................................................................ 603 1.5.1. Tools ........................................................................................................................................................... 603 1.5.1.1. You Need the Right Management Tool for the Right Job ................................................................. 604 1.5.1.2. Management Tools Should Make Information, Not Hide Information ............................................. 606 1.5.1.3. The Management Tools ..................................................................................................................... 609 1.5.1.3.1. You Use Five Groups of Management Tools ................................................................. 610 1.5.1.3.2. Management Tools Convert Data to Information ........................................................... 612 1.5.1.3.3. Relationships and Structures Help Link the Elements of our Work, Including Other Management Tools ............................................................................... 614 1.5.1.3.4. Methods Suggest Solutions for the Decision Maker to Consider ................................... 618 1.5.1.3.5. Guides and Rules Even Support Other Management Tools ........................................... 620 1.5.1.3.6. Precedents Affect the Inner Person More than Other Tools ........................................... 626 1.5.1.3.7. The Data-to-Information Chain Is a Map to Industrial Engineering Disciplines ........... 628 1.5.1.4. Origin of the Tool Classification ....................................................................................................... 630 (vii)
Page 1: Management Systems Theory, Applicat
Page 4 and 5: 1.1.11.6. Relate Engineering to the
Page 6 and 7: 1.1.23. Other Useful Organizational
Page 10 and 11: 1.5.1.5. DSS vis-a-vis EDP, MIS, AO
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Page 29 and 30: PREFACE In this document, I use the
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Page 46: example, consider the question, “
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Page 52: Knowledge 1.0 BACKGROUND Periods 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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1. BACKGROUND 1.1. INTRODUCTION 1.1
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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
Page 919 and 920:
Entities Stakeholder Stakeholder 89
Page 921 and 922:
organization’s product or service
Page 923 and 924:
895
Page 925 and 926:
1.6. GROUP DECISION MAKING 1.6.2. G
Page 927 and 928:
group, consider all stakeholders. A
Page 929 and 930:
1. Silent generation of ideas. 2. R
Page 931 and 932:
one a chance and to give people the
Page 933 and 934:
905
Page 935 and 936:
steps of the NGT. You’ll not only
Page 937 and 938:
Make sure the group knows that some
Page 939 and 940:
clearly form a top group—a group
Page 941 and 942:
worth. You’ll get about ten A ide
Page 943 and 944:
ACTION ITEMS FOR INCREASING SALES.
Page 945 and 946:
Scoping Form for Action Items ACTIO
Page 947 and 948:
919
Page 949 and 950:
1.6. GROUP DECISION MAKING 1.6.2. G
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ISE Vision The vision for the ISE D
Page 953 and 954:
• Public service is another oblig
Page 955 and 956:
group) projects and in-class presen
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929
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931
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933
Page 963 and 964:
935
Page 965 and 966:
937
Page 967 and 968:
939
Page 969 and 970:
HIGH RELEVANCE OF CONCEPT OR SKILL
Page 971 and 972:
943
Page 973 and 974:
945
Page 975 and 976:
947
Page 977 and 978:
949
Page 979 and 980:
way of thinking and they don’t co
Page 981 and 982:
Page 983 and 984:
955
Page 985 and 986:
among organizations is often the re
Page 987 and 988:
959
Page 989 and 990:
some conditions, action will be def
Page 991 and 992:
tions of authority figures set the
Page 993 and 994:
efit to be realized from the availa
Page 995 and 996:
method; the group that meets for an
Page 997 and 998:
969
Page 999 and 1000:
population. The convener of the TRG
Page 1001 and 1002:
achieved intra-group consensus) wit
Page 1003 and 1004:
975
Page 1005 and 1006:
sensus. One area where consensus is
Page 1007 and 1008:
ainwriting, idea writing, and force
Page 1009 and 1010:
tion between each piece of informat
Page 1011 and 1012:
983
Page 1013 and 1014:
985
Page 1015 and 1016:
Page 1017 and 1018:
affecting decision quality and stre
Page 1019 and 1020:
ences in personalities and backgrou
Page 1021 and 1022:
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:
Page 1149 and 1150:
1121
Page 1151 and 1152:
1123
Page 1153 and 1154:
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 and 1170:
DATA STRUCTURES IN FIRST NORMAL FOR
Page 1171 and 1172:
DATA STRUCTURES AFTER COMBINING COM
Page 1173 and 1174:
1145
Page 1175 and 1176:
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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