the employment related software development (ersd) proposal

8/9/2019 The Employment Related Software Development (ERSD) Proposal

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Cube is a final Matrix Architecture that houses approximately 100 personalizedForward & Backward Chaining Search Engines, whose overall label of operations and

Method Structures are used in constructing genetic algorithms. These charted GAs arecomposed of a number of integrated routines/subroutines whose purposes are tocomprehensively analyze inputted data, and to then, restructure the data into a ChangeEquation. Which, in turns creates Chromosomal Alphanumeric Formulas that areread by Autonomous Agents. Once the autonomous agents read the formulas, their jobwill be to either collect, intercommunicate, restructure, reengineer or to distribute andfocused the information that they have within their possession toward those areas orissues under their operational jurisdiction.

Additionally, as the autonomous agents fulfill their operational regiment within a seriesof distributed databases or websites. Their procedural configurations will be confinedwithin theRAS Virtual Laboratory, from which as virtual entities, they shall createover4 billion structural platforms for the purposes of developing written purposefulhierarchies into virtual biological entities. As the AAs operate within the RASArchitecture itself, their structural tasks will be further incorporated into the DOSAsystems-wide configuration. Whereby, their functional duties shall enhance thenetworks overall efficiency levels through using the RAS Architecture as an operationalguide within each component of DOSA.

Furthermore, the last procedural chart of this document represents the Auto-Executableformat from which the internal AAs consistently probe the elements of the investigativeprofile. Of which the development of evolable instruction sets are created for use byvirtual biological entities in automatically updating systems technologies. Thereafter,

all factors related to researching, developing and implementing aFormula StrungChromosomefor the purposes of systems development, are simply comprised of usingthe FSDC to initially investigate any and all relevant issues related to network operations.Finally, the FSDC will also reflect how most of NAMEs structural processes and


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processes of analyzing, engineering or enhancing the strategic policies, operations andtechnologies for over 200,000 business structures (i.e., the Thomas Registry).

Additionally, the autonomous programming strategies and tactics for NAMEs ERSDproject reflects how over 20,000 individual software applications are developed throughthe processes of integrating the Dictionary of Occupational Titles into NAMEsoperational formats. In essence, this means that NAME has within its developmentalcapabilities over4 billion customizable Internet platforms at its immediate deposal. Fora more detailed explanation of ERSD, please see the Request For Proposal and theAppendices for NAMEs Contractual Agreements.


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a. Through an autonomous process, the [system development chart] uses the consul cubeto guide its processes into developing autonomous agents and organizational structures

from the DOT database systems.

3. The structural components of the NAME organization in its Physical and LogicalApplications.

a. As the autonomous agents processes itself through the systems development chart, theywill automatically integrate their end results into the networks physical and logicalstructures within its multiple layers as a series of alphanumeric computations.

4. The component use of the web-site reference materials.

a. All eight departmental levels ofNAME, shall use the contents down-loaded from theinternet as elements in structurally transforming & processing web information andtechnology into internal and external user friendly products and services. For instance,the information related to Strategic Intelligence being used to mimic intelligenceorganizations in a virtual reality mode for the purposes of developing autonomous agentswho will act as an information retrieval system for internal and external systems use.Then, as an additional option, having NAMEs autonomous structures develop and

service the needs of the network by using the contents of the information at hand toconstruct individual and whole organizational systems.

5. The Processing Structure.

a. The System Matrix, Inference Chart, Consul Cube and Systems DevelopmentChart as they are applied in overall systems development.

NAMEs Semantic Network of Operational Duties
http://opt/scribd/conversion/tmp/scratch6606/NAME%20OS.dochttp://opt/scribd/conversion/tmp/scratch6606/NAME%20OS.doc


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a. Autonomous Profile 1/A-D and2/A-W

6. The Chief Intelligence Officer of Network Security & Special Operations (TCP/IP)

a. Autonomous Profile 3/A-EE

7. The Chief Logistics Officer of Network Support (DECnet Phase IV)

a. Autonomous Profile 5/I-J

8. The Chief Organizational Officer of Education & Social Development (Banyan Vines)

a. Autonomous Profile 5/K

THE MANAGEMENT STRUCTURE

OFNASCENT APPLIED METHODS & ENDEAVORS

THE GENERAL CONTRACTOR OF NETWORK OPERATIONS(Salary Range - Classified)

THE BOARD OF NETWORK REPRESENTATIVES(Salary Ranges - Classified)


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THE CHIEF INFORMATION OFFICER OF SYSTEMS

ANDNETWORK DEVELOPMENT

(Salary Range - $248 to $550,000 per year)

(Subordinate Staff Members)

THE DEPUTY INFORMATION OFFICER OF SYSTEMS & NETWORK DEVELOPMENTTHE DEPUTY INFORMATION OFFICER RECORDER/DATAMINER

THE DEPUTY INFORMATION OFFICER OF AUTOMATED BUSINESS PRACTICESTHE DEPUTY INFORMATION OFFICER OF ELECTRONIC COMMERCE

THE DEPUTY INFORMATION OFFICER OF ELETRONIC DATA INTERCHANGE(Salary Range - $57,116 to $62,400 per year)

THE EXECUTIVE DIRECTOR OF NETWORK INFORMATION & RECORDSTHE EXECUTIVE DIRECTOR OF NETWORK RESEARCH & DEVELOPMENTTHE EXECUTIVE DIRECTOR OF NETWORK SYSTEMS IMPLEMENTATION

THE EXECUTIVE DIRECTOR OF NETWORK COMMUNICATIONS & TECHNOLOGIESTHE EXECUTIVE DIRECTOR OF NETWORK EWA ANALYSIS, DESIGN & DEVELOPMENT

THE EXECUTIVE DIRECTOR OF DALP SYSTEMS ENGINEERING(Salary Range - $42,520 to $47,808 per year)

THE CHIEF ACCOUNTING OFFICER

OF

NETWORK IMPLEMENTATION(Salary Range - $248 to $550,000 per year)


THE DEPUTY ACCOUNTING OFFICER OF NETWORK IMPLEMENTATION

THE DEPUTY ACCOUNTING OFFICER AUDITOR/GENERALTHE DEPUTY ACCOUNTING OFFICER OF GLOBAL MONETARY ANALYSIS

THE DEPUTY ACCOUNTING OFFICER OF COMMERCIAL OPERATIONSTHE DEPUTY ACCOUNTING OFFICER OF STRUCTURAL DATABANKING

(Salary Range $57 116 to $62 400 per year)


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(Salary Range - $57,116 to $62,400 per year)

THE EXECUTIVE DIRECTOR OF FACILITIES DESIGN, CONTRACTING & CONSTRUCTION

THE EXECUTIVE DIRECTOR OF NETWORK GRANTS & SERVICESTHE EXECUTIVE DIRECTOR OF SCHOLASTIC PROGRAMS & ACTIVITIESTHE EXECUTIVE DIRECTOR OF BIOLOGICAL/MEDICAL RESEARCH & DEVELOPMENT

THE EXECUTIVE DIRECTOR OF USER PRIORITIZATION & UTILIZATIONTHE EXECUTIVE DIRECTOR OF NETWORK INTELLIGENCE & INVESTIGATIVE ACTIVITIES


THE CHIEF LOGISTICS OFFICER

OF

NETWORK SUPPORT(Salary Range - $248 to $550,000 per year)


THE DEPUTY LOGISTICS OFFICER OF NETWORK SUPPORTTHE DEPUTY LOGISTICS OFFICER OF MATERIAL RESOURCESTHE DEPUTY LOGISTICS OFFICER OF NETWORK PERSONNEL

THE DEPUTY LOGISTICS OFFICER OF EMERGENCY MANAGEMENT ANALYSISTHE DEPUTY LOGISTICS OFFICER OF CONTRACTUAL NETWORK OPERATIONS


THE EXECUTIVE DIRECTOR OF METHODS IN ACCOUNTINGTHE EXECUTIVE DIRECTOR OF METHODS IN AGRICULTURE

THE EXECUTIVE DIRECTOR OF METHODS IN COMMUNICATIONSTHE EXECUTIVE DIRECTOR OF METHODS IN CONSTRUCTION

THE EXECUTIVE DIRECTOR OF METHODS IN EDUCATIONTHE EXECUTIVE DIRECTOR OF METHODS IN ENTERTAINMENT

THE EXECUTIVE DIRECTOR OF METHODS IN HEALTH MAINTENANCETHE EXECUTIVE DIRECTOR OF METHODS IN HUMAN RESOURCINGTHE EXECUTIVE DIRECTOR OF METHODS IN LAW & GOVERNMENT

THE EXECUTIVE DIRECTOR OF METHODS IN MATERIAL RESOURCINGTHE EXECUTIVE DIRECTOR OF METHODS IN TEXTILE MANUFACTURINGTHE EXECUTIVE DIRECTOR OF METHODS IN TRANSPORTATION



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The Structural References orPoints & Authorities,

Procedures&Autonomous Agent Development ProcessesofNAMEs Organizational(DOSA)Terminologies

(NAMEs Map-Link of Strategic Development )

Autonomous Agent Research & Development Programs and Processes

1. The Biological Analogies, Genetic Codes and Theories in Autonomous AgentDevelopment and Implementation.

a. Anatomy on the Internet (http://www.meddean.luc.edu/lumen/MedEd/GrossAnatomy/anatomy.htm) (http://www.med.harvard.edu/AANLIB/home.html) (http://www.kumc.edu/AMA-MSS/study/anatomy.htm)

b. The Genome Symposia (http://www.fplc.edu/risk/genindx.htm) (http://golgi.harvard.edu/) (http://www.ultranet.com/~jkimball/BiologyPages/C/Chromosomes.html)

c. The Genetic Code (http://psyche.uthct.edu/shaun/SBlack/geneticd.html) (https://reader010.{domain}/reader010/html5/0531/5b0ff80e3294c/5b0ff8165f7f9.jpg) (http://wsrv.clas.virginia.edu/~rjh9u/code.html)

d. Genetic Mapping and DNA Sequencing (http://www-hto.usc.edu/books/msw/gmds/index.html)

(http://outcast gene com/ae/AB/GG/)
http://www.lucent.dk/cedl/strategy.htmlhttp://www.leginfo.ca.gov/calaw.htmlhttp://www.euro.net/innovation/Management_Base/Man_Guide_Rel_1.0B1/MainTopics.htmlhttp://opt/scribd/conversion/tmp/scratch6606/Appendix%20-%20D.dochttp://opt/scribd/conversion/tmp/scratch6606/APPENDIX%20-%20H.dochttp://www.iiis.org/concept.htmhttp://www.nethotel.dk/ephos/en/glossary/glostoc.htm?http://www.wiley.com/compbooks/catalog/19135-3.htmhttp://search.yahoo.com/search?p=genetic+mapshttp://search.yahoo.com/search?p=genetic+mapshttp://www.meddean.luc.edu/lumen/MedEd/GrossAnatomy/anatomy.htmhttp://www.med.harvard.edu/AANLIB/home.htmlhttp://www.kumc.edu/AMA-MSS/study/anatomy.htmhttp://www.fplc.edu/risk/genindx.htmhttp://golgi.harvard.edu/http://www.ultranet.com/~jkimball/BiologyPages/C/Chromosomes.htmlhttp://psyche.uthct.edu/shaun/SBlack/geneticd.htmlhttp://www.front.net/gencode/dnachart.jpghttp://wsrv.clas.virginia.edu/~rjh9u/code.htmlhttp://www-hto.usc.edu/books/msw/gmds/index.htmlhttp://outcast.gene.com/ae/AB/GG/http://www.lucent.dk/cedl/strategy.htmlhttp://www.leginfo.ca.gov/calaw.htmlhttp://www.euro.net/innovation/Management_Base/Man_Guide_Rel_1.0B1/MainTopics.htmlhttp://opt/scribd/conversion/tmp/scratch6606/Appendix%20-%20D.dochttp://opt/scribd/conversion/tmp/scratch6606/APPENDIX%20-%20H.dochttp://www.iiis.org/concept.htmhttp://www.nethotel.dk/ephos/en/glossary/glostoc.htm?http://www.wiley.com/compbooks/catalog/19135-3.htmhttp://search.yahoo.com/search?p=genetic+mapshttp://search.yahoo.com/search?p=genetic+mapshttp://www.meddean.luc.edu/lumen/MedEd/GrossAnatomy/anatomy.htmhttp://www.med.harvard.edu/AANLIB/home.htmlhttp://www.kumc.edu/AMA-MSS/study/anatomy.htmhttp://www.fplc.edu/risk/genindx.htmhttp://golgi.harvard.edu/http://www.ultranet.com/~jkimball/BiologyPages/C/Chromosomes.htmlhttp://psyche.uthct.edu/shaun/SBlack/geneticd.htmlhttp://www.front.net/gencode/dnachart.jpghttp://wsrv.clas.virginia.edu/~rjh9u/code.htmlhttp://www-hto.usc.edu/books/msw/gmds/index.htmlhttp://outcast.gene.com/ae/AB/GG/


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b. Bio/Chem LabAssistant (http://www.dundee.ac.uk/bioscience/dunsci01.htm)

(http://www-genome.wi.mit.edu/) (http://www.ornl.gov/ORNLReview/rev25-1/intel.html) (http://www.cbc.med.umn.edu/)

c. Recombinant DNA Technology Course (http://lenti.med.umn.edu/recombinant_dna/recombinant_flowchart.html)

d. An Object-Oriented Genetics Information System (http://www.cs.rpi.edu/~szymansk/OOF90/thesis.html)

(http://www.ibm.com/java/education/ooleveraging/index.html) (http://db.sk.tsukuba.ac.jp/papers/APSEC95/APSEC.html) (http://www.sm.luth.se/csee/courses/smd/104/lectures/Booch_02_ObjectModel/slide0.html) (http://www.cbc.umn.edu/VirtLibrary/Shoop/SAC93/SAC93.papers.ss.html) (http://www.cs.wustl.edu/~schmidt/tri-dove.html) (http://www.mathcs.duq.edu/~softeng/index.html) (http://www.santafe.edu/~aywong/ooga/ooga.html) (http://axaonl.cern.ch:8000/a_doc%24www/ONLINE/OO_RESOURCES.HTML)

(http://bilbo.ide.hk-r.se:8080/~michaelm/fwpages/fwbibl.html)

e. Cost-Sensitive Classification: Empirical Evaluation of a Hybrid Genetic Decision TreeInduction Algorithm

(http://www.cs.washington.edu/research/jair/volume2/turney95a-html/title.html)

f. Gensym Intelligent Real-Time Systems (http://itobor.ee.washington.edu/G2man/g2doc/g2rm/titlepag.htm) (http://ncgia.umesve.maine.edu/~max/SR.html)

(http://www.uni-koblenz.de/ag-ki/LP/lp_systems.html)(http://hla.dmso.mil/projects/)

g. Genetic Reports and Statistics
http://www.dundee.ac.uk/bioscience/dunsci01.htmhttp://www-genome.wi.mit.edu/http://www.ornl.gov/ORNLReview/rev25-1/intel.htmlhttp://www.cbc.med.umn.edu/http://lenti.med.umn.edu/recombinant_dna/recombinant_flowchart.htmlhttp://www.cs.rpi.edu/~szymansk/OOF90/thesis.htmlhttp://www.ibm.com/java/education/ooleveraging/index.htmlhttp://db.sk.tsukuba.ac.jp/papers/APSEC95/APSEC.htmlhttp://www.sm.luth.se/csee/courses/smd/104/lectures/Booch_02_ObjectModel/slide0.htmlhttp://www.cbc.umn.edu/VirtLibrary/Shoop/SAC93/SAC93.papers.ss.htmlhttp://www.cs.wustl.edu/~schmidt/tri-dove.htmlhttp://www.mathcs.duq.edu/~softeng/index.htmlhttp://www.santafe.edu/~aywong/ooga/ooga.htmlhttp://axaonl.cern.ch:8000/a_doc$www/ONLINE/OO_RESOURCES.HTMLhttp://bilbo.ide.hk-r.se:8080/~michaelm/fwpages/fwbibl.htmlhttp://www.cs.washington.edu/research/jair/volume2/turney95a-html/title.htmlhttp://itobor.ee.washington.edu/G2man/g2doc/g2rm/titlepag.htmhttp://ncgia.umesve.maine.edu/~max/SR.htmlhttp://www.uni-koblenz.de/ag-ki/LP/lp_systems.htmlhttp://www.uni-koblenz.de/ag-ki/LP/lp_systems.htmlhttp://hla.dmso.mil/projects/http://www.dundee.ac.uk/bioscience/dunsci01.htmhttp://www-genome.wi.mit.edu/http://www.ornl.gov/ORNLReview/rev25-1/intel.htmlhttp://www.cbc.med.umn.edu/http://lenti.med.umn.edu/recombinant_dna/recombinant_flowchart.htmlhttp://www.cs.rpi.edu/~szymansk/OOF90/thesis.htmlhttp://www.ibm.com/java/education/ooleveraging/index.htmlhttp://db.sk.tsukuba.ac.jp/papers/APSEC95/APSEC.htmlhttp://www.sm.luth.se/csee/courses/smd/104/lectures/Booch_02_ObjectModel/slide0.htmlhttp://www.cbc.umn.edu/VirtLibrary/Shoop/SAC93/SAC93.papers.ss.htmlhttp://www.cs.wustl.edu/~schmidt/tri-dove.htmlhttp://www.mathcs.duq.edu/~softeng/index.htmlhttp://www.santafe.edu/~aywong/ooga/ooga.htmlhttp://axaonl.cern.ch:8000/a_doc$www/ONLINE/OO_RESOURCES.HTMLhttp://bilbo.ide.hk-r.se:8080/~michaelm/fwpages/fwbibl.htmlhttp://www.cs.washington.edu/research/jair/volume2/turney95a-html/title.htmlhttp://itobor.ee.washington.edu/G2man/g2doc/g2rm/titlepag.htmhttp://ncgia.umesve.maine.edu/~max/SR.htmlhttp://www.uni-koblenz.de/ag-ki/LP/lp_systems.htmlhttp://hla.dmso.mil/projects/


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r. Complex Subject Classifications (http://www.math.niu.edu/~rusin/known-math/index/)

(http://www.acm.uiuc.edu/signet/JHSI/cr.D.3.2.html) (http://dynamics.bu.edu/InterJournal/areas_CX.html) (http://bubl.ac.uk/journals/alltitles.html)

s. The Extended Computing Reviews Classification Scheme (http://www.pmms.cam.ac.uk/MR/Crclass.html) (http://www.acm.org/class/1998/ccs98.html)

t. Events on Neural Networks, Vision, and Speech: Conferences, Congresses, etc.

(http://herens.idiap.ch/NN-events/)

u. On the Construction of Selection Systems(http://bliss.berkeley.edu/papers/analysis/analysis.html)(http://bliss.berkeley.edu/papers/assoc/assoc.html)(http://bliss.berkeley.edu/papers/fffff/fffff.html)(http://bliss.berkeley.edu/papers/mid-year93/mid-year93.html)(http://bliss.berkeley.edu/papers/sigir93/sigir93.html)

(http://bliss.berkeley.edu/papers/mid-year92/mid-year92.html)(http://www.csi.uottawa.ca/~tcl/thesis_html/thesis_ToC.html)(http://www.sresearch.com)(http://www.storage.ibm.com/press/san/990217.htm)

v. A Strategic Approach to Data Warehouse Development (http://www.ozemail.com.au/~visible/papers/IW.html) (http://www.itcompany.com/cgi-bin/search.cgi) (http://vlib.stanford.edu/Home.html)

(http://www.lib.lsu.edu/govdocs/index.html) (http://www.slac.standford.edu/library/documents) (http://www.dtic.mil/c3i/bprcd/mlibtop.htm) (http://www.fas.org/document.htm)
http://www.math.niu.edu/~rusin/known-math/index/http://www.acm.uiuc.edu/signet/JHSI/cr.D.3.2.htmlhttp://dynamics.bu.edu/InterJournal/areas_CX.htmlhttp://bubl.ac.uk/journals/alltitles.htmlhttp://www.pmms.cam.ac.uk/MR/Crclass.htmlhttp://www.acm.org/class/1998/ccs98.htmlhttp://herens.idiap.ch/NN-events/http://bliss.berkeley.edu/papers/analysis/analysis.htmlhttp://bliss.berkeley.edu/papers/assoc/assoc.htmlhttp://bliss.berkeley.edu/papers/fffff/fffff.htmlhttp://bliss.berkeley.edu/papers/mid-year93/mid-year93.htmlhttp://bliss.berkeley.edu/papers/sigir93/sigir93.htmlhttp://bliss.berkeley.edu/papers/mid-year92/mid-year92.htmlhttp://www.csi.uottawa.ca/~tcl/thesis_html/thesis_ToC.htmlhttp://www.sresearch.com/http://www.storage.ibm.com/press/san/990217.htmhttp://www.ozemail.com.au/~visible/papers/IW.htmlhttp://www.itcompany.com/cgi-bin/search.cgihttp://vlib.stanford.edu/Home.htmlhttp://www.lib.lsu.edu/govdocs/index.htmlhttp://www.slac.standford.edu/library/documentshttp://www.dtic.mil/c3i/bprcd/mlibtop.htmhttp://www.fas.org/document.htmhttp://www.math.niu.edu/~rusin/known-math/index/http://www.acm.uiuc.edu/signet/JHSI/cr.D.3.2.htmlhttp://dynamics.bu.edu/InterJournal/areas_CX.htmlhttp://bubl.ac.uk/journals/alltitles.htmlhttp://www.pmms.cam.ac.uk/MR/Crclass.htmlhttp://www.acm.org/class/1998/ccs98.htmlhttp://herens.idiap.ch/NN-events/http://bliss.berkeley.edu/papers/analysis/analysis.htmlhttp://bliss.berkeley.edu/papers/assoc/assoc.htmlhttp://bliss.berkeley.edu/papers/fffff/fffff.htmlhttp://bliss.berkeley.edu/papers/mid-year93/mid-year93.htmlhttp://bliss.berkeley.edu/papers/sigir93/sigir93.htmlhttp://bliss.berkeley.edu/papers/mid-year92/mid-year92.htmlhttp://www.csi.uottawa.ca/~tcl/thesis_html/thesis_ToC.htmlhttp://www.sresearch.com/http://www.storage.ibm.com/press/san/990217.htmhttp://www.ozemail.com.au/~visible/papers/IW.htmlhttp://www.itcompany.com/cgi-bin/search.cgihttp://vlib.stanford.edu/Home.htmlhttp://www.lib.lsu.edu/govdocs/index.htmlhttp://www.slac.standford.edu/library/documentshttp://www.dtic.mil/c3i/bprcd/mlibtop.htmhttp://www.fas.org/document.htm


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b. The Executive Order Classified National Security Information(http://www.army.mil/disc4/aid/nat-sec/execordr.htm)

c. The National Security Strategy for a New Century (http://www.whitehouse.gov/WH/EOP/NSC/Strategy/)

d. IC21: The Intelligence Community in the 21st Century (http://www.fas.org/irp/congress/1996_rpt/ic21/ic21001.htm)

f. Exposing The Global Surveillance System (http://www.dis.org/erehwon/echelon.html)

e. The Complete, Unofficial TEMPEST Information Page (http://www.eskimo.com/~joelm/tempest.html)

g. A Guide to Intelligence (http://www.gulflink.osd.mil/search/intel_sum.html) (http://www.specialoperations.com)

h. A Guide to Intelligence Collection Methods and Counterintelligence (http://www.amintel.com) (http://www.soaw.org/manuals/) (http://www.tscmplus.com/precatns.htm) (http://www.nacic.gov/index.htm)

(http://www.ntis.gov/databases/armypub.htm) (http://www.iit.edu/~dallmic/bibliography.html)

i. Strategic Intelligence

(http://www.loyola.edu/dept/polysci/html/intel.html) (http://www.noi.org/fbi1.html) (http://www.noi.org/fbi2.html)
http://www.army.mil/disc4/aid/nat-sec/execordr.htmhttp://www.whitehouse.gov/WH/EOP/NSC/Strategy/http://www.fas.org/irp/congress/1996_rpt/ic21/ic21001.htmhttp://www.dis.org/erehwon/echelon.htmlhttp://www.eskimo.com/~joelm/tempest.htmlhttp://www.gulflink.osd.mil/search/intel_sum.htmlhttp://www.specialoperations.com/http://www.amintel.com/http://www.soaw.org/manuals/http://www.tscmplus.com/precatns.htmhttp://www.nacic.gov/index.htmhttp://www.ntis.gov/databases/armypub.htmhttp://www.iit.edu/~dallmic/bibliography.htmlhttp://www.loyola.edu/dept/polysci/html/intel.htmlhttp://www.noi.org/fbi1.htmlhttp://www.noi.org/fbi2.htmlhttp://www.army.mil/disc4/aid/nat-sec/execordr.htmhttp://www.whitehouse.gov/WH/EOP/NSC/Strategy/http://www.fas.org/irp/congress/1996_rpt/ic21/ic21001.htmhttp://www.dis.org/erehwon/echelon.htmlhttp://www.eskimo.com/~joelm/tempest.htmlhttp://www.gulflink.osd.mil/search/intel_sum.htmlhttp://www.specialoperations.com/http://www.amintel.com/http://www.soaw.org/manuals/http://www.tscmplus.com/precatns.htmhttp://www.nacic.gov/index.htmhttp://www.ntis.gov/databases/armypub.htmhttp://www.iit.edu/~dallmic/bibliography.htmlhttp://www.loyola.edu/dept/polysci/html/intel.htmlhttp://www.noi.org/fbi1.htmlhttp://www.noi.org/fbi2.html


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o. NSA/NCSC Rainbow Series

(http://www.fas.org/irp/nsa/rainbow.htm) (http://www.fas.org/irp/doddir/doe/index.html) (http://www.fas.org/irp/doddir/other/index.html) (http://www.fas.org/irp/hotdocs.htm)

p. Intelligence Resources (http://www.infomanage.com/international/intelligence/) (http://www.clark.net/pub/klaatu/home.html)

q. Big Brother Incorporated (http://www.access.digex.net/~epic/companies.html)

r. Propaganda and Psychological Warfare (http://www.lafayette.edu/mcglonem/prop.html) (http://www.specialoperations.com/psyops.html) (http://www.fas.org/irp/doddir/army/fm33-1/index.html) (http://www.duke.edu/~jrh6/research_home.html)

(http://mprofaca.cro.net/atpcl.html) (http://carmen.artsci.washington.edu/propaganda/contents.htm) (http://www.parascope.com/articles/0497/sublimd.htm) (http://users.aol.com/armysofl/PSYOPS.html) (http://members.aol.com/gsuscryst/index.html)

s. Chaos Theory (http://www.tryoung.com/chaos/chaos.htm) (http://www.brint.com/Systems.htm)

(http://www.specialforces.net/pubs/FM.htm)

t. The Internet as a Tool for Social Engineering(http://ptmudge.westsound.com/soc-eng.htm)
http://www.fas.org/irp/nsa/rainbow.htmhttp://www.fas.org/irp/doddir/doe/index.htmlhttp://www.fas.org/irp/doddir/other/index.htmlhttp://www.fas.org/irp/hotdocs.htmhttp://www.infomanage.com/international/intelligence/http://www.clark.net/pub/klaatu/home.htmlhttp://www.access.digex.net/~epic/companies.htmlhttp://www.lafayette.edu/mcglonem/prop.htmlhttp://www.specialoperations.com/psyops.htmlhttp://www.fas.org/irp/doddir/army/fm33-1/index.htmlhttp://www.duke.edu/~jrh6/research_home.htmlhttp://mprofaca.cro.net/atpcl.htmlhttp://carmen.artsci.washington.edu/propaganda/contents.htmhttp://www.parascope.com/articles/0497/sublimd.htmhttp://users.aol.com/armysofl/PSYOPS.htmlhttp://members.aol.com/gsuscryst/index.htmlhttp://www.tryoung.com/chaos/chaos.htmhttp://www.brint.com/Systems.htmhttp://www.specialforces.net/pubs/FM.htmhttp://ptmudge.westsound.com/soc-eng.htmhttp://www.fas.org/irp/nsa/rainbow.htmhttp://www.fas.org/irp/doddir/doe/index.htmlhttp://www.fas.org/irp/doddir/other/index.htmlhttp://www.fas.org/irp/hotdocs.htmhttp://www.infomanage.com/international/intelligence/http://www.clark.net/pub/klaatu/home.htmlhttp://www.access.digex.net/~epic/companies.htmlhttp://www.lafayette.edu/mcglonem/prop.htmlhttp://www.specialoperations.com/psyops.htmlhttp://www.fas.org/irp/doddir/army/fm33-1/index.htmlhttp://www.duke.edu/~jrh6/research_home.htmlhttp://mprofaca.cro.net/atpcl.htmlhttp://carmen.artsci.washington.edu/propaganda/contents.htmhttp://www.parascope.com/articles/0497/sublimd.htmhttp://users.aol.com/armysofl/PSYOPS.htmlhttp://members.aol.com/gsuscryst/index.htmlhttp://www.tryoung.com/chaos/chaos.htmhttp://www.brint.com/Systems.htmhttp://www.specialforces.net/pubs/FM.htmhttp://ptmudge.westsound.com/soc-eng.htm


15/90

x. Command, Control and Communications Systems (http://www.cfcsc.dnd.ca/links/milsci/c4.html)

(http://www.disa.mil/) (http://www.cdsar.af.mil/apj/szfran.html) (http://www.cdsar.af.mil/apj/szfran.html) (http://www.fas.org/spp/military/docops/usaf/2025/index.html) (http://www.ado.army.mil/smrtbook/sbgif18.htm) (http://www.efdnorth.navfac.navy.mil/cmcs/opening.htm) (http://www.utilistar.com/industrial/lead.html) (http://www6.netscape.com/comprod/at_work/white_paper/missioncontrol.html)

y. Information Warfare on the Internet (http://www.cs.virginia.edu/~alb/misc/infowarDistraction.html)

(http://sac.saic.com/industrial_base_assessments/information_warfare/iwtools.htm)(http://www.aracnet.com/~gtr/archive/info_war.html)

z. Institute for National Strategic Studies (http://www.ndu.edu/ndu/inss/siws/cont.html)

aa. Center for Strategic Leadership (http://carlisle-www.army.mil/usacsl/csl.htm.)

bb. The Terrorism Research Center (http://www.terrorism.com/cgi-bin/wwwboard3/ctforum.html) (http://www.fas.org/irp/world/para/index.html) (http://earthops.org/thewar/assassins.html)

cc. Policy Papers Hackers and Information Warfare

(http://ink.yahoo.com/bin/query?p=hackers+manuals&hc=0&hs=0) (http://www.oss.net/Papers/hackers/) (http://www.hackershomepage.com/index.html)

(http://www.iirg.org/)
http://www.cfcsc.dnd.ca/links/milsci/c4.htmlhttp://www.cfcsc.dnd.ca/links/milsci/c4.htmlhttp://www.disa.mil/http://www.cdsar.af.mil/apj/szfran.htmlhttp://www.cdsar.af.mil/apj/szfran.htmlhttp://www.fas.org/spp/military/docops/usaf/2025/index.htmlhttp://www.ado.army.mil/smrtbook/sbgif18.htmhttp://www.efdnorth.navfac.navy.mil/cmcs/opening.htmhttp://www.utilistar.com/industrial/lead.htmlhttp://www6.netscape.com/comprod/at_work/white_paper/missioncontrol.htmlhttp://www.cs.virginia.edu/~alb/misc/infowarDistraction.htmlhttp://www.cs.virginia.edu/~alb/misc/infowarDistraction.htmlhttp://sac.saic.com/industrial_base_assessments/information_warfare/iwtools.htmhttp://www.aracnet.com/~gtr/archive/info_war.htmlhttp://www.ndu.edu/ndu/inss/siws/cont.htmlhttp://carlisle-www.army.mil/usacsl/csl.htm.http://www.terrorism.com/cgi-bin/wwwboard3/ctforum.htmlhttp://www.fas.org/irp/world/para/index.htmlhttp://earthops.org/thewar/assassins.htmlhttp://ink.yahoo.com/bin/query?p=hackers+manuals&hc=0&hs=0http://www.oss.net/Papers/hackers/http://www.hackershomepage.com/index.htmlhttp://www.iirg.org/http://www.cfcsc.dnd.ca/links/milsci/c4.htmlhttp://www.disa.mil/http://www.cdsar.af.mil/apj/szfran.htmlhttp://www.cdsar.af.mil/apj/szfran.htmlhttp://www.fas.org/spp/military/docops/usaf/2025/index.htmlhttp://www.ado.army.mil/smrtbook/sbgif18.htmhttp://www.efdnorth.navfac.navy.mil/cmcs/opening.htmhttp://www.utilistar.com/industrial/lead.htmlhttp://www6.netscape.com/comprod/at_work/white_paper/missioncontrol.htmlhttp://www.cs.virginia.edu/~alb/misc/infowarDistraction.htmlhttp://sac.saic.com/industrial_base_assessments/information_warfare/iwtools.htmhttp://www.aracnet.com/~gtr/archive/info_war.htmlhttp://www.ndu.edu/ndu/inss/siws/cont.htmlhttp://carlisle-www.army.mil/usacsl/csl.htm.http://www.terrorism.com/cgi-bin/wwwboard3/ctforum.htmlhttp://www.fas.org/irp/world/para/index.htmlhttp://earthops.org/thewar/assassins.htmlhttp://ink.yahoo.com/bin/query?p=hackers+manuals&hc=0&hs=0http://www.oss.net/Papers/hackers/http://www.hackershomepage.com/index.htmlhttp://www.iirg.org/


16/90

(http://www.sepa.tudelft.nl/webstaf/hanss/orgev.htm) (http://florin.syr.edu/~crowston/papers/evol-struct.html)

b. Structuring Chromosomes for Total Neural Network Evolution (http://www.ph.tn.tudelft.nl/PRInfo/reports/msg00153.html) (http://eseso12.essex.ac.uk/~sml/papers.html) (http://www.cs.bgu.ac.il/~omri/NNUGA/) (http://alife6.alife.org/abstracts/EV78.html) (http://nano.xerox.com/nanotech/selfRepNATO.html) (http://lorenz.mur.csu.edu.au/complex/library/0LearningSystems.html)

c. Enterprise Architectures Five Classes of Technology (http://www.amsinc.com/Services/EnterpriseWeb/en.html)

d. The National Industrial Information Infrastructure Protocols Consortium (http://www.niip.org/public-forum/NTR95-01/NTR95-01-HTML/RAShort_2.html)

e. Computer Supported Cooperative Work (CSCW) and GroupWare (http://www.informatik.umu.se/~rwhit/CSCW.html)

(http://www.netlib.org/utk/lsi/pcwLSI/text/node1.html)

f. Comparative Reference of Cognitive Architectures (http://ai.eecs.umich.edu/cogarch3/) (http://www.asel.udel.edu/nli/pubs/1995/Zickus95.txt)

g. A Certificate Management System: Structure, Functions and Protocols (http://www.entegrity.com/papers/cms-ieee.html)

The Strategies for NAMEs Autonomous DOSA Organizational

Development
http://www.sepa.tudelft.nl/webstaf/hanss/orgev.htmhttp://florin.syr.edu/~crowston/papers/evol-struct.htmlhttp://www.ph.tn.tudelft.nl/PRInfo/reports/msg00153.htmlhttp://eseso12.essex.ac.uk/~sml/papers.htmlhttp://www.cs.bgu.ac.il/~omri/NNUGA/http://alife6.alife.org/abstracts/EV78.htmlhttp://nano.xerox.com/nanotech/selfRepNATO.htmlhttp://lorenz.mur.csu.edu.au/complex/library/0LearningSystems.htmlhttp://www.amsinc.com/Services/EnterpriseWeb/en.htmlhttp://www.niip.org/public-forum/NTR95-01/NTR95-01-HTML/RAShort_2.htmlhttp://www.informatik.umu.se/~rwhit/CSCW.htmlhttp://www.netlib.org/utk/lsi/pcwLSI/text/node1.htmlhttp://ai.eecs.umich.edu/cogarch3/http://www.asel.udel.edu/nli/pubs/1995/Zickus95.txthttp://www.entegrity.com/papers/cms-ieee.htmlhttp://www.brint.com/OrgLrng.htmhttp://www.brint.com/OrgLrng.htmhttp://www.sepa.tudelft.nl/webstaf/hanss/orgev.htmhttp://florin.syr.edu/~crowston/papers/evol-struct.htmlhttp://www.ph.tn.tudelft.nl/PRInfo/reports/msg00153.htmlhttp://eseso12.essex.ac.uk/~sml/papers.htmlhttp://www.cs.bgu.ac.il/~omri/NNUGA/http://alife6.alife.org/abstracts/EV78.htmlhttp://nano.xerox.com/nanotech/selfRepNATO.htmlhttp://lorenz.mur.csu.edu.au/complex/library/0LearningSystems.htmlhttp://www.amsinc.com/Services/EnterpriseWeb/en.htmlhttp://www.niip.org/public-forum/NTR95-01/NTR95-01-HTML/RAShort_2.htmlhttp://www.informatik.umu.se/~rwhit/CSCW.htmlhttp://www.netlib.org/utk/lsi/pcwLSI/text/node1.htmlhttp://ai.eecs.umich.edu/cogarch3/http://www.asel.udel.edu/nli/pubs/1995/Zickus95.txthttp://www.entegrity.com/papers/cms-ieee.htmlhttp://www.brint.com/OrgLrng.htmhttp://www.brint.com/OrgLrng.htm


17/90

(http://www.email.demon.co.uk/eees/eees.htm) (http://www.gvnfo.state.ut.us/sitc/elec-com/elec-com.htm)

(http://www.tapnet.com/ec.htm) (http://www.oakland.ecrc.org/gloss3.html)

c. PRAXIS Resources for Social and Economic Development (http://caster.ssw.upenn.edu/~restes/praxis.html) (http://www.transactionpub.com/gencat97/series97.html)

d. The Economics of Networks (http://raven.stern.nyu.edu/networks/site.html)

(http://raven.stern.nyu.edu/networks/top.html)

e. Organizational Measurement & Engineering (http://www.ome1.com/Theory.TableOfContents.HTML) (http://www.co-i-l.com/coil/knowledge-garden/oi/books/odp/index.shtml)

f. Organizational Accounting Manuals (http://www.window.state.tx..us/comptrol/san/fm_manuals/index.html)

(http://www.tns.lcs.mit.edu/uscode/TITLE_26/Subtitle_A/CHAPTER_1/Subchapter_E/PART_II/toc.html) (http://www.admin.ufl.edu/DIVISION/FA/hb_c04c.htm)

(http://www.ideas.uqam.ca/ideas/data/Papers/wopprwawp_044.html)

g. Manufacturing Control Systems (http://www.samsonsindia.com/detail.htm) (http://www.optika.com/MKTG/Data_Sheet/powerflw.htm) (http://www.zen.co.uk/cim.inst/research/pdm/pdmindex.html)

h. Data Warehousing in Telephone Networks 1998-2003 (http://www.insight-corp.com/dataware.html)
http://www.email.demon.co.uk/eees/eees.htmhttp://www.gvnfo.state.ut.us/sitc/elec-com/elec-com.htmhttp://www.tapnet.com/ec.htmhttp://www.oakland.ecrc.org/gloss3.htmlhttp://caster.ssw.upenn.edu/~restes/praxis.htmlhttp://www.transactionpub.com/gencat97/series97.htmlhttp://raven.stern.nyu.edu/networks/site.htmlhttp://raven.stern.nyu.edu/networks/top.htmlhttp://www.ome1.com/Theory.TableOfContents.HTMLhttp://www.co-i-l.com/coil/knowledge-garden/oi/books/odp/index.shtmlhttp://www.tns.lcs.mit.edu/uscode/TITLE_26/Subtitle_A/CHAPTER_1/Subchapter_E/PART_II/toc.htmlhttp://www.tns.lcs.mit.edu/uscode/TITLE_26/Subtitle_A/CHAPTER_1/Subchapter_E/PART_II/toc.htmlhttp://www.admin.ufl.edu/DIVISION/FA/hb_c04c.htmhttp://www.ideas.uqam.ca/ideas/data/Papers/wopprwawp_044.htmlhttp://www.samsonsindia.com/detail.htmhttp://www.optika.com/MKTG/Data_Sheet/powerflw.htmhttp://www.zen.co.uk/cim.inst/research/pdm/pdmindex.htmlhttp://www.insight-corp.com/dataware.htmlhttp://www.email.demon.co.uk/eees/eees.htmhttp://www.gvnfo.state.ut.us/sitc/elec-com/elec-com.htmhttp://www.tapnet.com/ec.htmhttp://www.oakland.ecrc.org/gloss3.htmlhttp://caster.ssw.upenn.edu/~restes/praxis.htmlhttp://www.transactionpub.com/gencat97/series97.htmlhttp://raven.stern.nyu.edu/networks/site.htmlhttp://raven.stern.nyu.edu/networks/top.htmlhttp://www.ome1.com/Theory.TableOfContents.HTMLhttp://www.co-i-l.com/coil/knowledge-garden/oi/books/odp/index.shtmlhttp://www.tns.lcs.mit.edu/uscode/TITLE_26/Subtitle_A/CHAPTER_1/Subchapter_E/PART_II/toc.htmlhttp://www.tns.lcs.mit.edu/uscode/TITLE_26/Subtitle_A/CHAPTER_1/Subchapter_E/PART_II/toc.htmlhttp://www.admin.ufl.edu/DIVISION/FA/hb_c04c.htmhttp://www.ideas.uqam.ca/ideas/data/Papers/wopprwawp_044.htmlhttp://www.samsonsindia.com/detail.htmhttp://www.optika.com/MKTG/Data_Sheet/powerflw.htmhttp://www.zen.co.uk/cim.inst/research/pdm/pdmindex.htmlhttp://www.insight-corp.com/dataware.html


18/90

The Formula & Systems Development Charts

Solution Framework

Consul Cube

Employment Related

Systems Research &

Development

Systems Matrix

Investigative Profile

Inference Chart

Method Structure

Inference Structure

Change Equation


19/90

T H EI N D I V I D U A L / G R O U P

S Y S T E M ST H E I N T E G R A T E D A U T O N O M O U S

A G E N T S

T H E

P L A N N I N G & D E S I G N

A P P R O A C H

( D A T A B A S E F O R M A T )T H E C E L L U L A R A U T O M A T A

D A T A B A S E S

T H E

D I C T I O N A R Y

O FO C C U P A T I O N A L T I T L E S

( D A T A B A S E S Y S T E M S )T H E T Y P E S O F A U T O N O M O U S

A G E N T S

T H E

G R O U P O R D E R I N G L O G I C

T H E T I E R R A P R O J E C T P A R T - A

T H E

M E T H O D S T R U C T U R ET H E E V O L V A B L E I N S T R U C T I O N S E T

T H E

M A N U F A C T U R I N G ,

P L A N N I N G & C O N T R O L

S T R U C T U R ET H E E V O L V A B L E I N S T R U C T I O N S E T

T H ES Y S T E M M A T R I X

( S Y S T E M S I N T E G R A T I O N )T H E C E L L U L A R A U T O M A T A

S Y S T E M

T H E

S O L U T IO N F R A M E W O R K

S T R A T E G I C

D E V E L O P M E N TT H E E V O L U T I O N A R Y A L G O R I T H M S

T H E

F O R M U L A F O R M A T ST H E T I E R R A P R O J E C T P A R T - B

T H E

D E S C R I P T I O N O F

O P E R A T I O N A L D U T I E ST H E G E N E T I C A L G O R I T H M S P A R T - A

T H E

S T A T E M E N T O F

O P E R A T I O N ST H E G E N E T I C A L G O R I T H I M S P A R T - B

T H E S T R A T E G I C

P R O G R A M M I N G C H A R T S

3 21

4 5

6

7

2 A / 7 B3 A / 7 A 8

N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S

E M P L O Y M E N T R E L A T E D S O F T W A R E D E V E L O P M E N T

G U I D E


20/90

Investigative Profile(Database Ranges for Analytical Netmapping)

1. Who?a. Name(s):b. Date(s) of Birth:c. Place(s) of Birth:d. SSN(s):e. DLN(s):

f. VLN(s):g. VIN(s):h. Type of Residence(s):i. Current Home Phone Number(s):

j. Previous Home Phone Number(s):k. Type of Business(es):l. Current Business Phone Number(s):m. Previous Business Phone Number(s):n. Current Home Address(es):o. Previous Home Address(es):p. Current Business Address(es):q. Previous Business Address(es):r. BLN(s):s. EIN(s):t. Physical Characteristics:

(i) Individual:(ii) Group(s):

(iii) Inter-Group(s):(iv) Social System(s):(v) Larger-Social System:

u. Physiological Genealogic Structure(s):


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f. Sex:g. Hair:h. Eye(s):i. Height:

j. Weight:k. Previous Marital Status:l. Current Marital Status:m. Previous Sexual Preferences:n. Current Sexual Preferences:o. Current Language Skills:p. Linguistic Profile:

q. Previous Religion:r. Current Religion:s. Religious Profile:t. Previous Education:u. Current Education:v. Educational Profile:w. Previous Psychological Profile:x. Current Psychological Profile:

y. Forecasted Psychological Profile:z. Previous Economic Profile:aa. Current Economic Profile:bb. Forecasted Economic Profile:cc. Previous Sociological Profile:dd. Current Sociological Profile:ee. Forecasted Sociological Profile:

3. When?

a. Date(s) of Action(s) Committed:b. Date(s) when Support Personnel were Introduced into Action(s) Committed:c. Date(s) when Support Personnel Committed Action(s):d. Date(s) of Documents Involved in Action(s) Committed:


22/90

i. Legal Impact of Action(s) Committed:j. Psychological Definitions & Methods of Action(s) Committed:k. Psychological Impact of Action(s) Committed:l. Physiological Definitions & Methods of Action(s) Committed:m. Physiological Impact of Action(s) Committed:n. Sociological Definitions & Methods of Action(s) Committed:o. Sociological Impact of Action(s) Committed:p. Economic Definitions & Methods of Action(s) Committed:q. Economic Impact of Action(s) Committed:r. Forecasted Integrated Results of Current Action(s) Committed:

6. Why?a. Ideological Reasons for Previous Action(s) Committed:b. Physiological Reasons for Previous Action(s) Committed:c. Economic Reasons for Previous Action(s) Committed:d. Sociological Reasons for Previous Action(s) Committed:e. Ideological Reasons for Current Action(s) Committed:f. Physiological Reasons for Current Action(s) Committed:g. Economic Reasons for Current Action(s) Committed:

h. Sociological Reasons for Current Action(s) Committed:

7. Tactical Enterprise Work Architectures and Autonomous Programs used in Profilea. Autonomous Programs used in Profile:b. Sources and Performance History of Autonomous Programs used in Profile:c. Legal Position of Autonomous Programs used in Profile:d. Documentary Dispensation of Autonomous Programs used in Profile:e. Tactical Enterprise Work Architectures used in Profile:f. Sources and Performance History of Tactical Enterprise Work Architectures used in

Profile:g. Legal Position of Tactical Enterprise Work Architectures used in Profile:h. Documentary Dispensation of Tactical Enterprise Work Architectures used in

Profile:


23/90

f. Sources and History of Political Tactics used in Profile:g. Legal Position of Political Tactics used in Profile:h. Economic Dispensation of Political Tactics used in Profile:i. Network Configuration Prior to Investigative Profile:

j. Network Configuration During Investigative Profile:k. Network Configuration After Investigative Profile:l. Legal Position of Network Prior to Investigative Profile:m. Legal Position of Network During Investigative Profile:n. Legal Position of Network After Investigative Profile:

9. Basis for Investigative Profiling

a. Examination of Power Bases:b. Barriers to Entry into Certain Fields:c. Causes of Social Intercourse:d. Causes of Economic Conflicts:e. Causes of Legal Conflicts:f. Causes of Social Conflicts:g. Causes of Political Conflicts:h. Causes of Personal Conflicts:i. Causes of Racial Conflicts:

j. Religious Conflicts:k. Basis for Human Interactions:l. Classification Theories:m. Bibliographic Theories:n. Structural Analysis Theories:o. Infrastructural Development:p. Educational Examination(s):q. Religious Examination(s):

10. Premise for NAMEs investigative profileis to obtain a review of the history,objectives, operation, and merits of NAME's investigative profiling and existingautonomous expert systems. This review serves several purposes. It serves to


24/90

how to weaken or strengthen the arguments (program functions) in a particularset circumstances or skills;

d. Advising a client on strategies and tactics in procedure orstructural negotiations;

e. Evaluating a situation as to settlement (final analyses) orstrategic value;

f. Evaluating procedural consistencies with prior decisions of aproposed administrative decision in a discretionary area;

g. Aiding in the document drafting of contracts, wills, and otherdocuments by testing for the consistency with existing laws, personal and socialpolicies, and linguistic standards;

h. Assisting decision making in which little or no discretion isinvolved;

i. Planning transactions such as business mergers, with taxand other strategic consequences by presenting alternative scenarios andidentifying their legal or structural consequences;

j. Predicting the consequences of proposed legislation,policies, draft contracts, wills, situations, etc.;

k. Finding legal or strategic authorities which are consistent orinconsistent with proposed laws or consciences;

l. Evaluating the effectiveness of existing procedures, laws orrules and identifying the procedures, laws or rules, which may govern the needfor organizational modification;


25/90

r. Identifying clients whose educational affairs may have beenaffected by changes in the network, so that a subcontractor can determinewhether to contact a client regarding the change(s).

The primary application areas for an expert internet operating system (DOSA) ordocument development program (IAOA) includes strategic management, organizationalmanagement, monitoring, conceptual or legal interpretation, and document or reportgeneration for the purposes of structural or strategic investigations in developing novelorganizational forms.

11. Organizational and operational systems for infrastructural management

a. The Personal Systems Training Solutions:Application Development (la.);

Database (2a.);

DOS, OS/2, OS/400 (3a.);

Windows & Windows NT (4a.);

Programming Languages (5a.);

Transaction Processing (6a.);End User Applications (IV. & V.);

Hardware Operations (7a.);

b. The Midrange Training Solutions:

Application Development (lb.);

Database (2b.);

Office Applications (7b.);

AIX/UNIX (4b.);

OS1400 (3b.); Programming Languages (5b.);

Transaction Processing (6b.);


26/90

Voice Applications (6d.);

Object Technology (7d.);

e. The Business & Personal Development Training Solutions:

Business Management (4e.);

Financial Skills (3e.);

Industry Applications (2e.);

Personal Effectiveness (le.);

Project Management (5e.);

Total Quality Management (7e.); Sales Training (6e.);

12. End product lines of investigative solution frameworksa. Intercommunicative autonomous software applications and platforms:b. Organizational and personnel procedural or policy manuals:c. Computational Intelligence in Industrial Engineering:d. Consumer Product Design:e. Economic Engineering & Cost Estimation:

f. Facilities Design & Location:g. Information Systems:h. Maintenance Engineering and Management:i. Materials Handling:

j. Performance Analysis & Simulation:k. Production Systems Design, Planning and Control:l. Productivity & Business Strategies:m. Project Management:

n. Technology Management & Transfer:o. Total Quality Management & Quality Technology:p. Work Measurement & Methods Engineering:q. Industrial Ergonomics & Safety:


27/90

The Solution Framework

The Solution Framework spells out what formulas or conditions are to exist whenimplementation is complete, how the in-place conditions or formulas are to operate &function over time and be improved or updated, and the steps needed to move fromapproval to installation & operation. Therefore, any effort through the SolutionFramework will portray itself with these highly interrelated attributes:

1. The details of the condition, structure or function that is to exist wheninstallation and implementation phases are complete. A structure orformula refers to an arrangement, configuration, organizational chart,grammatical string, relationships or physical portrayal. This attributedescribes what the recommended Solution Framework will "look like". Italso concerns the Feasible Ideal Solution Target (FIST) version of theformula, structure and the adaptive routes that may be pursued in movingtoward the FIST from what is installed.

2. The way the formula, structure or solution will operate or flow over timeonce it is in place. This scenario of how the operations will proceed shallinclude the steps to improve the whole solution, and to updateperiodically, the FIST guide.


28/90

T h e D i c t io n a r y o f

O c c u p a t i o n a l T i t l e s

D e t a i l s o f D a t a ,

P e o p l e & T h i n g s

N A M E ' s P r o b le m

F o r m a t t in g S e q u e n c e s

N A M E ' s J o b & S i tu a t i o n

P e r f o rm a n c e E v a l u a t io n s

T h e E x t e r n a l G r o u p

O r d e r i n g L o g i cG r a m m a t ic a l In p u t F a c t o r s

S c h e d u l e A c q u i s i ti o n o f

N e e d s

M a n u a l s o f

P r o c e d u r e s & R e p o r t s

N A M E 's E x p e r t S y s t e m s

G o v e r n m e n t a l S y s t e m s

a n d

I d e o l o g i e s

N A M E ' s N e t w o r k P r o v id e r s

N A M E 's S o f t w a r e a n d

C o m p u t e r S y s te m s



( T i tl e s O n l y )

N A M E ' s C h a r t e d

P r o g r a m m i n g V a r i a ti o n s

T h e D i c t i o n a r y o f

O c c u p a t io n a l T i t le s

( J o b D e s c r ip t io n s O n l y )



E x p l a n a t i o n o f D a t a ,

P e o p l e a n d T h i n g s


O c c u p a t io n a l T it le s

I n d u s t r y D e s i g n a t i o n

N A M E 's E d u c a t i o n a l

S e r v ic e s

T h e G e n e r i c T y p e s o f

P r o b l e m S o l v i n g

N A M E ' s C o n s u l ta t io n

P a r a d i g m s

T h e I n t e r n a l G r o u p

O r d e r i n g L o g i cG r a m m a t i c a l O u tp u t F a c t o r s T h e S c h e d u le N e t w o r k

N A M E ' s A n a t o m i c a l A n a lo g i e s N A M E ' s K n o w l e d g e B a s e s N A M E 's I n f e r e n c e E n g i n e s N A M E ' s D a t a b a s e S y s t e m s N A M E ' s S y s te m s M o d e l in g

I n s t it u t io n a l iz e d L a w s

a n d R e g u l a t i o n s

N A M E ' s M a n a g e r i a l

T e c h n i q u e s



T r a d e O p e r a t io n s

T h e O b je c t i v e H i e ra r c h y T h e H e a r s a y - 1 2 S y s t e m N A M E ' s S e m a n t i c N e tsP s y c h o l o g i c a l & S o c i o lo g i c a l

S y s t e m s P r o f i l i n g

N A M E ' s M a n a g e r i a l F o r m a t sN A M E ' s O p e r a t i o n a l

P r o c e d u r e s

T h e D i c t i o n a r y o f


M e c h a n i c a l & B e n c h

O p e r a t i o n s

N A M E ' s C l ie n t F o r m a t sN A M E ' s N e t w o r k O p e r a t i o n s

P e r s o n n e l

N A M E ' s P E R T N e t w o rk

D i a g r a m

I n d i v i d u a l , G r o u p , I n te r - G r o u p ,

S o c i a l S y s t e m s , &

L a r g e r S o c i a l S y s t e m s

N A M E ' s S t r u c tu r a l & T o o l in g

T h e o r y o r P r o f il i n g

F u n d a m e n t a l :

B a s i c o r P h y s i c a l ,

C h a r a c t e r i s t i c s - W h a t ,

H o w , W h e r e , o r W h o

( G R O U P F O R M A T )

V a l u e s : M o t i v a t in g

B e l i e f s , G l o b a l D e s i r e s ,

E t h i c s , M o r a l M a t te r s

( N O R M S / S T A N D A R D S )

M e a s u r e s : O b j e c t iv e s

( C r i t e r ia , M e r i t a n d

W o r t h F a c t o r s ) , G o a l s

( H o w M u c h , W h e n ,

R a t e s , P e r f o rm a n c e

S p e c i f ic a t i o n s )

( G O A L S / O B J E C T I V E S )

C o n t ro l : H o w t o E v a l u a t e

a n d M o d i f y E l e m e n t o r

S y s t e m a s i t O p e r a te s

( P O W E R / A U T H O R I T Y )

I n te r f a c e : R e l a t io n o f a l l

D i m e n s i o n s t o o th e r

S y s t e m s o r E l e m e n t s

( M O R A L E / C O H E S I O N )

F u t u r e : P l a n n e d

C h a n g e s a n d R e s e a r c h

N e e d s f o r a l l D i m e n s i o n s

P u r p o s e : m i s s io n , a i m ,

n e e d , p r i m a r y c o n c e r n ,

f o c u s

I n p u t s : p e o p l e , t h i n g s ,

i n f o r m a t i o n t o s t a r t t h e

s e q u e n c e

O u t p u t s : d e s i r e d

( a c h i e v e s p u r p o s e ) a n d

u n d e s i r e d o u tc o m e s

f ro m s e q u e n c e

S e q u e n c e : s t e p s fo r

p r o c e s s i n g i n p u t s , f lo w ,

l a y o u t , u n i t o p e r a t i o n s

E n v i r o n m e n t : p h y s i c a l &

a t t it u d i n a l , o r g a n i z a t io n ,

s e t t i n g , e t c .

H u m a n a g e n t s : s k il ls ,

p e r s o n n e l , r e w a r d s ,

r e s p o n s i b i l i ti e s , e t c .

P h y s i c a l c a t a l y s ts :

e q u i p m e n t , f a c i li ti e s , e t c .

D I M E N S I O N S

N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S

N A M E ' s S O L U T I O N F R A M E W O R K


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The Consul Cube for Establishing Genetic-Based

Concepts within a Consultative P&D Effort

A 2(C)

A 3(D)

A 4(E)

A 1(A)

TheoryPrinciples

Larger SSA - 4 - 5

Larger SSB - 4 - 5

Larger SSC - 4 - 5

Larger SSD - 4 - 5

Larger SSA - 1 - 5

Social SysA - 1 - 4

Inter-GroupA - 1 - 3

GroupA - 1 - 2

IndividualA - 1 - 1


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E 1

(T)

E 2

(V)

E 3

(W)

E 4

(Y)

Morale/Cohesion

Norms/Standards

Goals/Objectives

Power/Authority


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The Consul Cube Genomic Configurations for Establishing

Genetic-Based Concepts within a Consultative P&D Effort

1. A-1 Â^2. A-1-1 ÂAA^3. A-1-2 AAF^4. A-1-3 AAK^5. A-1-4 AAP^

6. A-1-5 AAT^7. A-2 ^C^8. A-2-1 ACC^9. A-2-2 ACG^10. A-2-3 ACL^11. A-2-4 ACQ^12. A-2-5 ACV^13. A-3 ^D^14. A-3-1 ADD^

15. A-3-2 ADH^16. A-3-3 ADM^17. A-3-4 ADR^18. A-3-5 ADW^19. A-4 Ê^20. A-4-1 AEE^21. A-4-2 AEI^22. A-4-3 AEN^

23. A-4-4 AES^24. A-4-5 AEY^

25.B-1 ^F^

31. B-2 ^G^32. B-2-1 BGC^33. B-2-2 BGG^34. B-2-3 BGL^35. B-2-4 BGQ^36. B-2-5 BGV^37. B-3 ^H^38. B-3-1 BHD^39. B-3-2 BHH^40. B-3-3 BHM^41. B-3-4 BHR^42. B-3-5 BHW^43. B-4 Î^44. B-4-1 BIE^

45. B-4-2 BII^46. B-4-3 BIN47. B-4-4 BIS^48. B-4-5 BIY^

49.C-1 ^K^50. C-1-1 CKA^51. C-1-2 CKF^

52. C-1-3 CKK^53. C-1-4 CKP^54. C-1-5 CKT^55. C-2 ^L^

61. C-3 ^M^62. C-3-1 CMD^63. C-3-2 CMH^64. C-3-3 CMM^65. C-3-4 CMR^66. C-3-5 CMW^67. C-4 ^N^68. C-4-1 CNE^69. C-4-2 CNI^70. C-4-3 CNN^71. C-4-4 CNS^72. C-4-5 CNY^

73.D-1 ^P^74. D-1-1 DPA^75. D-1-2 DPF^76. D-1-3 DPK^77. D-1-4 DPP^78. D-1-5 DPT^79. D-2 ^Q^80. D-2-1 DQC^81. D-2-2 DQG^

82. D-2-3 DQL^83. D-2-4 DQQ^84. D-2-5 DQV^85. D-3 ^R^

91. D-4 ^S^92. D-4-1 DSE^93. D-4-2 DSI^94. D-4-3 DSN^95. D-4-4 DSS^96. D-4-5 DSY^

97.E-1 ^T^98. E-1-1 ETA^99. E-1-2 ETF^100. E-1-3 ETK^101. E-1-4 ETP^102. E-1-5 ETT^103. E-2 ^V^104. E-2-1 EVC^105. E-2-2 EVG^106. E-2-3 EVL^107. E-2-4 EVQ^108. E-2-5 EVV^109. E-3 ^W^110. E-3-1 EWD^111. E-3-2 EWH^

112. E-3-3 EWM^113. E-3-4 EWR^114. E-3-5 EWW^115. E-4 ^Y^
http://opt/scribd/conversion/tmp/scratch6606/Atomic%20Elements/THE%20ATOMIC%20ELEMENTS.htmhttp://opt/scribd/conversion/tmp/scratch6606/Atomic%20Elements/THE%20ATOMIC%20ELEMENTS.htm


32/90

The Systems Matrix

F u n d a m e n t a l :

Basi c or Physi cal ,

Char act er i st i cs- What ,

H o w , W h e r e , o r W h o

(GROUP FORMAT)

Values: Mot i vat i ng

Bel i ef s, G lobal Desi r es,Et hi cs, Mor al Mat t er s

(NORMS/STANDARDS)

Measur es: Object i ves( Cr i t er i a, Mer i t and

Wor t h Fact or s) , Goal s

( H o w M u c h , W h e n ,

R a t e s , P e r f o rm a n c e

Speci f i cat i ons)(GOALS/OBJECTIVES)

Cont r o l : How t o Evaluat e

and Modi f y E l ement or S y s t e m a s i t O p e r a t es

(POWER/AUTHORITY)

I n t er face: Relat i on o f a l l

D imensions t o ot her Syst ems or E l ement s

(MORALE/COHESION)

Fut ur e: P l anned

C h a n g e s a n d R e s e a r c h

N e e d s f o r a l l D i m e n s i o n s

Pur pose: m i ssi on, a im,

n e e d , p r i m a r y c o n c e r n ,f ocus

I nput s: people, t h i ngs,

i nf or mat i on t o st ar t t hes e q u e n c e

Out put s: desi r ed

( achieves pur pose) and

u n d e s i r ed o u t c o m e sf r om sequence

Sequence: st eps f or

pr ocessi ng input s, f l ow,

l ayout , uni t oper at i ons

Envi r onment : physi cal &

at t i tudi nal , or gan i zat i on,set t i ng, et c.

Human agent s: ski l l s ,

p e r s o n n e l , r e w a rd s ,

r esponsib i l i t i es, et c.

Physi cal cat a l yst s:

equipmen t , f aci l i t ies, et c.

I nf or mat i on a i ds: b ooks,

i nst r uct i ons, et c.

The System Elements

1. Purpose The mission, aim, need, primary concern, or function of or results sought

from a system. The purpose is the contribution made to or necessary for a larger systemin the hierarchy(ies). A purpose is what the system is to accomplish, with no emphasis onhow it is to be accomplished.


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Every system requires at least two of the three types of input. A manufacturing system,for example, will require information about alloy, tensile and yield strengths, gauge, and

width to accompany the physical input of a coil of steel. A patient entering the system ofa hospital represents human (previous medical history and symptoms), and physical(personal belongings) information inputs. A system, which is a board of directorsmeeting, needs inputs of information and humans.

3. Outputs Desired (and undesired) physical items, information, humans and/or services(response, event, policy, reaction, safety level, correction, etc.) which result fromworking on or converting inputs. Desired outputs achieve the selected and bigger

purposes by adding net value to the inputs. Undesired outputs include such things asdislocations, pollutants, scrap, and trash, for which provisions must be included in thesystem specifications. Outputs also include substantive properties, performance, andphysical or chemical characteristics of the output when actually being used. For example,the dynamic characteristics (cornering, power pickup, shock absorption ability, oracceleration) of an automobile output are a part of output itself.

4. Sequence The conversion, work, process, transformation, or order and cycle of steps

or events by which the inputs become the outputs. The basic steps are the essential "unitoperations" or identifiable changes in the state of the inputs which lead to theirtransformation into outputs. Additional steps include causal bonds, movement, storage,meeting, decision, and control, which enable the unit operations to take place. Parallelchannels for processing different inputs are often included, along with various connectivepoints to interrelate the channels.

5. Environment The physical and sociological (psychological, legal, political,

economic) factors or ambiance (as the French call it) within which the other elements areto operate. These are always changing. Many are usually outside the influence of thesystem itself, yet others can be modified or specified for the system. Physical or


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aid in the sequence include the whole range of human capabilities: talking, writing,expending energy in manipulating controls and/or changing input items, reasoning,

performing dexterous tasks, decision making, evaluating, learning, creativity, and actingas a diligent monitoring and sensing device. Human beings are either inputs and outputs(patients in a hospital), or human agents (nurses). Overlap exists in most cases, forexample, as patients can be human agents aiding other patients, and nurses can be inputsinto the cafeteria system.

7. Physical Catalysts Physical resources that are aids in the steps of the sequencewithout becoming part of the outputs. Typical items are chalkboards, machines, vehicles,

chairs, computers, filing cabinets, energy, buildings, tools, jigs, automatic devices, paper,lubricating oil, projector, desks, self-measuring sensors, and pallets. A chicken on an eggfarm is a physical catalyst. Each of these illustrative items could be a physical catalyst inone system, or input or output in another system. A computer, for example, may be aphysical catalyst in an accounts payable system, an input in a maintenance system, and anoutput in a production system.

8. Information Aids Knowledge and data resources that help in the steps of the

sequence, without becoming part of the outputs. Computer programming instructions,equipment operating manuals, maintenance instructions, standard operating proceduresfor human agents, and policy manuals are typical information aids. These may also beinputs and outputs in other systems. On occasion, an expert consultant, media advisor, orcorporate legal advisor could embody the role of this element.

Summary

Systems can vary in size. Thus, bigger levels in the hierarchy of systems incorporatesmaller systems, which are subsystems or components.


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names of elements are unimportant and can vary, whereas the ideas represented by eachare critical.

System Dimensions

1. Fundamental This dimension must exist or no others can be specified. It is theidentity or context of a system. Also referred to as the existence, real-life, ormanifestation dimension, it concerns tangible, overt, observable, physical, and/or basicstructure characteristics. It includes the basic "what-who-how-where" specifications,

along with associated quality levels. It states specifically the intensity, degree to whichthe specific condition is distinguishable from others, and/or the operation of eachelement.

Determining the specific fundamental attributes is what the P&D approach seeks toaccomplish, so that the conditions thus identified can be implemented. Many termsdescribe the specific numbers, descriptions, drawings, and so on, including specifications,parameter variables, estimates, relationships, properties, characteristics, andidentifications.

2. Values This is the situation-specific form of the values part of this appendix. It alsoembodies and enlarges on the "satisfy" part of Axiom 8 by stating both the solutionvalues and the human values (disposition to behave in certain ways).

Motivating beliefs, human expectations, global desires, ethics, equity, and moralconcerns can be ascribed in some form to each element. The most global values arelikely candidates for the purpose element. Other descriptions concern how people andorganizations "feel" about desirable results in specifying each element: preferences, basic

(unyielding?) or important assumptions (e.g., democratic society), concern with societallife and civil liberties, disposition to a behavior, pleasures, productivity, justice, concernwith individual life, relevance, sensitivities, preferred modes of conduct, involvement of


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they become part of the problem they had the obligation to meet... The function of [value]standards is not to serve as the basis for mindless repressive measures but to give

emphasis to the realities of human experience.

3. Measures Measures change the values dimensions into particular objectives andoperational goals. They embody the "achieve" part of Axiom 8, and concern how muchand when, including what is needed to overcome entropy. Measures in general concerneffectiveness, time, performance, cost and other factors of importance concerning thefundamental specifications. They are indicators of the success of the eventual solution.They include any associated confidence limits.

The word objectives identifies the specific categories, units, verifiable indicators,scales, factors of merit, criteria or parameters that are considered the important measures.Forecasts, financial matters and quantitative factors are almost always included. Theyshould conform to what people consider useful for attaining the values and fundamentaldimensions, but should also be clear, capable of being measured, reproducible,unequivocal in interpretation, and as accurate as needed. Some typical measures are costper month, time per service or output per hour, reject rate, reliability life, expense ratio,and profit per year.

Goals assign specific amounts and time and/or cost factors to each objective. Assumethat one value is "Improve safety record in the department." An objective might be"decrease accidents," and a goal "reduce monthly accident rate by 30% within a year."Here is another illustration: the value is to improve manpower services; one objective ofseveral is to increase placements of disadvantaged people; one goal of several would beto increase by 25% per year the number of disadvantaged placements. No number ofobjectives or goals will ever capture exactly what is meant by the specific values. Inaddition, some goals will be set by external groups, such as the standards or threshold

levels defined by the Bureau of Standards, Underwriters Laboratory, EnvironmentalProtection Agency, Consumer Product Safety Commission, and American NationalStandards Institute.


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outside controls. Cost control, waste control, internal audits, and productivityimprovement programs illustrate major efforts that may be designed into a solution or

activated after implementation. On the other hand, all three parts of the control dimensionmay be an integral part of the fundamental and measures dimensions of a particularelement. For example, a part produced by a machine may be inspected by the operator, orinspection may be done automatically. The effectiveness of corrective action is judged bymeasuring the extent to which actual performance recovers to the desired specificationlevel. Correction is measured by stability, as when the significant differential disappearsas elapsed time increases; accuracy, or closeness of recovery to desired specification; lagtime, or speed of response to the action; and performance oscillations as the control-

reaction-control-reaction cycles take place.

5. Interface The interface constitutes the relationships of the fundamental, values,measures, and control specifications to other elements and to other systems. Someillustrations of interfaces are inspection of materials received from a vendor, the impactof a changed grading system on parents, shared services with other hospitals, andgovernment reporting regulations related to personnel actions. Illustrations of intrasysteminterfaces are process control interactions with human agents, physical catalysts, and

information aids. Some of these cause difficulties with element specifications and viceversa.

Interface dimension specifications help in the avoidance of difficulties in getting asystem to operate well by anticipating and assessing consequences of negative and hostileinteractions. What additional or how much less work will result for other system? Whatcosts will the other system incur? Can the other system be modified to let this system beimplemented, or even to have the other system take advantage of the ideas? Perhaps asubstitute or add-on "technological shortcut" might be located by such searching for

interfaces. What possible disturbances and forces from other systems (lobbying, specialinterest groups, oil embargo, supreme court decision) will impact on this system (delayservice, increase cost)? Can a model (differential equation) express the interrelationships


38/90

the same ideas as the elements and dimensions. One version in policy making, forexample, uses these elements: purpose-relevant reference system, inputs, outputs,

structure and process, and operating, information, and human communicationrequirements. These are detailed by the following dimensions: physical, values,measures criteria, analysis procedures, elemental interfaces, model interfaces, systemsinterfaces, and anticipated changes.

Another version of the system matrix is shown in next graph on the following page toportray the time component aspects of the future dimension. The lines denoting the cellsin the first and second charts are not firm divisions, for there are both overlapping andinterrelationships among the cells. Each cell, rather, connotes the major thrust of the

element/dimension intersections.The representational matrix provides an orderly way of denoting all possible types of

information to consider in specifying a system. Not all elements or dimensions need to bespecified in a particular system. Nor is it necessary to have the same amount ofinformation in each cell. The amount can range from an empty set to some large, almostinfinite number of models or sets of data. Similar or identical accuracy is not required forthe information in each cell. The system matrix is very seldom, if ever, used in exactlythis form as a basis for recording information needed in designing a system.

The questions raised by probing what specifications should be developed for each cell arealmost all-inclusive. They number far more than the usually suggested who, what, why, where,when, and how. They are also much more specific than the usual questions because more thanthe 48 questions the matrix appears to suggest a available. In addition to the 16 fundamentaland values dimension questions, there are at least 16 measures dimension questions about thefundamental and values specifications, 24 control dimension questions, 32 interface, and 40future, or a total of at least 128 system view of each system matrix cell.

Listing of Techniques by Cells of P&D System


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(4) Purpose, control. Annual report of P&D system activities and achievements,board of director review, budget control sheets, control charts, data transformation,

external peer evaluation, influence diagram, management style questionnaire,participative review and control, Planning, Programming, and Budgeting System, trendanalysis, value analysis, worst/best case analysis, zero-base budgeting.

(5) Purpose, interface. A fortiori analysis, arbitration and mediation planning,cause/effect assessment, correlation analysis, cross-impact matrix, digraphs, ends-meanschain, graph theory, hierarchical structure, influence diagram, intent structures,interaction analysis, interpretive structural modeling, intersectoral analysis, negotiation,objectives tree, ombudsman, opportunity identification, policy graphs, purpose network

analysis, relationship chart, sensitivity analysis.(6) Purpose, future. Each of those in cells 1-5. Conditional demand analysis,

extended scenarios, futures research, objectives tree, profits progress (learning function,sociological projection techniques.

(7) Inputs, fundamental. Budgets, conditional demand analysis, contingencyforecasting, demographic forecasts monthly operating statements and balance sheets,nominal group technique, partitioning techniques, questionnaire, regression analysis,technological forecasting, telephone polling, time series analysis.

(8) Inputs, values. Brainstorming, dialectical process, group process technique,interviews, questionnaires, sociological projection technique, utility assessment, andutility theory.

(9) Inputs, measures. Budget, checklists, cost-benefit analysis, cost-effectivenessanalysis, data transformation, information acquisition preference inventory, judgmentanalysis technique, judgment policy analysis, measurement model, planning and controltechnique, preference ordering, psychological scaling, sampling theory, sensitivityanalysis, simulation, statistical model, subjective probability assessment, subjective

scaling, voting techniques.(10) Inputs, control. Attitude surveys, board of directors review, budget, checklists,

citizen honoraria, control charts for human involvement measures and for information


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quantity measures of effectiveness, regression forecasting, simulation, social indicators,technology assessments and forecasts, time series analysis.

(13) Outputs, fundamental. All available ones are possible as output representations,but a sample of them includes computer graphics, drawings, drop-in centers, fishbowlplanning, hotline, input-output analysis, intent structures, interpretive structural models,media-based issue balloting, meetings, open door policy, oval diagrams, photographs,policy graphs, pro forma balance and operating statements, public hearing, publicinformation program, scenario, system matrix, system or semilattice pyramid, workshops.

(14) Outputs, values. Brainstorming, dialectical process, intent structures,questionnaires, sociological projection technique, utility assessment.

(15) Outputs, measures. Benefit-cost analysis, break-even analysis, budget,correlation analysis, data transformation, a fortiori analysis, measurement model, PPBS,product or service life cycle analysis, profit/volume analysis, progress functions,psychological scalings, reliability theory, sensitivity analysis, simulation, subjectiveprobability assessment, variance analysis.

(16) Outputs, control. Budget, cause-effect analysis, central location testing,checklists, control charts, control model, correlation analysis, counter planning, datatransformation, decision matrix, employee panels, financial investment appraisal,

influence diagram, return on investment, simulation, tables reporting variance to norms,use testing, worst case analysis, zero-base budgeting.

(17) Outputs, interface. With inputs: computer graphics, correlation analysis, drop-incenters, fishbowl planning, input-output analysis, media-based issue balloting, meetings,open-door policy, public hearing, and workshops. With other elements: arbitration andmediation planning, cause-effect analysis, charrette, cross-impact analysis, diagraphs,environmental impact statements, fault tree analysis, impact analysis, influence diagram,interaction analysis, intersectoral analysis, negotiation, new business project screening

summary, ombudsman, policy graphs, PPBS, profit/volume analysis, system orsemilattice pyramid, and technology assessment.

(18) Outputs, future. Each of those in cells 13-17, plus additional techniques in cell


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4. Same as 3plus contingency analysis, cost-benefit analysis, decision tables,forecasting, multiple attribute utility assessment, parameter analysis, program

planning method, simulation.5. Same as 1, 2, 3, and 4plus control charts, questionnaires (cells 21, 22, 23).

(20) Sequence, values. Brainstorming, dialectical process, group process technique,questionnaires, and utility theory.

(21) Sequence, measures. Activity balance line evaluation, break-even analysis,budget, correlation analysis, data transformation, decision tree, Gantt chart, life cyclephasing, line of balance, management operations systems technique, measurement model,

milestone chart, network analysis, operations chart, PERT or critical path method(manual or computerized), PERT/COST, precedence diagram method, process chart,RAMPS, statistical model, subjective probability assessment, timeline budget for phases,variance analysis.

(22) Sequence, control. Activity balance line evaluation, activity matrix, budgetvariance analysis, client/user/citizen/ P&D peer review panels, contingency/worst caseanalysis, control charts, correlation analysis, data transformation, decision tables, DELTAchart, Gantt chart, influence diagram, line of balance, management operations systems

technique, milestone chart, network analysis, operation chart, PERT/COST, PPBS,precedence diagram methods, process chart, RAMPS, scheduling model, simulation,statistical model, task force, zero-base budgeting.

(23) Sequence, interface. Arbitration and mediation, cause/ effect assessment, changeprinciples, contingency tables, correlation analysis, cross-impact analysis, decision tables,digraphs, force field analysis, improvement program, influence diagram, interactionmatrix analysis, interface event control, intersectoral analysis, multiple criteria utilityassessment, negotiation, ombudsman, policy graphs, scenarios, subjective probability

assessment, surveys.(24) Sequence, future. Each of those in cells 19-23. Some newer techniques are

emerging: computerized Delphi, contingency forecasts, a fortiori analysis, parameter


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(28) Environment, control. Budget, climate analysis trends, control charts, controlmodel, correlation analysis, critical incidence review, data transformation, influence

diagram, P&D peer review, PPBS, statistical model, utility assessment, zero-basebudgeting.(29) Environment, interface. Arbitration and mediation planning, cause/effect

assessment, correlation analysis, demographic analysis, digraphs, environmental impactstatement, factor analysis, fault-tree analysis, force field analysis, graph theory, humandevelopment continua, impact analysis, influence diagram, ISM, interaction analysis,intersectoral analysis, interviews, negotiation, ombudsman, organization mirror,organizational sensing, policy graphs, regression analysis, role analysis, surveys,

technology and managerial control analysis, tree diagrams, trend analysis.(30) Environment, future. Each of those in cells 25-29. Adaptive forecasting,

contextual mapping, demographic forecasting, forecasting, Markov chains, probabilisticsystem dynamics, regression forecasting, sales force composite, smoothing, sociologicalprojection technique, substitution analysis, technological forecasting, time series analysis.

(31) Human agents, fundamental. Attitude tests, contingency analysis, creativitytechniques (analogy, morphological box, bisociation, brainstorming, brain writing, etc.),interviews, nominal group technique, ombudsman, oval diagrams, personality tests,

personality type analysis, role analysis, semilattice pyramid, scenarios, subjectiveprobability assessment, task analysis, task force, wage scale.

(32) Human agents, values. Brainstorming, dialectical process, group processtechnique, questionnaires, utility theory.

(33) Human agents, measures. Activity sampling, aptitude test, budget, correlationanalysis, critical incident technique, data transformation, external examiner to assessperformance, financial plans, Gantt chart, historical time/cost data in P&D, informationcontent analysis, job evaluation, measurement model, performance measures tally, PPBS,

progress functions and learning curves, quality of working life autonomy, salary versusjob education curves, statistical estimation, statistical model, subjective probabilityassessment, user satisfaction surveys, variance analysis, wage scale, wage surveys, work


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standard data charts and tables, statistical model, utilization indices, value analysis, zero-base budgeting.

(47) Information aids, interface. Cause-effect matrix, computer graphics,contingency analysis, correlation analysis, cross-impact matrix, digraphs, a fortiorianalysis, influence diagram, interaction analysis, interaction matrix diagrams,intersectoral analysis, ISM, negotiation, ombudsman, parameter analysis, programming-computer interaction analysis, sensitivity analysis, survey questionnaires and interviews,telecommunications.

(48) Information aids, future. Each of those in cells 42-47. Computer programmingresearch, computerized Delphi, cost-benefit analysis, forecasting, gaming, and subjective

probability.

Techniques and Models in P&D

The marvelous ability of humans to develop symbols, signs, and abstractions has led toa huge number of models, techniques, and tools. Most were proposed for the analysis andresearch methods of conventional P&D approaches. Yet most of them can be converted

into valuable aids for all five factors of the total P&D approach. All of factors in the P&Dscenario need the abstracting and estimating assistance models and techniques.

This section provides a broad introduction to such techniques models, and tools bymeans of:

* A listing of some of the available techniques by purposes or functions to be achievedin P&D

* A listing of techniques by cell of the P&D system matrix

* Some selected references containing descriptions of many of the techniques


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Planning councilPlanning, programming, and budgeting system (PPBS)

Queuing theoryUtility assessmentValue analysisVoting techniqueZero-base budgeting (ZBB)

Also see Appraise/assess alternative options/plans/policies/programs/contingencies/functions

Analyze InvestmentsBreak-even analysisMathematical modelOperations researchOptimizationPerforma cash flow analysisRisk analysis

Also see Appraise/assess investments

Analyze Job Methods and MotionsControl chartsCritical incident techniqueJob evaluationMaintenance chartOperations chart

Process chartProductivity circlesRelationship (Rel) chart


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Analyze ProjectsABC analysis (Pareto model)

Critical path methodFeasibility studiesGantt chartMap of activity and thought chains (MATCH)Management operations systems technique (MOST)Mathematical modelMilestone chartNew business project screening summary

Network analysisPrecedence diagram methodProgram evaluation and review technique (PERT)Purpose network analysisResource allocation and multi-project scheduling (RAMPS)Risk analysis

Also see Appraise/assess projects

Analyze Project Impacts on SocietyCost-effectiveness analysisCross-impact analysisDelphiEnvironmental impact statementsMultiattribute utility (MAU) modelsNominal group techniquePlanning balance sheet analysis

Social cost-benefit analysisUtility assessmentVoting technique


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Sensitivity analysis

Appraise/Assess ProjectsCash flow analysisCritical path methodDemand analysisImpact analysisInput/output analysisMap of activity and thought chains (MATCH)Multiattribute utility (MAU) models

Network analysisNew product early warning systemsObservation modelPair comparisonPrecedence diagram methodProgram evaluation and review techniquePurpose network analysisRAMPS

Resource constrained scheduling heuristicsRisk analysis

Appraise/Assess SystemsA fortiori analysisCost-benefit analysisCross-impact analysisDecision worksheet

Environmental impact statementGamingPair comparison


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DigraphsFunction analysis diagramFeasibility studiesFlow chartGroup process techniqueInterviewsMeetingsNegotiationNominal group techniqueProject teams

Purpose expansionQuestionnaireTask forceWorkshops

Categorize/Classify AlternativesAbstract dimensioningClassification

Control chartsData dictionaryFuzzy setsHierarchical clusteringIndex analysisMultiattribute utility (MAU) modelsPair comparisonPartitioning

Person-card sorting techniqueTask timelineUtility assessment


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Work measurementAlso see Analyze job methods and motions

Collect data and/or informationIdentify new product opportunities

Collect Data and/or Information Activity samplingAttitude surveysCase historiesCentral location testing CharretteChecklist

Citizen referendumClimate analysisComputer graphicsCounter planningCritical incident technique Data base systemDelphiEnds-means chainEnvironmental impact statements Interviews

Job interviewsLearning curvesManagerial grid analysisMedia-based issue ballotingMeetingsNumbering/identification schemesNominal group techniqueObservation model

Opportunity identificationQuestionnaireStandard data, charts, tables, and equations


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Dynamic modelFactor analysisFault-tree analysisFlow chartInteraction analysisInterpretive structural modelingMathematical modelModelingNetwork analysisOval diagrams

Pareto analysisPhysical modelPlanning modelProfit/volume (P/V) analysisPurpose network analysisStatistical modelSystem matrixTree diagram

Detail Proposed SolutionSee Analyze job methods and motions

Analyze systemsCollect data and/or informationDescribe/establish/measure relationshipsDetermining human ability and skill requirements for tasksInvolve people

Predict future conditionsProvide graphic representations


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Critical path methodInterpretive structural modelingNetwork analysisPrecedence diagram methodProgram evaluation and review techniqueSystem matrix

Develop (Enhance) CreativityBisociationBrainstorming

DelphiNominal group techniqueMorphological analysisPerson-card sorting techniqueSynectics

Also see Generate alternative/ideas

Establish Priorities

See Categorize/classify alternativesOrganize alternatives Rank alternativesRate conditionsWeight criteria or factors

Establish Project Schedules and Basis for Measuring Progress and PerformanceActivity line balance evaluation (ABLE)Gantt chart

Learning curves and progress functionsLine of balance (LOB)Management operations systems technique (MOST)


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Analyze job methods and motionsAnalyze policy setting and decision making variablesAnalyze product qualityAnalyze project impacts on societyAnalyze projectsAppraise/assess alternative options/plans/policies/programs/contingencies/functionsAppraise/assess investmentsAppraise/assess projectsAppraise/assess systems

Evaluate Interpersonal Relationships, Performance, and Effectiveness of an OrganizationAuditingForce field analysisIndex analysisorganization mirrorOrganizational sensingRole analysis

Training

Generate a list of Possible Purpose/Function StatementsBrainstormingBrain writingFunction analysis diagramNominal group techniquePurpose expansion

Also see Generate alternatives/ideas

Generate Alternatives/Ideas


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MeetingsMorphological analysisNominal group techniqueProductivity circlesPurpose expansionQuestionnaireRandom selected participation groupsSynecticsTeam buildingTelephone polling

Use testing workshops

Identify Management StylesAttitude surveyAuditing techniqueInterviewsManagerial grid analysisQuestionnaire

Identify (Product) OpportunitiesAbstract dimensioningCentral location testingEmployee panelsFocus group testingNew-product early warning systemOpportunity identification

Product/service life cycle analysisSubstitution analysisUse testing


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Identify (product) opportunities

Identify RegularitiesClassificationPerson-card sorting techniquePriority settingSystem matrix

Also see Weight criteria or factors

Inform and Involve Citizens Citizen honoraria

Drop-in centersFishbowl planningGroup process techniqueJudgment policy analysisMedia-based issue ballotingMeetingsNegotiationOmb