Category Archives: Knowledge Management

Possibly Another Stellar Career Move?

USC Marshall Logo

Yesterday was a very good day. I didn’t make a penny and I don’t care. Jimmy could have cracked an entire bushel of corn and I still wouldn’t care. I had a good morning, posting a few items to my FB page, as well as a special item to my Rotary Club’s group and page. I spent a little time studying a request to get involved in the effort to bring open source, transparent voting technology to bear in California, and I enjoyed some interesting conversations with friends here on FB. I received a copy of a soon-to-be-released, transformational book that I had the privilege to help one of the authors with . . . and it was signed with a nice personal note. I also noticed I received a mention in the acknowledgements. All good stuff.

However, the pinnacle, the apex, the absolutely awesome apogee of my day was an interview at USC’s Marshall School of Business, where I had applied for a position as an Adjunct Professor. At this point I don’t even know who referred me to them. I thought it was a friend who teaches there, for whom I have been a guest lecturer a couple of times, but the woman who interviewed me thought it was a cousin who is a Professor in the Education department. I need to sort that out.

My appointment was for 2:30 pm and, since I live over forty miles from the campus and would have to traverse downtown Los Angeles to get there, I planned on leaving an hour and a half early. It turned out to be perfect, as I ran into the expected traffic, arriving at the entrance a half hour before the scheduled time. It took a couple of minutes to secure a parking permit (they had reserved a slot for me) and the gentleman who did so also gave me a map and instructions.

I parked on the fourth floor of a large structure and, noticing there were no elevators, I walked down the stairs to the street level. I guess I haven’t been in a building that tall in quite some time — at least one without an elevator — and, between the distortion of my bifocals, my being out-of-shape, and what I can only assume is an age related tendency to experience a little vertigo, I felt like a doddering old man, carefully stepping down each flight while holding on to the hand rail. I can remember a time when I could virtually skip down such stairs, but I guess those days are long gone.

As I walked the nearly quarter mile to the building I was headed to, I looked around at all the students walking and riding bicycles and skateboards, as well as the plethora of vehicles that included a large number and variety of electric carts and vans. Coming from the suburbs, I was struck by how closely packed everything seemed to be and I found myself thinking we are preparing the students for life as sardines.

USC Mascot

Tommy Trojan and Traveler – Fight On!

I had little trouble finding the Accounting building, where I was to report and, once inside, I sat down for a moment to get my bearings and to check in with my location on Facebook. I had posted about the interview and was pleased to find so many friends wishing me luck and I wanted to let them know I was there. I once read of a man who, asked to what he attributed his success, answered that he always arrived ten minutes early. As I had long believed a lack of punctuality was disrespectful, I adopted his tactic and, in this case, I was actually 15 minutes early. I don’t know if all this will translate into success, but I’m committed to the effort.

Based on a quick reconnoiter of the office numbers, I figured the one I was headed to was on the fourth floor, so I climbed up the first flight of stairs. At the top I found a sign indicating the stairs provided access to floors one through three, and that there was also access to the roof. I was pretty sure the office I was looking for wasn’t on the roof, but I couldn’t find any sign that pointed out where access to the fourth floor was located. I stopped a couple of students and asked them. They didn’t know, but one offered that she was going upstairs and she would walk with me. When we got to the third floor, it appeared there was another flight, but when we went around the corner it led to a locked door. We clearly weren’t going to the roof.

The student who had accompanied me offered to seek out advice and we ended up finding one of the Deans, who led me down a corridor to a door that opened up to stairs. Not in any way obvious, but . . . voila! I was near the end of my search and still 10 minutes early. I climbed the stairs and found the office I was seeking, announced my presence and the recognition I was early, and took a seat outside. Within minutes, the woman who was to conduct the interview popped her head out the door, introduced herself, and asked me to come on in.

I followed her inside, through the reception area, and into her office where she offered me a seat, closed the door, and sat down at her desk opposite me. We had an interesting opening chat which thoroughly confused me as to how my name had found its way to her, and I intend on researching that a little more, but it wasn’t really all that important. It did serve to show I had more connections to the University than I had realized, which was gratifying.

To make what is now a long story a little bit shorter, she told me I had a very impressive resume and she thought I would be perfect teaching both business communications and writing. She also told me they’re already set with their Spring schedule and that I would likely be offered a position after that, which would probably be teaching either Sophomores or Juniors, students she suggested would be very interested in my eclectic experience and knowledge. She also said I might be able to teach virtually, especially since they’re heading more in that direction and I had fairly recently completed my Masters degree in Knowledge Management entirely online. I would also be assigned a mentor, this being my first experience teaching at this level.

As it stands right now, in the interim I have the opportunity to be a guest lecturer, somewhat at my leisure and with subjects of my choosing. This, of course, would be uncompensated but I consider it valuable experience and a way of showing what I can do. I will soon send her a couple of synopses of what I propose to offer. Otherwise, I wait. Based on her enthusiasm and interest, unless she’s being disingenuous (and I have no reason to believe that to be the case), I expect I will begin what may be a new, interesting, and challenging chapter in my life’s journey within the next year.

One thing I find both interesting and ironic about all this is that I grew up believing I would attend UCLA, if I went to a local University. As it turns out, I never did go to undergraduate school, but UCLA likely would have been my first choice. That I may end up teaching at USC, their bitter crosstown rival, is kind of like growing up wanting to play baseball for the Los Angeles Dodgers, only to end up being drafted by the San Francisco Giants. There are far worse things I can think of.


Making Sense of All That Data

Deep Data

Transforming Big Data Information into Deep Data Insights

Yesterday I posted a question to several of the groups I belong to on LinkedIn. It was related to several of the things I’m interested and involved in: Systems Thinking, Knowledge Management, and Decision Modeling. It was somewhat informed, as well, by an article appearing in the Huffington Post, where Otto Scharmer, a Senior Lecturer at MIT and founder of the Presencing Institute, talks about the need to make sense of the huge and growing amounts of data we have available to us. He argues the importance of turning from “Big” data, where we mainly look outward in our attempt to understand what it is telling us about markets and our external influence, to “Deep” data, where we begin looking inward to understand what it’s telling us about ourselves and our organizations and how we get things done.

The question I asked was designed to seek out capabilities and functionality that people would like to have, but that is currently unavailable. My interests include working with others to understand and provide for those needs, if possible. I thought I would present the question here as well, where it will remain a part of my online presence and, hopefully, might elicit some useful responses. Here it is:

With the growing proliferation and importance of data — a development at least one author and MIT Lecturer has suggested is moving us from the information technology era to the data technology era — what tools would you like to see become available for handling, understanding, and sharing the new types of information and knowledge this development will bring?

In other words, what would you need that you don’t have today? What types of technology do you think would offer you, your colleagues, and your organizations a greater ability to make use of data to bring about a transformation from primarily siloed, outward looking data to collaborative, inward looking data as well?

I would love to hear of any ideas you might have regarding the kinds of tools or apps you could use to better deal with data by turning it into useful information and knowledge . . . perhaps even a smidgen of understanding and wisdom.


Does Your OCD Conflict With Your ADD?

OCD & ADD Hat

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 of 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 reduces 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 is probably just related to my being an information pack rat, and my 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 could bookmark it, and I often do, but that’s no guarantee I’ll either remember I did so or will be able to easily find it later.

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 experienced 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.

http://www.youtube.com/watch?v=Wq4IzbVZr3o


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?


What Is Decision Intelligence?

World Modeler Logo

World Modeler adds a Systems approach to Project Management

In my last post I took a stab at defining, and explaining, the concept of Decision Intelligence. I’m willing to bet you’re going to be hearing a lot about it in the not-too-distant future. So you don’t have to click back and forth, I’ll copy over what I wrote about it in that post:

This is the term Quantellia now uses to describe what it is we do. NB – The term is not “Decision Analytics”; there’s a reason for this. Perhaps it is best understood when one looks at a part of how decision modeling is accomplished. Part of the raw material available today for making decisions is what we call “big data”. There’s an awful lot of attention being paid to the field of predictive analytics, which uses big data as its raw material. We at Quantellia prefer the term predictive intelligence. This is because predictive analytics uses past performance (data) to project trends into the future. We like to think we take the concept a bit further.

While we believe analytics are useful and important, they lack the dimensions of human knowledge and understanding that can more completely predict how the past will play out in the future. A subtle distinction? Perhaps, but I find it a valuable one. Unless we’re talking about the future activity of a machine designed to perform a very limited set of instructions or actions, our activities involve human understanding, emotion, and interpretation. There are times when these attributes can dramatically change the course of an organizational effort, rendering previous decisions moot or, at best, only partially useful or correct.

By providing a method whereby human understanding, intuition, and wisdom can be incorporated into the decision model itself, we believe we can more intelligently predict the future. We are well aware there is no such thing as infallibility. However, we also know the more useful and actionable information and knowledge we have available to understand what has happened − and is likely to happen − the better our decisions will be.

Now, having had some time to think about it – it’s been over a month since that post -and having discussed it a bit with Quentellia’s Chief Scientist, Dr. Lorien Pratt (@LorienPratt), I’d like to add a little something to both the definition and the description of what World Modeler has to offer. Keep in mind, as with many things, perhaps even more so with something truly emergent and reasonably new to my experience, both my understanding and my ability to explain are evolving; developing structure and nuance as I learn more theory and encounter more examples of real-world situations.

I consider systems thinking, or the ability to see systems — and systems of systems — as the most effective way to understand what is happening within any one or more of those systems, as well as have a chance at affecting the outcomes of the ones designed to produce value and realize valuable results or consequences of their workings. The more elements of a system that can be modeled, the more likely you will be able to understand downstream effects of your decisions, and the more likely you are to see the unintended consequences of actions before you take them.

Here’s where Quantellia’s World Modeler™ excels as a decision modeling — and making — tool and enabler. Consider Predictive Analytics, the practice of extracting information from existing data sets in order to determine patterns and predict future outcomes and trends. PA usually returns fairly simple, pairwise relationships, e.g. these customers in this demographic, with this amount of revenue, etc. are likely/not likely to churn or devoting a certain amount of energy to customer retention is likely to affect/not affect customer churn.

World Modeler, on the other hand, allows you to create a highly complex systems model. This means you can look at numerous elements and their interrelationships to see how they work together, e.g. customer characteristics, customer retention efforts, likelihood to churn, total customers, revenues, and even business rules that might have to be taken into consideration if certain levels of activity are reached. Furthermore, when you don’t have data for one or more of these elements, you can use human expertise, the tacit knowledge of your employees or the group to fill in the gaps. When you have real data, if you later are able to gather it, you can then plug it into the model and continue going.

One more thing. World Model is a highly flexible, iterative navigation mechanism. It allows you to predict without complete or perfect knowledge, then pivot and change the model as new and/or different knowledge, information, and data are gathered or encountered. You can do this repeatedly over the course of months or years, whatever’s necessary to help you make the best decisions for achieving your desired outcomes. So success doesn’t depend on long-term predictions. Rather, it depends on navigation and alignment between the organizations systems, processes, and the humans that employ them.

Now . . . having learned all that, aren’t you interested in seeing how this tool works? You can get a free evaluation copy and all you’re giving up is a little contact information. There’s no obligation. Click on this the link to download a fully-functional two-week evaluation copy of World Modeler. Give her a Whirl(d)!