Category Archives: Knowledge Management

Does Your OCD Conflict With Your ADD?


Do you find yourself bouncing from one thing to another? I do.

I have always had eclectic tastes and my interests are wide and varied. Couple that with being a bit OCD in some respects and a little ADD in others, and you get . . . where was I? Seriously, I have long referred to myself as a stimulus magnet. For instance, I was never able to work anywhere near peak capacity if I listened to music, especially if lyrics were involved. It wouldn’t take longer than a minute or two before I’d be tapping my feet and wanting desperately to sing — which, of course, when sitting in a cube farm is not really a good thing to do.

A long time ago, I used to play a game with two friends where we would sit on a couch and the two on the outside would carry on separate conversations with the one in the middle. These conversations had to be more than just idle chit-chat as well; otherwise, it wouldn’t have been much of a challenge. I was pretty good at it and, in retrospect, I’m sure it helped me be able to multi-task, which we all know isn’t possible, except it actually is. I will, however, accept that doing so does reduce each task to being a little less efficient than it would otherwise be if one were to concentrate solely on it.

The advent of the Internet hasn’t made me more focused either. Like many people I know, my browser normally has a couple of dozen tabs open. Part of it probably just related to my being an information pack rat, and having a difficult time closing something interesting. I have a hard time escaping the nagging feeling that I’m going to want that document/page shortly after I close it, knowing if it’s any more than an hour or two afterward I’ll have difficulty finding it in my browsing history.

I also bounce around a fair amount, as a word, phrase, or sentence sends me scurrying off to find out more. Thankfully, Chrome includes the ability to highlight a word, right click on it, and look it up in the dictionary. The results also include info from wikipedia and a thesaurus as well . . . most of the time. This is becoming more and more useful as my internal dictionary and thesaurus are suffering from wear and the inevitable gumming up one experiences as one ages.

Frankly, I don’t know if others experience these things, or if some of it is age-related as most of my online friends are considerably younger than I am. I’d send out a survey, but I’m quite certain it would piss off too many people or I would just be ignored . . . as I so frequently am normally.

All this greatly affects my ability to concentrate and causes me to constantly struggle to focus. Do you experience this? Is it just normal nowadays, given the firehose of information we are all inundated with via our computers, notebooks, and smartphones? I don’t think I’m the only one who deals with this, but I’m not entirely certain.

Navigating Facebook

I joined Facebook on July 3, 2007, which means I’ve been a user for over seven years. It wasn’t terribly difficult to go through my Timeline and discover the date, but neither was it all that easy. I think I got lucky in finding the entry. Actually, since my retirement, I’ve been pretty much a daily user of Facebook. I’ve always been a little disappointed that it’s all but impossible to search your Newsfeed or your Timeline. This is especially egregious given that you can search in groups.

I’ve also been pissed off so many times because of how FB works, both in a browser and on my iPhone’s app, that I’ve found workarounds to deal with the way I get bounced around and have trouble returning to where I was when I decided to read something a little more in depth. So, the other day a friend of mine posted a description of what I had been feeling and I thought it was perfect. I told him so and I want to share what he said. Here ’tis:

I swear Facebook timeline is practice for a serious freaking bout of Alzheimer’s. You read something of interest that is cut off, so you click “… more” and read or watch something that makes you feel marginally more human and connected, you click back or close the pop-up and and they have redecorated, painted the walls (the lovely picture a friend took of a sunset or an odd shaped peanut) isn’t there but something sort of just as interesting is, and the dog you though you had (well the video of a puppy) is gone, and the thing your friend shared you wanted to like is also… POOF!

I swear Facebook is created by people who time travel and the time travel booths are sponsored by some sort of Alzheimer’s Anonymous reject group or something and want to inflict their version on the world as if that can be the new normal.

On the other side of the coin, there are lots of things you can do to organize yourself and the people and pages you follow and care about. One of the ways to do it is by building lists, or subscribing to lists others have built. One of the people who is, in my opinion, the most informed and engaged in using Facebook effectively, is Robert Scoble (aka Scobleizer). Here’s a blog post of his from nearly two years ago. He manages to stir up a lot of controversy, as evidenced by the comment from “mindctrl”, but also has a lot of really useful advice and analysis to offer. Not just for Facebook, either.

I’m still struggling with the “working out loud” thingy, but Facebook is definitely part of it. The main problem for me is that it also sucks me in and I use it to avoid doing the other things I want to do. That’s another story for other days. If anyone has thoughts about how Facebook works (or doesn’t) for you or how to make it more useful, I’d love to hear them. 

Tweaking Facebook

Facebook Like Icon

Use the Like, Luke.

I am — at least, I was — a Knowledge Management professional. It’s what I did for over a decade at Rocketdyne, starting when it was a business unit of The Boeing Company, up through my retirement from Pratt & Whitney Rocketdyne, a division of United Technologies. Pratt & Whitney paid for me to earn a Masters Degree in KM online from CSUN’s Tseng College. It’s such an exclusive degree they don’t offer it anymore. :)

I mention this because it affects how I share information, especially here on my blog. One of the tenets we tried to drill into people’s heads, and follow ourselves, was to avoid reinventing the wheel. That is, make it a habit to reuse information and knowledge that’s already been won at some cost to one or more individuals and the organization in which it was produced. This means, among other things, I am not interested in rewriting what others have written, while adding my own twist to it. This doesn’t apply when how I perceive an issue is substantially different than others, but it does when I’m sharing things I mostly agree with.

Yesterday and today brought me two great, and related, examples of things that need sharing and for which there’s little for me to do than announce them. The first I will actually place second, below, as it’s the subject of the second, which is a post by Dennis Howlett, which he published today in diginomica. What Dennis discusses is a Google Hangout Robert Scoble conducted, wherein he described what he has learned in thousands of hours of tweaking Facebook’s algorithms — primarily through his educated use of lists, likes, shares, etc.

Both Dennis and Robert are still far more embedded in the business world than I am and, rather than attempt an explanation through my eyes, I want to leave it to both of them to help you out. If you are using Facebook for your business or profession, or even if you just want to have a much better experience when using Facebook personally, I suggest reading the post and watching the video, which I am also including here. As Dennis points out, Robert is very generous with sharing his knowledge, something this KM pro really admires. You really should take advantage of it.

Chasing Earned Value

Recently, I was given the task of writing a short (4 – 5 page) paper on the basics of Earned Value Management (EVM), and why it’s useful for medium to large organizations in managing their projects. The idea was to deal with the “why”, not the “how”. I worked in a large aerospace organization for over two decades and we used EVM extensively. It is, after all, a requirement for all government contractors.

Earned Value Terminology

A Plethora of Acronyms Revealed

Having retired from that industry a little over four years ago, I was a bit rusty. However, you can’t have that stuff drummed into your head without it engraving itself fairly deeply on your consciousness. It didn’t take me long to come back up-to-speed. In fact, the biggest problem I had was knowing where to stop. EVM is full of acronyms and formulae (BCWS, BCWP, ACWP, SPI, CPI, etc., etc., etc.), all of which I’m fairly certain are useful . . . when used intelligently. As with most things, how valuable they are depends a great deal on what you’re trying to accomplish, how prepared and disciplined you are, and how well you execute over time.

Now this brings me to a somewhat vexing problem and the reason I’m sharing this. I could swear there’s a good argument somewhere as to why EV is not a very good method for managing a project. However, when I searched for problems or reasons not to use EV, all I could find were lists of where organizations go wrong because they don’t plan properly, they don’t pay attention to detail, or they don’t use tools as they’re designed to be used.

So I have a question, which I am now going to throw out into the aether. Assuming some who read this actually know about, and have experience with, Earned Value Management and maybe one or more of the systems used to facilitate its proper application, are you aware of any reasons NOT to use EVM and, if so, could you point me to a resource or school me on the subject? Thanks.

Who Needs Progress Reports?

Brain in light bulb

Working Out Loud – What a Bright Idea!

I recently posted a little bit about a presentation I gave entitled “The Crowd, The Cloud, and Working Out Loud”. One of the examples I’ve always given when explaining the value of working out loud (sometimes referred to as “Observable Work”) is that of eliminating monthly progress reports. Most anyone who’s had to do these knows how time-consuming they can be and how much of the information meant to be conveyed by them is lost or distorted as it moves up the corporate power structure.

The whole idea of working out loud is to make the things we’re doing more (and more immediately) visible to those who need or can use such information. In this way, less fidelity is lost in translation and useful  information and knowledge are available quicker than with conventional methods, which generally take more than a month before they get filtered, rehashed, and finally communicated.

At any rate, I am currently working on a short introductory paper on the usefulness of an Earned Value Management System (EVMS) and, in doing so, I was searching through some of my old papers, etc. I came across a status report I sent to my managers at what was then called Boeing North American, Inc. – Rocketdyne Division (part of the Boeing Defense & Space Group) on October 1, 1999. Interesting, the subject is “August 1999 Status Report”, so it looks like information lagged even further behind than I have been thinking.

The sections of the report are Accomplishments, Issues, and Performance Improvements. In each of the first two sections there’s some serious stuff being addressed regarding our effort at the time to complete 10 High Pressure Fuel Turbopumps for the Space Shuttle Main Engine. I find it somewhat fascinating to read this stuff after almost 15 years have passed.

However, what really stood out for me is the final entry under Performance Improvements. As I have indicated, I’m not a big fan of status reports . . . and here’s what I had to say in that section:

Probably lots of little things. Nothing significant I can remember. Oh! I’ve started using a 7-Iron again to chip around the greens. I chipped in for a birdie on number 10 at Simi the other day. That was an improvement.

Although I have no specific recollection of writing that bit of important information, I am not surprised. Clearly, I did not take the authoring of status reports any more seriously back then than I do now. Neither should you.

Simplicity is the Ultimate Sophistication


In an effort to improve my “working out loud” chops, I’m learning from a friend who has begun sharing the text of (not links to) his blog posts on Facebook and LinkedIn, as well as on the blog he’s had for a very long time. <Light Bulb!> This one’s a kind of reverse emulation, as this is something I shared on Facebook first.

Simplicity - Da VinciI have found an interesting difference of opinion on the subject of simplicity versus complexity, but it seems to hang on what dimension of endeavor we’re looking from. From an engineering design perspective – especially wrt products for the consumer market – there’s evidence complexity (think shiny objects) is actually a better seller than simplicity.

It seems to me, however, that da Vinci was looking a little deeper than marketing prospects and was more interested in the aesthetics of design . . . all kinds of design.

So . . . I’m thinking of it in terms of this software tool I am now representing, called World Modeler, which is used to model the elements required to make important and quite likely expensive organizational decisions to better . What we (Quantellia, LLC and I) can do is transform highly complex decision models (involving numerous decision levers, external factors, intermediate effects, interconnections, and even qualitative assumptions) to graphically (and quite simply) show how they will play out over time given certain values. The goal is to render the complex simple, not to simplify that which is complex.

Universal Innovation

Sometimes, it seems like innovation is all anyone talks about. It’s been a really hot topic for the last five or six years; probably more. In the last two years before I left Rocketdyne — let’s see, that would have been from 2008 to 2010 — I participated in several innovation classes/exercises and, in fact, I setup the SharePoint collaborative spaces that were used by the teams in one of these exercises that were exploring different avenues for the company to invest in. I was also part of a team looking at one of the many technologies we were investigating at the time, and we even brought in a Professor from the USC Marshall School of Business to help us “learn” innovation.

I’m not going to get into my thoughts about what it takes to be innovative, or creative, but I just want to throw out this observation I’ve been mulling over for some time and see what others think about it. One of the things I think I’ve noticed is that almost everyone approaches innovation primarily as a way to come up with new products or services to sell. There seems to be what I think of as a blind spot when it comes to how we got things done, to our processes and procedures that are the backbone of our day-to-day activities. I’m also not confining the daily activities we might look at to businesses or governmental agencies and institutions either. I’m also thinking about things like mass public transportation and local traffic patterns and uses, our use of public facilities like parks and schools, the ways we approach (or choose to ignore) recycling, the value of our food and how we produce, distribute, and consume it – and on and on.

So here’s my big question for now. What if we started looking at enabling – empowering, if you will – everyone who was interested, to be involved in social and cultural innovation; in our continuous social and economic evolution . . . as citizens of our local municipalities, our neighborhoods, our nations, and even as inhabitants of the planet Earth, i.e. as a species? What if we came up with ways to encourage, communicate, evaluate, and pursue ideas that would improve – dramatically or otherwise – the lives of many people, perhaps everyone? Very public ways. What would that look like? How would we do it? What would be the biggest challenges? What infrastructure and social constructs are already in place to support such a thing?


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