THE A-SQUARE

TECHNOLOGY (ANMESCL2 RDWEF)

GROUP & NASCENT ALPHA NUMEROUS

MAXIMUS
EGREGIOUS SUMMA
CUM LAUDE

APPLIED METHODS
AND ENDEAVOR’S
R&D CONTRACT
APPENDIX - D (ANMESCL2 EL NEGRO)

ALPHA NUMEROUS
& PROCESS MAXIMA
EGREGIA SUMMA
CUM LAUDE

STRUCTURE
The Contracting Standards, Products and Specifications of Nascent Applied Methods
& Endeavors, references a California-based company and network providing
Electronic Commerce Applications (ECA), Enterprise Work Architectures (Business
Models), Autonomous Knowledge Worker Systems (KWS) to combat global
terrorism, and Distributed Artificial Life Programming (Avatars) technologies
through a collaborative-networking strategy. NAME intends to capitalize on the (ANMESCL2 QUO VADIS)
opportunities in this area by being the first Company to introduce a collaborative
internet-based operating system using high-concept theories such as genetic
algorithms, biological suffix trees, and a host of other information-retrieval or ALPHA NUMEROUS
monetary strategies in relation to artificial life (avatar) or virtual economic scenario MAXIMUS
programming involving global joint research & development through the use of the EGREGION SUMMA
molecular sciences. CUM LAUDE

BY WILLIAM EARL FIELDS (GCNO)

 (ANMESCL2 QUO VADIS)

ALPHA NUMEROUS MAXIMUS

EGREGION SUMMA CUM LAUDE

LEVEL - 10 SECURITY CLEARANCE ONLY

Appendix - D
Nascent Applied Methods & Endeavors
Database Planning Structure, Design and Development System

CONFIDENTIAL
DOCUMENT
THE AUTONOMOUS MANAGEMENT SYSTEM
&
ENTERPRISE WORK ARCHITECTURE
(NAME’s Managerial Applied Numerics (M.A.N.) Program)

2
 The M.A.N. (Managerial Applied Numerics)
Processing Application Part - I

This is a scientific brief of the complex approaches contained in the systematic objectives of designing a
specialized operational strategy within the arena of Employment Related Software Development.
Those processes related to programming an information system to think and operate as a human being in
a virtual reality setting or in real-time scenarios are difficult to say the least. But with the application of
NAME’s cutting edge technologies & automated business processes, this goal is now obtainable in the
areas concerned with autonomous social engineering and grammatical policy or knowledge-base
structuring. Initially, this overall process involves segregating and formatting written or spoken
languages into databases that would consists of the development of a function or purposeful hierarchy.
Thereby, upon which the application of the following managerial classes would be applied:
Morale/Cohesion, Power/Authority, Norms/Standards and Goals/Objectives (i.e., the Consul Cube).
Once the foundation of this process has been cemented within the procedures of the programming
strategies & tactics in question. The structural taxonomy of grammatical morphologies such as words,
phrases, paragraphs, etc., will be used to focus an individual, group or business entity toward specific
areas of thinking and procedural or thought interactions. Overall, by further appointing these principle
parts of speech into the following fields of consultative interventions; Acceptant, Prescriptive,
Catalytic, Confrontational and Theoretical (i.e., the Consul Cube). The concept of preemptive
problem-solving autonomous business processes no longer exist in the theoretical realm, but now has
real-time applications.

Secondly, subject to the structural elements of the System Matrix that is involved in the resolution of
configured problems. The procedures and the words used in problem formatting are to be conformed and
limited to their definitive effects within those areas that are subjective to problem formulation, analyses
and resolution. Furthermore, with the additional use of a number of reference materials, such as
thesauruses, encyclopedias, concordances, bibles, etc., NAME’s programming strategies shall obtain a
number of abstractive applications. For example, by using a thesaurus the program shall acquire a tool
for finding and actualizing a problem’s associated word patterns that are the bases for developing
alternative and opposing approaches to similar sets of circumstances.

Over and above the declarations of the aforementioned text. Employment Related Software
Development also employs the use of the Dictionary of Occupational Titles, that has listed within its
contents over twenty-thousand job definitions inside of their industrial categories, together with their
own individualized characteristics. When the DOT is correlated into the processes previously
mentioned, its contents shall also be used as a guide to further focus a series of procedural concepts and
strategies toward problem-solving measures. This process involves exercising the use of the transitive
verbs that are housed within these descriptions as an additional source of further grammatical
development. Moreover, through the cooperative applications of these verbs, this programming strategy
& tactic shall offer an endless array of alternative problem-solving approaches concerning almost any
type of skill related situation. Hence, being that this particular form of strategic & tactical programming
shall also use reference materials dealing with psychology, for example, as a source of artificially
inducing grammatical strategies and problems into a client's information system or network. The end-
results will be that the system will have the ability to predict the future actions of individuals, groups and
organizations that are associated to a specific type of functionality. Additionally, this process is founded
upon and performed in accordance with the predicated subjects of grammatical structures, and the

3
elements of the purposeful hierarchy that is involved in their development. Thereupon, by also using a
common dictionary as a reference tool for locating and defining principle parts of speech, and by
additionally categorizing each & every word that is contained within a dictionary into management
classes. The program or system shall form an unlimited number of speech patterns that perform the act
of describing a thought or action in an abstract or direct manner. Overall, this programming strategy is
introduced and is further defined in the resource materials titled Consultations and The Planning and
Design Approach.

Finally, the network of Nascent Applied Methods & Endeavors has as a supplementary programming
strategy & tactic. A number of charted procedural formats (search engines) whose functions are to act as
grammatical resources in order to acquire and utilize a host of pre-structured knowledge-base subsystems
for hierarchical and problem formatting. From which, they will also be used as a tool for creating a
systematic process of achieving a specialized software program that is tailored made toward a specific
area of artificial life programming (now a thinking software approach to programming). Moreover, these
charts shall illustrate additional patterns of speech, that based upon the information inputted, assist the
program in administering a written or verbal conversation with a client, as if the client himself was
actually communicating with a human being.

Likewise, special attention should be taken into consideration when using the thesaurus that these charts
are based upon, because it contains an exceptional area that integrates and focuses all of its words into
subject types and usage categories. Thereby, providing an easier way to format and channel the
information inputted & outputted into and from NAME's procedural programs.

The following is an instructive example of this formatting or structural process for all of the
aforementioned text:

THE FUNCTIONS TO BE ACCOMPLISHED WITHIN EACH FACTOR

First, install and employ the Dictionary of Occupational Title's list of job classifications, and their
individual descriptions as a source of pursuing a Planning & Design strategy.

PURSUING THE PLANNING AND DESIGN STRATEGY

Secondly, upon implementing the process mentioned above, use the transitive verbs housed within
those job descriptions as embodied subpurposes for detailing the overall procedures and descriptions of
the job duties themselves. Henceforward, the transitive verbs of those subpurposes shall also be used to
develop other internal subpurposes, by utilizing them as labels of subpurposes within subpurposes and so
on, in et. seq.

THE ANALOGIES OF PURSUING

A
PLANNING & DESIGN STRATEGY

Furthermore, through the corroborated use of the DOT, please note that the transitive verbs included
in these descriptions shall be additionally transformed into nouns by this programming strategy.
Inclusively, these verbs as nouns are representative of a human body performing the acts as described by
the transitive verb itself. In addition, to implementing such a strategy. The physiological

4
representation of these nouns, namely the Nervous Systems, Digestive Systems, Circulatory Systems,
etc., will be used conclusively in part to acquire a more detailed operational format of automating a
program that is specifically tailored toward particular types of job descriptions. Of which, initiates the
execution of the processes of integrating the functional activities of each & every major organ within the
human body as a procedural operation. Likewise, as an integral role in statistical analyses. The
integration of a number of methodical activities within the processes of Accounting, Education,
Transportation, Human and Material Resources, etc., which when implemented and applied towards
major human organs. Provides for an innumerable amount of grammatical strategies, as a way of
informing and educating a client in the performance characteristics of his job duties. Whereupon, in
conjunction with the use of the Group Ordering Logic and Logistics. The programming strategies of
this information system shall also predict or forecast the actions of systems users, or their competitors
through a collaborated format of investigative profiling, mathematics and automated grammatical
structures. Moreover, through filtering out the improbabilities by inputting what has actually occurred
against what should have occurred, the possibility of an accurate alternative solution shall be secured
with just a minimum amount of work effort.

THE USE OF ABSTRACTIONS

IN
PURSUING THE PLANNING & DESIGN STRATEGY

Fourth, the networking strategies of NAME have additionally contained within its procedural formats,
the following applications in the use of abstractions in pursuing the Planning & Design Strategy. This
process consists of using a number of written sources such as those books related to the areas known as
Religion, Psychiatry and Psychology. These strategic resource materials contain a number of subjects
within their patterns of speech development, such as Armor, Swords, Shields, etc., that when applied in
an abstract manner, could mean a host of elements within a tactical or strategic process. For example,
the word "Armor" when used and applied toward the field of construction, could possibly be interpreted
as a device used in the processes of protecting a property site from the harmful effects of burglaries, fires,
floods and earthquakes. In addition to implementing this particular mold of verbal processing, this type
of grammatical formalizing also consists of the description of how these grammatical items are being
used and applied. And when taking this into account, the adverbs as well as the adjectives of the same
materials could also be used in developing a grammatical strategy for an individual or organization's
problem solving measures.

THE SOLUTION FRAMEWORK

OF THE
PLANNING & DESIGN STRATEGY

Fifth, when the descriptions of a particular job duty are being formatted. Make sure to use the transitive
verbs that have been transformed into nouns as subjects of & within the contents of a procedure. Plus,
incorporate the Solution Framework as a form of developing whole grammatical structures, according
to the rules related to the development and implementation of principalic compositions. Additionally,
while applying a mathematical format to this program, use the grammatical representations of the
numbers & functions in actual operation. Then, apply true mathematical numbers to the structure of
the formulas or functions in order to manipulate the formulas within themselves. Whereupon which, an
automated resolution to the problems related to the areas of chemistry, biology, and strategical analyses

5
in systems development can be achieved within the grammatical rules governing the use of abstractions,
metaphors and value systems (principalities).

THE TECHNIQUES IN PURSUING

A
PLANNING & DESIGN STRATEGY

Six, while in pursuit of a Planning and Design Strategy, apply the dispensation techniques listed as
Exhibit - E of this synopsis as a way of methodically detailing the grammatical structures of the goals
and objectives of a particular job description. Upon which, the numerical representations of the same
job description shall aid those processes listed in this area in the development of a format, to which the
data contained within a report or manual of procedures can be effectively manipulated. Also, the System
Matrix previously mentioned, contains a number of titles, labels and procedures that shall be used as
topic sentences in the areas of categorizing the information that pertains to the strategic development of a
client's job duty. Additionally, to further aid in the grammatical development of a particular type of job
description. The foundation for the expansion of procedural alternatives that concerns this area must be
based upon a number of written resources, such as Religion, Anatomy, Psychiatry, Medicine, Philosophy,
Biology, Medical Diagnosis, Medical Treatment and Psychology. The hypothesis behind this modus
operandi, is to have these treatises incorporated as a philosophical representation of applying a series of
strategic alternatives, as they relate to problem solving measures of effectiveness.

THE ALPHANUMERIC REPRESENTATIONS OF PURSUING

A
PLANNING & DESIGN STRATEGY

Seven, it must be acknowledged that once the databases which consists of the DOT have been
established. The transitive verbs that are contained within it shall not only be used to represent the
functional activities of the human body. But may also become representative of a series of performance
measurement totals (values & scores), that would symbolize the alphanumeric importance of that
transitive verb or noun. Through this process, the software program shall automatically search and then
apply a new or better solution to a problem, as it relates to the mission of the client within his/hers
industrial categories. In order for this process to have a chance at being successful, it must be
implemented under the same but not exact conditions as its predecessors.

THE ALPHANUMERIC CHARTS OF PURSUING

A
PLANNING & DESIGN STRATEGY

Permit me now to continue with the affirmations regarding the development of a software program
of this nature. This immediate process concerns the applications of the concepts and formulas called the
Group Ordering Logic or MRP. In conjunction with Sections 3, 5 and 7 of this programming strategy,
this logic format shall use the following charts as a graphical representation of managing the flow of
information through the Group Ordering System and DOSA application:

A. Concerning the chart listed as Exhibit - C of this synopsis. The Manufacturing, Planning

6
 & Control System Chart catalogued as an exhibit shall be used to represent each & every
major organ of the human body, so as to incorporate a statistical analyses of the
grammatical strategies involved in the development of this software program. Likewise, the
chart called Accounts Receivable Management System or PERT Network Diagram, and
additionally listed as Exhibit - G of this synopsis, shall be utilized to illustrate the
grammatical pathways that are Synonymous Hierarchies of Grammatic Influence. The
encircled areas concerned with Denoted Events are representative of the sum value of a
performance evaluation, or transitive verb and noun. While those sections not encircled,
represent the structural pathways of the Purposeful Hierarchy contained within the
System Matrix or Solution Framework. Even though this chart can be employed in this
manner. The same chart shall also be incorporated in its entirety within each & every
encircled area that is housed inside the total chart system itself (a chart within a chart, shall
we say).

B. By implementing the formula system called the Group Ordering Logic or MRP as a model
of structurally manipulating the data contained within this programming strategy & tactic.
The grammatical search patterns involved in developing task related procedures will
automatically adapt itself to a change in its operating environment, through the processes of
incorporating a group ordering structure toward each part of the Group Ordering Logic
itself. Moreover, the processes of accomplishing this goal involves the act of perfunctoring
an originated group ordering structure as a sub-routine for each part of the main group
ordering logic format.

7
 The Steps in Developing the M.A.N.
Application Software Program Part - II

The following steps contain an architectural framework of the type of Autonomous Agent structures
needed in developing a programming strategy of this nature. As well as a depiction of the evaluation
techniques that are additionally required in order to develop the grammatical structures of the purpose
hierarchies stored within the database systems of this network.

Step One - First, find the organizational manual(s) that list the operational format and departments of the
business, individual or subject under investigation, as well as an inventory of the job duties of each
person involved. Then, acquire the Dictionary of Occupational Titles, printed by the Federal
Government, and assign the descriptions itemized in that register to those job duties that are or where in
current operation.

Step Two - Upon accomplishing step one, take the words contained within each description or manual of
operation, and structure each & every procedure, comment, remark and formula according to the
managerial format mentioned on the first page of this synopsis. Then upon applying this format to the
spreadsheet area of a software program, obtain the cell addresses of those words inputted so that the
formula formats can easily manipulate the data concerned.

Step Three - Once step two is completed. The next goal is to use a procedural or performance
evaluation process, by which the likelihood of obtaining an alphanumeric representation of the words and
formulas used in performing a certain task can be acquired. The following is a sample of this evaluation
technique: Lets say that a procedures contains approximately 15,897 words, and the performance
evaluation states that the acts committed in performing this procedure have obtained an evaluated factor
of 78%. Then, the sum total of each & every word, along with its managerial representations, must be
divided into the sum total of its performance evaluation, in order to achieve a numerical representation of
that procedure in progress. Example: An evaluated total of 78% being divided by a sum total of
approximately 15,897 words, equals 4.90658614833 - 5. Therefore, the words used in performing this
task, now have a numerical representation of 4.90658614833 - 5 each, and the entire procedure or task
has the same value, as far as a spread-sheet label is concerned. The next process to take in this area,
involves listing each & every word in a task under review and establishing an outlined database format,
that is representative of the wording contained within its grammatical structures.

Step Four - This step consists of an additional format of computing the sum value of a performance
evaluation. In order to electronically measure a task, and achieve a numerical representation of the same.
Establish a macro program that will trace & count the words (strings) that are housed within the
spreadsheet as representing the task being evaluated. Afterward, input the sum total of that task's
evaluation, and the program shall then compute and develop a numerical label for that task, as an
additional macro that is developed & added to this process accomplishes this goal. Finally, the next
process consists of implementing a separate macro that will count the string of words that represent the
problem(s) as it relates to the performance of the task in question. Subsequently, the same macro shall
then divide that sum total into the subtotal of the evaluation, thereby acquiring a numerical format for the
problem(s) related to the task at hand. The rationale behind this approach is to have the program
automatically search and apply an alternative strategy to the processes of adapting upgrades or problem
solving measures. This immediate process involves the program configuring and sorting through a list of

8
databased alternatives that would best achieve the desired end-results. Of which, whose formats are
represented by the procedural charts within NAME's contractual appendices.

Step Five - Another process that is about to be discussed, involves how this programming strategy shall
apply the concept named Inference Engines or Search Strategies. Headmost, the search strategy
labeled Depth-first Search shall illustrate a pattern of techniques that entails using a single occupational
definition from the Dictionary of Occupational Titles. This definition is representative of a source of
summarily pursuing a Planning and Design strategy in the area titled, Functions To Be Accomplished
Within Each Factor. Furthermore, this search strategy may either be Backward Chaining or Forward
Chaining in its sequences. Finally, the search strategy titled Breath-first Search shall represent a
detailed pattern of techniques that also involves using a single occupational definition from the DOT.
However, through an integrated application of processing the transitive verbs from the occupational
definition itself. The program shall structure a number of associated occupational definitions as
subroutines of the original definition, for the purposes of implementing an overall planning and design
strategy.

Step Six - The processes entailed in this step are consistent with those that are described in Step Five.
But unique to this step is the fact that it embodies and focuses those similar processes toward an entire
job description. While those processes covered in the previous step are mainly channeled in the direction
of those individual words contained within the job descriptions themselves. In other words, just as those
processes in Step Five are used to manipulate the words that are contained within a particular job
description. The same procedure shall also apply toward the manipulation of a job title and its entire
description, as if that description was an entire word within itself.

Step Seven - This step contains a structural illustration of the database system within this network. The
database format of this network has a number of uses as it is applied toward the various needs of this
system as a whole. Of which are as follows; (1) NAME’s database formats will be implemented to
represent the structure by which the grammatical patterns of speech shall be manipulated through the
inference engines of the software program. The premise of such, is that by listing & profiling the words
that are contained within a procedure or task, and by additionally applying a database outline to the
grammatical composition of the procedure or task itself. The database format of this program shall not
only show a user how the system is using the text's compositional structure, but how the words within its
phrases, clauses, predicates, etc., are being used to influence targeted subject matters. (2) This same
database format will also be structured with grammatical labels, revealing where & how the words within
a body of text are being applied within a solution framework. In other words, the labels of this particular
database system will embody an explanative systems matrix as they are applied towards the development
& implementation of a group of declarative sentences. This format shall also be applied toward a word's
symbolic representations (analogies), as long as the macros of this software program uses and follows
the rules governing how a sentence can & can not be structured within its mechanical boundaries. To
put it bluntly, each compositional area of sentence shall be first diagrammed, and then outlined. Next,
the words that are housed in the outline must be titled as being either a phrase, clause, predicate, etc. The
final step, is to apply a Planning and Design database system, along with its elements and system
matrixes, towards each part of the diagram's outline. For example;

First, create a diagram of the sentence(s). Second, outline the sentences’ diagram. Third,
label the individual parts of the outline with the names representative of its grammatical
applications.
Fourth, attach a Planning and Design database system to each & every part of the sentence
diagram. (See below)

9
 Fifth, after accomplishing the previous factors, the Planning and Design database system
shall reflect how the different parts of a sentence are being applied toward a procedure, and
then how that same procedure is being used in performing a task.

THE PLANNING AND DESIGN DATABASE FORMAT

Functions to be Accomplished within

Each Factor (i.e., DOT definition, etc.)

Pursuing the P&D strategy

Project selection
P&D system structure
Problem formulation
Measures of effectiveness
Creativity-idea generation
Regularity-conditionals
Target
Recommended solution
Approval
Installation plan
Preparation for operation
Performance measures
Turn - over to operators
Interrupt-delay

Specifying and presenting

the solution

Purpose Inputs
Outputs
Sequence
Environment
Human agents
Physical catalysts
Information aids

Involving people

Decision maker 1
Decision maker 2
Influential (elected)
Influential (business)
Expert I
Expert 2
Worker 1
Worker 2
P&D professional role 1
P&D professional role 2
Group process role 1
Group process role 2
Group process technique 1
Group process technique 2

10
 Meeting condition I
Meeting condition 2

Using information and

knowledge (I&K)

Theory of P&D - axiology

Theory of P&D - philosophy
Theory of P&D - epistemology
Theory of P&D - history
Theory of P&D - pedagogy
Information and knowledge in P&D I
Information and knowledge in P&D 2
I&K in locus content area 1
I&K in locus content area 2
Utilizing what is available
Developing new I&K
Verifying the I&K
Modifying the I&K

Arranging for continuing

change and improvement

Readiness factors assessment

Project betterment
Favorable behavior
Organizational policy 1
Organizational policy 2

Institutionalized program

Structure
Education
Workshop groups
Project team
P&D development and research Program audit

Other purposeful activities

Operate and supervise

Evaluate
Research
Learn

Step Eight – Whereas, the processes in Steps Six & Seven shall be used for the purposes for which they
were originally designed, they will also be applied towards the processes of incorporating the contents of
a number of psychological resource materials. This step consists of implementing the words within their
text as a form of pursuing a Planning and Design strategy. From which, the application of all of the
proceeding steps will aid in effectively establishing a series of concepts for the purposes of managing a
team or business organization. The foundations for this approach are based in the ideas of business
management through social engineering, interdepartmental alliances, and those techniques involved in
employee motivation.

11
Step Nine - This is an addendum to the aforementioned sections pertaining to the application of the
System Matrix, and other programming strategies of this network. These procedural strategies, as they
are applied through-out the system, have a number of uses as they are further related to the organizational
concepts of managing a business. First, that these procedures shall be implemented as a guide in
integrating the entire concept of pursuing a planning and design strategy, as described previously in
Section #4 of this synopsis. Secondly, there is a business organizational chart that is illustrated by this
program, of which in general, contains the essential departments and processing information that are
necessary to the procedures of profiling and investigating a person or business. Furthermore, the
application of this chart shall represent the format by which the act of tracing the interdepartmental
relationships of a business establishes the groundwork for the services of this network.

Third, there is another chart housed as an exhibit of this brief, that is representative a hospital or nursing
facility. This chart, as it is procedurally incorporated into the services of this network, shall be used to
philosophically represent the biological approaches that are necessary to the programming strategies of
this system. The tactic behind this application, is to facilitate business related products and services
towards clients, as if the clients themselves were actually patients being admitted into hospital for a
medical problem. Instead, of a problem related to their business activities. The theory in this approach is
to acquire and apply an unlimited amount of biological terms, as well as their treatment strategies, as an
analogy of implementing a unique form of alternative approaches toward a business related problem.
This objective is easily obtained, through the processes of treating a business related problem as though it
was actually a biological disease infecting the organizational body of a person, team or business entity.
Additionally, this chart system , of which is titled the Physiological Approach, shall be used by the
subcontractors of this network to further represent the total integration of the five phase processing
series, that are exclusively applied as the processing hemispheres of the human brain, as well as other
network products and services.

Finally, the chart listed as Exhibit - C of this synopsis, has within its structural capabilities a number of
individual parts, of which are contained within the formula called the Group Ordering Logic. Because
of the structural contents of this particular diagram, it shall be used to represent those individual areas
mentioned in Section #3, Part #4 as a form of statistically manipulating the data concerned with that
section. Consequently, while the chart in Exhibit - C shall represent those areas mentioned in Section
#3, Part #4. It shall also overlap all of the major internal organs that are contained within the human
body as well, in order to accomplish the same goal. The objective of this process is to fully develop a
software program, that will come as close as possible to mimicking the thought and behavioral patterns of
a human being. Moreover, the Group Ordering Logic referred to earlier in this outline, shall number
approximately twelve. One for each & every subject category mentioned in Section #3, Part #4 of this
text. Thus, being fully incorporated into the Master GOL formula system contained within the central
computers of the network.

Step Ten - The next few lines of text are concerned with some additional statements relating to the
incorporation of a business organizational chart system. This chart while being applied as a
representation of a business structure, shall be additionally implemented to illustrate each of those areas
that are mentioned in Section #3, Part #4 of this synopsis. The purposes of which are to treat these areas
as if they were actually individual business systems within themselves.

Step Eleven - This step contains a brief summary of those procedures and processes that are previously
canvassed in this synopsis. The methods involved at this level, houses a supplementary programming
strategy, whose goal is to structure the operational aspects of the software program to function as the
physical body of a client. Then apply within its own format, a series of medical approaches that would

12
strategically treat a problem related to any of its parts. The primary objective of this format, is to assign
a number of medical duties that are listed in the Dictionary of Occupational Titles, to each organ or part
of the human body. Thereupon, through a procession of strategic analogies, apply an innumerable
amount of treatment scenarios as problem solving measures.

Step Twelve - This step contains a list of exhibits that illustrates the overall approaches, processes &
procedures that are involved in rendering the services of this network, as they are applied towards its
users and systems operators (subcontractors). The primary goal and objective of this network, is to
improve the job-related skills of its clients, through a comprehensive approach toward educational
development. Moreover upon that premise, it is sincerely hoped that NAME shall effectively meet its
obligation. Therefore, the following list of exhibits is a brief description of this procedural
responsibility:

Exhibit - A THE PHYSICAL and LOGICAL NETWORK ARCHITECTURE

Exhibit - B THE PHYSIOLOGICAL APPROACHES ORGANIZATIONAL CHART

Exhibit - C THE MANUFACTURING, PLANNING & CONTROL SYSTEM DEVELOPMENT CHART

Exhibit - D THE DATABASE FORMAT

Exhibit - E THE SYSTEM MATRIX

Exhibit - F THE PROBLEM FORMAT

Exhibit - G THE PERT NETWORK DIAGRAM

Exhibit - H THE GROUP ORDERING LOGIC FORMAT

Exhibit - I THE MACRO or AUTONOMOUS AGENT FORMAT

Exhibit - J THE PROCEDURAL GUIDE TO EMPLOYMENT RELATED SOFTWARE

DEVELOPMENT

13
Exhibit - A

14
The Physical Network Architecture

First Tier Structural Management Level

1. Nascent Applied Methods & Endeavor's (NAME) internal organizational network, which consists of
a General Contractor of Network Operations (GCNO), Board of Network Representatives, Chief
Systems Officers, and their Subordinate Deputies & Directors of Network Operations.

Second Tier Structural Management Level

2. NAME's external organizational network, which consists of a number of subcontractors whose duties
are to render the educational services under the supportive management of the internal network, and
it’s Logical Design Architecture.

Third Tier Structural Management Level

3. NAME's client-base, which consists of individual(s), group(s), inter-group(s) (quasi-organization(s)),
social or business system(s) (small & medium scale operations), and larger social or business
system(s) (corporations or governmental agencies or institutions).

NAME’s Overall Organizational Base

4. NAME's overall organizational base, which primarily consists of the managerial, subcontractor &
client network, existing in one physical intra-networking structure of seven inter-operative layers,
which are as follows;

a. The Physiological Layer

•Interfaces between organizational medium and associated devices
•Defines bio-electrical and bio-mechanical characteristics

b. The Logical Link Layer

• Frames alphanumeric packets
•Controls physiological layer data flow

c. The Organizational Layer

•Addresses and routes alphanumeric packets
•Exhibits points of origin through a PERT network diagram

d. The Logistical Layer

•Manages organizational layer connections
•Provides reliable alphanumeric packet delivery mechanism

e. The Session Layer

•Facilitates and supports autonomous agent intercommunications

15
 •Incorporates auto-execution protocols in EWA formats

f. The Presentation Layer

•Specifies enterprise work architecture-independent data transfer format
•Encodes and decodes data; encrypts and decrypts data-, compresses data

g. Application Layer
•Provides interface to end-user processes
•Provides standardized services to applications

The Logical Network Architecture

1. The initial logical architecture consists of actualizing NAME's physical structure into an Enterprise
Work Architecture (EWA), as guided or instructed through the DOSA manual. Secondly, NAME's
logical designs exists within a virtual reality setting as a manufacturer, whose goal is the
manufacturing of information through the use of the logistical formula system called the Group
Ordering Logic (GOL) or Manufacturing Resource Planning Program (MRP). Whereas, the
inventory factor does not consist of tangible products, but of stored or accessible information (files or
databases), whose labels are alphanumeric values of evaluated work routines (processes &
procedures).

Third, as information is manipulated and structured in accordance to the MAN synopsis. The
application of NAME's autonomous agent format (artificial life program) shall use an alphanumeric
formula system that represents the research, development & implementation of an information
retrieval system as its instruction set, in conjunction with the Thomas Ray's Tierra Project scenarios.
The rational behind this process, is to facilitate a biological analogy in adequately providing
accessible information regarding the network's past, current or future real-time issues related to
business operations. Additionally, NAME's operational guide shall also reflect the act of focusing
the instruction set in a direction of developing operational tactics and policies. As well as consisting
of an entire string of replicative data, whose alphabet represents the lettering of genetics materials.
Which, by the way furnishes another way of storing information through using the graphical genome
sequences as bar codes.

Finally, while the autonomous agents operate within the EWA format. They shall also form
definitive associations that will require the further application of a program called NETMAP. Which
is designed, developed and sold through a company named ALTA ANALYTIC (check the WWW for
its web-site and product information). Furthermore, NAME's unique Distributed Operating Systems
Architecture (DOSA), incorporates the entire Software Development Guide (SDG) as its instruction
set (Tierra Project). Whose functions is that of an autonomous agent with self-replicative qualities
updating itself on a minute-to-minute basis. This enhancement process will also provide NAME's
client-base with a personalized operating system (OS) as a security measure, in conjunction with a
universal compiler application, for the purposes of global electronic communications or file transfer
protocols (FTP). Moreover, the structure of the DOSA configurations consists of applying an entire
EWA format as an autonomous agent that operates in the background mode of other currently
running operating systems or systems applications (please refer to the DOSA graphical chart).

2. NAME's subcontractual network facilitates the client-base operations, through providing access to
the network's NPMIS structure, which contains their operational instructions. The NPMIS system is

16
 basically a computerized version of the network's operational guide. This configuration only exists,
as it applies toward the subcontractors rendering the five phased educational services of NAME over
a time-period of two years.

3. The factors facilitating NAME's client-base through its subcontractors are structured to operate from
a process of incorporating a client's business operations into a virtual reality setting (EWA), while
additionally inputting his/her's subordinate staff and workers as autonomous agents within the same
EWA format. We may also replace the client's organizational structure with that of NAME's as well,
in order to enhance the client's business operations and expedite the processes of problem resolution.
This process involves not only inputting into the subcontractor's computer system(s) the client's
operational base, but his/her's competitors as well. Whereby, the actions of the client's competition
can be predicted through computer generated artificial scenarios. Since their competitors actions are
mere reactions to the client's decision and/or policy-making practices.

Final Comments
The entire NAME network can be operated from a single NPMIS workstation through the use of an
alphanumeric cascade effect and a graphical interface window, which contains a single systems matrix.
The Alphanumeric Cascade Effect (ACE) is a process by which each operational routine or sub-routine
that exists within the entire operational capabilities of NAME, is evaluated until a single alphanumeric
value is achieved. Which within itself represents the managerial effectiveness of the General Contractor
of Network Operations (GCNO) from one time period to another.

Additionally, the window containing the graphical interface systems matrix is also use to trace the
structural conditions under-which information is formed and applied. While in its database format, refers
to how words, sentences, paragraphs, etc., are formed or used under one scenario to another. (Please
refer to the Network Procedural and Software Development Guides, and the Managerial Applied
Numerics Synopsis for further information).

The explanation of NAME's operational formats can be summed up into three brief statements. Of which
are as follows:

1. The NAME network is represented as an Enterprise Work Architecture (EWA) within a virtual
reality setting, while mimicking the organizational structure of the human anatomy, so as to
incorporate a new managerial style in business operations and logistical analysis.

2. The distributed autonomous agent program (DALP) within the NAME Virtual Reality Network
(VRN), operates as an individual model worker within the EWA structure under artificial
scenarios. Under this setup, the DALP application is subjected to a number of artificially induced
scenarios through a series of inference engines, which are charted within a systems matrix.

3. At the user station, the entire program can be manipulated through the use of statistical analysis,
which represents the performance evaluation of previous case scenarios that may apply to the
user's queries.

17
 Nascent Applied Methods & Endeavors
Organizational Chart Structure & Semantic
Network of Operational Duties
Nascent Applied Methods & Endeavors

August 3, 1997

General Contractor
of
Network Operations

Representative of Representative of Representative of Representative of

Representative of Representative of Representative of Representative of Representative of Representative of Representative of Representative of
Autonomous Strategic Programming Infrastructural Enterprise Work Local/National/Global Educational Structures, Social
Infrastructural Planning, Designing, Special Security Services & Records, Accounting & Personnel, Investors, Investments & Distributed Structural Resources & Distributed Structural Providership & Social/Political Law & Religious/Political Ideologies &
Systems Development & Architecture & Monetary Policies & Development &
Approaches & Network Operations Network Operations Network Operations Network Operations Network Operations Network Operations Network Operations Network Operations
Network Operations Network Operations Network Operations Network Operations

Chief Administrator Chief Information Officer of Systems Chief Accounting Officer Chief Organizational Officer Chief Logistics Officer Chief Intelligence Officer
of & of of of of
Network Operations Network Operations Network Implementation Educational & Social Development Network Support Network Security & Special Operations

Systems
Sales Secretary/Treasurer Controller Network Relations
Manufacturing

Product/Service
Safety Health & Welfare Personnel Purchasing Agent
Engineering

Supervisor of Systems
Sales Manager Sales Manager Traffic & Shipping
Advertising Customer Service Office Manager Cashier Credit Manager Site Accountant Systems & Budgets Chief Accountant Internal Auditor Information Maintenance & Production Control Methods Engineers
Individual Systems (Logistics)
Manufacturing Engineering

Autonomous Agent
Branch Sales Branch Sales Branch Sales Engineering
Costs Inventories Systems Budget
Managers Managers Manager Autonomous
Scheduling Material Control Management
Systems
Systems Integration
Processor

Finished Goods
Mail Room Accounts Purchase/ Expense Home Office Systems
Branch Accountant Branch Accountant Branch Accountant Sales Order and Cash Receipts Cash Disbursement Time Keeping Costs Distribution Payroll Billing Accounts Payable General Ledger Branch Auditors Receiving Network Providers Time Study
(E-Mail) Receivable Ledger Auditors Implementation
Service Phases
 THE MANAGEMENT STRUCTURE
NASCENT APPLIED METHODS & ENDEAVORS
GENERAL ACCOUNTING
GENERAL ACCOUNTING MANAGER NETWORK ACCOUNTING MANAGER
*GENERAL ACCOUNTING
RECORDS Name
*GENERAL LEDGER
Title
*GENERAL ACCOUNTING FOR
ASSETS AND APPROPRIATIONS
*ACCOUNTS PAYABLE
*ACCOUNTS RECEIVABLE
*SELLING AND ADMINISTRATIVE
EXPENSES
*ADMINISTRATIVE AND OFFICE *PRODUCT COST ESTIMATES
PAYROLLS
*BALANCE SHEET, P&L
STATEMENT, AND SUPPORTING
REPORTS
GENERAL LEDGER
SUPERVISOR
ACCOUNTS PAYABLE
SUPERVISOR
ACCOUNTS
RECEIVABLE
SUPERVISOR
BILLING SUPERVISOR
OF
NASCENT APPLIED METHODS & ENDEAVORS
August 3, 1997
CONTRACTOR'S
SECTION
GENERAL CONTRACTOR
* GUIDANCE, SUPERVISION AND
COORDINATION OF NETWORK
ACTIVITIES
* PROVISION OF SECTION
SERVICES TO OTHER NETWORK
ADMINISTRATORS
* RELATIONS WITH OUTSIDE
LEGAL AND TAX COUNSEL,
FINANCIAL INSTITUTIONS,
GOVERNMENTAL TAX BODIES
MANUFACTURING
PLANNING AND CONTROL OFFICE SERVICES
ACCOUNTING
BUDGETS AND PROCEDURES
OFFICE MANAGER
MANAGER
*COST ACCOUNTING RECORDS *BUDGETARY CONTROL RECORDS *RECEPTION
Name
*PLANT LEDGER Name
*COORDINATION OF FORCASTS NameAND
*COMMUNICATIONS
*EXPENSE LEDGER
Title *REPORTING PERFORMANCE
Title MESSENGER Title
SERVICES
*VALUATION OF INVENTORIES AGAINST BUDGET *OFFICE EQUIPMENT AND
*REPORTING COSTS AND *ANALYSIS OF VARIANCES OF SUPPLIES
VARIATIONS FROM PLANNED PERFORMANCE FROM *GENERAL FILES
COSTS FORCASTS, BUDGETS, AND *GENERAL STENOGRAPHIC
*TIMEKEEPING STANDARDS *GENERAL CLERICAL SERVICES
*FACTORY PAYROLL *REPORT ISSUANCE *OFFICE PERSONNEL RECORDS
*SPECIAL REPORTS AND
ANALYSES
*FORMS CONTROL
*COORDINATION AND CONTROL OF
SYSTEMS AND PROCEDURES
FILING AND
COST ACCOUNTING
REPORTS SUPERVISOR STENOGRAPHIC POOL
SUPERVISOR
SUPERVISOR
INVENTORY LEDGER BUDGET AND COST COMMUNICATIONS
SUPERVISOR ANALYST SUPERVISOR
PROCEDURES OTHER SERVICES
PAYROLL SUPERVISOR
ANALYST SUPERVISOR
TIMEKEEPING SALES STATISTICS
SUPERVISOR CLERK
1
 NASCENT APPLIED METHODS & ENDEAVORS

August 3, 1997

GENERAL CONTRACTOR
OF
NETWORK OPERATIONS

NETWORK SYSTEMS & CHIEF INTERNAL

ACCOUNTANT BUDGET ACCOUNTANT AUDITOR

COSTS INVENTORIES SYSTEMS BUDGET HOME OFFICE

AUDITORS
CONTROL BY RELATING MAINTENANCE OF DESIGNS METHODS CONTROL BY
ALL COSTS TO PERPETUAL AND PROCEDURES TO COMPARISON OF
PRODUCTION AND AUDIT OF THOSE SEE SECONDARY
INVENTORY RECORDS PROVIDE MAXIUM OPERATING RESULTS PHASES OF THE
MEASURING RESULTS TO HOLD INVENTORY EFFICIENCY AND WITH PREDETERMINED CHART
BUSINESS NOT
CUSTODIANS EFFECTIVE INTERNAL BUDGET ESTIMATES SUSCEPTIBLE TO
ACCOUNTABLE CONTROL AUTOMATIC INTERNAL
CONTROL OR WHERE
SUCH CONTROL
WOULD BE TO COSTLY

TIMEKEEPING COST PAYROLL BILLING ACCOUNT ACCOUNTS PURCHASES & GENERAL

DISTRIBUTION PAYABLE RECEIVABLE EXPENSE LEDGER
CONTROL OVER ESTABLISHES DETERMINES BILLING LEDGER
PAYROLL LIABILITY BY DETERMINES OR PAYROLL LIABILITY ON VALUE OF SHIPMENTS VERIFIES THE RESPONSIBLE FOR CONTROLS ALL
VERIFICATION OF TIME APPROVES BASIS OF TIME AND ESTABLISHES DOCUMENTS KEEPING INDIVIDUAL RECORDS AND SUBSIDARY LEDGER
AND EARNINGS ACCOUNTING REPORTS AND CONTROL OVER SALES SUPPORTING THE ACCOUNTS SUMMARIZES ACCOUNTS BY
DISPOSITION OF ALL AUTHORIZED RATES DISBURSEMENT PURCHASES AND ACCUMULATING
MATERIAL, LABOR AND VOUCHER AND THE EXPENSES FOR TOTALS FROM
EXPENSE CHARGES ACCOUNTING CONTROL THROUGH INDEPENDANT
DISPOSITION REPORTS SOURCES

THE GENERAL CONTRACTOR OF NETWORK OPERATIONS

(Salary Range - Classified)

Organizational Duties: 189.117-042 Participates, as a member of the network’s management

team, in formulating and establishing organizational policies and operating procedures for the
overall organization and develops, implements, and coordinates, through the support staff and
lower echelon managers, product and service assurance programs to prevent or eliminate defects
in new or existing products and services: Analyzes, evaluates, and presents information concerning
factors, such as business situations, educational capabilities, information manufacturing problems,
economic trends, and the design and development of new products and services for consideration
by other members of the management teams. Suggests and debates alternative methods and
procedures in solving problems and meeting changing market opportunities. Cooperates with
other top management personnel in formulating and establishing organizational policies,
operating procedures, and goals. Develops initial and subsequent modifications of product and
service assurance program to delineate areas of accountability, personnel requirements, and
operational procedures within the educational programs, according to and consistent with
network goals and policies. Evaluates the contents of reports from product or service assurance
program department heads and confers with top management personnel preparatory to formulating
fiscal budget for product or service assurance program. Conducts management meetings with
product or service assurance department heads to establish, delineate, and review program
organizational policies, to coordinate functions and operations between departments, and to
establish responsibilities and procedures for attaining objectives. Reviews technical problems
and procedures of departments and recommends solutions to problems or changes in procedures.
Visits and confers with representatives of material and component vendors to obtain information
related to supply quality, capacity of vendors to meet orders, and vendor quality standards.
Confers with engineers about the quality assurance of new products and services designed to
rectify current manufacturing or production problems. Reviews technical publications, articles,
and abstracts to stay abreast of technical developments in related industries and networks.

2
 NASCENT APPLIED METHODS & ENDEAVORS

August 3, 1997

GENERAL CONTRACTOR
OF
NETWORK OPERATIONS

REPRESENTATIVE BOARD
MEMBERS

BOARD MEMBER MANPOWER INFORMATION SYSTEMS

RESPONSIBLE IN COORDINATION WITH NETWORK FOR DEVELOPMENT,
IMPLEMENTATION AND OPERATION OF THE NAME MANPOWER INFOR-
MATION SYSTEM.

MANPOWER STATISTICS NETWORK NETWORK OF INFORMATION DATA PROCESSING NETWORK

DEVELOPS AND PUBLISHES STATISTICS, INCLUDING
ANALYTIC STUDIES, ON THE NAME's PERSONNEL
WORKFORCE.
MANPOWER ANALYSIS
SYSTEMS
DETERMINES REQUIREMENTS,
ISSUES REPORTING DIRECTIVES,
ANALYZES REPORTED STATISTICS
AND PUBLISHES REPORTS ON THE
NETWORK WORKFORCE. MAKES
INITIAL RELEASE OF ALL
STATISTICS.
STATISTICAL PROCESSING
SYSTEMS
PROCESSES ALL REPORTED
STATISTICS, OPERATES
STATISTICAL DATA BANK.
CONTROLS SYSTEMS AND
RELEASES PUBLISHED
STATISTICS.
SYSTEMS PLANNING
OPERATES THE ADMINISTRATIVE PORTION OF THE
NETWORK MANPOWER INFORMATION SYSTEMS.
PLANS, DEVELOPS, DESIGNS AND
INSTALLS AN IMPROVED NETWORK
PERSONNEL MANAGEMENT
INFORMATION SYSTEM (NPMIS)
ENCOMPASSING THE TOTAL NETWORK
WORKFORCE. PLANS, DEVELOPS, AND COMPUTER SYSTEMS AND DATA PROCESSING
INSTALLS SYSTEMS FOR MANAGING THE
DATA PROCESSING ACTIVITIES OF THE
PROGRAMMING NETWORK SYSTEMS
COMPANY. PROVIDES GUIDANCE AND
ASSISTANCE TO NAME's REGIONAL DESIGNS COMPUTER-BASED PERFORMS COMPUTER AND
OFFICES IN AUTONOMOUS SYSTEMS AND DEVELOPS AND ELECTRICAL ACCOUNTING
MANAGEMENT SYSTEMS ACTIVITIES. MAINTAINS DETAILED COMPUTER MACHINE OPERATIONS,
PROGRAMS FOR THESE SYSTEMS INCLUDING DATA INPUT
AND THE RELATED RULES AND PREPARATIONS.
PROCEDURES, INCLUDING
TESTING AND IMPLEMENTATION
REQUIRED IN THE AUTOMATION
OF ADMINISTRATIVE ACTIVITIES.

NPMIS PLANNING SYSTEM NPMIS DESIGN SYSTEM PROGRAM MANAGEMENT SYSTEMS

PLANS FOR THE DEVELOPMENT, IMPROVEMENT AND
INSTALLATION OF THE NETWORK PERSONNEL
MANAGEMENT INFORMATION SYSTEM (NPMIS)
INCLUDING THE INCORPORATION OF DATA
STANDARDIZATION AND PAPER WORK
SIMPLIFICATION PROJECT EFFORTS. DEVELOPS
POLICY AND PROCEDURES FOR NETWORK
SYSTEMS WHICH ARE AUTOMATING THEIR
PERSONNEL ADMINISTRATIVE FUNCTIONS.
DESIGNS THE IMPROVED NETWORK PERSONNEL
MANAGEMENT INFORMATION SYSTEM IN SUPPORT
OF ADMINISTRATIVE PROGRAMS AND NETWORK
SYSTEMS DATA REQUIREMENTS THAT
ENCOMPASSES THE TOTAL NETWORK
WORKFORCE. INCLUDES DEVELOPMENT AND
MANAGEMENT OF A PERSONNEL DATA
STANDARDIZATION PROGRAM.
DEVELOPS AND PUBLISHES THE NAME SERVICE
ADMINISTRATION DATA AUTOMATION PLAN (DAP).
DEVELOPS AND OPERATES AN INTERNAL NMIS
MANAGEMENT CONTROL SYSTEM. PROVIDES
ASSISTANCE TO NAME's REGIONAL LOCATIONS IN
ALL AREAS OF DATA AUTOMATION.

THE BOARD OF NETWORK REPRESENTATIVES

(Salary Ranges - Classified)

Organizational Duties: 189.117-038 Directs activities of information systems group engaged

in designing, developing, implementing, and maintaining worldwide integrated finance and
accounting system utilized by the network as a multinational organization: Studies and analyzes
general plan proposals, confers with network officials to obtain details of general plan, and
obtains systems requirements from network and organizational accounting and management
personnel to compile raw data for plan development. Develops methods and procedures for
project accomplishments, applying the knowledge of domestic and foreign monetary and tax
systems through international accounting conventions. Prepares specifications documenting
systems and project requirements, including time frame, staffing, activity schedule, and methods
or procedures. Interprets international finance and accounting policies or procedures to
provide coding assistance to others engaged in systems design and coding. Oversees the

3
 entering of source data and programs into the computer network, analyzes output to identify
the existence and nature of organizational problems, and orders indicated corrective measures
to design or program. Writes procedures manuals for users, reflecting and adapting individual
accounting conventions and monetary or tax systems into the overall network. Prepares training
plan and trains user staff prior to implementing a new concept into the network. Edits and audits
financial and accounting reports to identify problems in an installed system and initiates corrective
measures to be taken as the material and human resources dictate within the scope of the network.

(Representative Duties Detailed)

THE REPRESENTATIVE OF INFRASTRUCTURAL PLANNING, DESIGNING, APPROACHES
AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 189.117-042 Participates, as a member of the network’s management

team, in formulating and establishing organizational policies and operating procedures for the
overall organization and develops, implements, and coordinates, through the support staff and
lower echelon managers, product and service assurance programs to prevent or eliminate defects
in new or existing products and services: Analyzes, evaluates, and presents information concerning
factors, such as business situations, educational capabilities, information manufacturing problems,
economic trends, and the design and development of new products and services for consideration
by other members of the management teams. Suggests and debates alternative methods and
procedures in solving problems and meeting changing market opportunities. Cooperates with
other top management personnel in formulating and establishing organizational policies,
operating procedures, and goals. Develops initial and subsequent modifications of product and
service assurance program to delineate areas of accountability, personnel requirements, and
operational procedures within the educational programs, according to and consistent with
network goals and policies. Evaluates the contents of reports from product or service assurance
program department heads and confers with top management personnel preparatory to formulating
fiscal budget for product or service assurance program. Conducts management meetings with
product or service assurance department heads to establish, delineate, and review program
organizational policies, to coordinate functions and operations between departments, and to
establish responsibilities and procedures for attaining objectives. Reviews technical problems
and procedures of departments and recommends solutions to problems or changes in procedures.
Visits and confers with representatives of material and component vendors to obtain information
related to supply quality, capacity of vendors to meet orders, and vendor quality standards.
Confers with engineers about the quality assurance of new products and services designed to
rectify current manufacturing or production problems. Reviews technical publications, articles,
and abstracts to stay abreast of technical developments in related industries and networks.

THE REPRESENTATIVE OF AUTONOMOUS STRATEGIC PROGRAMMING, SYSTEMS DEVELOPMENT

AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 030.062-010/003.261-018/012.167-010 Researches, designs,

and develops computer systems, in conjunction with hardware product development,
for medical, industrial, military, communications, aerospace, and scientific applications,
applying principles and techniques of computer science, engineering, and mathematical analysis:
Analyzes software requirements to determine feasibility of design within time and cost
constraints. Consults with hardware engineers and other engineering staff to evaluate interface between
hardware and software, and operational and performance requirements of overall system.
Formulates and designs software system, using scientific analysis and mathematical
models to predict and measure outcome and consequences of design. Develops and directs
software system testing procedures, programming, and documentation. Consults with customers
concerning maintenance of software system. May coordinate installation of software system.
May also analyze proposed changes of design to determine effect on overall system, and
coordinates recording of modifications for management control; Confers with manufacturers
or customer representatives to establish change-reporting procedures, and prepares directives
for change authorization and documentation by company and subcontractor personnel.
Analyzes proposed part-design changes and exhibits to prepare report of effect on overall
products and services for management action, using knowledge engineering, manufacturing, and
procurement activities. Confers with department managers to obtain additional information or to
interpret policies and procedures for reporting changes in product or services design.

4
 Audits subcontractor’s inspection or technical documents preparation procedures to
verify compliance with contract requirements. Coordinates activities of personnel preparing manual
or automated records of part or procedure-design change documents and first-article
configuration inspection. Shall additionally, design layouts integrated autonomous management
systems (AMS), according to engineering specifications, using computer-assisted design (CAD)
equipment and software, and utilizing knowledge of electronics, drafting, and distributed
databasing formats: Reviews and analyzes software engineering design schematics and supporting
documents, such as logic diagrams and design rules to plan layout of programming procedures.
Confers with management and engineering staff to resolve design details or problems. Enters
management and engineering specifications into computer memory of CAD equipment and
composes configurations on equipment display on master equipment display screen of network
operations logic elements for all infrastructural layers, using keyboard, digitizing work aids
(light pen or digitizing tablet), and software engineering design schematics, and applying knowledge
engineering design rules, programmed CAD functions, and electronics. Compares logic element
configuration on equipment display screen with engineering schematics and redesigns, and
modifies arrangement and interconnections of logic elements for each layer of autonomous
management systems, using digitizing work aids (light pen or digitizing tablet), keyboard
and programmed CAD functions. Lays out, redesigns, and modifies arrangement and
interconnections of logic elements for each layer of AMS, using digitizing work aids
(light pen or digitizing tablet), keyboard and programmed CAD functions listed on display
screen. Keys in specified commands, using CAD equipment keyboard, to test final AMS layout
for errors in design rules, using integrated rule software systems. May generate copy of logic
elements design, using plotter to verify that logic element design copy meets design requirements
and for use in laying out AMS layer design for Very Large Scale (VLS) autonomous agents.
May generate tape of final layout design for use in producing photo masks for each layer of
AMS, using CAD equipment. May program CAD equipment to change CAD and AMS functions
listed on display screen, using keyboard. May be designated according to complexity of AMS
design as AMS Designer. May also be designated as Special Systems Investigator (SSI).

THE REPRESENTATIVE OF INFRASTRUCTURAL ENTERPRISE WORK ARCHITECTURES

AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 001.061-010/030.162-018/039.162-014/188.117-014 Researches, plans,

designs, and administers infrastructural projects for clients, applying knowledge of systems design,
procedural construction, elemental charts and engineering codes, user materials: Consults with client
to determine functional and spatial requirements of new concepts or procedural renovation, and prepares
information regarding design, specifications, materials, the use of color, equipment, estimated costs
and production time. Plans layout of project and integrates engineering elements into unified design
for client review and approval. Prepares scale drawings and contract documents for special operations
in procedural engineering. Represents the network and the clients in obtaining bids and awarding of
special operations contracts. Administers procedural engineering contracts and conducts periodic on-site
observation of work during preparation to monitor compliance with plans. May prepare operating and
maintenance manuals, studies, and reports. May use computer-assisted design software and equipment
to prepare project designs and plans. May direct activities of subcontractors engaged in preparing
procedural blueprints, drawings and specification documents within their specified job duties. May also,
convert scientific, engineering, and other technical problem formulations to format processable by computer:
Resolves symbolic formulations, prepares flow charts and block diagrams, and encodes resultant
equations for processing by applying extensive knowledge of science, engineering, or advanced
mathematics, such as differential equations or numerical analysis, and understanding of capabilities
and limitations of computer. Confers with other engineering and technical personnel to resolve
problems of intent, inaccuracy, or feasibility of computer processing. Enters program into computer
system. Reviews results of computer runs with interested personnel to determine necessity for
modifications or reruns. Develops new subroutines or expands program to simplify statement,
programming, or coding of future problems. May direct and coordinate activities of internal network
computer programmers working as part of project team. Shall additionally, design logical and physical
data bases and coordinates data base development as part of project team, applying knowledge of
data base design standards and data base management system: Reviews project request describing
data base user needs. Estimates time and cost required to accomplish project. Determines if project
requires creating series of new programs or modifying existing programs that access data stored in data
bases. Attends specification meeting with project team personnel to determine scope and limitations
of project. Reviews workflow chart developed by Programmer-Analyst to understand tasks computer
will perform, such as updating records. Reviews procedures in data base management system manuals
for making changes to database, such as defining, creating, revising, and controlling database. Revises
company definition of data as defined in data dictionary (including information about data, including
name, description, source of data item, and key words for categorizing and searching for data item

5
descriptions). Determines and enters changes to data dictionary descriptions, including type, structure,
and intended use of data within system, using computer or assigns data entry work to programmer.
Develops data model describing data elements and how they are used, following procedures and using
pen and template or computer software. Creates description to enable Programmer-Analyst to understand
how programs should access data. Writes description of how user accesses data, referred to as logical
database. Writes physical data base description, such as location, space requirements, and access method,
to protect company data resources against unauthorized access and accidental destruction, according to
computer industry standards and knowledge of data base management system. May specialize in adding,
deleting, and modifying data items in data dictionary and be designated Data Dictionary Administrator.
Subordinate personnel typically specialize in one or more types of data base management systems. May also,
plan and direct organizational rehabilitation programs throughout entire network: Interviews clients or key
personnel to determine suitable job or business consistent with subject’s experience, training, aptitude,
and physical limitations. Accepts or recommends acceptance of suitable operatives. Develops training
methods and facilitates the training of key personnel in business or social operations, according to current
knowledge in business principles and techniques. Plans desirable locations for enterprises, considering
available facilities, traffic volume, fixtures and equipment costs, and character of subject matter and business.
Negotiates buying or lease of space with property owners and other interested parties. Converses with staff
to establish statistical and accounting procedures to evaluate productivity of business and success of
network, subcontractors, and clients. Coordinates activities with other business entities or local, state,
and federal agencies carrying out related programs to benefit the global economies. Prepares public
information materials explaining services and programs of NAME for radio, television, printed media
and presents lectures to interested groups to increase public awareness of current or new approaches
toward business and economic problems. Confers with private, local, state, and federal purchasing
officials to obtain product or services contracts for network operations at most favorable prices available.
Supervises activities of subcontractor’s team organizers within the territories assigned. May confer with
General Contractor of Network Operations and inspect the construction of entire network for conformity
with personnel and network standards, programming configurations, and general contract provisions.

THE REPRESENTATIVE OF SPECIAL SECURITY SERVICES

AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 059.167-010/059.267-010/059.267-014/249.367-086/377.167-010

Plans and directs research into proposed problem solutions or courses of actions to determine
the feasibility of the networks planning alternatives; Confers with the Board of Representatives
and their supporting personnel to determine the dimensions of the problems and to discuss the
proposals for a solution. Develops plans for predicting such factors as the costs and probable
success of each alternative, according to accepted operations research techniques and mathematical
or computer formulations. Evaluates the results of the research and prepares the recommendations
for implementing or rejecting the proposed solutions or plans. May be designated, according to
the nature of the research conducted, as the Executive Director of Network Intelligence and
Investigative Activities. Evaluates the data concerning subversive operational activities, competitive
advertising, and economic or political conditions in competitive operations to facilitate counteraction
by the network, according to the familiarity with the geographic, organizational traditions, and
social, political, and economic structure of the organization under consideration. May also;
Collect, record, analyze, and disseminate tactical, strategic, or technical information: Segregates
and records incoming intelligence data according to the type of data to facilitate comparison,
study, and accessibility. Prepares and analyzes the information concerning the competitive strength,
equipment, location, disposition, organization, and movement of competitive networks.
Assists the GCNO and the Board of Representatives in the analysis and selection of alternative
solutions of targeted problems. Compiles intelligence information to be used in preparing
situation maps, charts, visual aids, briefing papers, reports, and publications. Briefs and debriefs
network operatives and subordinate staff personnel prior to and after the implementation of a
solution to a problem(s). Maintains intelligence libraries, including maps, charts, documents, and other
items. Plans or assists superiors in planning and supervising intelligence gathering activities of the team,
units, personnel or computerized autonomous agent(s) assigned. May examine source materials and
compile situation intelligence, such as the conditions of the client’s state of mind, the network
operatives, the feasibility of the computer program(s), and the economic conditions of both the
network operatives and their clients. Secondary duties will include; Monitoring the training sessions
transmitted by communications satellites from within the network to remote educational and child
care facilities: Registering users and solicitors of the network for satellite communications and training.
Activates the audiovisual receivers and monitors for the Internet viewing of live or recorded
courses of action transmitted by satellite or other means. Stimulates interdepartmental discussions
immediately after broadcasting, following an approved operational format. Monitors live seminar
transmittals from the network, elicits responses from the operational participants, and consolidates and
transmits inquires by teletype, telephone or other means back to the operational participants for a direct

6
response via satellite. Distributes procedural work assignments and operational placebos through
computerized autonomous agents. Collects data on completed operational assignments and test their
levels of effectiveness. Maintains an accurate attendance record of all currently active operational
participants. Primary duties shall also include; Directing and coordinating the activities of all
subordinate staff members and operational participants currently involved in any investigative
process. Schedules the operational assignments and the deployment of human, material and financial
resources in the Security and Special Teams & Operations Department, and then transmits the orders
to subordinate staff members for execution. Supervises the investigations of targeted objectives,
and then evaluates the progress of these activities with the managing investigators, from which
supporting plans of actions, such as surveillance and arrests may be initiated. Issues funds to Special
Operatives in order to secure pertinent and vital information in all life and death matters. Advises all
subordinate staff members of the legal procedures required in obtaining search and seizure warrants
from the local, state and federal governments. Develops departmental procedures to serve as guidelines
for the proper conduct of all investigative operations, based on legal information and previous
investigative activities. Monitors the effectiveness of subordinate follow-up procedures through the
processes of interrogation and peer group review. Reviews the daily activities log prepared by
subordinate staff members. Conducts meetings with the GNCO to evaluate the network’s operations
and efficiency. Investigates the complaints against the network participants and determines the
actions to be taken based on the evidence secured. Disciplines departmental members for the
violations of intradepartmental rules and regulations. Resolves the personnel problems of
departmental members or refers them to a supervisor if no solution is found. Organizes the
inspection of any and all firearms assigned to active security personnel in order to ensure their
operational readiness. Collects and analyzes data on interdepartmental activities. Prepares regular
and supplemental budgets for the department and submits them to the Board of Representatives.
Requisitions equipment and services for the department and assumes accountability for the receipt
of items. Assumes field command of the department during emergency or special operations.
Additional duties may include; Regulating access to computer files, monitors data file system in
use, and updates computer security files: Enters commands into computer systems to allow access
to computer system for personnel or subcontractors who forgot password. Reads computer security
files to determine whether denial of data access reported by personnel is justified. Modifies security
files to correct error, or explains that personnel authorization does not permit access. Answers personnel
questions about computer security. Modifies security files to add new personnel, delete former personnel,
and change personnel name or codes, following official notice received from computer user sections
and personnel officials. Sends printouts listing personnel data authorization to computer user sections
to verify or correct information in security files. Reviews data use records and compares user names
listed in records with personnel authorization to ensure that all personnel who assessed data files were
entitled to do so. Delete data access of unauthorized users, and for users who have not used data for a
specified period of time, as in accordance with network data control policies of the security personnel.

THE REPRESENTATIVE OF RECORDS, ACCOUNTING

AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 160.167-026/162.167-022 Devises and installs special accounting systems

and related procedures in the network, which cannot use standardized systems: Conducts survey of
operations to ascertain the needs of the organization. Sets up classification of accounts and organizes
accounting procedures and machine methods support. Devises forms and prepares manuals required
to guide the activities of bookkeeping and clerical personnel who post data and keep records. May adapt
conventional accounting and recordkeeping functions to machine accounting processes. Other departmental
duties includes; Directing and coordinating the activities of personnel engaged in purchasing and
distributing informational products and services, equipment, machinery, and supplies in the network,
or other entities: Prepares instructions regarding purchasing systems and procedures. Prepares and
issues purchase orders and change notices to Purchasing Agents. Analyzes market and delivery
conditions to determine present and future material availability and prepares market analysis reports.
Reviews purchase order claims and contracts for conformance to network policies. Develops and installs
clerical and office procedures and practices, and studies work flow, sequence of operations, and office
arrangements to determine expediency of installing new or improved office machines. Arranges for the
disposition of surplus personnel systems and materials throughout the entire network of NAME.
Shall additionally, design logical and physical data bases and coordinates data base development as part
of project team, applying knowledge of data base design standards and data base management system:
Reviews project request describing data base user needs. Estimates time and cost required to accomplish
project. Determines if project requires creating series of new programs or modifying existing programs that
access data stored in databases. Attends specification meeting with project team personnel to determine
scope and limitations of project. Reviews workflow chart developed by Programmer-Analyst to
understand tasks computer will perform, such as updating records. Reviews procedures in database
management system manuals for making changes to data base, such as defining, creating, revising, and

7
 controlling database. Revises company definition of data as defined in data dictionary (including information
about data, including name, description, source of data item, and key words for categorizing and searching
for data item descriptions). Determines and enters changes to data dictionary descriptions, including type,
structure, and intended use of data within system, using computer or assigns data entry work to programmer.
Develops data model describing data elements and how they are used, following procedures and using
pen and template or computer software. Creates description to enable Programmer-Analyst to understand
how programs should access data. Writes description of how user accesses data, referred to as logical
Database. Writes physical data base description, such as location, space requirements, and access method,
to protect company data resources against unauthorized access and accidental destruction, according to
computer industry standards and knowledge of data base management system. May specialize in adding,
deleting, and modifying data items in data dictionary and be designated Data Dictionary Administrator.

THE REPRESENTATIVE OF PERSONNEL, INVESTORS, INVESTMENTS

AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 168.367-022/160.267-026/250.257-014/250.257-018/050.067-010 Audits work

activities of processing production personnel to verify conformance of activities to quality assurance standards,
applying knowledge of job performance requirements, equipment operation standards, and product or
Service-processing specifications: Obtains quality assurance personnel checklist. Observes and ask personnel
or subcontractor’s questions pertaining to job functions. Reads processing information, such as worker logs,
product or service processing sheets, and specification sheets, to verify that records adhere to quality assurance
specifications. Observes personnel using equipment to verify that equipment is being operated and maintained
according to quality assurance standards, applying knowledge of equipment operation. Writes audit information
on quality assurance form and keys information into computer, using keyboard. Submits audit reports to
other Board Members, subordinate staff members, contractors, subcontractors, and key personnel of any
operation. May also analyze financial information to forecast business, industry, and economic conditions,
for use in making investment decisions: Gathers and analyzes company financial statements, industry,
regulatory and economic information, and financial periodicals and newspapers. Interprets data concerning
price, yield, stability, and future trends of investments. Summarizes data describing current and long term
trends in investment risks and economic influences pertinent to investments. Draws charts and graphs to
illustrate reports, using a computer. Recommends investment timing and buy-and-sell orders to company
or to staff of investment establishment for company, according to network policy. May recommend modifications
to management’s investment policy. May specialize in specific investment area, such as bond, commodity,
equity, currency, or portfolio management. Shall also develop and implement financial plans for network
operatives, businesses, and organizations, utilizing knowledge of tax and investment strategies, securities,
insurance, pension plans, and real estate: Interviews subjects to determine client’s assets, liabilities, cash flow,
insurance coverage, tax status, develops financial plan based on analysis of data, and discusses financial
options with other Board Members and key staff personnel. Prepares and submits documents to implement
plan selected by Board Members. Maintains contact with Board Members to revise plan based on modified
needs of the company and it’s clients or changes in investment market. May refer network to other establishments
to obtain services outlined in the financial plan. May buy insurance on behalf of network, recommending
amount and type of coverage. May buy and sell stocks and bonds for network investments. May rent, buy, and
sell property for network. Will additionally, buy financial products and services for network for investment
purposes, applying knowledge of securities, investment plans, market conditions, regulations, and financial
situation of network: Identifies potential clients, using advertising campaigns, mailing lists, and personal contacts.
Solicits business for potential partners or subcontractors. Interviews key personnel to determine network’s
financial position, resources, assets available to invest, and financial goals. Provides network with information
and advice on purchase or sale of securities, financial services, and investment plans, based on review
of professional publications and other financial literature, and knowledge of securities market and financial
services industry. Completes sales order tickets and submits completed tickets to support personnel for processing
of network requested transaction. May read status reports and perform calculations to monitor network accounts
and verify transactions. Must additionally, plan, design, and conduct research to aid in interpretation of
economic relationships and in solution of problems arising from production and distribution of goods and services:
Studies economic and statistical data in area of specialization, such as finance, labor, or agriculture. Devises
methods and procedures for collecting and processing data, utilizing knowledge of available sources of data and
various econometric and sampling techniques. Compiles data relating to research area, such as employment,
productivity, and wages and hours. Reviews and analyzes economic data in order to prepare reports detailing
results of investigation, and to stay abreast of economic changes. Organizes data into report format and arranges
for preparation of graphic illustrations of research findings. Formulates recommendations, policies, or plans to aid
in market interpretation or solution of economic problems, such as recommending changes in methods of agricultural
financing, domestic, and international monetary policies, or policies that regulate investment and transfer of capital.
May supervise and assign work to support staff. May testify at regulatory or legislative hearings to present and
explain decisions that where made by Board Members that are questioned and reviewed by Federal Government.

8
THE REPRESENTATIVE OF LOCAL/ NATIONAL/GLOBAL MONETARY POLICIES
AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 189.117-038 Directs activities of information systems group engaged

in designing, developing, implementing, and maintaining worldwide integrated finance and
accounting system utilized by the network as a multinational organization: Studies and analyzes
general plan proposals, confers with network officials to obtain details of general plan, and
obtains systems requirements from network and organizational accounting and management
personnel to compile raw data for plan development. Develops methods and procedures for
project accomplishments, applying the knowledge of domestic and foreign monetary and tax
systems through international accounting conventions. Prepares specifications documenting
systems and project requirements, including time frame, staffing, activity schedule, and methods
or procedures. Interprets international finance and accounting policies or procedures to provide
coding assistance to others engaged in systems design and coding. Oversees the entering of source
data and programs into the computer network, analyzes output to identify the existence and nature
of organizational problems, and orders indicated corrective measures to design or program. Writes
procedures manuals for users, reflecting and adapting individual accounting conventions and
monetary or tax systems into the overall network. Prepares training plan and trains user staff
prior to implementing a new concept into the network. Edits and audits financial and accounting
reports to identify problems in an installed system and initiates corrective measures to be taken
as the material and human resources dictate within the scope of the network’s goals and objectives.

THE REPRESENTATIVE OF DISTRIBUTED STRUCTURAL RESOURCES

AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 019.167-010/019.167-014 Directs and coordinates network activities

designed to provide sub-contractors, management, and customers with logistics technology that
ensures effective and economical support concerned with the manufacturing or servicing of products,
systems, or equipment: Analyzes contractual commitments, customer specifications, design changes,
and other data to plan and develop logistic program activities from the conceptual stage through the
life-cycle of the product or service. Develops and implements network activities, coordinates efforts
of subcontractors, production departments, and field service personnel, and resolves problems in the
area of logistics to ensure the meeting of contractual commitments. Develops and initiates the prepa-
ration of handbooks, bulletins, and information systems to provide and supply logistical support.
Compiles data on standardization and interchangeability of parts or sections to expedite logistics
activities. Determines logistic support sequences and time phasing, problems arising from location
of operational areas, and other factors, such as environmental and human factors affecting personnel.
May perform special research or technical studies critical to logistic support functions. May utilize
computer techniques for analysis, simulation or information systems and documentation. Other duties
may include; Directing, coordinating, and exercising functional authority for planning, organizing,
control, integration, and completion of engineering projects within the areas of assigned responsibility:
Plans and formulates engineering programs and organizes staff according to project requirements.
Assigns project personnel to specific phases or aspects of the project, such as technical studies, product
or service design, preparation of specifications and technical plans, and product or service testing, in
accordance with the engineering disciplines of the staff. Reviews product or service designs for
compliance with engineering principles, network standards, customer contract requirements, and
related specifications. Coordinates activities concerned with technical developments, scheduling,
and resolving engineering design and test problems. Directs the integration of technical activities and
products or services. Evaluates and approves design changes, specifications, and drawing releases.
Controls expenditures within the limitations of the project’s budget. Prepares interim project and
completion reports of the network’s staff and global client communities for immediate implementation.

THE REPRESENTATIVE OF DISTRIBUTED STRUCTURAL PROVIDERSHIP

AND
NETWORK OPERATIONS
(Salary Range - Classified)

9
 Organizational Duties: 195.117-010/030.167-010 Directs departmental sectors or major
functions of the network providing services in the educational field to individuals, groups, inter-
groups, businesses, or social systems: Works with Board of Representatives and Directors or
Committees to establish policies and programs and then administers such programs or policies.
Determines policies and defines the scope of services to be rendered within legislative regulations
for the network and public functioning without the Board of Representatives and Directors or
Committees. Assumes accountability for the development and administration of the standards and
procedures related to systems operators and personnel, including staff development, budget,
and physical facilities. Interprets departmental and network purposes and programs toward the
client community. Establishes and maintains relationships with other internal agencies or
systems operators of the contracting community, and organizations of the client community
toward meeting client or community needs and services. Prepares, distributes, and maintains
a variety of reports. Inspects network operations and facilities to ensure that the network meets the
standards and procedures criteria. May direct or coordinate fund raising events, public relations,
and fact finding or research activities. Secondary functions includes; supervising and coordinating
the activities of subordinates engaged in monitoring or installing data communications systems
and resolving user data communications problems: Distributes subordinate work assignments and
monitors the daily logs of Network Control Operators, using a microcomputer. Explains data
communications diagnostics and monitoring procedures to systems operators, using computer
terminals and following vendor’s equipment and software instructions. Facilitates the explaina-
tion and demonstration of installing procedures data communications lines and equipment to systems
operators, using hand tools and following vendor instructions and manuals. Enters diagnostic
commands into network operating systems and determines the nature of the problem(s). Enters
records of actions taken to resolve the problem(s) in daily logs, using microcomputers. Attends staff
meetings to report on and resolve recurrent network or data communications problems. Attend vendor
seminars to learn about changes in data communications technology. Performs other duties as
prescribed by the General Contractor of Network Operations and the Board of Representatives.

THE REPRESENTATIVE OF EDUCATIONAL STRUCTURES, SOCIAL DEVELOPMENT

AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 099.167-014/099.167-018/099.167-022 Plans and coordinates

educational policies for specific subject areas or objective grade levels: Develops programs
for the in-service education of teaching key personnel, systems operators and user/clients.
Confers with the General Contractor of Network Operations, the Board Members, and out-side
consulting firms to develop curricula and establish guidelines for educational programs. Confers
with lay and professional groups to disseminate and receive input on educational methods and
processes. Reviews and evaluates curricula for the use in the network and assists in the adapta-
tion to network needs. Interprets and enforces the operational rules and regulations of the network.
Conducts or participates in workshops, committees, and conferences designed to promote the
social, intellectual, and physical welfare of clients. Studies and prepares recommendations on
instructional materials, teaching aids, and related equipment. Prepares or approves manuals,
guidelines, and reports on organizational education policies and practices to be adopted. Advises
network officials on the implementation of programs and procedures. Conducts research into
areas such as teaching or consulting methods and techniques. May perform tasks at local job sites
or as an independent consultant in an area of expertise. May be designated as consultant in a
specific area, such as business operations, biology or any operational philosophy. In other areas;
Directs and coordinates the preparation, development, and use of subordinate educational
materials within the network. Confers with members of various educational committees and
advisory groups to obtain the knowledge of subject’s teaching areas, and to relate curriculum
materials to specific subjects, individual client needs and occupational areas. Coordinates the activities
of systems and workers engaged in cataloging, distributing, and maintaining educational materials
and equipment in curriculum databases, libraries and laboratories. Reviews educational materials,
such as video tapes, slides, and programmed texts, for educational content, and recommends
acquisition of materials that meet network standards. Advises staff members in the techniques
and methods of developing and evaluating specialized materials and instructional units. Organizes
and implements the use of new instructional systems. May train systems operators and other staff
members in the use of materials and equipment throughout the entire network and its providers.
Secondary functions includes; Directing research and development activities concerned with the
educational programs and services within the organization: Formulates and designs procedures
to determine if program objectives are being met. Develops tests to measure the effectiveness
of curriculum or services and to interpret client intellectual and social development, and group
or network progress. Develops questionnaires and interviews of network operators, providers,
staff, officers, clients, and administrators to obtain information about proposed curriculum.

10
Evaluates data obtained from study and prepares narrative and statistical reports for dissemination
to Board Members. Formulates recommendations and procedures for current and proposed units
of instruction. Develops in-service training program for staff members. May devise questionnaires
to evaluate training programs. May specialize in research activities concerned with Phases One -thru-
Five of network operations, or other specialized educational programs and services. May evaluate
staff and network performance. May assist in the planning activities of the network’s budget.

THE REPRESENTATIVE OF SOCIAL / POLITICAL LAW

AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 188.117-106/237.367-022 Represents the interests of the network by

conducting relations with foreign nations and international organizations; protecting and advancing
the political, economic, and commercial interests of the network in the United States and overseas;
while rendering personal services toward user/clients in and out of the United States. Manages and
administers local and foreign systems operators here and abroad. Conveys the structural views of
the network and its Board of Representatives toward the contracting communities. Reports political
and other important social developments to the General Contractor of Network Operations and the
Board of Representative, or other network operatives. Analyzes basic economic data, trends, and
developments around the world. Advances trade by alerting accounting personnel to potential business
and investment opportunities. Provides medical, legal, familial, and traveling advice and assistance
to network personnel and operatives. Overseas the issuing of passports to the officials or personnel
of the network, and visas to foreign clients wishing to enter the United States. Offers notarial services
and assistance on benefit and grant programs to eligible personnel, systems operators and clients.
Determines the eligibility of persons or businesses to become employees or network providers. Takes
testimony to be used in local, state, district, federal, and foreign court cases. May negotiate agreements
between the network and local, state, federal, and foreign governments. May recommend how network
policies can help improve domestic and foreign economic conditions. May coordinate network economic
assistance programs. May serve in other officiating positions as counterpart to outstationed colleagues,
relating to the administrative service needs of the network. May disseminate information from external
sources about the network and its policies by engaging in cultural and educational interactions through
the network of NAME. May be designated , according to the basic field of specialization, Administrative
Officer or Board Member. Other departmental duties includes; answering inquires from persons or entities
entering the network: Provides information regarding activities conducted within the network, and the
location of departments, offices, and employees within the organization. Informs potential customers and
active clients of the locations of local systems operators. Provides information concerning services, such
as availability and costs. Receives and answers requests for information from company officials and
employees. May call employees or officials to information department to answer confidential or classified
inquires. May keep records of all questions asked as well as who inquired, and who responded to the
inquires by computer or other current means of bookkeeping within the operating systems of NAME.

THE REPRESENTATIVE OF RELIGIOUS/POLITICAL IDEOLOGIES

AND
NETWORK OPERATIONS
(Salary Range - Classified)

Organizational Duties: 045.107-030/045.061-014/045.067-010/129.107-018/054.067-014/051.067-010

Develops and applies psychological techniques to personnel administration, management, and marketing
problems: Observes details of work and interviews clients, workers, subcontractors, and network supervisors to
establish physical, mental, educational, and other job requirements. Develops interview techniques, rating scales,
and psychological tests to assess skills, abilities, aptitudes, and interests as aids in selection, placement, and
promotion. Organizes training programs, applying principles of learning and individual differences, and
evaluates and measures effectiveness of training methods by statistical analyses of production rate, reduction
of accidents, absenteeism, and turnover. Counsels personnel to improve job and personal adjustments.
Conducts research studies of organizational structure, communication systems, group interactions, and
motivational systems, and recommends changes to improve efficiency and effectiveness of individuals,
organizational units, and organization. Investigates problems related to physical environment of work,
such as illumination, noise, temperature, and ventilation, and recommends changes to increase efficiency
and decrease accident rate. Conducts surveys and research studies to ascertain nature of effective supervision
and leadership and to analyze factors affecting morale and motivation. Studies customer reaction to new
products or services and package designs, using surveys and tests, and measures effectiveness of
advertising media to aid in sale of goods and services. May advise management on personnel policies
and labor-management relations. May adapt machinery, equipment, workspace, and environment to human
use. May specialize in development and application of such techniques as job analysis and classification,
personnel interviewing, ratings, and vocational tests for use in selection, placement, promotion, and

11
training of personnel and subcontractors. May apply psychological principles and techniques to selection,
training, classification, and assignment of security personnel engaged in special network operations. Conducts
research, development, application, and evaluation of psychological principles relating human behavior
characteristics, design, and use of environments and systems within which human beings work and live:
Collaborates with equipment designers in design, development, and utilization of man-machine systems to
obtain optimum efficiency in terms of human capabilities. Participates in solving such problems as determining
numbers and kind of personnel required to operate machines, allocation of functions to machines and
operators, and layout and arrangement of work sites. Analyzes jobs to establish requirements for use in
classification, selection, placement, and training of key personnel. Develops training methods and materials,
such as curriculums, lectures, and films, and prepares handbooks of human engineering data for use by
equipment and systems designers. May conduct research to develop psychological theories concerning
such subjects as effects of physical factors on personnel and subcontractor’s behavior; functional design
of dials, scales, meters, and other instruments to minimize sensory requirements; specifications for optimal
size, shape, direction and speed of motion, and location of equipment controls; effects of environmental,
orgasmic, and task or job variables on work behavior and life quality. Shall also, investigate the processes
of learning and teaching and develops psychological principles and techniques applicable to educational
problems to foster intellectual, social, and emotional development of individuals, groups, and social systems.
Conducts experiments to study the importance of motivation in learning, implications of transfer of training
in teaching, and nature and causes of individual differences in mental abilities to promote differentiated
educational procedures to meet individual needs. Analyzes characteristics and adjustment needs of superior
and inferior personnel and recommends educational program to promote maximum adjustment. Formulates
achievement, diagnostic, and predictive tests to aid teachers in planning methods and content of instruction.
Administers standardized tests to diagnose disabilities and difficulties among subjects and to develop special
methods of remedial instruction. Investigates traits and attitudes of teachers to study conditions that contribute
to or detract from optimal mental health of teachers. Studies effects of teachers’ feelings and attitudes upon
subjects, and characteristics of successful teachers to network administrators in selection and adjustment
of teachers and facilitators. Collaborates with educational specialists in developing curriculum content and
methods of organizing and conducting facilities work. May specialize in educational measurement, educational
adjustment, educational learning, or special education. Investigates the psychological aspects of human
interrelationships to gain understanding of individual and group thoughts, feelings, and behavioral patterns,
utilizing behavioral observation, experimentation, or survey techniques: Evaluates individual and group
behavior, developing such techniques as rating scales and sampling methods to collect and measure data.
Conducts surveys and polls to measure and analyze attitudes and opinions as basis for predicting economic,
political, and other behavior, using interviews, questionnaires, and other techniques, and adhering to
principles of statistical sampling in selecting people. Observes and analyzes relations of individuals to
religious, racial, political, occupational, and other groups to evaluate the behavior of individuals toward
one another in groups, attitudes that exist in groups, and influence of groups on individuals. Investigates
social behavior of individuals to study such problems as origin and nature of prejudices and stereotyping,
transmission of values and attitudes in child rearing, and contribution of factors in social environment to
individual, group, inter-group, and social mental health and illness. Conducts experimental studies on
motivation, morale, and leadership, and prepares reports on findings. Additional duties may include;
directing and coordinating the activities of various dependent denominational groups of the network to meet
the religious needs of clients, key operatives, and systems personnel: Meets with religious advisers and
councils to coordinate overall religious points-of-views. Assists and advises groups in promoting interfaith
understanding. Interprets policies of network to community religious personnel and confers with administrative
officials concerning suggestions and requests for religious operations or activities. Provides counseling and
guidance relative to marital, health, financial, and religious problems of the organization and it’s clients as a
whole. Plans and conducts conferences and courses of direction to assist in interpretation of religious doctrine
to various groups and to promote understanding and range of influence of individual faiths and convictions
of other groups. Sociologist duties may additionally include; conducting research into the development,
structure, and behavior of groups of human beings and patterns of culture and social organization that have
arisen out of group life in society. Collects and analyzes scientific data concerning social phenomena, such
as community, associations, social institutions, ethnic minorities or majorities, and social classes, and social
change. May direct research, prepare technical publications, or act as consultant to policy maker(s),
board members, administrators, or other officials dealing with problems of network policies. May specialize
in research on relationships between criminal law, religion, and social order in causes of crime and behavior
of pronounced criminals. May specialize in research on punishment for crime and control and prevention of
crime, management of penal institutions, and rehabilitation of criminal offenders. May specialize in research
on group relationships and processes in an industrial organization. May specialize in research on rural or
agricultural communities in contrast with urban communities and special problems occasioned by the
impact of the scientific and industrial revolution on the rural or agricultural way of life. May specialize in
research and interrelationships between physical environment and technology in spatial distribution
of people or network operatives and their activities. May also specialize on social problems arising
from individual, group or governmental deviation from commonly accepted standards of conduct, such as
crime and delinquency, or social problems and racial discrimination rooted in failure of society to achieve its
collective purposes. May specialize in research on origin, growth, structure, and demographic characteristics
of cities and social patterns and distinctive problems that result from urban environment. May specialize in
research on social factors affecting health care, including the definitions of illnesses, patient and practitioner

12
behavior, social epidemiology, and the delivery of health care. May plan and conduct demographic research,
surveys, and experiments to study human populations and affecting trends. Furthermore, may study the
phenomena of political behavior, such as origin, development, operation, and interrelationships of political
institutions, to formulate and develop political theories: Conducts research into political philosophy and theories
of political systems, utilizing information available on political phenomena, such as governmental institutions,
public law and administration, political party systems, and international law. Consults with government
officials, civic bodies, research agencies, and political parties. Analyzes and interprets results of studies, and
prepares reports detailing findings, recommendations or conclusions. May organize and conduct public opinion
surveys and interprets results. May specialize in specific geographical, political, or philosophical aspects of
political behavior, as well as how the network influences the philosophical nature of political and social entities.

13
 Nascent Applied Methods & Endeavors

August 3, 1997

General Contractor
of
Network Operations

Representative of Representative of Representative of Representative of

Representative of Representative of Representative of Representative of Representative of Representative of Representative of Representative of
Autonomous Strategic Programming Infrastructural Enterprise W ork Local/National/Global Educational Structures, Social
Infrastructural Planning, Designing, Special Security Services & Records, Accounting & Personnel, Investors, Investments & Distributed Structural Resources & Distributed Structural Providership & Social/Political Law & Religious/Political Ideologies &
Systems Development & Architecture & Monetary Policies & Development &
Approaches & Network Operations Network Operations Network Operations Network Operations Network Operations Network Operations Network Operations Network Operations
Network Operations Network Operations Network Operations Network Operations

Chief Administrator Chief Information Officer of Systems Chief Accounting Officer Chief Organizational Officer Chief Logistics Officer Chief Intelligence Officer
of & of of of of
Network Operations Network Operations Network Implementation Educational & Social Development Network Support Network Security & Special Operations

Systems
Sales Secretary/Treasurer Controller Network Relations
Manufacturing

Product/Service
Safety Health & Welfare Personnel Purchasing Agent
Engineering

Supervisor of Systems
Sales Manager Sales Manager Traffic & Shipping
Advertising Customer Service Office Manager Cashier Credit Manager Site Accountant Systems & Budgets Chief Accountant Internal Auditor Information Maintenance & Production Control Methods Engineers
Individual Systems (Logistics)
Manufacturing Engineering

Autonomous Agent
Branch Sales Branch Sales Branch Sales Engineering
Costs Inventories Systems Budget
Managers Managers Manager Autonomous
Scheduling Material Control Management
Systems
Systems Integration
Processor

Finished Goods
Mail Room Accounts Purchase/ Expense Home Office Systems
Branch Accountant Branch Accountant Branch Accountant Sales Order and Cash Receipts Cash Disbursement Time Keeping Costs Distribution Payroll Billing Accounts Payable General Ledger Branch Auditors Receiving Network Providers Time Study
(E-Mail) Receivable Ledger Auditors Implementation
Service Phases

14
THE CHIEF ADMINISTRATOR OF NETWORK OPERATIONS
(Salary Range - $248 to $550,000 per year)

Organizational Duties: 195.117-010/030.167-010 Directs departmental sectors or major

functions of the network providing services in the educational field to individuals, groups, inter-
groups, businesses, or social systems: Works with Board of Representatives and Directors or
Committees to establish policies and programs and then administers such programs or policies.
Determines policies and defines the scope of services to be rendered within legislative regulations
for the network and public functioning without the Board of Representatives and Directors or
Committees. Assumes accountability for the development and administration of the standards and
procedures related to systems operators and personnel, including staff development, budget,
and physical facilities. Interprets departmental and network purposes and programs toward the
client community. Establishes and maintains relationships with other internal agencies or
systems operators of the contracting community, and organizations of the client community
toward meeting client or community needs and services. Prepares, distributes, and maintains
a variety of reports. Inspects network operations and facilities to ensure that the network meets the
standards and procedures criteria. May direct or coordinate fund raising events, public relations,
and fact finding or research activities. Secondary functions includes; supervising and coordinating
the activities of subordinates engaged in monitoring or installing data communications systems
and resolving user data communications problems: Distributes subordinate work assignments and
monitors the daily logs of Network Control Operators, using a microcomputer. Explains data
communications diagnostics and monitoring procedures to systems operators, using computer
terminals and following vendor’s equipment and software instructions. Facilitates the explaina-
tion and demonstration of installing procedures data communications lines and equipment to systems
operators, using handtools and following vendor instructions and manuals. Enters diagnostic
commands into network operating systems and determines the nature of the problem(s). Enters
records of actions taken to resolve the problem(s) in daily logs, using microcomputers. Attends staff
meetings to report on and resolve recurrent network or data communications problems. Attend vendor
seminars to learn about changes in data communications technology. Performs other duties as
prescribed by the General Contractor of Network Operations and the Board of Representatives.

(Subordinate Staff Members)

THE DEPUTY ADMINISTRATOR OF NETWORK OPERATIONS
THE DEPUTY ADMINISTRATOR OF SALES
THE DEPUTY ADMINISTRATOR SECRETARY/TREASURER
THE DEPUTY ADMINISTRATIVE COMPTROLLER
THE DEPUTY ADMINISTRATOR OF INDUSTRIAL TRADE & COMMERCE
(Salary Range - $57,116 to $62,400 per year)

THE EXECUTIVE DIRECTOR OF NETWORK ADMINISTRATION & COUNSEL

THE EXECUTIVE DIRECTOR OF NETWORK POLICY & UNIT EVALUATIONS
THE EXECUTIVE DIRECTOR OF STAFF DEVELOPMENT & PROMOTIONS
THE EXECUTIVE DIRECTOR OF CONTRACTUAL OPERATIONS
THE EXECUTIVE DIRECTOR OF GOVERNMENT RELATIONS & MANAGEMENT
THE EXECUTIVE DIRECTOR OF GOVERNMENT LEGISLATION & LAW
(Salary Range - $42,520 to $47,808 per year)

15
 NASCENT APPLIED METHODS & ENDEAVORS

August 3, 1997

Observe, interpret, and regulate client's physical and

sociopsychological functions to their needs

GENERAL CONTRACTOR
OF
NETWORK OPERATIONS

CHIEF INFORMATION
OFFICER OF SYSTEMS
&
NETWORK OPERATIONS

INITIATE TERMINATE
OBSERVE INTERPRET REGULATE
(ENTRY FORMAT) (EXIT PLAN)

MEETS SOCIO- REPLACE USED-UP

GATHER INITIAL TRANFER CLIENT COMMUNICATE DETERMINE DEVELOP PLAN OF MEETING PHYSICAL STORE CLIENT
GATHER INFORMATION PSYCHOLOGICAL RESOURCES
INFORMATION INFORMATION INFORMATION PROBLEMS FUTURE ACTIONS NEEDS INFORMATION
NEEDS (PAY BILLS)

ASSIGN RESOURCES DETERMINE ACTIONS

ADDITIONAL
PURSUING THE P&D
GROUP INDIVIDUAL PURPOSEFUL
STRATEGY
ACTIVITIES

COORDINATE AND
SCHEDULE
SPECIFYING AND
INVOLVING KEY
RIPDA & NO RASPSD & NO PRESENTING THE
PERSONNEL
SOLUTION(S)
SOCIO-
GENERAL PHYSICAL
VITAL STATISTICS PSYCHOLOGICAL
CONDITIONS
CONDITIONS
COMMUNICATE PLAN
OF ACTIONS
USING INFORMATIION &
RIEWA & NO RRA & NO KNOWLEDGE

CONCEPTUAL STRUCTURAL CONCEPTUAL STRUCTURAL

DEVELOPING NEW
RSSS & NO RPII & NO INFORMATION &
KNOWLEDGE

ARRANGING FOR
RLNGMP & NO RDSR & NO CONTINUING CHANGE
& IMPROVEMENT
SOCIO-
PHYSICAL NEEDS PSYCHOLOGICAL
NEEDS

INSTITUTIONALIZING
RDSP & NO RESSD & NO THE PROGRAM

INDIVIDUAL GROUP INDIVIDUAL GROUP

RSPL & NO RRPI & NO

SPECIAL TEAMS & ENTERPRISE WORK

OPERATIONS ARCHITECTURES

AUTONOMOUS EMPLOYMENT
PERSONAL
PERSONAL SECURITY NETWORK SECURITY MANAGEMENT RELATED SOFTWARE
DEVELOPMENT
SYSTEMS DEVELOPMENT

HUMAN & MATERIAL

RESOURCES
PLANNING
LEADERSHIP ORGANIZATIONAL ENVIRONMENTAL
DEVELOPMENT DEVELOPMENT DEVELOPMENT

THE CHIEF INFORMATION OFFICER OF SYSTEMS

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

Organizational Duties: 188.117-106/237.367-022 Represents the interests of the network by

conducting relations with foreign nations and international organizations; protecting and advancing
the political, economic, and commercial interests of the network in the United States and overseas;
while rendering personal services toward user/clients in and out of the United States. Manages and
administers local and foreign systems operators here and abroad. Conveys the structural views of
the network and its Board of Representatives toward the contracting communities. Reports political
and other important social developments to the General Contractor of Network Operations and the
Board of Representative, or other network operatives. Analyzes basic economic data, trends, and
developments around the world. Advances trade by alerting accounting personnel to potential
business and investment opportunities. Provides medical, legal, familial, and traveling advice and
assistance to network personnel and operatives. Overseas the issuing of passports to the officials or
personnel of the network, and visas to foreign clients wishing to enter the United States. Offers
notarial services and assistance on benefit and grant programs to eligible personnel, systems
operators and clients. Determines the eligibility of persons or businesses to become employees or
network providers. Takes testimony to be used in local, state, district, federal, and foreign court
cases. May negotiate agreements between the network and local, state, federal, and foreign
governments. May recommend how network policies can help improve domestic and foreign

16
 economic conditions. May coordinate network economic assistance programs. May serve in other
officiating positions as counterpart to outstationed colleagues, relating to the administrative service
needs of the network. May disseminate information from external sources about the network and its
policies by engaging in cultural and educational interactions through the network of NAME. May be
designated , according to the basic field of specialization, Administrative Officer or Board Member.
Other departmental duties includes; answering inquires from persons or entities entering the network:
Provides information regarding activities conducted within the network, and the location of departments,
offices, and employees within the organization. Informs potential customers and active clients of the
locations of local systems operators. Provides information concerning services, such as availability and
costs. Receives and answers requests for information from company officials and employees. May call
employees or officials to information department to answer confidential or classified inquires. May keep
records of all questions asked as well as who inquired, and who responded to the inquires by computer.

(Subordinate Staff Members)

THE DEPUTY INFORMATION OFFICER OF SYSTEMS & NETWORK DEVELOPMENT
THE DEPUTY INFORMATION OFFICER RECORDER/DATAMINER
THE DEPUTY INFORMATION OFFICER OF AUTOMATED BUSINESS PRACTICES
THE 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 & RECORDS

THE EXECUTIVE DIRECTOR OF NETWORK RESEARCH & DEVELOPMENT
THE EXECUTIVE DIRECTOR OF NETWORK SYSTEMS IMPLEMENTATION
THE EXECUTIVE DIRECTOR OF NETWORK COMMUNICATIONS & TECHNOLOGIES
THE EXECUTIVE DIRECTOR OF NETWORK EWA ANALYSIS, DESIGN & DEVELOPMENT
THE EXECUTIVE DIRECTOR OF DALP SYSTEMS ENGINEERING
(Salary Range - $42,520 to $47,808 per year)

17
 NASCENT APPLIED METHODS & ENDEAVORS

August 3, 1997

GENERAL CONTRACTOR
OF
NETWORK OPERATIONS

CHIEF ACCOUNTING
OFFICER OF
NETWORK OPERATIONS

ELECTRONIC COMMERCE ELECTRONIC MARKETS

COMMITTEE ADVISORY COUNCIL AND
COMPOSED OF BOARD MEMBERS AND SIX SPECIAL INVESTIGATORS
ADMINISTRATORS AND THEIR SUBORDINATE COMPOSED OF BOARD MEMBERS AND SPECIAL
STAFF OF DEPUTIES AND DIRECTORS TEAMS AUTHORIZED BY THE GCNO OF NAME TO
(DETERMINES POLICIES SUGGESTING ECA CONFER WITH CLIENTS AND TO MAKE
OPERATIONS OF NAME & ISSUES REPRESENTATIONS & RECOMMENDATIONS OF
REGULATIONS RELATED TO MARKETING) MATTERS IN ECONOMIC INTERESTS

SYSTEMS
SYSTEMS ACCOUNTS MACHINE SYSTEMS ORGANIZATIONAL CLIENT PLANNING & SYSTEMS
BUSINESS PLANNING SYSTEMS COUNSELING ENGINEERING & POLICY ANALYSIS SYSTEMS ACQUISITION SYSTEMS INTEGRATION
ARCHITECTURE ENGINEERING DESIGN DEVELOPMENT PROGRAMMING IMPLEMENTATION
ANALYSIS

MANPOWER AUTONOMOUS
ENTERPRISE WORK PLANNING & DESIGN DECISION SUPPORT OPERATIONAL DECISION MAKING PROCESS CONTROL CONSULTATIVE SOLUTION
DEVELOPMENT MANAGEMENT SITUATION CHART 293F SYSTEM MATRIX
ARCHITECTURES PLANNING MODEL SYSTEMS FORMATS PROCESS SYSTEM ANALYSIS PROFILE FRAMEW ORK
SYSTEM SYSTEMS

CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT
DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS DESCRIPTIONS
OF OF OF OF OF OF OF OF OF OF OF OF
OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
DUTIES (A) DUTIES (B) DUTIES (C) DUTIES (D) DUTIES (E) DUTIES (F) DUTIES (G) DUTIES (H) DUTIES (I) DUTIES (J) DUTIES (K) DUTIES (L)

RIEW A & NO RDSR & NO RRA & NO RDSP & NO RPII & NO RSPL & NO RASPSD & NO RSSS & NO RIPDA & NO RESSD & NO RLNGMP & NO RRPI & NO

FINANCIAL MEMBERS FINANCIAL RESERVE AGENTS

EACH OPERATIONAL FORMAT HAS THE
AUTHORIZED REPRESENTATIVE OF THE
SUPPORT OF NAME's NETWORK
GENERAL CONTRACTOR OF NETWORK
ADMINISTRATORS, DEPUTIES, & DIRECTORS
OPERATIONS, BOARD OF REPRESENTATIVES AT
WHO ARE DULY ELECTED BY THE BOARD TO
THE CONTRACTING LEVEL OF SYSTEMS
ASSIST THE NETWORK IN APPROPRIATING THE
IMPLEMENTATION & MAINTENANCE
FUNDS NECESSARY IN RENDERING A SERVICE

18
 THE CHIEF ACCOUNTING OFFICER
OF
NETWORK IMPLEMENTATION
(Salary Range - $248 to $550,000 per year)

Organizational Duties: 160.167-026/162.167-022 Devises and installs special accounting systems

and related procedures in the network which cannot use standardized systems: Conducts survey of
operations to ascertain the needs of the organization. Sets up classification of accounts and organizes
accounting procedures and machine methods support. Devises forms and prepares manuals required
to guide the activities of bookkeeping and clerical personnel who post data and keep records. May adapt
conventional accounting and recordkeeping functions to machine accounting processes. Other departmental
duties includes; Directing and coordinating the activities of personnel engaged in purchasing and
distributing informational products and services, equipment, machinery, and supplies in the network,
or other entities: Prepares instructions regarding purchasing systems and procedures. Prepares and issues
purchase orders and change notices to Purchasing Agents. Analyzes market and delivery conditions to
determine present and future material availability and prepares market analysis reports.
Reviews purchase order claims and contracts for conformance to network policies. Develops
and installs clerical and office procedures and practices, and studies work flow, sequence of
operations, and office arrangements to determine expediency of installing new or improved
office machines. Arranges for the disposition of surplus personnel systems and materials.

(Subordinate Staff Members)

THE DEPUTY ACCOUNTING OFFICER OF NETWORK IMPLEMENTATION
THE DEPUTY ACCOUNTING OFFICER AUDITOR/GENERAL
THE DEPUTY ACCOUNTING OFFICER OF GLOBAL MONETARY ANALYSIS
THE DEPUTY ACCOUNTING OFFICER OF COMMERCIAL OPERATIONS
THE DEPUTY ACCOUNTING OFFICER OF STRUCTURAL DATABANKING
(Salary Range - $57,116 to $62,400 per year)

THE EXECUTIVE DIRECTOR OF FINANCIAL DEVELOPMENT

THE EXECUTIVE DIRECTOR OF PHASE ONE IN NETWORK OPERATIONS
THE EXECUTIVE DIRECTOR OF PHASE TWO IN NETWORK OPERATIONS
THE EXECUTIVE DIRECTOR OF PHASE THREE IN NETWORK OPERATIONS
THE EXECUTIVE DIRECTOR OF PHASE FOUR IN NETWORK OPERATIONS
THE EXECUTIVE DIRECTOR OF PHASE FIVE IN NETWORK OPERATIONS
(Salary Range - $42,520 to $47,808 per year)

19
 NASCENT APPLIED METHODS & ENDEAVORS

August 3, 1997

GENERAL CONTRACTOR
OF
NETWORK OPERATIONS

BOARD OF
REPRESENTATIVES

CHIEF ORGANIZATIONAL
OFFICER OF EDUCATION
& SOCIAL DEVELOPMENT

PHASE ONE of PHASE TWO of PHASE THREE of PHASE FOUR of PHASE FIVE of TEAMS INVOLVING TEAMS INVOLVING
PEOPLE INVOLVED PEOPLE INVOLVED PEOPLE INVOLVED PEOPLE INVOLVED PEOPLE INVOLVED POWER/AUTHORITY MORALE/COHESION

DEPUTY ORGANIZATIONAL
OFFICER of INFORMATION
STRUCTURING & SERVICE
TEAMS INVOLVING TEAMS INVOLVING
NORMS/STANDARDS GOALS/OBJECTIVES

1 2 3
INFORMATION MANUFACTURING DISTRIBUTION
SYSTEMS SYSTEMS SYSTEMS

PERSONNEL PERSONNEL
PERSONNEL PERSONNEL PERSONNEL USING
SPECIFYING & ARRANGING for
PURSUING A P&D INVOLVING PEOPLE IN INFORMATION &
PRESENTING CONTINUING CHANGE &
PERSONAL & STRATEGY P&D KNOWLEDGE
SOLUTIONS IMPROVEMENT
PERSONAL SYSTEMS MIDRANGE TRAINING MAINFRAME TRAINING CLIENT/SERVER BUSINESS
TRAINING SOLUTIONS SOLUTIONS SOLUTIONS TRAINING SOLUTIONS DEVELOPMENT
TRAINING SOLUTIONS

PERSONNEL INVOLVED PERSONNEL INVOLVED PERSONNEL INVOLVED PERSONNEL INVOLVED

IN THREE PART IN FOUR PART IN FIVE PART IN TWELVE PART
PROCESSING PROCESSING PROCESSING PROCESSING

ASSISTANT AREA ASSISTANT AREA ASSISTANT AREA

DIRECTOR OF PLANNING & DIRECTOR OF RECORDS DIRECTOR OF TECHNICAL
DESIGN APPROACHES RESOURCES & RESEARCH PERSONNEL
(STRUCTURAL LEVEL I) (STRUCTURAL LEVEL I I) (STRUCTURAL LEVEL I I I)

PHASE ONE of PHASE TWO of SECTION ONE of

PERSONNEL METHODS PERSONNEL METHODS
NETWORK NETWORK SOFTWARE
IN ACCOUNTING IN AGRICULTURE
OPERATIONS OPERATIONS DEVELOPMENT

SECTION TWO of SECTION THREE of

PERSONNEL METHODS PERSONNEL METHODS
SOFTWARE SOFTWARE
IN COMMUNICATIONS IN EDUCATION
DEVELOPMENT DEVELOPMENT
PHASE THREE of PHASE FOUR of
NETWORK NETWORK
OPERATIONS OPERATIONS

SECTION FOUR of SECTION FIVE of

PERSONNEL METHODS PERSONNEL METHODS
SOFTWARE SOFTWARE
IN ENTERTAINMENT IN HEALTH
DEVELOPMENT DEVELOPMENT
PHASE FIVE of
NETWORK
OPERATIONS

PERSONNEL METHODS PERSONNEL METHODS

IN HOUSING IN HUMAN RESOURCES
PROCEDURAL MANUFACTURING,
PEOPLE SIDE OF PEOPLE ORIENTED DIAGNOSTIC and PLANNING & DESIGN
OPERATION SECTIONS PLANNING & CONTROL
SYSTEMS COMPUTER SYSTEMS STATISTICAL MANUAL APPROACHES
29, 19, 30 & 48 SYSTEMS

PERSONNEL METHODS
PERSONNEL METHODS
IN MATERIAL
IN LAW
RESOURCES
AUTONOMOUS
SELECTING PLANNING DECISION MAKING
EXPERT SYSTEMS ENTRY FORMAT MANAGEMENT PROBLEM FORMAT(S)
& DESIGN PROJECTS PROCESSES
SYSTEMS

PERSONNEL METHODS PERSONNEL METHODS

IN TEXTILES IN TRANSPORTATION

STATEMENTS OF GRAPHICAL
DESCRIPTION OF THE
STATEMENT OF DESCRIPTION OF STRATEGIC REPRESENTATION OF
DATABASE SYSTEM
OPERATIONS OPERATIONAL DUTIES PROCEDURAL PROCEDURAL
INVOLVING P&D
STRUCTURING IMPLEMENTATION

THE CHIEF ORGANIZATIONAL OFFICER

OF
EDUCATION & SOCIAL DEVELOPMENT
(Salary Range - $248 to $550,000 per year)

Organizational Duties: 099.167-014/099.167-018/099.167-022 Plans and coordinates

educational policies for specific subject areas or objective grade levels: Develops programs
for the in-service education of teaching key personnel, systems operators and user/clients.
Confers with the General Contractor of Network Operations, the Board Members, and out-side
consulting firms to develop curricula and establish guidelines for educational programs. Confers
with lay and professional groups to disseminate and receive input on educational methods and
processes. Reviews and evaluates curricula for the use in the network and assists in the adapta-
tion to network needs. Interprets and enforces the operational rules and regulations of the network.
Conducts or participates in workshops, committees, and conferences designed to promote the
social, intellectual, and physical welfare of clients. Studies and prepares recommendations on
instructional materials, teaching aids, and related equipment. Prepares or approves manuals,

20
 guidelines, and reports on organizational education policies and practices to be adopted. Advises
network officials on the implementation of programs and procedures. Conducts research into
areas such as teaching or consulting methods and techniques. May perform tasks at local job sites
or as an independent consultant in an area of expertise. May be designated as consultant in a
specific area, such as business operations, biology or any operational philosophy. In other areas;
Directs and coordinates the preparation, development, and use of subordinate educational
materials within the network. Confers with members of various educational committees and
advisory groups to obtain the knowledge of subject’s teaching areas, and to relate curriculum
materials to specific subjects, individual client needs and occupational areas. Coordinates the activities
of systems and workers engaged in cataloging, distributing, and maintaining educational materials
and equipment in curriculum databases, libraries and laboratories. Reviews educational materials,
such as video tapes, slides, and programmed texts, for educational content, and recommends
acquisition of materials that meet network standards. Advises staff members in the techniques
and methods of developing and evaluating specialized materials and instructional units. Organizes
and implements the use of new instructional systems. May train systems operators and other staff
members in the use of materials and equipment throughout the entire network and its providers.
Secondary functions includes; Directing research and development activities concerned with the
educational programs and services within the organization: Formulates and designs procedures
to determine if program objectives are being met. Develops tests to measure the effectiveness
of curriculum or services and to interpret client intellectual and social development, and group
or network progress. Develops questionnaires and interviews of network operators, providers,
staff, officers, clients, and administrators to obtain information about proposed curriculum.
Evaluates data obtained from study and prepares narrative and statistical reports for dissemination
to Board Members. Formulates recommendations and procedures for current and proposed units
of instruction. Develops in-service training program for staff members. May devise questionnaires
to evaluate training programs. May specialize in research activities concerned with Phases One -thru-
Five of network operations, or other specialized educational programs and services. May evaluate
staff and network performance. May assist in the planning activities of the network’s budget.

(Subordinate Staff Members)

THE DEPUTY ORGANIZATIONAL OFFICER OF EDUCATION & SOCIAL DEVELOPMENT
THE DEPUTY ORGANIZATIONAL OFFICER OF STRATEGIC ASSESSMENT
THE DEPUTY ORGANIZATIONAL OFFICER OF LANGUAGES & PERCEPTION
THE DEPUTY ORGANIZATIONAL OFFICER OF KNOWLEDGE RESOURCE PLANNING
THE DEPUTY ORGANIZATIONAL OFFICER OF INFORMATIONAL DISPOSITION
(Salary Range - $57,116 to $62,400 per year)

THE EXECUTIVE DIRECTOR OF FACILITIES DESIGN, CONTRACTING & CONSTRUCTION

THE EXECUTIVE DIRECTOR OF NETWORK GRANTS & SERVICES
THE EXECUTIVE DIRECTOR OF SCHOLASTIC PROGRAMS & ACTIVITIES
THE EXECUTIVE DIRECTOR OF BIOLOGICAL/MEDICAL RESEARCH & DEVELOPMENT
THE EXECUTIVE DIRECTOR OF USER PRIORITIZATION & UTILIZATION
THE EXECUTIVE DIRECTOR OF NETWORK INTELLIGENCE & INVESTIGATIVE ACTIVITIES
(Salary Range - $42,520 to $47,808 per year)

21
 NASCENT APPLIED METHODS & ENDEAVORS
August 3, 1997

THE MANUAL OF OPERATIONS

NETWORK STATEMENT NETWORK

OF DESCRIPTION OF
OPERATIONS OPERATIONAL DUTIES
GENERAL CONTRACTOR OF NETWORK OPERATIONS

ADMINISTRATORS DEPUTIES OF
OF NETWORK NETWORK
OPERATIONS OPERATIONS

BOARD OF REPRESENTATIVES

OFFICES OF NETWORK NETWORK NETWORK NETWORK SUPPORT

OFFICES OF OFFICES OF OFFICES OF
NETWORK COMPUTERIZED PROCEDURAL STRUCTURAL OPERATIONS
SYSTEMS SECURITY STRATEGIC STUDIES SYSTEMS ACCOUNTING
OPERATIONS OPERATIONS BRANCH OPERATIONS BRANCH OPERATIONS BRANCH BRANCH
CHIEF LOGISTICS OFFICER
OF
NETWORK SUPPORT
OFFICES OF
OFFICES OF SOCIAL OFFICES OF
EDUCATIONAL
DEVELOPMENT LOGISTIC STUDIES
DEVELOPMENT AUTONOMOUS ENTERPRISE WORK
INTERNET BUSINESS SERVICES
MANAGEMENT ARCHITECTURES
DEVELOPMENT DEVELOPMENT
DEVELOPMENT DEVELOPMENT
BRANCH BRANCH
BRANCH BRANCH

NETWORK
NETWORK NETWORK DEPUTY
ADMINISTRATIVE
ADMINISTRATORS ADMINISTRATORS
DIRECTORS

OFFICES OF
OFFICES OF OFFICES OF OFFICES OF OFFICES OF OFFICES OF OFFICES OF OFFICES OF OFFICES OF OFFICES OF OFFICES OF OFFICES OF
PERSONNEL METHODS
PERSONNEL METHODS PERSONNEL METHODS PERSONNEL METHODS PERSONNEL METHODS PERSONNEL METHODS PERSONNEL METHODS PERSONNEL METHODS PERSONNEL METHODS PERSONNEL METHODS PERSONNEL METHODS PERSONNEL METHODS
IN MATERIAL
IN ACCOUNTING IN AGRICULTURE IN COMMUNICATIONS IN EDUCATION IN ENTERTAINMENT IN HEALTH IN HOUSING IN HUMAN RESOURCES IN LAW IN TEXTILES IN TRANSPORTATION
RESOURCES

OFFICES OF
METHOD STRUCTURING

OFFICES OF PEOPLE OFFICES OF PEOPLE OFFICES OF PEOPLE OFFICES OF PEOPLE OFFICES OF PEOPLE OFFICES OF PERSONAL
OFFICES OF PERSONAL OFFICES OF OFFICES OF CLIENT/
INVOLVED IN PHASE INVOLVED IN PHASE INVOLVED IN PHASE INVOLVED IN PHASE INVOLVED IN PHASE OFFICES OF MIDRANGE & BUSINESS
SYSTEMS TRAINING MAINFRAME TRAINING SERVER TRAINING
ONE OF NETWORK TWO OF NETWORK THREE OF NETWORK FOUR OF NETWORK FIVE OF NETWORK TRAINING DEVELOPMENT
SOLUTIONS SOLUTIONS SOLUTIONS
OPERATIONS OPERATIONS OPERATIONS OPERATIONS OPERATIONS TRAINING SOLUTIONS

OFFICES OF OFFICES OF
OFFICES OF OFFICES OF OFFICES OF
OFFICES OF NETWORK OFFICES OF NETWORK PERSONNEL PERSONNEL
OFFICES OF NETWORK OFFICES OF NETWORK OFFICES OF NETWORK PERSONNEL PERSONNEL PERSONNEL USING
SECRETARY/ SYSTEMS SPECIFYING & ARRANGING for
SALES & DISTRIBUTION CASHIER RELATIONS PURSUING P&D INVOLVING PEOPLE IN INFORMATION &
TREASURER MANUFACTURING PRESENTING CONTINUING CHANGE &
STRATEGIES P&D KNOWLEDGE
SOLUTIONS IMPROVEMENT

OFFICES OF OFFICES OF
OFFICES OF OFFICES OF DATA OFFICES OF SYSTEMS OFFICES OF NETWORK OFFICES OF SCIENTIFIC OFFICES OF
ORGANIZATIONAL & EDUCATIONAL &
INFORMATION PROCESSING & PROVIDERSHIP & STATISTICS & MANAGEMENT PERSONNEL
NETWORK NETWORK
SYSTEMS PLANNING STATISTICS SUBCONTRACTORS EVALUATION SYSTEMS INVESTIGATIONS
DEVELOPMENT FACILITATION

OFFICES OF
OFFICES OF NETWORK OFFICES OF NETWORK OFFICES OF THE OFFICES OF OFFICES OF NETWORK
OFFICES OF SPECIAL OFFICES OF SPECIAL BIOLOGICAL/MEDICAL
OCCUPATIONAL POLICIES & SELLER ASSISTED STRATEGIC ADMINISTRATION &
INVESTIGATIONS TEAMS & OPERATIONS RESEARCH &
HEALTH PROGRAMS STANDARDS MARKETING PLAN ECONOMICS & TACTICS COUNSEL
DEVELOPMENT

OFFICES OF
EMPLOYMENT
RELATED SOFTWARE
DEVELOPMENT
THIS CHART IS PREPARED FOR
GENERAL INFORMATIONAL
PURPOSES. IT SEEKS TO SHOW INFORMATION AS TO NAME AND ITS
THE MORE IMPORTANT SUBDIVISIONS ARE POSTED ON
DEPARTMENTAL DUTIES & OFFICES THE INTERNET OR WORLD-WIDE-
OF NAME CHARTED UNDER THE WEB THROUGH ITS WEB-SITE
NETWORK OF WHICH THEIR ADDRESS OR SUBCONTRACTORS
FUNCTIONS ARE MOST
REPRESENTED AND IMPLEMENTED

THE CHIEF LOGISTICS OFFICER

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

Organizational Duties: 019.167-010/019.167-014 Directs and coordinates network activities

designed to provide sub-contractors, management, and customers with logistics technology that
ensures effective and economical support concerned with the manufacturing or servicing of products,
systems, or equipment: Analyzes contractual commitments, customer specifications, design changes,
and other data to plan and develop logistic program activities from the conceptual stage through the
life-cycle of the product or service. Develops and implements network activities, coordinates efforts
of subcontractors, production departments, and field service personnel, and resolves problems in the
area of logistics to ensure the meeting of contractual commitments. Develops and initiates the prepa-
ration of handbooks, bulletins, and information systems to provide and supply logistical support.
Compiles data on standardization and interchangeability of parts or sections to expedite logistics
activities. Determines logistic support sequences and time phasing, problems arising from location
of operational areas, and other factors, such as environmental and human factors affecting personnel.
May perform special research or technical studies critical to logistic support functions. May utilize
computer techniques for analysis, simulation or information systems and documentation. Other duties
may include; Directing, coordinating, and exercising functional authority for planning, organizing,
control, integration, and completion of engineering projects within the areas of assigned responsibility:
Plans and formulates engineering programs and organizes staff according to project requirements.
Assigns project personnel to specific phases or aspects of the project, such as technical studies, product

22
 or service design, preparation of specifications and technical plans, and product or service testing, in
accordance with the engineering disciplines of the staff. Reviews product or service designs for
compliance with engineering principles, network standards, customer contract requirements, and
related specifications. Coordinates activities concerned with technical developments, scheduling,
and resolving engineering design and test problems. Directs the integration of technical activities and
products or services. Evaluates and approves design changes, specifications, and drawing releases.
Controls expenditures within the limitations of the project’s budget. Prepares interim project and
completion reports of the network’s staff and global client communities.

(Subordinate Staff Members)

THE DEPUTY LOGISTICS OFFICER OF NETWORK SUPPORT
THE DEPUTY LOGISTICS OFFICER OF MATERIAL RESOURCES
THE DEPUTY LOGISTICS OFFICER OF NETWORK PERSONNEL
THE DEPUTY LOGISTICS OFFICER OF EMERGENCY MANAGEMENT ANALYSIS
THE DEPUTY LOGISTICS OFFICER OF CONTRACTUAL NETWORK OPERATIONS
(Salary Range - $57,116 to $62,400 per year)

THE EXECUTIVE DIRECTOR OF METHODS IN ACCOUNTING

THE EXECUTIVE DIRECTOR OF METHODS IN AGRICULTURE
THE EXECUTIVE DIRECTOR OF METHODS IN COMMUNICATIONS
THE EXECUTIVE DIRECTOR OF METHODS IN CONSTRUCTION
THE EXECUTIVE DIRECTOR OF METHODS IN EDUCATION
THE EXECUTIVE DIRECTOR OF METHODS IN ENTERTAINMENT
THE EXECUTIVE DIRECTOR OF METHODS IN HEALTH MAINTENANCE
THE EXECUTIVE DIRECTOR OF METHODS IN HUMAN RESOURCING
THE EXECUTIVE DIRECTOR OF METHODS IN LAW & GOVERNMENT
THE EXECUTIVE DIRECTOR OF METHODS IN MATERIAL RESOURCING
THE EXECUTIVE DIRECTOR OF METHODS IN TEXTILE MANUFACTURING
THE EXECUTIVE DIRECTOR OF METHODS IN TRANSPORTATION
(Salary Range - $42,520 to $47,808 per year)

23
 NASCENT APPLIED METHODS & ENDEAVORS

August 3, 1997

THE NETWORK
PROCEDURAL GUIDES

CHEIF INTELLIGENCE OFFICER

OF
NETWORK SECURITY
AND
SPECIAL OPERATIONS

DIRECTOR OF PLANNING, DESIGN,

and IMPROVEMENT

ASSISTANT AREA ASSISTANT AREA ASSISTANT AREA

DIRECTOR OF PLANNING & DIRECTOR OF TECHNICAL DIRECTOR OF RECORDS
DESIGN APPROACHES & RESEARCH PERSONNEL RESOURCES

SYSTEMS STAGE ONE SYSTEMS STAGE TWO SYSTEMS STAGE THREE

(DETAILED ECA INDUSTRY
(TOTAL ECA SUPPLY) (DISTRIBUTION OF FINAL DEMAND)
DISTRIBUTION)

TECHNICAL ORGANIZATIONAL RESEARCH into P&D

P&D Professionals area no. 1 P&D Professionals area no. 2 P&D Professionals area no. 3 SPECIALISTS DEVELOPMENT QUESTIONS
(e.g., Manufacturing or Matrix (e.g., Distribution or Matrix (e.g., Implementation or Matrix
Organization Project A) Organization Project B) Organization Project C)

INFRASTRUCTURAL
AUTONOMOUS AGENT COLLEGIATE
ANALYSIS &
DESIGNING DATABASES
IMPLEMENTATION

SYSTEMS
SYSTEMS PHYSIOLOGICAL SYSTEMS SOCIOLOGICAL
PSYCHOLOGICAL PERSONNEL ORGANIZATIONAL
APPROACHES APPROACHES PERFORMANCE PERFORMANCE
SCIENTIFIC
APPROACHES DATABASES
EVALUATIONS EVALUATION

PERSONAL CONCEPT ORGANIZATIONAL AUDIT and PROGRAM

OF FIT CONCEPT OF FIT REVIEW
COST DATA POLICY STATUS STANDARDS DATA
MANPOWER STATISTICS INFORMATION SYSTEMS DATA PROCESSING
APPROACHES PLANNING APPROACHES APPROACHES

COMPLEX SYSTEMS
COMPANY FINANCIAL
MANAGERIAL PROFILES SUBJECT
DATA SHEETS
PM IN PM IN PM IN MATERIAL PM IN HUMAN PM IN
CLASSIFICATIONS
PM IN HOUSING PM IN ACCOUNTING PM IN HEALTH PM IN TEXTILES PM IN AGRICULTURE PM IN EDUCATION PM IN LAW
TRANSPORTATION ENTERTAINMENT RESOURCES RESOURCES COMMUNICATIONS

RIPDA & NO RASPSD & NO RIEWA & NO RRA & NO RSSS & NO RPII & NO RLNGMP & N0 RDSR & NO RDSP & NO RESSD & NO RSPL & NO RRPI & NO

GLOBEMAN 21st SYSTEMS CONTROL NET MAP ECONOMIES OF JEL CLASSIFICATION BIT FAR-TERM DMSO VERIFICATION WEB SITE MEMORY NOVEL WWW STRATEGIC
TIERRA PROJECT EIL: TOVE MANUAL
CENTURY VISION & MONITORING SEQUENCES NETWORKS SYSTEM STRATEGY & ACCREDITATION STRUCTURE ORGANIZATIONS INTELLIGENCE

LITERATURE RETRIEVAL BETTERMENT SCHEDULES

ENVIRONMENTAL SEGMENTATION COMPETITIVE RESOURCE MONITORING

SCANNING CONCEPTS STRATEGIES ALLOCATION IMPLEMENTATION

MPS MPS MPS MPS MPS TEMPORAL

PARIETAL LOBE OCCIPITAL LOBE MEDULLA & PONS FRONTAL LOBE LOBE

STATEMENT OF OPERATIONAL P&D DATABASE PROCEDURAL PROCEDURAL

OPERATIONS DUTIES SYSTEM STRUCTURING IMPLEMENTATION MPCS EXPANSION
KEYNET SYSTEMS
PROJECT

OPERATIONS
CONTROL THEORY HUMAN FACTORS
RESEARCH

THE PROBLEM FORMAT and it's STRATEGICAL FOUNDATIONS

PSOS METHOD IDIAP CONFERENCES &
MSDLC PHASES
PHASES CONGRESSES

ANALYSIS OF DATA MATHEMATICS and WORK LOAD

CNSLINST 9OOO.ID
FORMAT STATISTICS ASSIGNMENTS

1 2 3
INFORMATION MANUFACTURING DISTRIBUTION
SYSTEMS SYSTEMS SYSTEMS

GEOMETRICAL ALPHANUMERICAL STRATEGICAL

DATABASE SYSTEM DATABASE SYSTEM DATABASE SYSTEM

PROCESS CONTROL RULE-BASED

NEURAL NETS
THEORIES STRUCTURES

DISTRIBUTED WEB
GENETIC ALGORITHMS SEMANTIC NETS
BROWSERS

PLANNING & DESIGN PLANNING & DESIGN PLANNING & DESIGN PLANNING & DESIGN PLANNING & DESIGN
PHASE ONE PHASE TWO PHASE THREE PHASE FOUR PHASE FIVE

PERSONAL SYSTEMS MIDRANGE TRAINING MAINFRAME TRAINING CLIENT/SERVER TRAINING PERSONAL/BUSINESS

TRAINING SOLUTIONS SOLUTIONS SOLUTIONS SOLUTIONS TRAINING SOLUTIONS

SYSTEMS SERVICES SYSTEMS SERVICES SYSTEMS SERVICES SYSTEMS SERVICES SYSTEMS SERVICES
PHASE ONE PHASE TWO PHASE THREE PHASE FOUR PHASE FIVE

SYSTEMS SYSTEMS SYSTEMS

THEORY THEORY THEORY
5A - 5L 1 - 12 S1 - S5

24
 THE CHIEF INTELLIGENCE OFFICER
OF
NETWORK SECURITY & SPECIAL OPERATIONS
(Salary Range - $248 to $550,000 per year)

Organizational Duties: 059.167-010/059.267-010/059.267-014/249.367-086/377.167-010

Plans and directs research into proposed problem solutions or courses of actions to determine
the feasibility of the networks planning alternatives; Confers with the Board of Representatives
and their supporting personnel to determine the dimensions of the problems and to discuss the
proposals for a solution. Develops plans for predicting such factors as the costs and probable
success of each alternative, according to accepted operations research techniques and mathematical
or computer formulations. Evaluates the results of the research and prepares the recommendations
for implementing or rejecting the proposed solutions or plans. May be designated, according to
the nature of the research conducted, as the Executive Director of Network Intelligence and
Investigative Activities. Evaluates the data concerning subversive operational activities, competitive
advertising, and economic or political conditions in competitive operations to facilitate counteraction
by the network, according to the familiarity with the geographic, organizational traditions, and
social, political, and economic structure of the organization under consideration. May also;
Collect, record, analyze, and disseminate tactical, strategic, or technical information: Segregates
and records incoming intelligence data according to the type of data to facilitate comparison,
study, and accessibility. Prepares and analyzes the information concerning the competitive strength,
equipment, location, disposition, organization, and movement of competitive networks.
Assists the GCNO and the Board of Representatives in the analysis and selection of alternative
solutions of targeted problems. Compiles intelligence information to be used in preparing
situation maps, charts, visual aids, briefing papers, reports, and publications. Briefs and debriefs
network operatives and subordinate staff personnel prior to and after the implementation of a
solution to a problem(s). Maintains intelligence libraries, including maps, charts, documents, and other
items. Plans or assists superiors in planning and supervising intelligence gathering activities of the team,
units, personnel or computerized autonomous agent(s) assigned. May examine source materials and
compile situation intelligence, such as the conditions of the client’s state of mind, the network
operatives, the feasibility of the computer program(s), and the economic conditions of both the
network operatives and their clients. Secondary duties will include; Monitoring the training sessions
transmitted by communications satellites from within the network to remote educational and child
care facilities: Registering users and solicitors of the network for satellite communications and training.
Activates the audiovisual receivers and monitors for the Internet viewing of live or recorded
courses of action transmitted by satellite or other means. Stimulates interdepartmental discussions
immediately after broadcasting, following an approved operational format. Monitors live seminar
transmittals from the network, elicits responses from the operational participants, and consolidates and
transmits inquires by teletype, telephone or other means back to the operational participants for a direct
response via satellite. Distributes procedural work assignments and operational placebos through
computerized autonomous agents. Collects data on completed operational assignments and test their
levels of effectiveness. Maintains an accurate attendance record of all currently active operational
participants. Primary duties shall also include; Directing and coordinating the activities of all
subordinate staff members and operational participants currently involved in any investigative
process. Schedules the operational assignments and the deployment of human, material and financial
resources in the Security and Special Teams & Operations Department, and then transmits the orders
to subordinate staff members for execution. Supervises the investigations of targeted objectives,
and then evaluates the progress of these activities with the managing investigators, from which
supporting plans of actions, such as surveillance and arrests may be initiated. Issues funds to Special
Operatives in order to secure pertinent and vital information in all life and death matters. Advises all
subordinate staff members of the legal procedures required in obtaining search and seizure warrants
from the local, state and federal governments. Develops departmental procedures to serve as guidelines
for the proper conduct of all investigative operations, based on legal information and previous
investigative activities. Monitors the effectiveness of subordinate follow-up procedures through the
processes of interrogation and peer group review. Reviews the daily activities log prepared by
subordinate staff members. Conducts meetings with the GNCO to evaluate the network’s operations
and efficiency. Investigates the complaints against the network participants and determines the
actions to be taken based on the evidence secured. Disciplines departmental members for the
violations of intradepartmental rules and regulations. Resolves the personnel problems of
departmental members or refers them to a supervisor if no solution is found. Organizes the
inspection of any and all firearms assigned to active security personnel in order to ensure their
operational readiness. Collects and analyzes data on interdepartmental activities. Prepares regular
and supplemental budgets for the department and submits them to the Board of Representatives.
Requisitions equipment and services for the department and assumes accountability for the receipt
of items. Assumes field command of the department during emergency or special operations.

25
 (Subordinate Staff Members)
THE DEPUTY INTELLIGENCE OFFICER OF SPECIAL TEAMS & OPERATIONS
THE DEPUTY INTELLIGENCE OFFICER OF PLANNING & DESIGN
THE DEPUTY INTELLIGENCE OFFICER OF STRATEGIC STUDIES
THE DEPUTY INTELLIGENCE OFFICER OF ORGANIZATIONAL BEHAVIOR
THE DEPUTY INTELLIGENCE OFFICER OF PROCEDURAL WEIGHTS & MEASURES
(Salary Range - $57,116 to 62,400 per year)

THE EXECUTIVE DIRECTOR OF STRATEGIC PSYCHOLOGY

THE EXECUTIVE DIRECTOR OF SPECIAL PROJECTS & COMMUNICATIONS
THE EXECUTIVE DIRECTOR OF STRATEGIC ECONOMICS & TACTICS
THE EXECUTIVE DIRECTOR OF SPECIAL INVESTIGATIONS & TACTICS
THE EXECUTIVE DIRECTOR OF KNOWLEDGE WORKER SYSTEMS
THE EXECUTIVE DIRECTOR OF ENCRYPTION SERVICES
(Salary Range - $42,520 to 47,808 per year)

26
Exhibit - B

27
 NASCENT APPLIED METHODS & ENDEAVORS

August 19, 1997

THE PHYSIOLOGICAL APPROACHES

THE ENTRY FORMAT

(STATING THE PROBLEMS)

PHILOSOPHICAL

THE DIAGNOSTIC & STATISTICAL MANUAL

of
MENTAL DISORDERS

PHYSIOLOGICAL PSYCHOLOGICAL

GRAY'S ANATOMY THE TEXTBOOK OF PSYCHIATRY

THE REVIEW OF MEDICAL PHYSIOLOGY BLAKE'S CONSULTATION
THE MERCK MANUAL THE PEOPLE SIDE OF SYSTEMS
THE ILLUSTRATIVE MANUAL OF NURSING PRACTICE THE DIAGNOSTIC & STATISTICAL MANUAL
CRITICAL CARE NURSING of
PHARMACOLOGY IN NURSING MENTAL DISORDERS
THE PHYSICIAN'S DESK REFERENCE

SOCIOLOGICAL

THE DICTIONARY OF OCCUPATIONAL TITLES

THE PLANNING & DESIGN APPROACH
HOUGHTON/MIFFLIN'S ENGLISH GRAMMAR & COMPOSITION
WEBSTER'S DICTIONARY
ROGET'S THESAURUS
STRONG'S EXHAUSTIVE CONCORDANCE
THE KING JAMES HOLY BIBLE
MILLER/JOHNSON-LAIRD'S LANGUAGE & PERCEPTION
IRWIN'S MANUFACTURING, PLANNING & CONTROL SYSTEMS
BLAKE'S CONSULTATION
NAME'S CONTRACTUAL APPENDIX -A

28
 THE ENTRY FORMAT
(Stating the Purposeful Approaches)

PART ONE

1. DSM IV = An assessment of a personal and/or social examination of a physiological or psychological

problem as it relates to an individual, group, inter-group, social system or larger social system.

PART TWO

2. Gray's Anatomy = The process of labeling and formatting a client, sysops or end-user into the services of the
network, as a philosophical representation of a biological entity, as in accordance with the M.A.N. synopsis.

3. The Review of Medical Physiology = A material that shall be used as a source of producing a detailed
number of strategic analogies through the use of a Roget's Thesaurus.

4. The Merck Manual = A textual material that can be used as a way of conducting a detailed and strategic
approach toward applying the biological treatment strategies in its writings, as a source of developing a
number of philosophical analogies, and as a form of servicing a client, sysops or end-user(s).

5. The Illustrative Manual of Nursing Practice = A source of philosophically incorporating a major portion
of Appendix F of the Contractual Agreement of Nascent Applied Methods & Endeavors.

6. Critical Care Nursing = A more urgent and detailed format of the area mentioned in the previous section.

7. Pharmacology in Nursing = An intricate form of using a thesaurus to acquire a number of analogies in

order to administer the philosophical and strategic effects of drugs upon a biological entity, as
stated in the book titled the Diagnostic and Statistical Manual of Mental Disorders, Publication IV.

8. The Physician's Desk Reference = A system of procedures, effects, side-effects and treatment
strategies that shall incorporate the profiles mentioned in Sections 1 and 7.

PART THREE

1. The Dictionary of Occupational Titles = The Managerial Applied Numerics synopsis.

2. The Planning and Design Approach = The Managerial Applied Numerics synopsis.

3. Houghton/Mifflin's English Grammar & Composition = The Managerial Applied Numerics synopsis.

4. Webster's Dictionary = A textual source of allocating, precisely, the right word(s) that are needed in order to
structure sentences & paragraphs. Additionally, another process of this section is to apply a thesaurus to the
words that are used to define other words, so as to first, encircle the concepts of defining all words. And
secondly, to establish a format by which the synonymic & antonymic representations of those words used in
structuring and fulfilling the end-results of a procedure, can also be used to encircle the concepts of
developing alternative processes and procedures.

5. Roget's Thesaurus = A written material that shall be applied toward the entire network, as in accordance
with the M.A.N. synopsis.

29
6. Strong's Exhaustive Concordance = A format by-which this system of words shall enter a religious
document or series writings and develop this network's strategic alternatives. An additional recourse of this
action, is that this form of entering religious materials such as the bible, can provide this network's operators
with the ability to find and develop strategic alternatives that are based upon the bible's words & verses.
Which within itself, contains its own opposing words, verses, chapters, books and strategies. Therefore, this
concordance or any, has the structural capabilities to encircle all of the words, ideas, procedures, processes &
concepts that are used by the network(s) of NAME, as well as others.

7. The King James Holy Bible = A textual guide in-which its words, verses, chapters & books shall be used as
a strategic and structural foundation for developing this network's goals/objectives, as in accordance with
statements mentioned above as well as in the M.A.N. synopsis.

8. Miller/Johnson-Laird's Language & Perception = A step-by-step procedural development of an

alphanumeric representation of all of the words, ideas, procedures, processes & concepts that are used in
rendering the services of the network, of which the importance of this is mentioned in the M.A.N. synopsis.

9. Irwin's Manufacturing, Planning & Control Systems = The step-by-step procedural form, of which is also
mentioned in the synopsis titled Managerial Applied Numerics and the Contractual Agreement of Nascent
Applied Methods & Endeavors, Appendix - F.

10. Blake's Consultation and Nascent Applied Methods & Endeavors’ Contractual Appendix - A = A
series of Consultative procedures and guidelines that shall provide the network with the necessary
procedures that are needed in rendering the services of NAME Initially, the words that are contained in
Nascent Applied Methods & Endeavors’ Contractual Appendix - A are the procedural processes upon
which the entire contents of the book Consultation, shall be infused into this area’s total process of
rendering the services of this network.

PART FOUR

1. The Textbook of Psychiatry = A textbook, which when applied toward PART TWO, Section 1, shall
provide the necessary structural guidelines that may be deemed appropriate for researching and applying the
theoretical solutions to the problems that are related to conducting business from a philosophical and realistic
nature.

2. Blake's Consultation = The same as PART THREE, Section 10, but with the additional process of being
used as a detailed & descriptive form of applying the textbook mentioned above in the previous section.

3. The People Side of Systems = A written source of strategic materials that are incorporated into & through-
out the entire network as a series procedures, that shall be focused toward the SYSOPS of this networking
system. Also, this book will become a detailed form of guiding the SYSOPS through the procedures that are
mentioned in PART THREE, Section 9 of this network's Contractual Appendices.

4. DSM IV = The same as in PART TWO, Section 1, but being additionally used to restructure, and either
manually or automatically check for errors, all of the original information that was inputted at the beginning
of this examination or profiling procedures.

30
Exhibit - C

31
 THE MANUFACTURING, PLANNING
&
CONTROL SYSTEM STRUCTURE

In any organization, manufacturing planning and control encompasses three distinct activities
or phases. The first activity is the establishment of the overall direction for the client, with the
resulting management plan stated in manufacturing terms, such as end items or product options.
The manufacturing plan must be consistent with the client's direction and the plans for other
subject categories of the client. The second MPC activity is the detailed planning of informational
flows and the capacity to support the overall plans. The third and final MPC activity is the
execution of these plans in terms of detailed operations scheduling and acquisition actions.
Overall direction is provided by a game plan that links and coordinates the various
methodologies of the client. The game plan is the responsibility of the programming statistician.
It should be at all times consistent with strategic plans, methodological budgets, and the
manufacturing plans for informational output.
The overall direction phase of manufacturing planning & control includes the estimation of the
demand for the actions produced and implemented by the software programming strategies. It is
also necessary to estimate any additional demand for the manufacturing of information needs and
capacity that comes from the desires of the client. In addition to forecasting the total demand, it is
also necessary to manage the consumption (transformation) of the forecast by actual customer
requests. That is, one must deal with order entry, customer order promising, and order backlog as
these actual orders replace forecast information.
End item planning and customer order entry are where detailed trade-offs are made between
marketing & manufacturing. On one hand it is desirable to provide enough stability so that
manufacturing information can reasonably be held responsible for meeting plans and other
purposes. On the other hand, it is worthwhile to provide sufficient flexibility so that the network
can respond effectively to actual client needs.

32
 Quality Plans Measurements

Quality opreations Operator documentation,

Instructions to operators, inspections, audits, test
inspectors, NDT, foreman,
engineers, etc.

Measurements

Operator documentation,
inspections, audits, test

Measurements

Operator documentation,
inspections, audits, test

Measurements

Operator documentation,
inspections, audits, test

Measurements

Operator documentation,
inspections, audits, test

Reduce manufacturing loses

Minimize production delays
Improve product or service quality

Example Process control system. From D. T. Koenig, "Process Control in a High Technology Impact
Heavy Industry Job Shop." Turbine Department. General Electric Company, Schenectady. N.Y., 18
January 1974.

33
The system matrix can help specify and present specific solutions, such as process control in a manufacturing
company. One way is to incorporate at least the values, measures, and control and interface dimensions of the
sequence element portrayed in the model. A second way is to treat the "process control" (sequence control) cell
modeled above as a system matrix itself-define the six dimensions of purpose of process control, and so on.

34
 NASCENT APPLIED METHODS & ENDEAVORS

MATERIAL & INFORMATION FLOWS, MANAGEMENT PROBLEMS, DECISION-MAKING TECHNIQUES, AND SUPPORTING DATABASE

STAGE A B C D E F G H I J

EXAMPLE MANAGEMENT HOW TO MONITOR HOW TO MAINTAIN HOW TO SCHEDULE HOW TO DETERMINE HOW TO SCHEDULE HOW TO ESTIMATE END- HOW TO ROUTE HOW MUCH AND WHEN HOW TO CHOOSE HOW TO SELECT
PROBLEMS VENDOR PERFORMANCE ACCURATE RAW COMPONENT ITEM COMPONENT OR FINAL ASSEMBLY OR ITEM DEMAND FOR EACH VEHICLES OR TO ORDER TRANSPORTATION OR WAREHOUSE OR
MATERIAL RECORDS PRODUCTION INFORMATION ITEM PROCESS PRODUCT OR TYPE OF AUTONOMOUS AGENTS COMMUNICATIONS DATABASE LOCATIONS
REQUIREMENTS SERVICE MODES

TECHNIQUES AND SYSTEMS VENDOR SCHEDULING CYCLE COUNTING SHOP-FLOOR OR MATERIAL MASTER PRODUCTION EXPONENTIAL VEHICLE OR PROTOCOL INDEPENDENT DEMAND- INVENTORY/ WAREHOUSE DATABASE
PROCEDURES TECHNIQUES AUTONOMOUS CONTROL REQUIREMENTS SCHEDULING (MPS) SMOOTHING SCHEDULING BASED INVENTORY TRANSPORTATION/ LOCATION TECHNIQUES
SYSTEMS PLANNING (MRP) SYSTEMS FORECASTING TECHNIQUES PROCEDURES COMMUNICATIONS
SYSTEMS PROCEDURES TRADEOFF TECHNIQUES

DATABASE ELEMENTS PURCHASE ORDERS INVENTORY RECORDS PART OR INFORMATION BILLS OF MATERIAL OR OPEN CUSTOMER SALES ORDER HISTORY SHIPPING OR SAFTEY STOCKS TRANSPORTATION OR CUSTOMER ORDERING
ROUTINGS SERVICE ORDERS COMMUNICATIONS COMMUNICATIONS PATTERNS
COSTS COSTS

RAW-MATERIAL OR FIELD WAREHOUSES OR

COMPONENT-PART FINISHED-GOODS
VENDORS INFORMATION DISTRIBUTION CENTERS DISTRIBUTED DATABASE CUSTOMERS
PURCHASING FABRICATION INVENTORIES ASSEMBLY INVENTORIES TRANSPORT TRANSPORT
INVENTORIES SYSTEMS

35
Exhibit - D

36
 The Characteristics Of Information & Knowledge (I&K)

Everything is fluid and changing in nature (Axiom 1, 6, and 7). So too is I&K itself. A myth of
science (people can observe and model identically the same event or phenomenon when each person has
the "same" frame of reference, concept structure, emotions, personal values, and training) has long been
exploded and dismissed in discussions of physical as well as social realities. Epistemological studies
show the shift from the view of I&K generation as the search for "truth" to the view of it as the
development of functional models that serve a purpose now and will be changed or modified in time.
What is "factual" I&K is inextricably entwined with human perceptions of it's framing at particular points
in time.
So too it is unlikely that what follows can be treated as definitive "characteristics." As I&K changes in
amount and content, so will any listing of characteristics.

Structure

Humans continually seek to put the vast amount of I&K into taxonomical or categorical forms as a
reference source, whether for P&D, other purposeful activities, or for any particular locus content area.
The following criteria categories about structure are helpful for using I&K to achieve P&D purposes:

Raw Data

Observations, measurements, specific incidents, research calculations, interviews, questionnaire

returns, exemplary practice and so forth. "No data are truly 'raw.' Every record [of an even or object is]
subjected to editing and transformation either by man or by his instruments."

Descriptive

Extractions from and embellishments on raw data, organized sets of elements and dimensions,
equations, research results, analysis results, explanatory, summary, "factual," "understanding" and so
forth. A description of any phenomenon should include it's particular perspective, value set, or
assumptions.

Comparative

Evaluative, criteria-based descriptions and relationships, policies compared to actions, index values,
abstraction or pattern compared to reality or matter ("shape of an ocean wave as contrasted to the that
composes it,...shapes of letters on this page as contrasted to the ink and paper... ), survey of literature,
evaluations of I&K in one project or program compared to others (e.g., methods for dynamic control of
projects, tests on emissions of auto engines), technological solutions or equipment available for certain
problems (e.g., pump water, remove metal, count units, make scientific calculations), and so forth.

Predictive

A wide variety of formats (models, equations, mapping, graphs, monographs, path analysis, charts,
scenarios, etc.) to calculate or arrive at the amount or condition of a "dependent" variables), given the

37
amount or condition of one or more "independent" variables. The data for the independent variables are
aggregated from several instances, so that the amount of the dependent variable is an estimate of an
aggregate, not a good prediction of an individual case (Axiom 7). Cause-and-effect relationships,
extrapolations, "recurring regularities," useful estimates or statements about the future, forecasting and
sensitivity when identical conditions are assumed, anticipated responses when the conditions are
changed, and so forth.

Normative

Consequences of a prediction, thus identifying factors that need to be "changed" if the desired
prediction is to occur. This puts purposeful and human concerns at the core. Available evidence (data,
descriptions, comparisons, predictions) thus needs exploration concerning it's solidity, finality, practical
significance, sensitivity, consensus among experts, and amount of contradictory evidence. Many
techniques seek to provide normative insights: contingency-based games, technology assessment, risk
analysis, computer simulation, sensitivity analysis, and scenario writing. A normative structure is
difficult to obtain except in some physical situations (Axiom 6 and 7).

Presumptive

Experience and wisdom are often the only data base "structure" available. Hardly a structure in the
formal sense (rationality), presumptive I&K illustrates that affective and even chance aspects influence
"hard" areas, such as data and information. Other words also explain this category: speculation,
heuristics, guess and test, theorizing, intuition, hunches, and feeling. It deals with human concerns.
Although this I&K "structure" is least likely to be sought while doing P&D, it is probably most widely
used. A predictive or normative insight, for example, may be needed to determine how downhill skiers
will respond to the new safety program regulations, but even after one or more user surveys, someone or
a group will presume a set of responses. Unfortunately, most presumptions at the broad or societal levels
tend to be "false bad news," a condition to consider in P&D and to be guarded against as a regularity.
Although predictive and normative structures are preferred for P&D, very little I&K is so arranged.
Descriptive and comparative structures, along with P&D-initiated collection of raw data, are usually
converted into usefulness by presumptive structures. Useful I&K in predictive and normative forms is
most often related to physical phenomena.

A Few Ways of Describing I&K in Locus Content Areas

1. List of journals and publications

2. Basic disciplines
(a) Literature, history, culture, semantics, art
(b) Mathematics, science, philosophy, history, humanities
(c) Professional fields
3. Subdivisions of basic disciplines
Example: mathematics: calculus, statistics, topography, etc.
4. Subdivisions of each P&D profession
5. Specific topics not wholly in a discipline or subdivision

38
 (a) Organization development (k) Logic chips
(b) Welfare recipients (l) Tax laws
(c) Chronic diseases (m) Single-parent families
(d) Abilities of twins (n) Roofing
(e) Academically gifted (o) Space capsules
(f) Parasite control (p) Arithmetic ability
(g) Students (q) Moon rocks
(h) Steel (r) Advanced technology
(i) Appropriate technology (s) And so on
(j) Flowers

6. Synthesis of disciplines to focus on specific area or problem

(a) Improve reading ability of children, not just cognition or phonics research
(b) Develop long-range plans for public television, not just past programming and citizen's
interest
(c) Design a gear for a drive shaft, not just mechanics of force and materials, but also lubrication,
manufacturing process, and group technology
(d) Improve the quality of working life, not just results of worker production experiments,
economics of supply of materials, replacement patterns of customers, etc.
7. Categories in specific organizations:
Budget, equipment performance capabilities, standard costs, market patterns, personnel attitudes,
contingency events, competition, political environment, management style
8. The Department of Labor Dictionary of Occupational Titles
9. Taxonomies (a tree structure or system pyramid)
(a) Illustration: Environmental policy and management, subtopics of ecosystems, resources,
environmental deterioration, elements of ecomanagement, and social bases for
ecomanagement or the three initial categories (and subcategories) of access
(b) Illustration: Impact of buildings on the health and lives of people: Researchers (monitoring,
retrieval, processing, service), practitioners, (translation, dissemination, service) and systems
planners (augmentations, synthesis, and management)

Some Sources of I&K in Locus Content Areas

NASA (National Aeronautics and Space Administration) -- Industrial Applications Centers-Universities

of Connecticut, Pittsburgh, Indiana, New Mexico, and Southern California; Research Triangle Park,
North Carolina

OECD (Organization for Economic Cooperation and Development)--Publications office; various books
and periodicals on 17 world economy and related subjects

NTIS (National Technical Information Service of the U.S. Dept. of Commerce)--Abstracts, newsletters
reporting government sponsored research and development, reported in 26 different weekly issues, in
topic areas such as agriculture and food, building industry technology, chemistry, electrotechnology,
medicine and biology, natural resources and earth sciences, physics, and transportation

ERIC Centers (Education Research and Information Centers)--At several universities, each one for a
particular I&K field (e.g., higher education, counseling and personnel services, languages and linguistics)

39
National Library of Medicine-Several automated information retrieval systems for medical care;
characterized as "electronic handbooks"

NSF Centers (National Science Foundation)--For specific technological areas (materials,

thermodynamics, controls) and particular models/techniques: chemical engineering models at University
of Houston, Design Research Center at Carnegie-Mellon University, mathematics education processes at
Education Development Center in Newton, Massachusetts, continuing education in specific engineering
topics through Project PROCEED at Massachusetts Institute of Technology

Professional societies and trade association--Business/trade periodicals: Wall Street Journal, Journal of
Comparative Psychology, Investment Surveys, Medical Economics, Printer's Inc., Management Science,
Industrial Marketing, annual reports and so on.
Intensive computer and heuristic models--Human skeletal movements, finite analysis for structures, for
example U.S. Patent Office
Information synthesis and data files--e.g., The World Future Society has a Guide to Information Sources
as well as listings of books, cassettes, games, and learning materials in The Future: A Catalog of
Resources; The Research and Development Interpretation Service of the National Institute of Education
publishes synthesis volumes such as Research within Reach: For Reading Educators; The National
Center for Health Services Research publishes Announcement, a bimonthly journal on it's research
activities; private firms publish newsletters on specific technological subjects

Other government agencies--Trade with China in Department of Commerce, wind machine technology in
Department of Energy, Bill Status Office in U.S. Congress, cost-of-living information, locations for
retirement, and conservation policies at Department of Interior
Handbooks, thesaurus on particular topics (hopefully user-oriented), loose-leaf notebooks on specific
topics such as taxes, and so on
Specific organization or company computer-aided design data bases (e.g., highway and bridge, water
treatment, building structures, automated assembly, electronic layout)

Proceedings of conferences and seminars of all professional societies, research agencies, universities,
thinktanks, and so on

Vendors

Customers

Consultants, technical staff, research and development department

Unpublished reports in the organization

Computer Technology is Providing Significant Assistance

Computers (and programmable calculators) make available a wide range of aids for I&K in P&D:

Layouts and space representations

Computer-aided drafting
Partitioning
Micro and Macrosimulations

40
Risk and cost compilations
Computer graphics and visualizations
Digitizing photographs
Automated data path design
Mathematical programming
Network formulation and review
Design verification (with standards) and documentation
Interfaces with data bases for I&K in content areas (e.g., engineering, architecture)
Interactive displays, graphics, routings, and scheduling
Fault-tree assessment
Hierarchical modeling
Project control management and scheduling
Three-dimensional representation of motions of human limbs as various actions take place and forces are
applied.

Many specialized computer aids are developed within these categories for specific fields or locus
content areas: linear programming in chemical processing, partitioning in building physical systems,
optimization of electronic circuits, simulation of power system networks, cost minimization of
transformer design specifications, fault-tree assessment of nuclear control structures, and hierarchical
modelicng of urban spaces. Many computer-aided design techniques are interactive, to allow people
involved with the projects to take some part in the technical aspects of developing P&D specifications.
Quite valuable to a project is the rather quick response to the "what if" type of questions many people
ask.
The key words are aids and assistance. Even for the areas mentioned above, computerization is often
viewed as a mixed blessing at best and downright debilitating at worst.
Communications within the P&D world are far too often concerned with impressing professional
colleagues, causing unnecessary and complicated techniques to be used. Simple tools are better for both
professional exchanges and for exchanges between RW and P&D worlds. Technical needs constitute the
basic criterion for deciding whether or not to use complex techniques; the elitist view of professionals is
not a good criterion, for it can destroy good opportunities for communicating, explaining, and helping to
seek effective and implemented solutions. I&K in P&D should help all to ask questions, provide listening
capability, exchange interpretations, activate creativity, initiate catharsis, and otherwise orchestrate and
facilitate the flow of the total P&D approach-which is the essence of communication.

Techniques to Foster Generation of Purposeful

and
Ideal Alternatives and Ideas

This appendix includes only a few of the techniques researchers in the field of creativity propose.
Many depend on the evidence that unstructured word lists help people to generate ideas. Some
explanation of word lists are as follows:

1. Synonyms Develop or use a list of words related (they may even be antonyms) to each major word
or phrase in the selected purpose statement (a thesaurus is helpful). Use each one, one at a time, as
the secondary plane to intersect with the purpose plane: "How could we possibly achieve (purpose
x) by means of (synonym/antonym y)?"

41
2. Principles Almost every P&D profession, content area, or locus of a project has a set of principles
that are felt to describe desirable and ideal conditions or solutions. This is a sampling of an almost
infinite number of such types of principles:

Plant layout Anthropometric measurement

Machine and tool engineering Electronics devices
Packaging Job design
Automation Student learning
Computer systems Appropriate technology
Organization design Human factors
Office layout Product design
Materials handling Information handling
Instrument design Physiological distress
Accident prevention Production processing
Forms design Motion economy
Counseling Inventory control
Warehousing Ergonomics
Production processing Chemical processing
Cybernetics Urban planning

Other titles are often assigned to such principles: checklists, laws, theories, precepts, maxims,
guidelines, ideologies, and postulates. This appendix and others are a form of principles for
developing ideal systems. Another form lists key words that have been found useful: adapt, modify,
magnify, minify, rearrange, reverse, substitute, invert, combine, and so on. Principles and other
formats are used one at time as the secondary plane to intersect with the purpose plane: "How could
we possibly achieve (purpose x) by means of (principle/law/precepy/checklist item y)?"

3. Stimulator Items or Checklists Each P&D profession or locus/subject area has many specific
illustrations of previously successful ideas or solutions that can be turned into stimulators or
products for developing alternative ideas for the specific P&D project. One excellent format for
organizing such experiences is the system matrix model (Axiom 8). Part of this appendix shows the
arrays that might be put together for just two of the eight elements in a manufacturing setting. Other
attribute listings dealing with desired properties or features are another version of a checklist.

4. Analogy and Metaphor If an individual or group knows about an innovative solution in a

completely different field (personal, direct, symbolic, or fantasy analogy), use it as the basis of the
secondary plane. Or try to turn what is strange into something familiar or vice versa. or select a
completely different field in which the same type of purpose may be needed and develop
alternatives for that field, then use the solution from the second field as the basis for adaptation in
the initial field. Synectics is a "problem solving process" that builds on the analogy method. The
first version of analogy is the most frequent form of generating ideas: "How could we possibly
achieve (purpose x) by means of (analogy y)?"

5. Dictionary Words Thumb through a dictionary and pick out a word at random, then pose the same
question: "How could we possibly achieve (purpose x) by means of (dictionary word y)?" This is a
lot of fun for any group.

42
6. Free Association A variant of the dictionary word method, this method borrows from some of the
others. A reversal might look at smaller purposes in the hierarchy as the secondary plane (instead of
the "frontal" attack of using larger purposes only), and a lateral move might be an analogy or
stimulator item. Both are represented in thinking about how to accomplish the "opposite" purpose,
or piggybacking on another idea and thinking about it's "opposite."

8. Imaging or "Future Perfect Thinking" Use of the measures of effectiveness as the secondary
plane to visualize what the solution might be if that measure were achieved "completely." Then use
each measure in the same way. Both the measures and the images serve as stimulators to determine
how that future might be reached.

9. Scenario Writing This technique can be used at two levels, first to write out the scenes of what is
desired, and, second to write out the actions needed (administrative "moves," resource acquisition,
possible "games" of people, etc.) to implement the first scenario.

10. Morphological Analysis A morphological matrix, box, tree, or array are other terms that represent
the essence of this technique. Various values, dimensions, examples, characteristics, conditions,
properties, or attributes of a relatively independent variable become the columns, while the aspects
of another variable constitute the rows. Each cell is used as a forced relationship between the two
variables to generate ideas. The two variables can be one or more of several sets available in the
strategy or the organization: purpose hierarchy and measure of effectiveness, inputs and outputs,
regularities and functional components, business strengths and industry attractiveness, levels of
people involved and values, product mix and markets served, and so on.

11. Group Techniques Delphi, nominal group, brain writing, telephone conferences, and individual
interviews are just some of techniques that are useful in generating ideas, used alone or in
conjunction with most of the other techniques. Asking each group member to generate ideas away
from a meeting to bring to the group is also quite effective.

12. Small Groups Focus on Different Purpose Levels Set up groups of at least two people. Each
group is assigned a purpose statement from the hierarchy, one group the selected level, a second
group the next bigger purpose, and so on. Each group is to develop ideas to achieve it's assigned
purpose, and can use any creativity techniques it desires.

13. Other Techniques Many other techniques are similar to those mentioned here: "What's good about
it?", list of aphorisms, spin-off, search and discover (find solutions out there), looking at one thing
and seeing another, planned ignorance, fantasy exploration, concept transformation, juxtaposition
method, advocate method, crossing the senses, are good examples. Lists of slogans or thoughts that
are displayed are general stimulators.

Information & Knowledge of Planning & Design

I&K of P&D involves topics that describe major parts of an educational program for almost every
P&D professional as well as sets the stage for P&D operational aspects:

Axiology: goodness or value in [P&D] phenomena, with special regard to the relations between
technical, economic, moral and aesthetic values;

43
Philosophy: language of discourse on [P&D] moral principles, [processes governing thought, and
metaphysics];

Epistemology: nature and validity of ways of knowing, believing and feeling in [P&D];

History: what is the case, and how things came to be the way they are, in the [P&D] area;

Pedagogy: principles and practice of education and the [P&D] area.

I&K in P&D also includes topics that describe other major parts of an educational program for almost
every P&D professional and also sets the stage for P&D operational aspects:

Praxiology: [efficient action within P&D] techniques, skills and judgment applied in a given area

Language: vocabulary, syntax and media for recording, devising, assessing and expressing [P&D] ideas;

Taxonomy: classification of [P&D]phenomena; [and]

Metrology: measurement of [P&D] phenomena, with special emphasis on the means for ordering or
comparing nonquantifiable phenomena.

Summary

Knowledge, information, and models aggregate data that can be used cost-effectively in P&D if each
aggregation includes statements about it's relative inability to predict an occurrence or performance value
of a future specific instance or case, emphasize the importance of it's integration with the other four P&D
factors, and is presented with accuracy and precision values to reflect past and present conditions.

The Lesson Planning Database Sheet

I. Developing instructional materials and databases for a particular set of data definition ranges.

a. Prepare curriculum documents that bring all aspects of each training system/course into readily
usable form.

b. Make sure that basic curriculum documents include a course outline for each instructional block
and a program of instruction for each training system/course.

c. Subject each program of instruction to a thorough review for format, organization, currency and
adequacy of content.

d. Each program of instruction (situation) should contain the following data:

(1) Title and/or other identification

(2) Date(s) of indication(s)
(3) Scheduled length in weeks, days, or hours

44
 (4) Purpose or problem to be implemented, solved or deviated
(5) Overall performance (learning) objectives in terms of anticipated behavior, working
conditions, and performance criteria
(6) List of course attendance prerequisites
(7) Training locations)
(8) Instructor requirements (training aids and operating equipment)
(9) Equipment requirements (training aids and operating equipment
(10) Space requirements (by type, capacity, and number)
(11) A list of duty/task performance requirements, stated in the form of required behavior,
working conditions, and standards
(12) A list of training performance objectives in terms of duties, tasks, and job elements
(13) A list of required reference materials
(14) A list of evaluation instruments
(15) The sequence of instruction(s) by lesson plan title and number

e. Each procedural lesson plan (detailed concept) should contain the following elements:

(1) Title and/or other identification

(2) Date(s) of review and approval
(3) Time allocation in hours and minutes
(4) Primary and (where applicable) secondary instructional strategy(ies)
(5) Type and size of classrooms), shop(s), or laboratory facilities required
(6) Evaluation strategy(ies)
(7) Number of instructors and assistants/investigators needed or involved
(8) A list of all required training aids and other types of equipment or procedures
(9) A list of specific references for students/trainees
(10) A list of references for students/trainees
(11) A list of references for instructors
(12) A list of required student/trainee supplies or equipment
(13) A list of student/trainee handouts to be distributed (outlines, advance sheets,
programmed materials, etc.)
(14) Transportation requirements, including vehicles (or other means), schedules, and
locations
(15) Names and signatures of lesson-plan preparers), reviewer(s), and approver(s)
(16) An appendix consisting of a copy of each student/trainee

II. The database structure upon which Section One (I.) data shall be structurally or organizationally
manipulated.

Functions to Be Accomplished
within Each Factor

Pursuing the P&D strategy (The Conceptual Format)

Project selection (Phase One)

P&D system structure (Phase One)

45
 Problem formulation (Phase One)
Measures of effectiveness (Phase One)
Creativity-idea generation (Phase Two)
Regularity-conditionals (Phase Two)
Target (Phase Three)
Recommended solution (Phase Four)
Approval (Phase Four)
Installation plan (Phase Five)
Preparation for operation (Phase Five)
Performance measures (Phase Five)
Turn-over to operators (Phase Five)
Interrupt-delay (Phase Five)

Specifying and presenting

the solution (The Numerical Format)

Purpose
Inputs
Outputs
Sequence
Environment
Human agents
Physical catalysts
Information aids

Involving people (Nascent Applied Methods & Endeavors)

Decision maker 1
Decision maker 2
Influential 1 (elected)
Influential 2 (business)
Expert 1 (internal)
Expert 2 (external)
Worker 1 (internal)
Worker 2 (external)
P&D professional role 1 (sequence)
P&D professional role 2 (human agents)
Group process role 1
Group process role 2
Group process technique 1
Group process technique 2
Meeting condition 1
Meeting condition 2

46
Using information and
knowledge (Database Operations)

Theory of P&D-axiology
Theory of P&D-philosophy
Theory of P&D-epistemology
Theory of P&D-history
Theory of P&D-pedagogy
Information and knowledge in P&D 1 (Subsystems)
Information and knowledge in P&D 2 (Reports)
I & K in locus content area 1 (Internal Databases)
I & K in locus content area 2 (External Databases)

Arranging for continuing

change and improvement

Readiness factors assessment (Measurement Techniques)

Project betterment
Favorable behavior
Organizational policy 1 (Personal Systems)
Organizational policy 2 (Social Systems)
Utilizing what is available
Developing new I & K
Verifying the I & K (Investigative Information Systems)
Modifying the I & K (Managerial Applied Numerical Format M.A.N.)

Institutionalized program

Structure
Education
Workshop groups
Project team
P&D development and research
Program audit (Performance Evaluations)

Other purposeful activities

Operate and supervise

Evaluate
Research
Learn
____________________________________________________________________________
Timeline model for recording research data about a P&D project scenario. Functions to be accomplished
within each factor vary from project to project.

47
Exhibit - E

48
 THE SYSTEM MATRIX

The System Matrix processes inputs into outputs that achieve & satisfy a purpose or purposes through the use of
human, physical & information resources in a technical, sociological & physical environment. The System Matrix
can vary in size. Thus, bigger levels in the purposeful hierarchy of systems incorporate smaller systems, which are
subroutines, subsystems or components. Each system matrix shows the related horizontal or parallel systems, either
within or outside the organizational unit of the client system.
Each system is thus a complex set of interrelated elements. The basic set defines the broad purpose & values of the
larger entity or organizational unit, within which the system does or will exists. Each system matrix achieves an end.
Thus, the purpose, function or result sought from a system is the first element, and each subsystem has a least one
purpose.
Each system matrix receives physical, informational, &/or human items from smaller, larger, & parallel systems to
process into a desired state that will achieve its purpose. Therefore, every subsystem or routine has inputs.
Each system matrix provides physical, informational, &/or human items or services to its smaller, larger, &
horizontal systems. These outcomes represent the means whereby the purposes of the system are achieved.
Therefore, each system or subroutine has outputs. Similarly, five other elements can be developed from this format:
sequence, environment, human agents, physical catalysts, & information aids. Moreover, six dimensions for each of
these elements of the System Matrix will provide significant operationality with minimal redundancy.
These dimensions will specify the precise conditions for each element in a specific situation: (1) fundamental
existence characteristics; (2) values, beliefs & desires; (3) measures to assess the accomplishment of fundamental &
value dimensions; (4) control or dynamic methods of ensuring achievement of fundamental values, & measures
specifications; (5) interface relationships of fundamental, values, measures, and control specifications with other
system matrixes & other elements in its system; and (6) future existence or desired changes & improvements that can
be foreseen in fundamental, values, measures, control, & interface specifications.
The System Matrix also provides an orderly way of denoting all possible types of information to consider in
specifying a system. The questions raised by probing what specifications should be developed for each cell are
almost all-inclusive. They number far more than the usually suggested who, what, why, where, when, & how. They
are also much more specific than the usual questions the Matrix appears to suggest are available. In addition to the
16 fundamental & value dimension questions, there are at least 16 measures dimension questions about the
fundamental & values specifications, 24 control dimension questions, 32 interface, & 40 future.
Measures: Objectives
Fundamental: (Criteria, Merit and
Values: Motivating Control: How to Evaluate Interface: Relation of all
Basic or Physical, Worth Factors), Goals Future: Planned
Beliefs, Global Desires, and Modify Element or Dimensions to other
Characteristics- What, (How Much, When, Changes and Research
Ethics, Moral Matters System as it Operates Systems or Elements
How, Where, or Who Rates, Performance Needs for all Dimensions
(NORMS/STANDARDS) (POWER/AUTHORITY) (MORALE/COHESION)
(GROUP FORMAT) Specifications)
(GOALS/OBJECTIVES)

Purpose: mission, aim,

need, primary concern,
focus

Inputs: people, things,

information to start the
sequence

Outputs: desired
(achieves purpose) and
undesired outcomes
from sequence

Sequence: steps for

processing inputs, flow,
layout, unit operations

Environment: physical &

attitudinal, organization,
setting, etc.

Human agents: skills,

personnel, rewards,
responsibilities, etc.

Physical catalysts:
equipment, facilities, etc.

Information aids: books,

instructions, etc.

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 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 system in the hierarchy(ies). A purpose
is what the system is to accomplish, with no emphasis on how it is to be accomplished.

2. Inputs Any physical items, information, and/or human beings on which work, conversion, or
processing takes place to arrive at the output(s). Physical items could be coils of steel, powdered plastic,
money (the actual currency and coins), the mark-sense punch card, the sales order form, and so on.
Information could be a bank account balance (printed on a piece of paper), whereabouts of the president
(secretary's explanation), number of toasters ordered (sales order form), amount of production on
machine 472 (orientation of iron particles on a magnetic tape), history of the conflicts between key
managers (perceptions in the minds of people), etc. Human beings relevant in this context could be sick
people entering a hospital, a housewife shopping at a grocery store, a family wanting house plans, a
student attending a college, an overweight person visiting a reducing salon, etc.
A combination input is the return of previous outputs of the system. For example, a large system for
manufacturing airplanes includes the reentry of each airplane for major periodic maintenance. A patient
may reenter a hospital after having been discharged. User information about product performance serves
as new input to the product design system.
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 of a hospital represents human (previous
medical history and symptoms), and physical (personal belongings) information inputs. A system which
is a board of directors meeting 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 from working on or converting inputs.
Desired outputs achieve the selected and bigger purposes by adding net value to the inputs. Undesired
outputs include such things as dislocations, pollutants, scrap, and trash, for which provisions must be
included in the system specifications. Outputs also include substantive properties, performance, and
physical or chemical characteristics of the output when actually being used. For example, the dynamic
characteristics (cornering, power pickup, shock absorption ability, or acceleration) 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 "unit operations" or identifiable
changes in the state of the inputs which lead to their transformation into outputs. Additional steps include
causal bonds, movement, storage, meeting, decision, and control, which enable the unit operations to take
place. Parallel channels for processing different inputs are often included, along with various connective
points 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 are to operate. These are always
changing. Many are usually outside the influence of the system itself, yet others can be modified or
specified for the system. Physical or "climatic" factors include temperature, humidity, noise, dirt, light,
colors of machines and walls, and so forth. Ecological physical factors "outside" the system include
spatial aspects, accessibility, and shapes and relationships in the design of the physical facilities and
equipment.

50
 Sociological factors include the state of technology within which the organizational unit operates, the
cultural and historical determinants of attitudes, and the society's economic conditions. More specific
factors concern the attitudes of the managerial and supervisory personnel, morale and "reality"
disposition of working forces, the operating controls and rules for personnel, and the social interactions
and communications of the people involved. Sociological environment forms the larger context of
externalities which "own" or "set the stage" for the system. The Japanese, for example, do not build
factories or plants with an entrance on the northeast side, the devil’s gate. The managerial style and
organizational structure sets another environmental factor: autocratic, paternalistic, bureaucratic,
permissive, diplomatic, or democratic

6. Human Agents Human beings on differentiated levels who are aids in the steps of the sequence,
without becoming part of the outputs. Human agent activities or methods to 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 acting as 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, for
example, as patients can be human agents aiding other patients, and nurses can be inputs into the
cafeteria system.

7. Physical Catalysts Physical resources that are aids in the steps of the sequence without 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 egg farm is a physical catalyst. Each of these illustrative items
could be a physical catalyst in one system, or input or output in another system. A computer, for
example, may be a physical catalyst in an accounts payable system, an input in a maintenance system,
and an output 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 procedures for human agents, and policy manuals are
typical information aids. These may also be inputs and outputs in other systems. On occasion, an expert
consultant, media advisor, or corporate legal advisor could embody the role of this element.

Summary

Systems can vary in size. Thus, bigger levels in the hierarchy of systems incorporate smaller systems,
which are subsystems or components.
Because a hierarchy is often a size-based order of systems, with no superior- inferior relationship
implied, a vertical channel of systems can be extended for the area of interest. Each system shoo the
related horizontal or parallel systems, either within or outside the organizational unit. System levels do
not always correspond with organizational divisions.
Each system is thus a complex set of interrelated elements. The basic set defines the broad purpose and
values of the larger entity or organizational unit within which the system does or will exist. Each system
achieves an end. Thus, the purpose, function, or result sought from a system is the first element, and each
system has at least one purpose.
Each system receives physical, informational, and/or human items from smaller, larger, and parallel
systems to process into a desired state that will achieve it's purpose. Therefore, every system has inputs.

51
 Each system provides physical, informational, and/or human items or services to it's smaller, larger,
and horizontal systems. These outcomes represent the means whereby the purposes of the system are
achieved. Therefore, each system has outputs.
Similarly, five other elements can be developed from this Axiom: sequence, environment, human
agents, physical catalysts, and information aids. The words used for names of elements are unimportant
and can vary, whereas the ideas represented by each are critical.

System Dimensions

1. Fundamental This dimension must exist or no others can be specified. It is the identity or context of
a system. Also referred to as the existence, real-life, or manifestation dimension, it concerns tangible,
overt, observable, physical, and/or basic structure characteristics. It includes the basic "what-who-how-
where" specifications, along with associated quality levels. It states specifically the intensity, degree to
which the specific condition is distinguishable from others, and/or the operation of each element.
Determining the specific fundamental attributes is what the P&D approach seeks to accomplish, so that
the conditions thus identified can be implemented. Many terms describe the specific numbers,
descriptions, drawings, and so on, including specifications, parameter variables, estimates, relationships,
properties, characteristics, and identifications.

2. Values This is the situation-specific form of the values part of this appendix. It also embodies and
enlarges on the "satisfy" part of Axiom 8 by stating both the solution values and the human values
(disposition to behave in certain ways).
Motivating beliefs, human expectations, global desires, ethics, equity, and moral concerns can be
ascribed in some form to each element. The most global values are likely candidates for the purpose
element. Other descriptions concern how people and organizations "feel" about desirable results in
specifying each element: preferences, basic (unyielding?) or important assumptions (e.g., democratic
society), concern with societal life and civil liberties, disposition to a behavior, pleasures, productivity,
justice, concern with individual life, relevance, sensitivities, preferred modes of conduct, involvement of
others, essential beliefs, sentiments, convenience, human dignity, willingness to shape societal acts and
conscience, emphases on successes rather than failures and wrongs, comprehensiveness, safety, and
cultural or esthetic properties. Values could thus be said to capture the "standards" that a solution is
expected to continue.
Perhaps the most important benefit of the values dimension for each element is the forced review of
what the value standards are and how they need to be part of the solution and the decisions in selecting
the solution. "On all sides," one sees evidence today of cop-out realism-ostensible efforts to be sensible
in dealing with things as they are but that turn out to be a shucking of responsibility.... It is now possible
to assess the effect of [the] legalization [of off-track betting and the numbers game].... New York State
itself has become a predator in a way that the Mafia could never hope to match.... Millions of dollars are
being spent by New York State on lavish advertising on television, on radio, on buses, and on billboards.
At least the Mafia was never able publicly to glorify and extol gambling with taxpayer money...[Also
consider the] cop-out realism [in] dealing with cigarette-smoking by teenagers and pre-teenagers. Special
rooms are now being set aside for students who want to smoke.... The effect of [the] supposedly 'realistic'
policy is to convert a ban into benediction. By sanctioning that which [people] deplore, 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.

52
3. Measures Measures change the values dimensions into particular objectives and operational goals.
They embody the "achieve" part of Axiom 8, and concern how much and when, including what is needed
to overcome entropy. Measures in general concern effectiveness, time, performance, cost and other
factors of importance concerning the fundamental 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. They should conform to what people consider useful for
attaining the values and fundamental dimensions, but should also be clear, capable of being measured,
reproducible, unequivocal in interpretation, and as accurate as needed. Some typical measures are cost
per 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. Assume that 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 of several is to increase placements of disadvantaged people; one goal
of several would be to increase by 25% per year the number of disadvantaged placements. No number of
objectives or goals will ever capture exactly what is meant by the specific values. In addition, some goals
will be set by external groups, such as the standards or threshold levels defined by the Bureau of
Standards, Underwriters Laboratory, Environmental Protection Agency, Consumer Product Safety
Commission, and American National Standards Institute.

4. Control Control comprises methods for ensuring that the fundamental, measures, and even value
specifications are maintained as desired (at or within limits around a specified condition) during the
operation of the system. Dynamic control of each specification involves (a) making measurements of the
performance of the specification as the solution or system is in operation, (b) comparing the actual
measurements to the desired specification, and (c) taking actions to correct significant deviations if
necessary, through human corrections, automated response, advance modifications of equipment, or by
changing a desired specification, or planning and designing an overall improvement. A significant
deviation between performance and desired specification is interpreted as meaning that the error of
taking action when none is really needed is minimal compared to the error of not taking action when it
should be taken.
All three parts of the control dimension may be carried out within the system itself, or any one or more
may become the responsibility of another system or group. Government regulations illustrate one form of
external measurement, comparison, and/or corrective action. Licensing, accrediting, peer review,
receiving room inspection, customer surveys and complaints, board of directors review, and outside
auditing firms are also possible outside controls. Cost control, waste control, internal audits, and
productivity improvement 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 dimension may be an
integral part of the fundamental and measures dimensions of a particular element. For example, a part
produced by a machine may be inspected by the operator, or inspection may be done automatically. The
effectiveness of corrective action is judged by measuring the extent to which actual performance recovers
to the desired specification level. Correction is measured by stability, as when the significant differential
disappears as elapsed time increases; accuracy, or closeness of recovery to desired specification; lag
time, 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. Some illustrations of interfaces are

53
inspection of materials received from a vendor, the impact of a changed grading system on parents,
shared services with other hospitals, and government reporting regulations related to personnel actions.
Illustrations of intrasystem interfaces are process control interactions with human agents, physical
catalysts, and information aids. Some of these cause difficulties with element specifications and vice
versa.
Interface dimension specifications help in the avoidance of difficulties in getting a system to operate
well by anticipating and assessing consequences of negative and hostile interactions. What additional or
how much less work will result for other system? What costs will the other system incur? Can the other
system be modified to let this system be implemented, or even to have the other system take advantage of
the ideas? Perhaps a substitute or add-on "technological shortcut" might be located by such searching for
interfaces. What possible disturbances and forces from other systems (lobbying, special interest groups,
oil embargo, supreme court decision) will impact on this system (delay service, increase cost)? Can a
model (differential equation) express the interrelationships of the factors or variables? How does the
P&D professional or team interact with managers/administrators, users/clients/customers, people
working in the current system, and so on? Are there cause-effect research results describing how one
factor (element or dimension) changes as another varies?

6. Future Anticipated changes in each specification of the other five dimensions at one or more points
of time in the future. The future dimension defines the growth, learning rate (evolution, homeostasis) or
decay of the specifications. Forecasts of all types (e.g., social attitudes, costs, weather, population)
express possible "future" specifications. Also included are specifications on how the specific element
dimension is to get to the anticipated stage (a transfer function). The arrival at the desired stage may be
planned (obsolescence or gradual termination). May be due to learning and duration, or may require a
new P&D effort. Sunset laws and zero-based budgeting illustrate two broad ideas for describing how
arrival at the future point might be accomplished.
Combining this corollary with Axiom 8 forms the system matrix or morphological box shown on the
first page of this section. It represents the prescriptive, universal, and understandable definition of the
word system. Different words can be used to represent the same ideas as the elements and dimensions.
One version in policy making, for example, uses these elements: purpose-relevant reference system,
inputs, outputs, structure and process, and operating, information, and human communication
requirements. These are detailed by the following dimensions: physical, values, measures criteria,
analysis procedures, elemental interfaces, model interfaces, systems interfaces, and anticipated changes.
Another version of the system matrix is shown in next graph on the following page to portray the time
component aspects of the future dimension. The lines denoting the cells in the first and second charts are
not firm divisions, for there are both overlapping and interrelationships 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 be specified in a particular
system. Nor is it necessary to have the same amount of information in each cell. The amount can range
from an empty set to some large, almost infinite number of models or sets of data. Similar or identical
accuracy is not required for the information in each cell. The system matrix is very seldom, if ever, used
in exactly this 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 are almost 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 than the 48 questions the matrix appears to
suggest are available. In addition to the 16 fundamental and values dimension questions, there are at least 16
measures dimension questions about the fundamental and values specifications, 24 control dimension questions,
32 interface, and 40 future, or a total of at least 128 system view of each system matrix cell.

54
 P

SYSTEM ELEMENTS
I

HA f
e
PC d
c

RE
IA b

TU
a

FU
F V M C I F

DIMENSIONS

FUNDA- MEA- INTER-

MENTAL VALUES SURES CONTROL FACE FUTURE

PURPOSE

B
INPUTS

OUTPUTS

SEQUENCE
FUNDA- MEA- INTER-
MENTAL VALUES SURES CONTROL FACE FUTURE ENVIRONMENT

PURPOSE HUMAN AGENTS

PHYSICAL CATALYSTS
INPUTS

INFORMATION AIDS
OUTPUTS
D

SEQUENCE
C
ENVIRONMENT

HUMAN AGENTS

PHYSICAL
CATALYSTS
A
INFORMATION
AIDS

A system view of each element.

FUNDAMENTAL OUTPUT MATRIX

F V M C I F
P
I
O
S This can be repeated
E
for any cell of this matrix,
HA
PC or of this matrix
IA

F V M C I F

HA

PC

IA

A system view of each system matrix cell.

55
 Picture a system matrix B behind the output element of, say, a planning system matrix A. C and D
illustrate this graph further. Or consider a matrix behind the control dimension. Such a control system
view illustrates how evaluation and control systems are secondary to a primary system.
A system view of an element could be continued ad infinitum, like the picture of a woman on a box of
cleanser holding a box of the cleanser with a picture of a woman holding a box of cleanser with a picture
of a woman holding a box of cleanser with a picture... An actual project illustrates how the graph in the
previous section can structure the interrelationships: The national economy of a country is system A, the
transportation system would be B behind the sequence element, the highway system C beneath the
physical catalyst element of B, a road system D behind the output element of C.
The graphs on the previous page demonstrate that infinite numbers of system matrices can be
conceptually projected "forward" or "backward" (chaining sequences) in space from any reference
system matrix. This is theoretically correct, thus providing "complete" prescriptiveness, universality, and
understandability. In practice, only a few (three or so) matrices in one direction or the other are all that
are encountered. These graphs provide operational methods, however, for a project of any complexity to
consider simultaneous P&D of interdependent units as means of avoiding the weak links in the whole
system.

Summary

Six dimensions can specify the precise conditions for each element in a specific situation: (1)
fundamental existence characteristics; (2) values, beliefs and desires; (3) measures to assess
accomplishment of fundamental, and value dimensions; (4) control or dynamic methods of ensuring
achievement of fundamental, values, and measures specifications; (5) interface relationships of fundament
values, measures, and control specifications with other systems and other elements in it's system; and (6)
future existence or desired changes and improvements that can be foreseen in fundamental, values,
measures, control, and interface specifications.
The number of dimensions is not fixed, for some can be divided into two or more attributes. Measures,
for example, could be listed as an objective dimension and a goals dimension.

The P&D System Model

Dimensions

Summary

A client's perceptions, priorities, and understanding of a problem start to change almost immediately
after the P&D effort begins. The influences which cause this are noted in this appendix as "disturbance,"
"normal operating change," or "new knowledge and technology." The problem itself may be changing, or
it's importance may diminish or increase, or other entities may "move" unpredictably. Most of these
changes initially are imperceptible, but they still alter the individuals awareness of the organization or
community. As more changes occur, the client's world itself becomes different, and the perception of a
project's scope and context can be dramatically modified.

56
 The Investigative Information Systems
(The Team Organizer Profile)

Phase One

I. Collect and/or Organize Performance Information, Collect Data and/or Information, Identify New
Product Quality, Analyze Job Methods and Motions, Identify Project Opportunities, Identify
(Product) Opportunities

II. Analyze Projects, Appraise/Assess Projects, Analyze Project Impacts On Society

III. Measure Project Progress and Performance, Establish Project Schedules and Basis for Measuring
Progress and Performance

IV. Appraise/Assess Systems, Analyze Systems

V. Identify Problems, Overlaps, and Conflicts, Identify Management Styles, Approach Problems

VI. Weight Criteria or Factors, Rank Alternatives, Organize Al natives, Categorize/Classify

Alternatives, Establish Priorities, Identify Regularities

VII. Provide Graphic Representations, Preserve an Image, Portray an Order of Events, Plot and Analyze
Data about the Performance of an Existing Installation

Phase Two

VIII. Rate Conditions, Describe/Establish/Measure Relationships, Evaluate Interpersonal Relationships,

Performance, and Effectiveness of an Organization

IX. Analyze Alternative Options/Plans/Policies/Programs/Contingencies/Functions, Develop and

Analyze Structure

X. Generate a List of Possible Purpose/Function Statements

Phase Three

XI. Estimate Budget and Dollar Requirements, Determine Human Ability and Skill Requirements for
Tasks, Predict Future Conditions, Detail Proposed Solution

57
 Phase Four

XII. Generate Alternatives/Ideas, Develop (Enhance) Creativity

XIII. Produce Consensus, Stimulate Creativity of People

Phase Five

XIV. Involve People, Inform and Involve Citizens

XV. Test Impact of different Values of an Attribute/Parameter/ Variable

XVI. Analyze Investments, Appraise/Assess Investments, Analyze Policy Setting and Decision-Making
Variables, Appraise/Assess Alternative Options/Plans/Policies/Programs/Contingencies/ Functions,
Evaluate Alternatives, Measure Errors

Techniques and Models in P&D

The marvelous ability of humans to develop symbols, signs, and abstractions has led to a huge number
of models, techniques, and tools. Most were proposed for the analysis and research 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&D scenario need the abstracting and estimating
assistance models and techniques provide.
This section provides a broad introduction to such techniques models, and tools by means of:

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

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

* Some selected references containing descriptions of many of the techniques

LISTING OF SOME AVAILABLE TECHNIQUES, MODELS,

AND TOOLS BY PURPOSES/FUNCTIONS TO BE ACHIEVED

Analyze Alternative Options/Plans/Policies/

Programs/Contingencies/Functions
Contingency analysis
Contingency tables

Function analysis diagram

Gaming
Goals-achievement analysis
Implementation, planning, and control technique (IMPACT)
Judgment analysis technique
Judgment policy analysis
Mathematical model

58
 Mathematical programming technique Multiattribute utility (MAU) models
Nominal group technique
Planning council
Planning, programming, and budgeting system (PPBS)
Queuing theory
Utility assessment
Value analysis
Voting technique
Zero-base budgeting (ZBB)
Also see Appraise/assess alternative options/
plans/policies/programs/contingencies/
functions

Analyze Investments
Break-even analysis
Mathematical model
Operations research
Optimization
Performa cash flow analysis
Risk analysis
Also see Appraise/assess investments

Analyze Job Methods and Motions

Control charts
Critical incident technique
Job evaluation
Maintenance chart
Operations chart
Process chart
Productivity circles
Relationship (Rel) chart
Simultaneous motion (Simo) chart
Task analysis
Task timeline
Time study
Training
Work measurement

Analyze Policy Setting and Decision-Making Variables

See Analyze investments
Analyze projects
Analyze systems
Appraise/assess investments
Appraise/assess projects
Appraise/assess systems
Analyze Product Quality
See Identify (Product) opportunities

Analyze Projects

59
 ABC analysis (Pareto model)
Critical path method
Feasibility studies
Gantt chart
Map of activity and thought chains (MATCH)
Management operations systems technique (MOST)
Mathematical model
Milestone chart
New business project screening summary
Network analysis
Precedence diagram method
Program evaluation and review technique (PERT)
Purpose network analysis
Resource allocation and multi-project scheduling (RAMPS)
Risk analysis
Also see Appraise/assess projects

Analyze Project Impacts on Society

Cost-effectiveness analysis
Cross-impact analysis
Delphi
Environmental impact statements
Multiattribute utility (MAU) models
Nominal group technique
Planning balance sheet analysis
Social cost-benefit analysis
Utility assessment
Voting technique

Analyze Systems
Curry's model
Decision worksheet
Decision tree
Function analysis diagram
Gaming
Gravity model
Index numbers
Linear models
Mathematical model
Mathematical programming technique
Opportunity identification
Optimizing model
Path analysis
Physical model
Planning balance sheet analysis
Planning council
Planning model
Planning, programming, and budgeting system (PPBS)
Queuing theory

60
 Recursive programming model
Relative space model
Resource constrained scheduling heuristics
Simulation model
Value analysis
Zero-base budgeting (ZBB)
Also see Appraise/assess systems

Appraise/Assess Alternative Options/Plans/Policies/

Programs/Contingencies/Functions Contingency analysis
Contingency tables
Failure analysis
Function analysis diagram
Gaming
Goals-achievement analysis
Index analysis
Indifference curves
Judgment policy analysis
Measurement model
Multiattribute utility (MAU) models
Needs analysis
Nominal group technique
Pair comparison
Planning council
Planning, programming, and budgeting system (PPBS)
Probability assessment
Program planning method
Psychological scaling
Subjective probability assessment
Utility assessment
Utility theory
Variance analysis
Value analysis
Voting technique

Appraise/Assess Investments
Cash flow model
Expected free cash flow model
Financial investment appraisal
Profit/volume (P/V) analysis

Return on investment
Risk analysis
Sensitivity analysis

Appraise/Assess Projects
Cash flow analysis
Critical path method
Demand analysis

61
 Impact analysis
Input/output analysis
Map of activity and thought chains (MATCH)
Multiattribute utility (MAU) models
Network analysis
New product early warning systems
Observation model
Pair comparison
Precedence diagram method
Program evaluation and review technique
Purpose network analysis
RAMPS
Resource constrained scheduling heuristics
Risk analysis

Appraise/Assess Systems
A fortiori analysis
Cost-benefit analysis
Cross-impact analysis
Decision worksheet
Environmental impact statement
Gaming
Pair comparison
Planning balance sheet analysis Planning council
Planning, programming, and budgeting system (PPBS)
Relative space model
Replacement model
Resource constrained scheduling heuristics
Sensitivity analysis
Simulation model
Social cost-benefit analysis
Utility theory
Value analysis
Zero-base budgeting (ZBB)

Approach Problems
Case histories
Conference
Counter-planning
Delphi
Digraphs
Function analysis diagram
Feasibility studies
Flow chart
Group process technique
Interviews
Meetings
Negotiation
Nominal group technique
Project teams

62
 Purpose expansion
Questionnaire
Task force
Workshops

Categorize/Classify Alternatives
Abstract dimensioning
Classification
Control charts
Data dictionary
Fuzzy sets
Hierarchical clustering
Index analysis
Multiattribute utility (MAU) models
Pair comparison
Partitioning
Person-card sorting technique
Task timeline
Utility assessment

Collect and/or Organize Performance Information

Case histories
Cash flow analysis
Control charts
Critical incident technique
Delphi
Flow chart
Gantt chart
Histograms
Learning curves
Multiattribute utility (MAU) models
Management operations system technique (MOST)
Nominal group technique
Progress function
Time study
Training
Work measurement
Also see Analyze job methods and motions
Collect data and/or information
Identify new product opportunities

Collect Data and/or Information Activity sampling

Attitude surveys
Case histories
Central location testing Charrette
Checklist
Citizen referendum
Climate analysis
Computer graphics

63
 Counter planning
Critical incident technique Data base system
Delphi
Ends-means chain
Environmental impact statements Interviews
Job interviews
Learning curves
Managerial grid analysis
Media-based issue balloting
Meetings
Numbering/identification schemes
Nominal group technique
Observation model
Opportunity identification
Questionnaire
Standard data, charts, tables, and equations
Standard operating procedures
Telecommunications
Telephone polling
Time study
Training
Use testing
Wage scale
Work measurement
Workshops

Describe/Establish/Measure Relationships
Cause/effect assessment
Computer graphics
Correlation analysis
Data dictionary
Data transformation
Digraphs
Dynamic model
Factor analysis
Fault-tree analysis
Flow chart
Interaction analysis
Interpretive structural modeling
Mathematical model
Modeling
Network analysis
Oval diagrams
Pareto analysis
Physical model
Planning model
Profit/volume (P/V) analysis
Purpose network analysis
Statistical model
System matrix

64
 Tree diagram

Detail Proposed Solution

See Analyze job methods and motions
Analyze systems
Collect data and/or information
Describe/establish/measure relationships
Determining human ability and skill requirements for tasks
Involve people
Predict future conditions
Provide graphic representations

Determine Human Ability and Skill Requirements for Tasks

Aptitude test
Critical incident technique
Information content analysis
Interviews
Job evaluation
Operation chart
Performance/time measurement estimate
Role analysis
Task analysis
Therblig chart
Training
Tree diagram
Work measurement

Develop and Analyze Structure

Computer graphics
Critical path method
Interpretive structural modeling
Network analysis
Precedence diagram method
Program evaluation and review technique
System matrix

Develop (Enhance) Creativity

Bisociation
Brainstorming
Delphi
Nominal group technique
Morphological analysis
Person-card sorting technique
Synectics
Also see Generate alternative/ideas

Establish Priorities
See Categorize/classify alternatives
Organize alternatives Rank alternatives

65
 Rate conditions
Weight criteria or factors

Establish Project Schedules and Basis for Measuring

Progress and Performance
Activity line balance evaluation (ABLE)
Gantt chart
Learning curves and progress functions
Line of balance (LOB)
Management operations systems technique (MOST)
Milestone chart
Network analysis
PERT/cost
Precedence diagram method
Resource constrained scheduling heuristic
Task timeline

Estimate Budget and Dollar Requirements

Budget
Cash flow analysis
Expected free cash flow model
Planning, programming, and budgeting system (PPBS)
Zero-base budgeting
Also see Analyzing investments

Evaluate Alternatives
See Analyze alternative options/plans/policies/
programs/contingencies/functions
Analyze investments
Analyze job methods and motions
Analyze policy setting and decision making variables
Analyze product quality
Analyze project impacts on society
Analyze projects
Appraise/assess alternative options/plans/
policies/programs/contingencies/functions

Appraise/assess investments
Appraise/assess projects
Appraise/assess systems

Evaluate Interpersonal Relationships, Performance,

and Effectiveness of an Organization
Auditing
Force field analysis
Index analysis
organization mirror
Organizational sensing
Role analysis

66
 Training

Generate a list of Possible Purpose/Function Statements

Brainstorming
Brain writing
Function analysis diagram
Nominal group technique
Purpose expansion
Also see Generate alternatives/ideas

Generate Alternatives/Ideas
Analogies
Bisociation
Brain resting
Brainstorming
Brain writing
Case histories
Charrette
Citizen advisory committee
Conference
Counseling interviews
Delphi
Dialectical process
Fishbowl planning
Focused group interview
Forced connections
Interviews
Judgment analysis technique
Meetings
Morphological analysis
Nominal group technique
Productivity circles
Purpose expansion
Questionnaire
Random selected participation groups
Synectics
Team building
Telephone polling
Use testing workshops

Identify Management Styles

Attitude survey
Auditing technique
Interviews
Managerial grid analysis
Questionnaire

Identify (Product) Opportunities

Abstract dimensioning

67
 Central location testing
Employee panels
Focus group testing
New-product early warning system
Opportunity identification
Product/service life cycle analysis
Substitution analysis
Use testing

Identify Problems, Overlaps, Conflicts Bisociation

Brainstorming
Data dictionary
Delphi
Group process techniques
Interviews
Meetings
Morphological analysis
Nominal group technique
Person-card sorting technique
Purpose expansion
Questionnaire
Also see Approach problems
Identify management styles

Identify Project Opportunities

See Analyze projects
Identify (product) opportunities

Identify Regularities
Classification
Person-card sorting technique
Priority setting
System matrix
Also see Weight criteria or factors

Inform and Involve Citizens Citizen honoraria

Drop-in centers
Fishbowl planning
Group process technique
Judgment policy analysis
Media-based issue balloting
Meetings
Negotiation
Ombudsman
Open-door policy
Planning balance sheet analysis Planning council
Public hearing

Involve People

68
 Activity matrix
Brainstorming
Conference
Delphi
Interpretive structural modeling
Judgment analysis technique
Judgment policy analysis
Nominal group technique
Opinion polling
Planning council
Planning model
Productivity circles
Program planning method
Scenario writing
Telecommunications
Utility assessment
Value analysis
Also see Inform and involve citizens

Measure Error
Control charts
Sensitivity analysis
Variance analysis
Measure Project Progress and Performance
See Establish project schedules and basis for
measuring progress and performance

Organize Alternatives
Classification
Couplet comparison technique
Data dictionary
Data transformation
Decision tables
Fuzzy sets
Hierarchical clustering
Hierarchical structures
Intent structures
Logical framework
Numbering/identification schemes
Objective tree
Person-card sorting technique
Program planning method
Purpose expansion
Psychological scaling
Scaling, subjective
Scheduling model
Specification listing
System pyramid
Team building

69
Plot and Analyze Data about the Performance of an
Existing Installation
Budget analysis
Control charts
Index values
Learning curves and progress functions
Variance analysis

Predict Future Conditions

Adaptive Forecasting
Budget
Contextual mapping
Control charts
Cross-impact analysis
Demographic forecasting
Econometric model
Forecasting
Index numbers
Learning curves
Markov chain
New-product early warning system Operations research
Path analysis
Performance measures tally
PERT/cost
Probabilistic system dynamics
Probability assessment
Product/service life cycle analysis Progress function
Queuing theory
Resource constrained scheduling heuristic Regression analysis
Regression forecasting
Reliability theory
Risk analysis
Role playing
Sales force composite
Scenario writing
Scheduling model
Simulation model
Smoothing
Sociological projection technique
Subjective probability assessment
Substitution analysis
Technological assessment
Technological forecasting
Time series analysis
Trend analysis

Preserve an Image
Computer graphics
Data dictionary

70
 Graphics
Modeling
Photographs
Physical model
Planning model

Portray an Order of Events

Critical path method
Decision tables
Delta charts
Flow chart
Gantt charts
Interpretive structural modeling
Machine-loading charts
Maintenance charts
Milestone chart
Network analysis
Operations chart
PERT/cost
Precedence diagram method
Process chart
Program evaluation and review technique
Resource constrained scheduling heuristic
Specification listing
Task timeline

Produce Consensus
Arbitration and mediation planning
Group process technique
Judgment analysis technique
Meetings
Negotiation
Nominal group technique
Ombudsman
Team building
Voting technique

Provide Graphic Representations

Computer graphics
Decision tree
Delta charts (cell 19)
Digraphs
Flow chart
Graphics
Graphy theory
Histogram
Influence diagram
Intent structure
Interpretive structural modeling
Network analysis

71
 Objective tree
Oval diagrams
Partitioning technique
Performance measures tally
Physical model
Policy graphs
Progress function
Purpose network analysis
System pyramid
Templates
Tree diagram
Also see Preserve an image
Portray an order of events

Rank Alternatives
Contingency analysis
Cost effectiveness analysis
Goals-achievement analysis
Multiattribute utility (MAU) models
Measurement model
Nominal group technique
Pair comparison
Scaling, subjective
Social cost-benefit analysis
Utility assessment
Value analysis

Rate Conditions

Delphi
Job evaluation
Multiattribute utility (MAU) models
Questionnaire
Time study
Also see Weight criteria or factors

Stimulate Creativity of People

See Develop (enhance) creativity

Test Impact of Different Values of an Attribute/

Parameter/Variable
A Fortiori analysis
Scenario writing
Sensitivity analysis

Weight Criteria or Factors

Nominal group technique
Questionnaire
Subjective judgment

72
 Utility theory
Voting
Also see Rate conditions

LISTING OF TECHNIQUES BY CELLS OF P&D SYSTEM

The techniques and models listed in each cell illustrate some that may be useful in accomplishing the
functions of the cell. Others may well be applicable, but the following listing is an appropriate stimulator:
(1) Purpose, fundamental. Brain writing, couplet comparison technique, ends-mean chain, intent
structures, interviews, map of activity and thought chains, multilevel approach, needs analysis, nominal
group technique, objective trees, purpose expansion, relationship chart, relevance trees, sensitivity
analysis, scenarios, semilattice tree, surveys, system pyramid.
(2) Purpose, values. Brainstorming, climate analysis, dialectical process, ends-means chain, intent
structures, interviews, objectives tree, questionnaire, utility theory.
(3) Purpose, measures. Budgets, correlation analysis, financial investment appraisal, Gantt chart,
index analysis, indifference curves, interpretive structural modeling, measurement model monthly
operating statement, needs analysis, nominal group technique, objectives or goals survey, objectives
pyramid, Planning, Programming, and Budgeting System, profit/volume analysis, return on investment,
single-factor and multiattribute utility assessment, subjective probability assessment, subjective 0-100
scaling, variance analysis.
(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, trend analysis, 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-means chain, 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, contingency forecasting,
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, and utility theory.
(9) Inputs, measures. Budget, checklists, cost-benefit analysis, cost-effectiveness analysis, data
transformation, information acquisition preference inventory, judgment analysis technique, judgment
policy analysis, measurement model, planning and control technique, preference ordering, psychological
scaling, sampling theory, sensitivity analysis, 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 quality and quantity
norms, control method, correlation analysis, data base system, employee panels, external peer evaluation,
focus group testing, a fortiori analysis, Gantt charts, group process technique, influence diagram,
operational games, organization analysis, planning and control technique, program planning budgeting
system, probability assessment, productivity circles, questionnaire, replicate information collection, role

73
playing, sensitivity analysis, simulation, statistical model, task force, team building, telephone polling,
use testing, value analysis, worst-case analysis, zero-base budgeting.
(11) Inputs, interface. Interface with outputs: charette, computer graphics, correlation analysis,
drop-in centers, fishbowl planning, input-output analysis, media-based issue balloting, meetings, open-
door policy, public hearing workshops. Others: arbitration and mediation planning, cross-impact matrix,
influence diagram, interaction analysis interaction matrix, inter-sectoral analysis, interpretive structural
modeling, negotiation, ombudsman, profit/volume analysis, system pyramid, technology assessment.
(12) Inputs, future. Each of those in cells 7-11. Conditional demand analysis, contextual mapping,
extended scenarios, forecasting, futures research, new-product early warning system, opportunity
identification, progress ("learning") function for quality and 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, fishbowl planning, 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, public information 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, subjective probability assessment, variance analysis.
(16) Outputs, control. Budget, cause-effect analysis, central location testing, checklists, control
charts, control model, correlation analysis, counter planning, data transformation, 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-in centers,
fishbowl planning, input-output analysis, media-based issue balloting, meetings, open-door policy, public
hearing, and workshops. With other elements: arbitration and mediation 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 or semilattice
pyramid, and technology assessment.
(18) Outputs, future. Each of those in cells 13-17, plus additional techniques in cell 12.
(19) Sequence, fundamental. Because the P&D system sequence involves all aspects of time-based
P&D, all of the techniques could be involved, especially the change principles. The following just
illustrate the differing types for each phase:

1. Delphi, forecasting techniques, function expansion, purpose hierarchy, intent structures, oval
diagrams, semi-lattice, system pyramid, tree diagrams.
2. Analogies, bisociation, brain resting, brainstorming, brain writing, dialectical process,
morphological box, search for diverse sources of options.
3. Cash flow analysis, causal diagram, cost effectiveness analysis, decision matrix, DELTA chart
(decision, event, logic, time, activities), feasibility study, financial investment
appraisal, flowchart, goals-achievement matrix, input-output matrix, layout-diagram, multilevel
digraph, operations research, optimization, pair comparison, Pareto analysis, return on investment,
scenario, social cost benefit analysis, system matrix.

74
4. Same as 3 plus 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 4 plus 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 cycle phasing, 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, budget variance analysis,
client/user/citizen/ P&D peer review panels, contingency/worst case analysis, control charts, correlation
analysis, data transformation, decision tables, DELTA chart, 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, change principles,
contingency tables, correlation analysis, cross-impact analysis, decision tables, digraphs, force field
analysis, improvement program, influence diagram, interaction matrix analysis, interface event control,
intersectoral analysis, multiple criteria utility assessment, 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 analysis, technological
forecasting, worst-case analysis.
(25) Environment, fundamental. Causal diagrams, community attitude survey, Delphi,
demographic analysis, dialectical process, dynamic model, gaming and simulation, goals program
analysis, intersectoral analysis, interviews, matrix structure, organizational climate analysis,
organizational sensing, oval diagrams, parameter analysis, productivity circles, project teams, preference
ordering, scenarios, semilattice pyramid, telephone polling, tree diagrams, utility assessment, volunteer
group status.
(26) Environment, values. Brainstorming, climate analysis, dialectical process, questionnaires,
technology assessment, utility theory.
(27) Environment, measures. Budget, bureaucracy level analysis, cause/effect assessment, climate
analysis, correlation analysis, counts and/or ratios of public attendance at P&D meetings, data
transformation, demand analysis, econometric models, factor analysis, frequency of P&D system
meetings, frequency of updating "pulse" of external environment aspects, magnitude of external pressure,
management grid analysis, measurement model, network analysis of P&D system, PPBS, regression
analysis, rigidity versus openness analysis, role analysis, statistical model, subjective probability
assessment, variance analysis.
(28) Environment, control. Budget, climate analysis trends, control charts, control model,
correlation analysis, critical incidence review, data transformation, influence diagram, P&D peer review,
PPBS, statistical model, utility assessment, zero-base budgeting.
(29) Environment, interface. Arbitration and mediation planning, cause/effect assessment,
correlation analysis, demographic analysis, digraphs, environmental impact statement, factor analysis,
fault-tree analysis, force field analysis, graph theory, human development continua, impact analysis,
influence diagram, ISM, interaction analysis, intersectoral analysis, interviews, negotiation, ombudsman,

75
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, probabilistic system dynamics, regression
forecasting, sales force composite, smoothing, sociological projection technique, substitution analysis,
technological forecasting, time series analysis.
(31) Human agents, fundamental. Attitude tests, contingency analysis, creativity techniques
(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, subjective probability assessment, task analysis, task force, wage scale.
(32) Human agents, values. Brainstorming, dialectical process, group process technique,
questionnaires, utility theory.
(33) Human agents, measures. Activity sampling, aptitude test, budget, correlation analysis, critical
incident technique, data transformation, external examiner to assess performance, financial plans, Gantt
chart, historical time/cost data in P&D, information content analysis, job evaluation, measurement model,
performance measures tally, PPBS, progress functions and learning curves, quality of working life
autonomy, salary versus job education curves, statistical estimation, statistical model, subjective
probability assessment, user satisfaction surveys, variance analysis, wage scale, wage surveys, work
measurement.
(34) Human agents, control. Aptitude test, budget, contingency analysis, control charts, control
model, correlation analysis, counseling interviews, critical incident technique, critical path method, data
transformation, Gantt charts, influence diagram, organizational analysis, peer review, PPBS, performance
appraisal, RAMPS, regular retraining courses, semi-annual sample tests or games, statistical model, task
force, team building, training, zero-base budgeting.
(35) Human agents, interface. Arbitration and mediation planning, cause/effect assessment,
correlation analysis, counseling interviews, cross-impact analysis, decision tables, digraphs, educational
curriculum formats, group processes techniques, influence diagram, interaction analysis, interactive
computer languages, intersectoral analysis, ISM, negotiation, ombudsman.
(36) Human agents, future. Each of those in cells 31-35.
(37) Physical catalysts, fundamental. Flow path diagrams, layout drawings, nomographs,
photographs, physical and mathematical equations describing operating characteristics, physical model,
specification listing, templates, three-dimensional models.
(38) Physical catalysts, values. Brainstorming, dialectical process, group process technique,
questionnaires, utility theory.
(39) Physical catalysts, measures. Break-even analysis, budget, cash flow analysis, correlation
analysis, cost benefit analysis, cost-effectiveness analysis, data transformation, downtime distribution,
machine-loading charts, maintenance network, maintenance schedule graph, measurement model, PPBS,
progress function, queuing models, social cost-benefit analysis, statistical model, subjective probability
assessment, and variance analysis.
(40) Physical catalysts, control. Activity sampling, budget control sheets, control charts, control
model, correlation analysis, critical path method, data transformation, influence diagram, interview
surveys, maintenance charts, PPBS, RAMPS, replacement model, statistical mode, utilization indices and
charts, value analysis, zero-base budgeting.
(41) Physical catalysts, interface. Arbitration and mediation planning, cause/effect assessment,
climate analysis, contingency analysis, correlation analysis, cross-impact analysis, digraphs, graph
theory, influence diagram, interaction analysis, interaction matrix diagram, intersectoral analysis, ISM,
negotiation, ombudsman, semilattice pyramid, telecommunications.
(42) Physical catalysts, future. Each of those in cells 36-41. Modeling of conferences based on
technologically advanced physical catalysts, technology assessment, technological forecasting.

76
 (43) information aids, fundamental. Abstract dimensioning, analysis of variance, career path
analysis, case histories, charts, computer graphics, contingency analysis, continuing educational path,
decision tables, decision trees, drawings, expected free cash flow model, graphics, graphs group process
techniques, hierarchical clustering, histograms, information content analysis, information flowcharts,
lattice theory, mathematical and statistical tools (correlation analysis, factor analysis, histogram, Laplace
transforms, risk distribution, variance, etc.), mathematical model, mathematical programming technique,
modeling, performance/time measurement estimate, physical model, probability assessment,
programming languages, recursive programming model, risk analysis, simulation languages, software in
structures and packaging, standard operating procedures, system pyramid, time study, utility theory.
(44) Information aids, values. Brainstorming, dialectical process, group process technique,
questionnaires, utility theory.
(45) Information aids, measures. Activity sampling, budget, cast flow analysis, computer
simulation, contingency analysis, correlation analysis, cost-benefit analysis, cost-effectiveness analysis,
data transformation, decision tables, downtime measurements, fault analysis, forecasting, a fortiori
analysis, measurement model, morphological analysis, objective tree, PPBS, probability assessment,
sensitivity analysis, social cost-benefit analysis, statistical model, subjective probability assessment,
surveys, time between request and response, variance analysis.
(46) Information aids, control. Auditing technique, budget, budget control sheets, control charts,
control model, correlation analysis, critical path analysis, data base system, data transformation, decision
tables, decision trees, flowcharts, forecasting, Gantt charts, influence diagram, PPBS, priority setting or
voting, replacement models, RAMPS, 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 fortiori analysis, 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 programming research,
computerized Delphi, cost-benefit analysis, forecasting, gaming, and subjective probability.

Summary

Many possible developments tie a P&D need directly to another of the purposeful activities. An
example would be a requirement to develop methods for determining which purposeful activity is
involved when trying to solve a problem, or one to determine indicators of when a P&D project needs a
sub-project dealing with another purposeful activity. Many additional topics arise when the
interrelationships of the secondary purposeful activities are considered. An example of this would be to
investigate the differences in effectiveness of creativity approaches within the different primary
purposeful activities.
The words research and development associated with P&D means humans will be involved in
experiments and data collection. They cannot be treated in the classical experimental sense of "factors"
to control beyond the simplest concepts (years of experience, degree, salary, etc.). "The required control
is not only formidable but downright immoral." Different methods for R and D have been noted
previously.

77
 The Build Plan or Objectives
(Mission or Goal Statements)

A. Environmental Scanning

1. Social and political trends

a. Demographics
b. Moral Values
c. Education
d. Regulatory Pressures

2. Capital markets analysis

a. Capital Asset Pricing Model
b. Capital Structure
c. Ask How Estimate
d. Value Analysis

3. Macroeconomic trends
a. Systematic Risk
b. Value Curve for Signal
c. Value Chain and/or Stream
d. Economics of Scale

4. Industry structure studies

a. Industrial Organization
b. Industry Capacity
c. Industry Importance Graph
d. Industry Segment
e. Industry Structure
f. Industry Life Cycle

5. Competitor analyses
a. Competitive Force
b. Competitor Configuration
c. Competitive Strategy
d. Competitive Position

B. Developing and Modifying a Corporate Strategy

1. Corporate goals
a. Corporate Culture
b. Corporate Stakes
c. Corporate Strategy
d. Corporate Brands

2. Concept of fit
a. Concept of Assembly
b. Concept of Management

78
 c. Organizational Structure
d. Integrating System

3. Concept of assembly
a. Organizational Hierarchy
b. Measurement Systems
c. Incentive Systems
d. Planning Hierarchy
e. Planning Process
f. Resource Allocation Process

4. Concept of management
a. Differentiation Strategy
b. Functional Areas of Fit
c. Entry and Mobility Barriers
d. Formula Fit

C. Establishing Different Goals for Business Units (Alternatives)

1. Identity business units (Segmentations)

a. Buyer Groups
b. Business Cycle Profiling
c. Business Plan and Policy
d. Business Interrelationships

2. Assess contributions to information and for economic values

a. Business Systems Analysis
b. Cost of Capital
c. Financial Leverage
d. Capital Structure

3. Alternative or subroutine goals for business units

a. Strategic Leverage
b. Shared Experience
c. Strategic Business Unit(s)
d. Strategic Beachhead

D. Developing Competitive Strategies for Business Units

1. Identify current strategy (Reverse implied assumptions)

a. Required Return
b. Operating Policies
c. Competence Profile
d. Strategic Audit

2. Generate alternative strategies (Analyze environment industry structure's intra-industry structure)

79
 a. Buyer Power
b. Supplier Power
c. Relative Costs, Prices and Utility
d. Fix-To-Value Added Ratios

3. Select optimal strategy and determine operating policies to carry out

a. Build Plan
b. Operating Leverage
c. Operating Unit
d. Operations Research

E. Reviewing Competitive Strategies

1. Consistency test
a. Critical Path Method
b. Cost Analysis
c. Price to Performance Ratio
d. Input-Output Analysis

2. Contribution to economic and/or informational values

a. Decision-Making Process
b. Decision-Making Unit(s)
c. Decision Trees
d. Value System and/or Chains

3. Ongoing monitoring
a. Structural Analysis
b. Structural Factor
c. Critical Path Methods
d. Value Chain for System

4. Reports
a. Linkage
b. Market Signal
c. Measurement System
d. Mission Statement(s)

F. Resource Allocation

1. Financial resources
a. Capital Intensity
b. Capital Structure
c. Cash Flow
d. Cash Trap

2. Human resources
a. Employees

80
 b. Sub-contractors
c. Consultants
d. Labor Organizations

3. Information resources
a. Information Brokers
b. Governmental Sources
c. Written Materials (Books and/or Database Hard-copies)
d. Media Systems (News or News Associations)

G. Determining Incentives

1. Set performance measures

a. Measurement System
b. Management Through Objectives
c. Game Grid
d. Gap-Based Planning

2. Evaluate performance measures

a. Cost Dynamics
b. Growth Value Leverage Matrix
c. PIMS Program
d. Gaming

H. Monitoring Implementation

1. Software procedures
a. Regression Analysis
b. Seven-8 Framework
c. Strategic Condition Matrix
d. Strategy Audit
e. Uniqueness Driver
f. Systematic Risk
g. Unsystematic Risk
h. Value Added Advantage for Analysis
i. Planning and Design
j. @ Functioning
k. Macro Structuring
l. Problem Formatting

2. Grids, matrixes and flow chart systems

a. Brainiac
b. Pie Structures (5 Area Phases)
c. Bar Charts (Report Structure)
d. Decision Flow Chart Grid
e. Consultation Grid
f. Strategic Condition Matrix

81
 g. Pie Structures (Report Structure)
h. Brainiac Wave Length Flow Charts
i. 5 Area Phase Bar Charts
j. Macro Flow Chart System
k. Legends
l. Total System's Integrated Color Chart Systems
m. CAD Systems
n. CAM Systems
o. Anatomy Charts and Diagrams

Summary

The charts, diagrams and procedural formats shown in this part of Appendix F, are designed and
formatted for use by the Technical Support Units of Nascent Applied Methods & Endeavors in order to
provide the System Matrix of this system with a structure, by-which all processes and procedures can be
verified as to it's accuracy and form of implementation

82
Exhibit - F

83
 The Problem Format

Problem

Substantive Doubt, uncertainty,

matter or question perplexity, difficult, desire

Primary Locus Values Measures

purposeful (see text for examples)
activity*
Societal level

Encourage individual
betterment Objectives Goals
Enhance Achieve (incomplete) - increase, (Add specific
human dignity greater effectiveness decrease, improve, quantities in
maintain, maximize, specific time
recover, minimize, etc., periods to the
Attain better quality the following as objectives.)
of life appropriate:

Purposeful activity level

(illustrative, not complete)

Self-perservation and survival Stay healthy. Economic self-sufficiency. Mortality. Morbidity. Incidence of
of the species Security and safety. Social well-being. disease. Severity of disease.
Personal survival. Tranquility. Self- Health status index of individual.
actualization. Individual civil liberties. Job satisfaction. Labor mobility.
Self-determination. Physical warmth and Unemployment rates. Inflation rate.
protection. Provide community service. Population/food level. Housing
Individual growth. Prepare for post- condition. Birth rate. (These are
industrial society. Domestic and usually included as objectives in
foreign tranquility. other purposeful activities

_________________________________________________________________________________________
* Several secondary purposeful activities may appear one or more times within a primary one: Make a
decision: maintain a standard of achievement (control): resolve a conflict: develop creative ideas:
establish priorities: observer model, or abstract phenomenon: practice or exercise: and focus land
motivate individual efforts. None of these can be achieved without reference to a primary purposeful
activity--make a decision about what, model a phenomenon when for what purposes, be creative about
what, and so on.

Summary

Recognition of the values aspect of a problem has important implications for planning and design.

1. Developing clearly stated values, objectives and goals in a specific situation clarifies decision
making. Trade-offs can be shown and their impacts understood.
2. Understanding that the idea of values includes objectives and goals moves P&D from only vague
"motherhood and apple pie" type statements toward specific criteria and measurable goals that seek
to operationalized basic values.
3. Values clarification enables participants in a P&D effort to understand one another, reducing the
disruptive potential of hidden agendas. It leads toward a collective sense of the purposes of a
particular P&D effort, significantly influencing both solution and implementation.
4. Acknowledgment of the values aspect precludes the "objective" stance of the P&D expert. It
incorporates subjectivity and human concerns. It removes P&D efforts from the realm of narrow
disciplines and techniques. It forces the solution measures to transcend the merely quantifiable and
to incorporate critical subjective factors. (No one has or probably will set the worth of a human life.
Amounts calculated from, say, the number of prisoners released in Cuba for an American

84
 "payment," are meaningless for all P&D purposes.) Because P&D solutions affect so many people
as well as the environment it is crucial that solutions reflect larger social values.
5. This appendix began with the assertion that there is no such thing as an "objective" problem.
Instead, some thing or situation is perceived as a problem or need because of purposeful human
activities, motivations, and aspirations. Because planning and design professionals seek to solve
problems, the definition of what a "problem" is must become the basic starting point. A problem or
need has a values aspect and a substantive one. The former includes the values, objectives, and
goals implicit in human purposeful activities and those specific to a particular problem locus. The
substantive aspect includes both types of problems-operating and supervising, research, planning
and design, learning, or evaluation-and the problem locus. The locus is the specific what, when,
who, and where of particular situation. Also, this appendix which illustrates the formulation of the
concept called "a problem," provides people with the opportunity to clarify what type of problem
they confront, the specifics of the problem, and the values and measures associated both with the
type of problem and the specific situation. It suggests to the problem solver an appropriate solution-
finding approach and is a critical beginning to ensuring that the "right problem" will be solved.

The Concept of a Problem

* Several secondary purposeful activities may appear one or more times within a primary one: Make a
decision: maintain a standard of achievement (control): resolve a conflict: develop creative ideas:
establish priorities: observer model, or abstract phenomenon: practice or exercise: and focus land
motivate individual efforts. None of these can be achieved without reference to a primary purposeful
activity--make a decision about what, model a phenomenon when for what purposes, be creative about
what, and so on.

Ideas Involved in the Societal Value of Achieving Greater Effectiveness

(a) Greater productivity, increase the results of utilizing any resource such as person-hours, or getting
the same results with less cost or time
(b) Increased efficiency, a component of productivity; minimize costs and waste of human,
information, physical, and environmental resources
(c) Improved profits or return on investment (or assets or equity) for private sector organizations or
apparently increased discretionary income for nonprofits (hospitals, museums)
(d) Improved services per dollar, or the same services for fewer dollars
(e) Improved quality of products, services, R&D results (utility, pleasantness of services, ease of
effort, reduced waiting time, pluralism of solutions, etc.), and increased degree to which necessary
purposes are achieved
(f) Increased market share or target population served
(g) More built-in and continuing change within any solution
(h) Improved relationships with various constituencies, such as customers (clients), suppliers,
community, and labor representatives
(i) Improved capacity to increase quantity of goods and services, including reindustrialization,
retrofitting of old facilities, and remanufacturing or recycling of artifacts that are considered worn
out

85
 Ideas Involved in the Societal Value of Attaining a Higher Quality of Life

(a) Peace among nations, elimination of aggression, international and national order, minimization of
conflicts among groups
(b) Standard of living, including improved or optimum food and clothing, attractive housing,
vacations, health status, recreation, number of work hours per week, general pleasantness and
sociability, diets, medicines and vitamins, length of life, and labor-management relationships
(c) Cost and level of health care delivery in all situations (accidents, diseases, prevention, etc.)
(d) Transportation and mobility systems
(e) Security in retirement and in the face of misfortune, such as floods, tornadoes, hurricanes and
sudden accidents
(f) Enforcement of laws
(g) Defense of country
(h) Full employment
(i) Physical ease in work, including the household
(j) Availability of leisure time and resources, such as community recreation facilities, swimming
pools, art museums, music, parks, and theaters
(k) Good environment concerning air and water pollution, waste disposal and landfill sites,
esthetically pleasing highway surroundings
(1) Concern for those less fortunate, including neighbors and developing countries

Ideas Involved in the Societal Value of Enhancing Human Dignity

(a) Each human has inherently unique capacities and qualities that should be respected as long as the
uniqueness of others is also untrammeled
(b) Each person has many rights and freedoms: vote, speech, assembly, and freedom of thought and
beliefs (religion, politics)
(c) Additional private time permits the pursuit of the unique activities that provide recognition, art, self-
respect, culture, pleasure, and identification of individual sources of inner well-being and guidance
(d) We place a high value on each human life
(e) Features recently attained attesting to societal concerns for human dignity:

Improved safety regulations Relocation and retraining by organizations of

Greater individual justice
Work humanization, quality of working life
efforts, and corporate democracy
Corporate bill of rights for workers (free
expression, security, protection regarding
malfeasance, speedy and public hearing, due
process, etc.)
Engineering awareness of the technology-human
dignity idea Societal concern with the mentally
ill, retarded and aged
workers when technological changes reduce the
need for them Questioning by science and
society of permissible limits to and proper
conditions for experimentation with human
beings and animals
Enhancement of individual
privacy and freedom of information
Opportunities to learn for learner's sake alone or
to satisfy curiosity

86
Exhibit - G

87
 NASCENT APPLIED METHODS & ENDEAVORS

THE PROCEDURAL MAP OF GRAMMATICAL DEVELOPMENT

THE DICTIONARY OF OCCUPATIONAL

TITLES JOB NUMBER SUCH AS
26
:011.061-010, AS REPRESENTING THE 150 210
INITIATION OF THE SEARCH &
DEVELOPMENT SEQUENCES

18 19 20
130 170

THESE NUMBERS REPRESENT THE ALPHANUMERIC

VALUE OF A PERFORMANCE EVALUATION, AND THE
DIRECTION OF ITS INFERENCE SEARCH STRATEGY 22
180 220
WITHIN THE NETWORK'S DISTRIBUTED DATABASES

7 8 12
50 70

10 9 14 17 28 29 30 31
90 110 140 160 190 230 240 250 260

13

10 24
3 21

11 16
20 120 200

8 15
1

4 6 25
40 60 80 100

5 DENOTES THE NODE'S (EVENT) ALPHANUMERIC VALUE

30 10
OF WITHIN AN ENTIRE ORGANIZATIONAL FORMAT

DENOTES THE ACTIVITY NUMBER OF AN ALPHANUMERIC

VALUE, TRANSITIVE VERB(S) AND TRANSFORMED NOUN(S)
7
WITHIN A PURPOSEFUL HIERARCHY, SYSTEM MATRIX OR
SOLUTION FRAMEWORK OF THE NAME NETWORK

DENOTES THE GRAMMATICAL INTEGRATION OF OF A

PROCEDURE OR ORGANIZATIONAL FORMAT

DENOTES THE CRITICAL PATH OF A SERIES OF GRAMMATICAL

STRINGS IN THEIR FINAL ALPHANUMERIC CONFIGURATION(S)

88
 Exhibit – H
THE GROUP ORDERING LOGIC FORMAT

89
Exhibit - I

90
 THE INTEGRATED AUTONOMOUS AGENT FORMULA SHEETS, SYSTEMS
and
CHART OF PROCEDURES

COOPERATIVE AUTONOMOUS
AGENT FORMULA SYSTEM
AUTONOMOUS
THE AUTONOMOUS
ANATOMICAL
AGENT
FORMULA
ANATOMICAL
CONFIGURATIONS
CONFIGURATIONS

THE TRANSITIVE AUTONOMOUS

AGENT CONFIGURATIONS

THE INTEGRATED AUTONOMOUS

AGENT CONFIGURATIONS

THE INTEGRATED INFRASTRUCTURAL

AUTONOMOUS AGENT
CONFIGURATIONS

THE STATISTICAL ANALYSIS

AUTONOMOUS AGENT
CONFIGURATIONS

THE DISTRIBUTED DATABASE

AUTONOMOUS AGENT
CONFIGURATIONS

THE AUTONOMOUS AGENT

COMMUNICATION CONFIGURATIONS

THE AUTONOMOUS AGENT

DIAGNOSTIC & DEVELOPMENTAL
CONFIGURATIONS

(XXXV)
BACKWARD CHAINING SEQUENCES

PURPOSE, FUTURE (6)

91
 THE AUTONOMOUS AGENT TIMELINE PERFORMANCE, MEASURING, PROCESS SYSTEMS
and
CHART OF PROCEDURES

AUTONOMOUS AGENT DATABASE STRUCTURE

INDIVIDUAL DEVELOPMENT FORMAT ORGANIZATIONAL DEVELOPMENT FORMAT

AAAC TAAC IAAC IIAAC AAAC TAAC IAAC IIAAC

SAAAC DDAAC AACC AADDC SAAAC DDAAC AACC AADDC

NASCENT APPLIED METHODS & ENDEAVORS

NAME's INTEGRATED
OPERATIONAL PLANNING
AND DESIGN APPROACHES GRAMMATIC MANAGERIAL
PROCESS SHEET

G/O
I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. XIII. XIV. XV. XVI.

P/M

POWER/AUTHORITY NORMS/STANDARDS MORALE/COHESION GOALS/OBJECTIVES

ADMINISTRATIVE NETWORK
OPERATIONS

Process 9. METHOD STRUCTURES

INTEGRATED NUMERICAL INTEGRATED GRAMMATICAL

WORKSHEET WORKSHEET
SEC/ SYS/
SALES CONT. NET/RE
TRE MAN
(SEE SYSTEMS WORKSHEET) (SEE SYSTEMS WORKSHEET)

N/S

P/M

DISTRIBUTED DATABASES DISTRIBUTED NETWORKS

(FILE COMBINATIONS) (COMMUNICATIONS PROTOCOLS)

DICTIONARY OF OCCUPATIONAL ENTERPRISE WORK

TITLES ARCHITECTURES
(AUTONOMOUS STRUCTURES) (ORGANIZATIONAL FUNCTIONS)

PROCEDURAL SUBROUTINES SITUATION SUBROUTINES

I II III (INDIVIDUALIZED FORMATS) (GROUP FORMATS)

SOCIOLOGICAL PHILOSOPHICAL PSYCHOLOGICAL PHYSIOLOGICAL

METHODS METHODS METHODS METHODS
ASSISTANT DIRECTORS
NETWORK INFRASTRUCTURAL
OF PLANNING & DESIGN
LEVELS I - III
FUNCTIONAL AREAS

NETWORK SYSTEMS
STATISTICS & STRATEGICAL
DEVELOPMENT
ENTRY FORMAT
CATEGORIES 1- 5
P/A M/C

S/M P/M

SEC. SEC. SEC.

DSM PHY PSY 1. 2. 3. 4. 5.
1 2 3

(XXXIII)
BACKWARD CHAINING SEQUENCES

INFORMATION AIDS, MEASURES (45)

92
 THE AUTONOMOUS AGENT MANAGERIAL PROCESSES SHEET, SYSTEMS
and
CHART OF PROCEDURES

NAME's INTEGRATED
OPERATIONAL PLANNING
AND DESIGN APPROACHES GRAMMATIC MANAGERIAL
PROCESS SHEET

G/O
I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. XIII. XIV. XV. XVI.

P/M

POWER/AUTHORITY NORMS/STANDARDS MORALE/COHESION GOALS/OBJECTIVES

ADMINISTRATIVE NETWORK
OPERATIONS

9. METHOD STRUCTURES

INTEGRATED NUMERICAL INTEGRATED GRAMMATICAL

WORKSHEET WORKSHEET
SEC/ SYS/
SALES CONT. NET/RE
TRE MAN
(SEE SYSTEMS WORKSHEET) (SEE SYSTEMS WORKSHEET)

N/S

P/M

DISTRIBUTED DATABASES DISTRIBUTED NETWORKS

(FILE COMBINATIONS) (COMMUNICATIONS PROTOCOLS)

DICTIONARY OF OCCUPATIONAL ENTERPRISE WORK

TITLES ARCHITECTURES
(AUTONOMOUS STRUCTURES) (ORGANIZATIONAL FUNCTIONS)

PROCEDURAL SUBROUTINES SITUATION SUBROUTINES

I II III (INDIVIDUALIZED FORMATS) (GROUP FORMATS)

SOCIOLOGICAL PHILOSOPHICAL PSYCHOLOGICAL PHYSIOLOGICAL

METHODS METHODS METHODS METHODS
ASSISTANT DIRECTORS
NETWORK INFRASTRUCTURAL
OF PLANNING & DESIGN
LEVELS I - III
FUNCTIONAL AREAS

NETWORK SYSTEMS
STATISTICS & STRATEGICAL
DEVELOPMENT
ENTRY FORMAT
CATEGORIES 1- 5
P/A M/C

S/M P/M

SEC. SEC. SEC.

DSM PHY PSY 1. 2. 3. 4. 5.
1 2 3

(XXXII)
FORWARD CHAINING SEQUENCES

IDENTIFY MANAGEMENT STYLES (V)

93
 THE AUTONOMOUS AGENT WORKSHEET of INTERNAL PROCESSES, SYSTEMS
and
CHART OF PROCEDURES

INTEGRATED GRAMMATICAL WORKSHEET

OPERATIONAL FUNCTIONS
FORWARD CHAINING BACKWARD CHAINING

INTERNAL & EXTERNAL

SEQUENCES
PAST AND PRESENT GRAMMATICAL
TENSE - ACTIONS OF RESEARCHING AND
RECORDING
NAME's DISTRIBUTED DATABASE
NETWORK or SELLER ASSISTED
MARKETING STRATEGIES INITIAL DATA INPUT FACTORS
ALPHANUMERIC VALUES DATABASE
SYSTEMS
SEQUENCES
PRESENT AND FUTURE GRAMMATICAL
TENSE - ACTIONS OF RECORDING AND THE INTEGRATED APPLICATIONS FORMAT OF NAME's
FORECASTING ENTIRE OPERATIONAL PROCESSES & SYSTEMS
STORED IN ITS DATABASES AS EVALUATED
PERFORMANCES
STORED INFORMATION AND
VALUES
MACRO AUTO-EXECUTION FILES

ORGANIZATION AND MULTIPLE SPREAD-SHEET

PROCEDURAL MANUALS CASCADE EFFECTS
MANUAL OF OPERATIONS AND INTEGRATED MACRO BRANCHES
TECHNICAL DOCUMENTS A FORECASTED GRAMMATICAL STRUCTURE OF AN
EVENT OR OPERATIONAL FORMAT

DESCRIPTIVE OPERATIONAL
ROUTINES & SUBROUTINES
PROBLEM FORMAT
PAST-TENSE
NAME's NETWORK PROCEDURAL MANUAL OF
OPERATIONS DATABASE DIRECTORIES
GRAMMATICAL MAP OF ALPHANUMERIC
VALUES
PROBLEM FORMAT
FUTURE-TENSE
THE STATISTICAL GROUPING OF THE
ORGANIZATIONAL GRAMMAR (POLICIES) OF
EVALUATED TERMINOLOGIES
STRUCTURAL RULE FORMAT
INTEGRATED PERFORMANCE
EVALUATION(S)

COMMUNICATIONS AND
DATABASE DIRECTORIES
Name
STRUCTURAL DATABASE SETTINGS
Title
OPERATIONAL RULE FORMAT THE STATISTICAL GROUPING OF THE ORGANIZATION
PROCEDURAL PERFORMANCE AND PERSONNEL GRAMMAR (POLICIES) OF
EVALUATION(S) EVALUATED TERMINOLOGIES

AN EVALUATED GRAMMATICAL STRUCTURE OF AN ANALYSIS OF DATA VALUES TABLE

EVENT OR OPERATIONAL FORMAT INTERPRETATION AND LOCATION OF SIMILARITIES
LIBRARY OF
GRAMMATICAL MACROS
GRAMMATICAL DIAGRAMS AND STRINGS
SPREAD-SHEET LOCATIONS (CELLULAR ADDRESSES) MANAGERIAL RULE
AN ALPHANUMERIC CHART OF GRAMMATICAL FORMAT
ENGLISH STRUCTURES PROCEDURAL EVALUATED
SYSTEMS INTEGRATED NETWORK & CLIENT INTEGRATED FUNCTIONAL SUBROUTINES
SETTINGS SHEETS ALPHANUMERIC RELATIONAL VALUES DATA

AN INTERNAL AUTONOMOUS AGENT

MATHEMATICAL @ STRATEGICAL @
ACTIVITIES W ITH OTHER AUTONOMOUS AGENTS INTEGRATED
FUNCTIONS FUNCTIONS
GRAMMATICAL
FORMULA SYSTEM MANAGERIAL RULE
DIRECTORY OF GRAMMATICAL RULE FORMAT
Name STRUCTURAL EVALUATED
LISTINGS OF THE COMPUTERIZED KEYBOARD CELLULAR ADDRESSES STRUCTURES
RECORDINGS OF THE RULE PROCESSES INVOLVED
Title ROUTINES
IN GRAMMATICAL STRUCTURING SYSTEMS ENTRY DICTIONARY OF
INTEGRATED NUMERIC FORMAT & PASSWORD GRAMMATICAL TERMS
FORMULA SYSTEM
DATA SORT INTERNET
COMBINED FILE AREAS
THE COMMANDS RELATED TO THE AUTOMATED COMMUNICATIONS
A LISTING OF ALPHANUMERIC VALUES OF A SERIES
STRUCTURING OF ENGLISH GRAMMAR AND THE
OF SYSTEMS PERFORMANCE EVALUATIONS
MANUAL OF OPERATIONS THAT HOUSES IT

A FORMULA SYSTEM THAT USES THE COMPOSITION
OF STATISTICS TO REPRESENT ENGLISH GRAMMAR
AND THE RULES GOVERNING ITS USES
THE SAME FORMULA SYSTEM THAT USES THE THE PLANNING & DESIGN DATABASE SYSTEM OF THE
COMPOSITION OF STATISTICS TO REPRESENT GRAMMATICAL STRUCTURE OF THE ENGLISH
ENGLISH GRAMMAR AND THE RULES GOVERNING ITS LANGUAGE CONTAINED WITHIN THE SPREAD-SHEET
USES, BUT ALSO USES THE GRAMMATICAL
REPRESENTATION OF NUMBERS AS WELL IN A
COLLATERAL FORMULA SYSTEM

THE SPREAD-SHEET FUNCTION THAT AUTOMATICALLY THE INTEGRATED EVALUATION TOTALS OF ALL
BRANCHES TO ANOTHER CELL THAT CONTAINS A PEOPLE, PLACES AND THINGS IN RENDERING THE
ALPHANUMERIC PERFORMANCE VALUE EDUCTIONAL SERVICES & PRODUCTS OF NAME

THE SPREAD-SHEET FUNCTION THAT AUTOMATICALLY

THE ALPHANUMERIC FORMAT THAT IS CONTAINED
BRANCHES TO ANOTHER CELL THAT CONTAINS THE
WITHIN THE SPREAD-SHEET FOR USE IN THE
GRAMMATICAL STRUCTURE UNDER REVIEW IN A
FORMULA SYSTEM(S)
PERFORMANCE EVALUATION

THE SYSTEMS FORMAT OF ANALOGOUS

THE AUTONOMOUS RULE OR MECHANICAL FORMAT
GRAMMATICAL STRUCTURING AND ABSTRACTIVE
OF GRAMMATICAL DEVELOPMENT
USES IN PLANNING AND DESIGN APPROACHES

THE EMBODIMENT OF TRANSITIVE VERBS USAGE IN THE EMBODIMENT OR ENCIRCLING OF THE ENGLISH
AUTONOMOUS AGENT MOBILITY AND LANGUAGE THROUGH THE USE OF A COLLEGIATE OR
IMPLEMENTATION OCCUPATIONAL DICTIONARY

THE USE OF NETWORK AUTONOMOUS AGENTS IN THE

USE AND EXPLORATION OF W ORLD-WIDE-WEB IN
RESEARCH & DEVELOPMENT, AND INTRANET
COMMUNICATIONS
(XXXI)
BACKWARD CHAINING SEQUENCES
THE APPLICATION OF USING A SERIES OF
MANAGERIAL TERMINOLOGIES & APPROACHES AS
INFORMATION AIDS, CONTROL (46) THE SOURCE FOR DEVELOPING STRATEGIC
GRAMMATICAL STRUCTURES AT A PERSONAL OR
ORGANIZATIONAL LEVEL OF RENDERING THE
SERVICES OF NAME

94
 THE AUTONOMOUS AGENT WORKSHEET of INTERNAL PROCESSES, SYSTEMS
and
CHART OF PROCEDURES

INTEGRATED NUMERIC WORKSHEET

OPERATIONAL FUNCTIONS
FORWARD CHAINING BACKWARD CHAINING

INTERNAL & EXTERNAL

SEQUENCES
PAST AND PRESENT GRAMMATICAL
TENSE - ACTIONS OF RESEARCHING AND
RECORDING
NAME's DISTRIBUTED DATABASE
NETW ORK or SELLER ASSISTED
MARKETING STRATEGIES INITIAL DATA INPUT FACTORS
ALPHANUMERIC VALUES DATABASE
SYSTEMS
SEQUENCES
PRESENT AND FUTURE GRAMMATICAL
TENSE - ACTIONS OF RECORDING AND THE INTEGRATED APPLICATIONS FORMAT OF NAME's
FORECASTING ENTIRE OPERATIONAL PROCESSES & SYSTEMS
STORED IN ITS DATABASES AS EVALUATED
PERFORMANCES
STORED INFORMATION AND
VALUES
MACRO AUTO-EXECUTION FILES

ORGANIZATION AND MULTIPLE SPREAD-SHEET

PROCEDURAL MANUALS CASCADE EFFECTS
MANUAL OF OPERATIONS AND INTEGRATED MACRO BRANCHES
TECHNICAL DOCUMENTS A FORECASTED GRAMMATICAL STRUCTURE OF AN
EVENT OR OPERATIONAL FORMAT

DESCRIPTIVE OPERATIONAL
ROUTINES & SUBROUTINES
PROBLEM FORMAT
PAST-TENSE
NAME's NETW ORK PROCEDURAL MANUAL OF
OPERATIONS DATABASE DIRECTORIES
GRAMMATICAL MAP OF ALPHANUMERIC
VALUES
PROBLEM FORMAT
FUTURE-TENSE
THE STATISTICAL GROUPING OF THE
ORGANIZATIONAL GRAMMAR (POLICIES) OF
EVALUATED TERMINOLOGIES
STRUCTURAL RULE FORMAT
INTEGRATED PERFORMANCE
EVALUATION(S)

COMMUNICATIONS AND
DATABASE DIRECTORIES
Name
STRUCTURAL DATABASE SETTINGS
Title
OPERATIONAL RULE FORMAT THE STATISTICAL GROUPING OF THE ORGANIZATION
PROCEDURAL PERFORMANCE AND PERSONNEL GRAMMAR (POLICIES) OF
EVALUATION(S) EVALUATED TERMINOLOGIES

AN EVALUATED GRAMMATICAL STRUCTURE OF AN ANALYSIS OF DATA VALUES TABLE

EVENT OR OPERATIONAL FORMAT INTERPRETATION AND LOCATION OF SIMILARITIES
LIBRARY OF
GRAMMATICAL MACROS
GRAMMATICAL DIAGRAMS AND STRINGS
SPREAD-SHEET LOCATIONS (CELLULAR ADDRESSES) MANAGERIAL RULE
AN ALPHANUMERIC CHART OF GRAMMATICAL FORMAT
ENGLISH STRUCTURES PROCEDURAL EVALUATED
SYSTEMS INTEGRATED NETWORK & CLIENT INTEGRATED FUNCTIONAL SUBROUTINES
SETTINGS SHEETS ALPHANUMERIC RELATIONAL VALUES DATA

AN INTERNAL AUTONOMOUS AGENT

MATHEMATICAL @ STRATEGICAL @
ACTIVITIES W ITH OTHER AUTONOMOUS AGENTS INTEGRATED
FUNCTIONS FUNCTIONS
GRAMMATICAL
FORMULA SYSTEM MANAGERIAL RULE
DIRECTORY OF GRAMMATICAL RULE FORMAT
Name STRUCTURAL EVALUATED
LISTINGS OF THE COMPUTERIZED KEYBOARD CELLULAR ADDRESSES STRUCTURES
RECORDINGS OF THE RULE PROCESSES INVOLVED
Title ROUTINES

IN GRAMMATICAL STRUCTURING SYSTEMS ENTRY DICTIONARY OF

INTEGRATED NUMERIC FORMAT & PASSWORD GRAMMATICAL TERMS
FORMULA SYSTEM
DATA SORT INTERNET
COMBINED FILE AREAS
THE COMMANDS RELATED TO THE AUTOMATED COMMUNICATIONS
A LISTING OF ALPHANUMERIC VALUES OF A SERIES
STRUCTURING OF ENGLISH GRAMMAR AND THE
OF SYSTEMS PERFORMANCE EVALUATIONS
MANUAL OF OPERATIONS THAT HOUSES IT

A FORMULA SYSTEM THAT USES THE COMPOSITION
OF STATISTICS TO REPRESENT ENGLISH GRAMMAR
AND THE RULES GOVERNING ITS USES
THE SAME FORMULA SYSTEM THAT USES THE THE PLANNING & DESIGN DATABASE SYSTEM OF THE
COMPOSITION OF STATISTICS TO REPRESENT GRAMMATICAL STRUCTURE OF THE ENGLISH
ENGLISH GRAMMAR AND THE RULES GOVERNING ITS LANGUAGE CONTAINED WITHIN THE SPREAD-SHEET
USES, BUT ALSO USES THE GRAMMATICAL
REPRESENTATION OF NUMBERS AS W ELL IN A
COLLATERAL FORMULA SYSTEM

THE SPREAD-SHEET FUNCTION THAT AUTOMATICALLY THE INTEGRATED EVALUATION TOTALS OF ALL
BRANCHES TO ANOTHER CELL THAT CONTAINS A PEOPLE, PLACES AND THINGS IN RENDERING THE
ALPHANUMERIC PERFORMANCE VALUE EDUCTIONAL SERVICES & PRODUCTS OF NAME

THE SPREAD-SHEET FUNCTION THAT AUTOMATICALLY

THE ALPHANUMERIC FORMAT THAT IS CONTAINED
BRANCHES TO ANOTHER CELL THAT CONTAINS THE
WITHIN THE SPREAD-SHEET FOR USE IN THE
GRAMMATICAL STRUCTURE UNDER REVIEW IN A
FORMULA SYSTEM(S)
PERFORMANCE EVALUATION

THE SYSTEMS FORMAT OF ANALOGOUS

THE AUTONOMOUS RULE OR MECHANICAL FORMAT
GRAMMATICAL STRUCTURING AND ABSTRACTIVE
OF GRAMMATICAL DEVELOPMENT
USES IN PLANNING AND DESIGN APPROACHES

THE EMBODIMENT OF TRANSITIVE VERBS USAGE IN THE EMBODIMENT OR ENCIRCLING OF THE ENGLISH
AUTONOMOUS AGENT MOBILITY AND LANGUAGE THROUGH THE USE OF A COLLEGIATE OR
IMPLEMENTATION OCCUPATIONAL DICTIONARY

THE USE OF NETWORK AUTONOMOUS AGENTS IN THE

USE AND EXPLORATION OF WORLD-WIDE-WEB IN
RESEARCH & DEVELOPMENT, AND INTRANET
COMMUNICATIONS
(XXXI)
FORWARD CHAINING SEQUENCES
THE APPLICATION OF USING A SERIES OF
ANALYZE PROJECTS (II) MANAGERIAL TERMINOLOGIES & APPROACHES AS
THE SOURCE FOR DEVELOPING STRATEGIC
GRAMMATICAL STRUCTURES AT A PERSONAL OR
ORGANIZATIONAL LEVEL OF RENDERING THE
SERVICES OF NAME

95
 NASCENT APPLIED METHODS & ENDEAVORS
THE STATISTICAL ALPHANUMERIC
FORMULA FORMAT

THE STATISTICAL
REPRESENTATION OF
AN EVALUATED
ALPHANUMERIC LINE
OF TEXT

THE STATUS AND

ACTIVITIES OF THE
AUTONOMOUS AGENTS

Process Process Process

Co Ft Ch
THE JOB TYPE TO BE
FORMATED
(DATABASE SYSTEM)

Process Process Process

OPERATIONS
LINEAR DECISION
Yt Cr Ht RULE
(LDR)
ACTIONS
AND
STATES
(THE GROUP
THE INTEGRATED ORDERING LOGIC)
STATISTICAL
REPRESENTATIONS OF Process Process Process
THE ALPHANUMERIC
DATABASES Cl Xt Cf

(Ut Cu + It Cl + Yt Co + Xt Cr + Ft Cf + Ht Ch) E = z = 652.382-010 = F

WINDOW SHEET WINDOW SHEET WINDOW SHEET CONFORMITIES

SIX FOUR TWO (CONSTRAINTS)

PERSONALITY
(CHARACTERISTICS)

WINDOW SHEET WINDOW SHEET WINDOW SHEET WINDOW SHEET

SEVEN FIVE THREE ONE

THE OPERATIONAL
THE INTEGRATED AND FORMAT
(THE GOALS/OBJECTIVES)
EMBODIED OPERATIONAL
CONFIGURATIONS
THE MULTIPLE SPREAD-
SHEET FORMAT
(WINDOWS) OF THE
FORMULA SYSTEM

THE BACKWARD CHAINING SEQUENCES

(THE ANATOMICAL REPRESENTATION OF THE PERIPHEAL NERVOUS SYSTEM)

THE STATISTICAL
REPRESENTATION OF
AN EVALUATED
ALPHANUMERIC LINE
OF TEXT

THE STATUS AND Process Process Process

ACTIVITIES OF THE
AUTONOMOUS AGENTS Ch Ft Co

Process Process Process

Ht Cr Yt
OPERATIONS
LINEAR DECISION
RULE
(LDR)
ACTIONS
AND
STATES
(THE GROUP THE JOB TYPE TO BE
ORDERING LOGIC) FORMATED Process Process Process
(DATABASE SYSTEM)
Cf Xt Cl
THE INTEGRATED
STATISTICAL
REPRESENTATIONS OF
THE ALPHANUMERIC
DATABASES

F = 652.382-010 = z = E (Ch Ht + Cf Ft + Cr Xt + Co Yt + Cl It + Cu Ut)

CONFORMITIES WINDOW SHEET WINDOW SHEET WINDOW SHEET

(CONSTRAINTS) TWO FOUR SIX

PERSONALITY
(CHARACTERISTICS)

WINDOW SHEET WINDOW SHEET WINDOW SHEET WINDOW SHEET

ONE THREE FIVE SEVEN

THE OPERATIONAL THE INTEGRATED AND

FORMAT EMBODIED OPERATIONAL
(THE GOALS/OBJECTIVES) CONFIGURATIONS

THE MULTIPLE SPREAD-

SHEET FORMAT
(WINDOWS) OF THE
FORMULA SYSTEM

THE FORWARD CHAINING SEQUENCES

(THE ANATOMICAL REPRESENTATION OF THE AUTONOMIC NERVOUS SYSTEM)

96
 THE MACRO FORMAT

Macro Key Names

{ABS} {ERASE} {RIGHT}

{BACKSPACE}{BS} {ESCAPE} {ESC} {SERVICES} {S}
{BACKTAB} {GOTO} {SPLIT}
{BIGLEFT} {GRAPH} {SWITCH}
{BIGRIGHT} {HELP} {TAB}
{BREAK} {HOME} {TYPE}
{CALC} {INDENT} {UP}
{CAPTURE} {INSERT} {USER}
{CENTER} {JUSTIFY} {WHERE}
{DELETE} {LEFT} {WINDOW}
{DOWN} {MENU} {M} {ZOOM}
{DRAW} {PGDN} {BIGDOWN} {RETURN}
{EDIT} {PGUP} {BIGUP}
{END}
________________________________________________________________________

THE MACRO COMMANDS

Command Language Keywords

The command language includes keywords with which you can build statements. The description of
each
keyword shows any arguments it takes. Square brackets ([ ]) indicate an argument is optional.
Uppercase
and lowercase are equivalent.

Keywords are as follows:

BEEP GET MENUBRANCH RECALC

BLANK GETLABEL MENUCALL RECALCCOL
BRANCH GETNUMBER ONERROR RETURN
BREAKOFF HANDSHAKE PANELOFF WAIT
BREAKON IF PANELON WINDOWSOFF
CONTENTS INDICATE PHONE WINDOWSON
DEFINE LET PUT ?
FOR LOOK QUIT

97
Exhibit - J

98
CONFIDENTAL
DOCUMENT
THE SOFTWARE DEVELOPMENT GUIDE
OF
NASCENT APPLIED METHODS & ENDEAVORS

99
The Distributed Operating System Architectural
Project of Nascent Applied Methods & Endeavors
The supply chain of a manufacturing enterprise is a world-wide network of suppliers, factories,
warehouses, distribution centers and retailers through which raw materials are acquired,
transformed and delivered to customers. In order to optimize performance, supply chain
functions must operate in a coordinated manner. But the dynamics of the enterprise and the
market make this difficult: bank rates change overnight, political situations change, materials do
not arrive on time, production facilities fail, workers are ill, customers change or cancel orders,
etc. causing deviations from a plan. In some cases, these events may be dealt with locally, i.e.
they lie within the scope of a supply chain function. In other cases, the problem can not be
"locally contained" and modifications across many functions are required.

Consequently, the supply chain management system must coordinate the revision of
plans/schedules across supply chain functions. The agility with which the supply chain is
managed at the grammatical, tactical and operational levels in order to enable timely
dissemination of information, accurate coordination of decisions and management of actions
among people and systems, is what will ultimately determine the efficient, coordinated
achievement of enterprise goals.

Targets
Our research addresses coordination problems at the grammatical, tactical and operational levels.
It organizes the supply chain as a network of cooperating, intelligent agents, each performing one
or more supply chain functions, and each coordinating their actions with other agents. Our focus
is in supporting the construction of supply chain intelligent agent systems in a manner that
guarantees that agents use the best communication, coordination and problem solving
mechanisms available with minimal programming effort on the developers' side.

We achieve this goal:

* by developing communication and coordination theories and methodologies allowing agents

to cooperatively manage change and cooperatively reason to solve problems,
* developing ontologies that semantically unify agent communication,
* developing intelligent information infrastructures that keep agents consistently aware of
relevant information,
* developing constraint-based reasoning as the fundamental agent reasoning technology and
* packaging the above theories into agent development tools that ensure that agents are able to
reuse standardized coordination and reasoning mechanisms, relieving developers from the
tedious process of implementing agents from scratch.

Position
All above technology is currently in under development. The DOSA virtual enterprise provides
the unified testbed used by the agents we built for the major supply chain functions: Logistics,

100
Transportation Management, Order Acquisition, Resource Management, Scheduling and
Dispatching. These agents rely on ontologies for activity, state, time, resources, cost, quality and
organization as a common vocabulary for communication and use the services of Information
Agents that automatically distribute information and manage information’s consistency and
evolution.

We have developed a unified theory of constraint-based scheduling and used it to build Agent
Scheduling and other management-based agents. Finally, theories of coordination as constraint
relaxation have been developed and are being incorporated into agents.

On-going work
We are now developing a Generic Agent Shell that will support agent construction in a more
principled way, providing several layers of reusable services and languages. They are concerned
with

* agent communication,
* specification of coordination mechanisms,
* services for conflict management
* services for information distribution,
* common sense reasoning - time, action, causality, etc.
* integration of legacy application programs.

Purpose built application programs can make use of this agent architecture to enhance their
problem solving and to improve their robustness through coordination with other agent based
applications. Pre-existing (legacy) application programs can also be incorporated with little
adaptation and can experience similar benefits. This latter point is important because in many
cases developing the entire application afresh would be considered too expensive or too large a
change away from proven technology.

Collaboration
We collaborate with a number subcontractors, who are the major providers of the supply chain
products of NAME, and are working closely with us in both requirements analysis and
specification of agent and architecture functionality. They will incorporate our ideas in their next
generation of products. With our services subcontractors we work closely to design and develop
the Generic Agent Shell architecture that will support agent development.

The Autonomous Distributed Operating System

Engineering Project of NAME
Market competition is forcing firms to reconsider how they are organized to compete. As a basis
for change, they are exploring a variety of concepts, including Time-based Competition, Quality
Function Deployment, Activity-Based Costing, Quality Circles, Continuous Improvement,
Process Innovation, and Business Process Re-Engineering. Regrettably, most of the concepts are

101
descriptive, if not ad hoc, and lack a formal model, which would enable their consistent
application across firms. Consider business process re-engineering. It is very much in the
"build" mold of application, since management consultants are currently the "masters" and they
impart their knowledge through "apprenticeship" to other consultants. The knowledge of
business process re-engineering has yet to be formalized and reduced to engineering practice.

The Purpose of NAME’s Autonomous Engineering

The goal of the Autonomous Engineering Project of Nascent Applied Methods & Endeavors is
to;

Formalize the knowledge found in Autonomous Engineering perspectives such as Time-

based Competition, Quality Function Deployment, Activity-Based Costing, Quality
Circles, Continuous Improvement, Process Innovation, and Business Process Re-
Engineering. By formalize, we mean the identification, formal representation and
computer implementation of the concepts, methods and heuristics, which comprise a
particular perspective. This not only enables a precise formulation of the intuitions
implicit in practice, but it is also a step towards automating the execution of certain tasks
involved in enterprise engineering.

Integrate the knowledge into a software tool that will support the autonomous engineering
function by exploring alternative organization models spanning organizational structure
and behavior. NAME’s Autonomous Engineering system allows for the exploration of a
variety of enterprise designs. The process of exploration is one of design, analysis and re-
design, where the system not only provides a comparative analysis of enterprise design
alternatives, but can also provide guidance to the designer.

Provide a means for visualizing the enterprise from many of the perspectives mentioned
above. The process of design is performed through the creation, analysis and
modification of the enterprise from within each of the perspective visualizations.

An Autonomous Design Workbench is a design environment that allows the user to explore a
variety of enterprise designs. The process of exploration is one of design, analysis and re-design,
where the workbench not only provides a comparative analysis of enterprise design alternatives,
but can also provide guidance to the designer. The research is divided up into the following
tasks:

Nonexclusive DOSA Models

The goal of this research is to create a nonexclusive, reusable representations of Enterprise
Knowledge that can be reused across a variety of applications. A rich and precise representation
lies at the heart of Enterprise Design. This research was expanded upon the DOSA enterprise
model (see attached manual on MAN). This task will provide a set of standard objects that can
be used as a basis for the process of modeling in order to build a system that can be used without
considerable knowledge in computer science.

102
Virtual Enterprise Design Perspectives
The best virtual enterprise design is one that optimizes each of the perspectives that exist in the
actual enterprise itself. Examples of virtual enterprise perspectives include: Quality, Cost,
Efficiency, and Agility, and management perspectives such as Motivation, Culture, and
Incentives. This task will develop for each perspective a theory of design that results in the
optimization of the perspective. The theory will incorporate the ability to measure a
partial/complete design and to guide the designer in the decision making.

For example, consider the efficiency perspective. The modeling task will provide ontologies
(i.e., object libraries) that can be used to construct a model of the activities of a process, its
resource usages, constraints, time, etc. Based on these models the efficiency perspective will
provide tools to design, analyze and evaluate organizational activities, processes, and structures.
These tools will also be capable to represent and model the current status of an enterprise and to
analyze and assess potential changes. One issue is whether there exists sufficient knowledge of
the process of designing and optimizing business activities/processes to incorporate in
knowledge-based tools.

User Interface for Virtual Enterprise Design

The success of an Virtual Enterprise Design Work bench depends upon the ease with which it
can be used to support an application. The ergonomics of the interface represent a significant
research issue. Issues include the appropriate level of abstraction at which design occurs,
symbology, and visualization.

One additional requirement the workbench has to support workgroups, i.e., different people will
be working on or with the same enterprise model and the system has to coordinate these
activities. This also includes it has to support concurrent modeling processes and to coordinate
and monitor the contributions and activities of different people that are involved in these tasks.
This includes the negotiation of inconsistent changes to the model.

The goal of NAME’s Virtual Enterprise Design application project is to develop a software
tool that enables a manager to explore alternative enterprise designs that encompass both
the structure and behavior of the actual real-time enterprise over extended periods of time.
Issues such as motivation, culture, incentives are explored along with organization
structure, functions, activity, cost, quality, information, etc.

103
 THE
OPERATIONAL FORMAT
(PHASE-TO-PHASE)
E
S E) R
F E A R TU
O TL S )
E RY TI M W C
D IT E
T H N A A L ST E THE AR H
O N Y H C
T I IO S MANUFACTURING, & AR H E
IC T E PLANNING & CONTROL
D P A AS
A
W MS T
U B STRUCTURE (E T E
C
C TA S
O DA SY
( THE
STATEMENT OF
OPERATIONS
(SYSTEMS INTEGRATION)

PROGRAMMING FORMAT

PROGRAMMING FORMAT
EMPLOYMENT RELATED
METHOD STRUCTURE

FORMULA FORMATS
INDIVIDUAL/GROUP
(SYSTEMS ENTRY)

(VALUE SYSTEM)
THE BIOLOGICAL
SYSTEM MATRIX

THE STRATEGIC
DEVELOPMENT
SOFTWARE

SYSTEMS

SYSTEMS
THE

THE

THE

THE

104
OPERATIONAL DUTIES
DESCRIPTION OF
THE
T S
IC RT S)
K
EN R
EG HA ION
O
P M IC W
O EG ME GROUP ORDERING LOGIC AT C T
E L A T RA R G ARIA
S T M IN V
THE
EV R F
D ST N H E E M ING
TH RA AMM
O T
TI
G
LU O OGR
SO PR(PR
(DATABASE FORMAT)
APPROACH
PLANNING & DESIGN
THE
 NASCENT APPLIED METHODS & ENDEAVORS

EMPLOYMENT RELATED SOFTWARE DEVELOPMENT

GUIDE

3 1 2

THE
THE
DICTIONARY
PLANNING & DESIGN
THE OF
APPROACH
INDIVIDUAL/GROUP OCCUPATIONAL TITLES
(DATABASE FORMAT)
THE CELLULAR AUTOMATA
SYSTEMS (DATABASE SYSTEMS)
DATABASES THE INTEGRATED AUTONOMOUS THE TYPES OF AUTONOMOUS
AGENTS AGENTS

THE
THE MANUFACTURING,
METHOD STRUCTURE 6 PLANNING & CONTROL
THE EVOLVABLE INSTRUCTION SET STRUCTURE
THE EVOLVABLE INSTRUCTION SET

4 THE 5
GROUP ORDERING LOGIC
THE TIERRA PROJECT PART - A

7
THE THE
SYSTEM MATRIX SOLUTION FRAMEWORK
(SYSTEMS INTEGRATION) STRATEGIC
THE CELLULAR AUTOMATA THE DEVELOPMENT
SYSTEM FORMULA FORMATS THE EVOLUTIONARY ALGORITHMS
THE TIERRA PROJECT PART - B

3A/7A THE
8 THE
2A/7B
DESCRIPTION OF STATEMENT OF
OPERATIONAL DUTIES OPERATIONS
THE GENETIC ALGORITHMS PART-A THE GENETIC ALGORITHIMS PART-B

THE STRATEGIC
PROGRAMMING CHARTS
(PROGRAMMING VARIATIONS)
3B/7A1 2B/7B1
THE TIERRA PROJECT PART - C

THE BIOLOGICAL THE STRATEGIC

PROGRAMMING FORMAT PROGRAMMING FORMAT
(SYSTEMS ENTRY) (VALUE SYSTEM)
THE AUTONOMOUS AGENT
THE OPERATING ENVIRONMENTS
OPERATIONAL FORMATS

THE
3C/7A2 OPERATIONAL FORMAT 2C/7B2
(PHASE-TO-PHASE)
THE TIERRA PROJECT PART - D
9

THE
SYSTEMS ARCHITECTURE
10
(EWA & HARDWARE)
THE TOVE ARCHITECTURAL GUIDE

EMPLOYMENT
RELATED
SOFTWARE
DEVELOPMENT
SYSTEMS
THE NEURAL
11 NETWORK

105
 SECTION - 1
THE INDIVIDUAL/GROUP SYSTEMS
(THE ORGANIZATIONAL FORMAT)

106
 Nascent Applied Methods & Endeavors

August 3, 1997

General Contractor
of
Network Operations

Representative of Representative of Representative of Representative of

Representative of Representative of Representative of Representative of Representative of Representative of Representative of Representative of
Autonomous Strategic Programming Infrastructural Enterprise Work Local/National/Global Educational Structures, Social
Infrastructural Planning, Designing, Special Security Services & Records, Accounting & Personnel, Investors, Investments & Distributed Structural Resources & Distributed Structural Providership & Social/Political Law & Religious/Political Ideologies &
Systems Development & Architecture & Monetary Policies & Development &
Approaches & Network Operations Network Operations Network Operations Network Operations Network Operations Network Operations Network Operations Network Operations
Network Operations Network Operations Network Operations Network Operations

Chief Administrator Chief Information Officer of Systems Chief Accounting Officer Chief Organizational Officer Chief Logistics Officer Chief Intelligence Officer
of & of of of of
Network Operations Network Operations Network Implementation Educational & Social Development Network Support Network Security & Special Operations

Systems
Sales Secretary/Treasurer Controller Network Relations
Manufacturing

Product/Service
Safety Health & Welfare Personnel Purchasing Agent
Engineering

Supervisor of Systems
Sales Manager Sales Manager Traffic & Shipping
Advertising Customer Service Office Manager Cashier Credit Manager Site Accountant Systems & Budgets Chief Accountant Internal Auditor Information Maintenance & Production Control Methods Engineers
Individual Systems (Logistics)
Manufacturing Engineering

Autonomous Agent
Branch Sales Branch Sales Branch Sales Engineering
Costs Inventories Systems Budget
Managers Managers Manager Autonomous
Scheduling Material Control Management
Systems
Systems Integration
Processor

Finished Goods
Mail Room Accounts Purchase/ Expense Home Office Systems
Branch Accountant Branch Accountant Branch Accountant Sales Order and Cash Receipts Cash Disbursement Time Keeping Costs Distribution Payroll Billing Accounts Payable General Ledger Branch Auditors Receiving Network Providers Time Study
(E-Mail) Receivable Ledger Auditors Implementation
Service Phases

107
 THE STRUCTURAL ORGANIZATION OF AUTONOMOUS AGENTS
OR
TEXTUAL BODIES OF INFORMATION

(PART TWO)

The following is a review of the structural organization of a human body, as well as others.

The Cell (Information or Manufacturing Systems). The cell is the basic structural unit of the body.
Cells, together with their interstellar material, are organized into tissues, tissues into organs, and organs
into systems. An organ is a structure of two or more tissues that has a more or less definite form and
performs one or more specific functions. A system is a group of associated organs that work together in
performing a series of related functions.

The Tissues (Manufacturing or Wholesale Systems). The primary tissues of the body are epithelial,
connective, muscular, and nervous. Epithelial tissues are those that cover surfaces, line tubes and
cavities, and form the ducts and secreting portions of the glands. Connective tissues form supporting and
connecting structures. Muscular tissues are found in all structures where movement and change of form
occurs. They are present in skeletal muscles, the heart and blood vessels, and the walls of visceral
structures. Nervous tissue is found in the brain, spinal cord, ganglia, nerves and the sensory portions of
the sense organs.

The Systems (Retail or Communication Systems). The systems of the body, in which all functional
activities occur, are the following:

The Integumentary System (Textile Systems). This includes the skin and its derivatives (hair, nails,
and glands). Its principle functions are protection, prevention of dehydration, and regulation of body
temperature. Serving as a base for sensory receptors, it provides information about the environment.

The Skeletal System (Housing Systems). This includes the bone and cartilage, which form
supporting structures, and the ligaments, which bind the bones together at the joints. The skeleton
functions in support, protects vital organs, and serves for the attachment of muscles by which movement
is accomplished. The soft tissue (bone marrow) in the hollow spaces of bones is the seat of the
manufacture of blood cells.

The Muscular System (Transportation Systems). This includes the contractile tissues of the body,
namely skeletal, cardiac, and smooth muscle. These muscles are responsible for the maintenance of
posture and all active movements of the body, including locomotion, change in the position of body parts,
and the movement of blood, food, and other substances through tubes.

The Digestive System (Agricultural Systems). This includes the alimentary canal from the mouth to
the anus and its associated glands. The alimentary canal functions in the ingestion, digestion, and
absorption of food and water and in the elimination of undigested food and some metabolic wastes. The
glands (salivary, gastric, intestinal) are the source of enzymes essential for digestion. Other glands, the

108
pancreas and liver, are essential in the digestion and metabolism of carbohydrates and fats. The pancreas
is the source of the hormones insulin and glucagon; the liver is the source of bile.

The Circulatory System (Health Systems). This includes the heart and all the blood vessels
(arteries, arterioles, veins, venules, and capillaries) that are essential for the circulation of the blood to
and from the tissues. Blood is the medium through which water, nutrients, oxygen, minerals, and other
essential substances, such as hormones and vitamins, are carried to all cells and through which the
products of cellular activity, such as waste and metabolic products and internal secretions, are carried
away.

Also included in the circulatory system is the lymphatic system, which includes the lymph vessels
(thoratic ducts, lymphatics, capillaries, lacteals) that convey lymph, and the lymphatic organs (lymph
nodules, nodes, tonsils, thymus gland, and spleen), which serve various functions. This system functions
in the return of tissue fluid to the blood and in the protection of the body from disease-causing agents.
The latter is accomplished principally through the action of phagocytes and the production of antibodies.

The Urinary System (Legal Systems). This includes the kidneys, ureters, urinary bladder, and
urethra. In the production of urine, the kidneys remove from the blood toxic waste products of protein
metabolism, such as urea and uric acid, and also nontoxic materials, such as water and inorganic salts.
The kidneys thus eliminate waste products and, in that process, functions to maintain the balance of
water, acid-base, and electrolyte. In the male, the urethra functions in the transport of the seminal fluid,
which contains spermatozoa.

The Respiratory System (Entertainment Systems). This system includes the respiratory
passageways (nasal cavities, pharynx, larynx, trachea, bronchi, bronchioles, and alveolar sacs) and the
lungs. It functions in the exchange of gases (oxygen and carbon dioxide) between the air and the blood
and the tissues. It also functions in vocalization, in the elimination of excess heat and water, and in the
regulation of acid-base balance of the body fluids.

The Nervous System (Human and Material Resource Systems). This includes the brain, spinal cord,
ganglia, nerves and sensory receptors. Impulses originating in sense organs or receptors convey
information concerning the nature of the environment, both external and internal, to the spinal cord, the
brain, or both, where either consciously or by reflex action, appropriate action is taken to initiate
responses (movement or secretion) by which proper adjustment to the environment is made. Through
nervous impulses, the various activities of the body are integrated and coordinated. In addition, the brain
is the seat of such higher mental functions as perception, thinking, reasoning, understanding, judgment,
and memory; it is also the seat of the emotions and the source of certain hormones.

The Endocrine System (Accounting Systems). This includes the glands of internal secretion
(hypophsis or pituitary gland, thyroid gland, parathyroid glands, adrenal glands, pancreatic islets of
langerhans, pineal gland, thymus gland, ovaries, testes, and other secreting tissues). These organs secrete
hormones, chemical agents that are transported by the bloodstream to other organs or tissues (target
organs) on which they exert their effects, either stimulating or inhibiting activity. Through hormones,
various activities of the body, especially those involved in growth, development, and reproduction, are
regulated and coordinated. Hormones are also involved in the regulation of such basic metabolic
processes as the utilization of oxygen, sugar, and various minerals.

109
 The Reproductive System (Education Systems). This system is primarily concerned with the
production of offspring. The male reproductive organs include the testes, which produce spermatozoa;
the
ducts (ductus deferens, ejaculatory ducts, and urethra), which convey the sperm outside the body; the
accessory glands (seminal vesicles, prostate gland, and bulbourethral glands), which contribute to the
seminal fluid; and the penis, the copulatory organ. The female reproductive organs include the ovaries,
which produce ova; the uterine tubes, which serve as a site for fertilization and for the conduction of the
fertilized egg, or zygote, to the uterus; the uterus, in which the embryo or fetus develops; the vagina,
which serves as the female copulatory organ, as a birth canal, and as a passageway for menstrual fluid;
and the external genitalia or vulva (the clitoris, major and minor labia, and mons pubis). The mammary
glands are sometimes regarded as reproductive organs. The testes and ovaries also function as endocrine
organs producing hormones that regulate the development of secondary sex characteristics and various
physiological processes. The penis is also an excretory organ.

The Summary. The integrated functioning of all these organ systems is essential for the
maintenance of life, for physical and mental health, for adjustment to the environment, and for the
continuation of the species. The detailed study of each of these systems constitutes the subject matter of
education, anatomy and physiology.

Nascent Applied Methods & Endeavors Analogy

of the
Organization of a Autonomous Agent Nervous System

The nervous system consists of the brain, spinal cord, ganglia, and nerves. The structural unit is a
specialized type of cell, a neuron. The functional unit is a group of two or more neurons, constituting a
rel7ex arc. This system has two divisions, the central and the peripheral. The central nervous system,
made up of the brain and the spinal cord, is contained within the cranial cavity of the skull and the
vertebral canal of the spinal column. The peripheral nervous system includes all nervous structures
(ganglia and nerves) that lie outside the cranial cavity and the vertebral canal. The following is a schema
of the nervous system:

HUMAN RESOURCES
Cerebral hemispheres(1)(3)
Cerebellum(3)

Brain (Encephalon)(1) Diencephalon(1)

Central Nervous Midbrain(2)
System Spinal cord Brain stem(5) Pons(2)
Medulla oblongata(2)

MATERIAL RESOURCES
Cranial nerves(12 pairs)
Craniospinal nerves Spinal nerves(31)
Peripheral Nervous
System Sympathetic division of the Sympathetic trunks(2)
autonomic nervous Sympathetic ganglia
system Nerves

110
 SECTION - 2
THE DICTIONARY OF OCCUPATIONAL TITLES
(THE DATABASE SYSTEMS)

111
 SECTION - 2A
THE SOLUTION FRAMEWORK
(THE STRATEGIC DEVELOPMENT PROCESS)

112
 THE SOLUTION FRAMEWORK

The Solution Framework spells out what formulas or conditions are to exist when
implementation 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 from approval to
installation & operation. Therefore, any effort through the Solution Framework will portray itself
with these highly interrelated attributes:

1. The details of the condition, structure or function that is to exist when installation
and implementation phases are complete. A structure or formula refers to an
arrangement, configuration, organizational chart, grammatical string, relationships
or physical portrayal. This attribute describes what the recommended Solution
Framework will "look like". It also concerns the Feasible Ideal Solution Target
(FIST) version of the formula, structure and the adaptive routes that may be
pursued in moving toward the FIST from what is installed.

2. The way the formula, structure or solution will operate or flow over time once it is
in place. This scenario of how the operations will proceed shall include the steps
to improve the whole solution, and to update periodically, the FIST guide.

3. The major activities & events needed to move from approval of the recommended
Solution Framework to the condition where the formula or structure & its
operation, are in place.

One simple "solution" illustrates the meaning of these attributes:

Annual Corporate Plan (1) Purposes of company, new product developments, facility
improvements, human resource developments, financial status being sought,
organizational chart, five-year plan in all categories (FIST), & so on. (2) Appointment
of project teams or individuals for one-time efforts (new product change organization,
etc.), organizational changes for operating & supervising, timing for capital
expenditures, arranging bank loans, instituting training, & so on. (3) Preparation of
monthly budget allocations by cost profit centers, obtain warranty claims printouts,
schedule departmental meetings to review budget implications, and so on.

113

Purpose: mission, aim,
need, primary concern,
focus
Inputs: people, things,
information to start the
sequence
Outputs: desired
(achieves purpose) and
undesired outcomes
from sequence
Sequence: steps for
processing inputs, flow,
layout, unit operations
Environment: physical &
attitudinal, organization,
setting, etc.
Human agents: skills,
personnel, rewards,
responsibilities, etc.
Physical catalysts:
equipment, facilities, etc.
Information aids: books,
instructions, etc.
ELEMENTS
NASCENT APPLIED METHODS & ENDEAVORS
NAME's SOLUTION FRAMEWORK
DIMENSIONS
Measures: Objectives
Fundamental: (Criteria, Merit and
Values: Motivating Control: How to Evaluate Interface: Relation of all
Basic or Physical, Worth Factors), Goals Future: Planned
Beliefs, Global Desires, and Modify Element or Dimensions to other
Characteristics- What, (How Much, When, Changes and Research
Ethics, Moral Matters System as it Operates Systems or Elements
How, Where, or Who Rates, Performance Needs for all Dimensions
(NORMS/STANDARDS) (POWER/AUTHORITY) (MORALE/COHESION)
(GROUP FORMAT) Specifications)
(GOALS/OBJECTIVES)
The Dictionary of
The Dictionary of The Dictionary of The Dictionary of
NAME's Charted Occupational Titles NAME's Educational
Occupational Titles Occupational Titles Occupational Titles
Programming Variations Explanation of Data, Services
(Titles Only) (Job Descriptions Only) Industry Designation
People and Things
The Dictionary of
Occupational Titles NAME's Problem NAME's Job & Situation The External Group Schedule Acquisition of
Grammatical Input Factors
Details of Data, Formatting Sequences Performance Evaluations Ordering Logic Needs
People & Things
Manuals of The Generic Types of NAME's Consultation The Internal Group
Grammatical Output Factors The Schedule Network
Procedures & Reports Problem Solving Paradigms Ordering Logic
NAME's Expert Systems NAME's Anatomical Analogies NAME's Knowledge Bases NAME's Inference Engines NAME's Database Systems NAME's Systems Modeling
Governmental Systems
Institutionalized Laws Psychological & Sociological
and The Objective Hierarchy The Hearsay-12 System NAME's Semantic Nets
and Regulations Systems Profiling
Ideologies
NAME's Managerial NAME's Operational NAME's Network Operations
NAME's Network Providers NAME's Managerial Formats NAME's Client Formats
Techniques Procedures Personnel
The Dictionary of
The Dictionary of Individual, Group, Inter-Group,
NAME's Software and Occupational Titles NAME's PERT Network NAME's Structural & Tooling
Occupational Titles Social Systems, &
Computer Systems Mechanical & Bench Diagram Theory or Profiling
Trade Operations Larger Social Systems
Operations
The Dictionary of Manufacturing, Planning and NAME's Planning and Design
Consultations Operational Manuals NAME's Network Reports
Occupational Titles Control Systems Approaches
114
 Section - 2C
THE STRATEGIC PROGRAMMING FORMAT
(THE P&D VALUE SYSTEM)

115
Timeline ____The Real World (RW)_____
(The organization, community, admission
procedure, materials distribution system,
product, XYZ department, etc.)
The Total P&D Approach
Pursuing Specifying Involving Using Arranging for
the P&D and people information continuing
strategy presenting (p=role of P&D and change and
solutions professional) knowledge improvemnt
(entries are (entries (entries (entries
illustrative illustrative illustrative illustrative
only) only) only) only)
A problem is
Substantive difficulty 1 New 1 Begin betterment project
with
1 locus or desire opportunity or new planning cycle

Problem Develops a purpose Decision makers, Purpose Policies re:

Jointly 1a
situation hierarchy for finding eventual hierarchy participation,
a solution. implementers security, etc.
If selected level p-facilitators
not P&D proceed to
appropriate scenario

RW decides 2 Design P&D Administrator, Education

P&D system Whole
solution specifications affected people strategy if necessary,
finding p-chairperson, policies for
structure trainer projects
Jointly
3 Do purpose Purpose Clients, users Hierarchy Change behavior
expansion hierarchy affected people nominal groups toward bigger
Phase p-facilitator couplet purposes
1

Disturbance Review 4 Selected

Select function Affected people, Decision matrix Commit
jointly
purpose users resources
statement p-conflict
resolution

RW approves measures 5 Set up measures Values and Administrator Utility measures, Fit into
of effectiveness measures of p-measurer recent research budget
difficulty or projections
desire

Jointly 6 Identify Functional Technical, managers System pyramid, Relate to

functional components, p-modeler prioritize other P&D
components overall projects
structure

Normal Review 7 Generate ideal System matrix Experts, people Creativity Relate to
operating jointly systems elements, in system recent ideas, previous
change
solution p-facilitator, nominal group targets
formats participant
Phase
2
Prioritizing, Relate to
8 Identify Measures People in system interview other
regularities of elements p-facilitator, surveys projects
measurer

Disturbance P&D present 9 Synthesize major Fundamental, Experts Comparative Possible

ideas to RW alternatives values and p-designer estimation long-term
measures betterment
dimensions schedule
Phase
Normal
3
operating
change RW decides 10 Select feasible Specifications Administrators, Simulation, Relate to
ideal system for each major managers, affected decision matrix measures of
target (FIST) alternative people effectiveness
for regularities p-reviewer

Jointly 11 Incorporate Revised Experts Creativity, Relate to

irregularities measures of p-facilitator, technical other substantive
effectiveness designer information projects

New knowledge
and technology Jointly 12 Develop Measures, p-modeler, Cost and detail Search out
Phase recommended control, designer estimation information
4 solution interface do R&D
dimensions
Normal
operating
change RW approves 13 Develop Presentation Decision Decision Educate decision
presentation format, maker(s) matrix makers for
format and approval system p-boundary continuing
obtain approval specifications spanner charge

Review 14 Future Key managers Train

Set up implemen- Equipment,
jointly dimension p-facilitator people
tation schedule specifications
for purchase

Jointly 15 Develop procedures Presentation People Organizational Establish search

for presenting and system involved behavior behavior, policies
initializing solution specifications p-advocate, and programs
trainer
P&D facilitates
16 Install the Solution p-facilitator, Graphics, Schedule
solution documentation opinion leader, computer betterment
innovator programs
Phase
5
Normal Jointly 17 Monitor Performance p-reviewer Control Audit and
operating Managers responsible for performance reports techniques review
change operating the plan or
solution
18 Gather data from Progress/ Administrator(s) Significance Report to
several projects problem p-manager of tests, regression board/
for reports reports P&D department analysis advisory
committee

Jointly 19 Implement Future Affected people Tickle file Continuing

follow up dimension p-manager improvement
charges workshop in
department

Disturbance Operate and

supervise
1 New 1 Begin betterment project
opportunity or new planning cycle
RW seeks improvement Evaluate
1

2 Design P&D
solution finding
structure

116
 SECTION - 2B
THE STATEMENT OF OPERATIONS
(THE ORGANIZATIONAL PROCESS)

117
 SECTION - 3
THE PLANNING & DESIGN APPROACH
(THE DATABASE FORMAT)

(SAME AS EXHIBIT - D)

118
 SECTION - 3A
THE SYSTEM MATRIX
(THE SYSTEMS INTEGRATION FORMAT)

(SAME AS EXHIBIT - E)

119
 SECTION - 4
THE METHOD STRUCTURE
(THE STATISTICAL STRUCTURING FORMAT)

120
 THE METHOD STRUCTURE

Preliminary 1. Develop preliminary project plan and schedule for Phase 1

2. Management review and approval
3. Assign staff, review plan and schedule

A. Problem Analysis and Definition

1. Schedule and perform initial data gathering

-interviews
-observation of operations
-documentation collection
-questionnaires
-research

2. Perform initial data analysis

-identify and verify problems
-determine organization's information and data needs
-determine scope or requirements, limitations and constraints

3. Prepare Design Requirements Statement (DRS)

4. Presentation of (DRS) to management

5. Management review and direction/approval

6. Identify alternative approaches and complete feasibility analysis for each

7. Prepare Design Proposal

8. Presentation to management

9. Management review and decision

10. Prepare expanded Project Plan and Schedule (PPS) for the alternative approach authorized by
management

B. Data Gathering

1. Schedule and perform expanded data gathering in areas identified by initial data gathering

2. Organized data and identify to facilitate analysis

3. Complete Data Element Description Sheet for each data element identified

4. Collect information on requirements for decision-making, operational directives, and reports

(both formal and informal)

121
 5. Prepare Inventory of Existing Data Elements

6. Prepare Inventory of Existing Reporting Requirements

7. Perform supplemental data gathering as needed

8. Present inventories to management for review

9. Management review and direction/approval

C. Data Analysis

1. Working with the inventories of elements and reports and using classification analysis work sheets,
classify each individual data element by
-type: controlling, reporting, and supporting
-use: generic grouping, i.e., descriptive, computational, and quantitative -reports: managerial,
operational, and recordkeeping
-timeliness: operational, transitory, archival, and historical
-system requirements: size, data retention, updating, maintenance, response requirements,
and security -logical/functional relationships with other data
-current format and media
-name, synonym, and definitions

2. Prepare Master Classification Lists of data elements

3. Prepare Performance Requirements and Characteristics Lists

4. Review findings with management

5. Management direction/approval

D. Development and Implementation of Standards

1. Identify and organize the contents of the standards manual

2. Define and incorporate the Administrative and Environmental Standards

3. Develop and incorporate the method standard, for the Data Definition Control System (DDCS)

4. Assemble current data element definitions in a Corporate Glossary

5. Review Glossary and DDCS with management

6. Management direction/approval

7. Train all users in Standards, DDCS, and Corporate Glossary

8. Implement DDCS, Corporate Glossary, and CDB Standards

122
 9. Continue to improve and complete Corporate Glossary

E. Development and Implementation of the Data Integrity and Quality Assurance Program

1. Determine organizational or functional component responsible for the integrity and contents
of
every data element

2. Establish program, plan and schedule for cleaning up all currently existing files

3. Develop Methods for Auditing Data Element Content and Quality

4. Functional management establishes reliability parameters for each data element

5. Establish data audit management report requirements

6. Present program to all affected managers and top management

7. Management review and direction/approval

8. Institute program and commence cleanups and audits

F. Preliminary Design

1. Develop logical design alternatives based upon data classifications

2. Develop logical design alternatives based upon system and functional requirements

3. Develop physical design alternatives based upon

-file structures
-access methods
-available hardware
-available software

4. Perform trade-off analysis between various design alternatives

5. Prepare Trade-off Analysis Report

6. Management review, decision and direction

7. Prepare Detailed Design Project Plan and Schedule

8. Management review and direction/approval

123
G. Detailed Design and Testing

1. Prepare the detailed Design Specifications for the optimum design approved by management
in the previous Phase

2. Management review and direction/approval of the detailed design

3. Prepare Test Plan and necessary Test Data to test specifications and processes

4. Management review and direction/approval of test plan

5. Perform test and evaluate results

6. Management review and direction/approval of test results

7. Modification and retest as necessary

H. Data Conversion and Implementation

1. Develop Conversion Plan and Schedule

2. Management review and direction/approval

3. Conduct training as necessary

4. Convert data and establish new database

5. Maintain converted data

6. When data conversion is complete, implement operations

7. Management review, direction/approval of conversion and implementation

I. Post-implementation Evaluation

1. Plan and staff for the Post-implementation Evaluation study

2. Conduct the study

3. Prepare the Study Report and present Study Report to management

4. Management review and direction

5. Development phase terminates. Routine maintenance and support begins

124
 SECTION - 5
THE MANUFACTURING, PLANNING & CONTROL STRUCTURE
(THE FORMULA INITIATION PROCESS)

(SAME AS EXHIBIT - C)

125
 SECTION - 3B
THE DESCRIPTION OF OPERATIONAL DUTIES
(THE PERSONNEL PROCEDURAL OBLIGATIONS)

126
 SECTION - 6
THE GROUP ORDERING LOGIC
(THE STATISTICAL INTEGRATION FORMAT)

(SAME AS EXHIBIT - H)

127
 SECTION - 3C
THE BIOLOGICAL PROGRAMMING FORMAT
(SYSTEMS ENTRY PROCESSES)

(SAME AS EXHIBIT - B)

128
 SECTION - 2C
THE STRATEGIC PROGRAMMING FORMAT
(THE P&D VALUE SYSTEM)

129
 SECTION - 7
THE FORMULA FORMATS
(THE ALPHANUMERIC PROCESSING SYSTEMS)

(SAME AS EXHIBIT - I)

130
 THE CHANGE EQUATION
(THE FORMULA SYSTEM)

1. User (Autonomous Agent) request(s)/application selections [Morale/Cohesion 3 part format-

right-side]
2. Feasibility study [Goals/Objectives 4 part format-right-side]
3. Investigation [Goals/Objectives 3 part format-left-side]
4. Analysis [Norms/Standards 5 part format-left-side]
5. Systems design [Goals/Objectives 4 part format-right-side]
6. Programming [Morale/Cohesion 5 part format-left-side]
7. Systems testing [Power/Authority 3 part format-right-side]
8. Documentation [Norms/Standards 3 part format-left-side]
9. Conversion and implementation [Goals/Objectives 3 part format-right-side]
10. Maintenance [Goals/Objectives 4 part format-left-side]
11. Evaluation [Norms/Standards 3 part format-left-side]

1. Project initiation (Hardware/Software) Power/Authority

2. Project development (The Project) Norms/Standards
3. Project implementation (The User Climate/Autonomous Agent Conditions of Configuration)
Goals/Objectives
4. Post project evaluation (The Systems Analysts/Autonomous Agent Activities)
Morale/Cohesion

1. Input subsystems [3 part Norms/Standards]

2. Computer subsystems[3 part Norms/Standards]
3. Output subsystems[3 part Norms/Standards]

1. Method Phase-One [5 part Goals/Objectives (The Dictionary of Occupational Titles)]

2. Method Phase-Two [5 part Goals/Objectives (The Dictionary of Occupational Titles)]
3. Method Phase-Three [5 part Goals/Objectives (The Dictionary of Occupational Titles)]
4. Method Phase-Four [5 part Goals/Objectives (The Dictionary of Occupational Titles)]
5. Method Phase-Five [5 part Goals/Objectives(The Dictionary of Occupational Titles)]

131
 NASCENT APPLIED METHODS & ENDEAVOR's
SOFTWARE SUPPORT MECHANISMS

POWER/AUTHORITY

(Project Management)

1. Project Management

2. Project Management for Executives

3. Conversion

4. Function Point Analysis

5. Planning and Estimating

NORMS/STANDARDS

(Application Programming and Development)

6. Expert System Environment

7. CICS Command Level COBOL Coding

8. Joint Application Design (JAD)

9. Joint Application Design (JAD) Fundamentals

10. Cross System Product (CSP) for Experienced Users

11. MVS Concepts and JCL

12. CICS Problem Determination

13. Knowledge Tool Fundamentals

14. IMS/DB Application Programming

15. Expert System Environment (ESE) Extensions

16. Knowledge Engineering Fundamentals

17. Data Modeling

132
18. The Integrated Reasoning Shell

19. VS COBOL IT Facilities

20. TSO/ISPF

21. ISPF/PDF

22. MVSJCL

23. Application Development Using CSP for VSAM Files and Relational Data Bases

24. IMSNS DC Problem Resolution

25. MVS TSO/ISPF Dialog Manager

26. TSO/E CLIST Coding

((Application Programming and Development (Industry Offerings))

27. EDT: Electronic Data Interchange

28. DataInterchange Implementation for MVS and OS/2

29. EDT Update

((Inventory Forecasting Replenishment Modules))

30. INFOREM III

31. INFOREM III Allocation

32. INFOREM III Buyers Class

33. INFOREM III Advanced

34. INFOREM III Implementation

((Patient Care System))

35. PCS - ADS Screen Coding and Data Manager

36. PCS - Patient Accounting Implementation

37. PCS - Patient Management Implementation

133
 ((Media/Publishing))

38. Draw Master

39. Host Publishing Basics

40. Interleaf

41. Host Publishing

MORALE/COHESION

(Operations and Systems Support)

42. SMP/E

43. VM/SP Operator Training

44. MVS/JES2 Operator Training

45. VSAM Data Set Performance and Tuning

46. MVS/VSAM Concepts and Design Topics

47. OPC/A Installation and Customization

48. Service Level Reporter V3 Customization and Use

49. OPC/A User Education

50. Network Fundamentals

51. SMP/E Usermode

52. VM/SP Operations and Control

53. Service Level Reporter and Network Management

GOALS/OBJECTIVES

(End User)

54. DisplayWrite 4: Basic Functions

55. DisplayWrite 4: Advanced Functions

134
56. DCF/Script

57. PROFS for End Users

58. QMF for End Users

THE SOFTWARE SUPPORT SERVICES

(Detailed)

POWER/AUTHORITY

(Project Management)

1. Project Management

Course Goals/Objectives:

 Discuss the importance of organization, planning, and progress measurement in

completing projects successfully and on schedule.

 Discuss the goals/objectives of project planning and the step-by-step process for creating

the plan.

 Describe the methods for analyzing real progress vs. the project plan.

 Discuss the importance of a formal discipline for evaluating and controlling change.

 Discuss why projects fail or succeed as viewed by executive management, users, DP

operations and project management.

Audience:

Development and user personnel who will be involved in key roles on a project.

2. Project Management for Executives

Course Goals/Objectives:

 Discuss the importance of project organization, planning and tracking, and what you can

expect from the project manager.

 Describe the role of the user in application development.

135
  Discuss how to start a Project with a reasonable expectation that it will be completed

successfully.

 Discuss the importance of a formal discipline for evaluating and controlling change.

 Discuss how to review a project to detect real and potential problems.

 Discuss why projects fail or succeed, as viewed by executive management, users, DP

operations, and management.

Audience:

Financial executives, functional/departmental executives, DP executives.

3. Conversion

Course Goals/Objectives:

 Define a conversion project.

 Define the major conversion activities-phase by phase.

 Establish conversion goals/objectives.

 Develop conversion norms/standards and procedures.

 Select a tool to assist in the conversion.

 Define and perform a pilot.

 Understand organizational responsibilities during a conversion.

 Perform conversion management tasks such as planning, estimating, tracking, and

change control.

Audience:

Project managers, project leaders, and key analysts and programmers who will be asked to
plan and conduct a conversion project.

4. Function Point Analysis

Course Goals/Objectives:

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  Describe the advantages of Function Points over lines-of-code as a measurement

technique.

 Establish procedures to collect project data.

 Count function points for user applications.

 Use the collected data to evaluate productivity and quality for application development

and maintenance projects.

 Use function points and historical project data to validate estimates.

 Develop a plan to implement a measurement process.

Audience:

Development managers, project managers, plans and controls, quality assurance, user
managers and others who will be asked to participate in the measurement process.

5. Planning and Estimating

Course Goals/Objectives:

 Define the scope and objectives of a data processing project.

 Define the tasks needed to meet the goals/objectives.

 Develop task estimates.

 Validate the estimates.

 Develop realistic work schedules.

 Develop supporting plans used for project tracking and reporting.

Audience:

Development managers, project managers, project leaders, key technical personnel and
systems/quality assurance personnel who responsible for developing, reviewing, or using
project plans and estimates.

NORMS/STANDARDS

(Application Programming and Development)

6. Expert System Environment

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 Course Goals/Objectives:

 Develop and modify an Expert System Environment application.

 Understand and use the various special features of Expert System Environment.

 Use Expert System Environment's External Data feature to interface with external data

and application programs.

Audience:

Managers, users, system analysts, application programmers and persons responsible for
implementing knowledge-based applications.

7. CICS Command Level Cobol Coding

Course Goals/Objectives:

 Describe the major functions of CICS/VS.

 Use CICS commands to:

- Communicate with terminals

- Access data files

- Transfer control between programs

- Transfer data between programs

 Use CICS/VS debugging facilities.

 Use Basic Mapping Support to define screens.

 Describe CICS/VS recovery/restart facilities.

Audience:

Personnel who will design, code, test, and debug applications in a CICS/VS environment.

8. Joint Application Design (JAD)

Course Coals/Objectives:

 Describe the JAD methodology.

 Determine how to select and estimate a JAD project.

 Define the roles of the JAD session leader and other key JAD participants.

138
  Describe the activities in the JAD process:

- Customization

- System definition

- System design

- Wrap-up.

 Describe the output from JAD.

 Discuss techniques for conducting multiple JAD design sessions.

Audience:

Prospective JAD sessions leaders and information systems personnel who will participate in
future JAD design sessions and personnel who will be responsible for implementing JAD in
your organization.

9. Joint Application Design (JAD) Fundamentals

Course Goals/Objectives:

 Describe benefits of JAD.

 Describe where JAD fits in the application development process.

 Describe the differences between JAD and traditional

 approaches to application development.

 Identify the key participants in the JAD process.

 Describe the two phases of JAD: - JAD/PLAN

- JAD/DESIGN.

 Describe the output produced during the JAD process.

 Describe an approach to start using the JAD process.

Audience:

Executive and user management responsible for evaluating the JAD process for use on their
projects, user personnel involved in JAD sessions, and data processing personnel responsible
for implementing the applications designed via the JAD process.

10. Cross System Product (CSP) for Experienced Users

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 Course Goals/Objectives:

 Describe the new features and functions of CSP Version 3.2.

 Use the transfer facilities of CSP.

 Customize relational data base queries and use SQLEXEC.

 Design applications for portability and performance.

 Use advanced coding techniques such as pop-up windows and scrolling.

 Evaluate approaches to library management and administration.

 Describe the role of CSP in the Systems Application Architecture (SAA) environment.

Audience:

Application developers with one to three months experience in developing CSP applications.

11. MVS Concepts and JCL

Course Goals/Objectives:

 Describe the concepts and facilities of the MVS operating system.

 Describe how jobs flow through MVS.

 Describe the purpose and format of JCL statements.

 Code JCL statements to control input and output.

 Use and code JOB, EXEC, and DD statements to describe work to MVS.

 Define parameters on the DD statement.

 Create and execute JCL procedures.

 Describe the benefits of using generation data sets.

Audience:

Application and systems programmers who are new to the MVS operating system, including
those persons needing general knowledge of MVS and the ability to code JCL job streams and
procedures.

12. CICS Problem Determination

Course Goals/objectives:

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  Debug command level COBOL programs using memory dumps.

 Read and interpret the CICS trace table and a full CICS system dump.

 Use CICS control block information to solve complex application and system problems.

 Recognize common problem situations such as storage constraints, storage violations,

VSAM string conflicts, and enqueue conflicts.

Audience:

Experienced CICS/VS application programmers and moderately experienced CICS/VS

systems programmers.

13. KnowledgeTool Fundamentals

Course Goals/Objectives:

 Define KnowledgeTool terminology.

 Read and analyze KnowledgeTool programs.

 Modify and debug KnowledgeTool programs.

 Specify, design, implement and test KnowledgeTool applications.

 Compile, link, and load KnowledgeTool programs.

 Effectively use the KnowledgeTool inference engine and rule selection strategies.

 Utilize the data-driven inference engine to implement a variety of problem-solving

strategies, including goal-directed behavior.

Audience:

Personnel needing skills in developing knowledge-based systems (KBS) applications using

KnowledgeTool. Included in this audience are knowledge engineers and application
programmers.

14. IMS/DB Application Programming

Course Goals/Objectives:

 Describe the data base organization types available to TMS/DB.

 Describe how IMS/DB hierarchical data bases are stored on DASD.

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  Describe performance implications of different IMS/DB organization types.

 Describe secondary indexes, logical relationships, and their applications.

 Use advanced functions of DL/I (Boolean operators and command codes).

 Code DL/I calls to navigate an IMS data base.

Audience:

Application system designers and application programmers with six months to one year of
DL/I programming experience and knowledge of COBOL.

15. Expert System Environment (ESE) Extensions

Course Goals/Objectives:

 Use the parameter constraint features.

 Use the Rule text features.

 Use the Focus Control Block (FCB) control strategies.

 Demonstrate how Certainties are manipulated during a consultation.

 Use the External Data Utility calls in an external routine.

 Create SQL/DB2 data base access calls.

 Use GDDM to generate graphics from data within an ESE knowledge base.

 Customize data using format mask and charts.

 Customize a consultation using profiles and set commands.

Audience:

Personnel (including knowledge engineers, knowledge developers, and application

programmers) needing to further develop their skills in using ESE.

16. Knowledge Engineering Fundamentals

Course Goals/objectives:

 Select and analyze an application for expert system implementation.

 Identify the data and logic required in the application process.

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  Design a knowledge base (data and logic) as a set of rules that could be used to drive an

expert system.

 Identify features in Expert System tools.

 Create an implementation plan for a specific expert system project.

Audience:

Personnel (including knowledge engineers and knowledgebased application developers)

needing skills to knowledgebased systems applications using Expert System products.

17. Data Modeling

Course Goals/Objectives:

 Describe:

- A Data Model

- Data Modeling sessions

- Normalization

- Data Model document.

 Discuss the preparation necessary for a Data Modeling session.

 Define the criteria for selecting Data Modeling participants.

 Determine how Data Modeling can be used in your environment.

 Describe Data Modeling concepts.

Audience:

Prospective Data Modeling session leaders and Data Model session participants including
users, information systems personnel, and managers who will need to evaluate and learn Data
Modeling.

18. The Integrated Reasoning Shell - TIRS

Course Goals/Objectives: * Learn TIRS terminology.

 Distinguish TIRS in terms of its applicability and power to address knowledge

engineering problems.

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  Understand and use TIRS knowledge representation features.

 Analyze TIRS programs using ObjectNet, FrameNet and XrefNet.

 Specify, design, build, test and debug TIRS application

 Appropriately represent knowledge in TIRS.

 Compile, link, and load TIRS programs.

 Develop TIRS application and deliver it to run under various environments.

 Interface a TIRS application to other KBs and environments.

 Optimize a TTRS application.

Audience:

Persons needing skills to develop KBS applications using TIRS systems, including knowledge
engineers and programmers.

19. VS COBOL II Facilities

Course Goals/Objectives:

 Discuss the differences between OS/VS COBOL and VS COBOL II.

 Describe the programmer productivity and installation performance features of VS

COBOL II.

 Write programs using the structured programming control structures implemented in VS

COBOL IT (inline PERFORM, PERFORM WITH TEST BEFORE/AFTER,

EVALUATE, scope terminators).

 Convert standard pseudocode into VS COBOL II code.

 Use VS COBOL II compiler options for improved program performance, particularly in

an MVS/XA or interactive environment (including VSAM return code).

 Describe VS COBOL II new compiler options, enhanced debugging facilities, compiler

listings and formatted DUMP facility.

 Describe the performance impacts associated with CTCS and IMS interfaces.

144
  Modify CICS command level statements in an OS/VS COBOL program to eliminate the

direct manipulation of BLL cells.

 Describe the migration tools available.

Audience:

Experienced COBOL application programmers who need to learn the new facilities available
with VS COBOL II.

20. TSO/ISPF

Course Goals/Objectives:

 LOGON and LOCOFF the TSO/TSPF system.

 Edit data sets with ISPF.

 Describe the purpose of the TSPF utilities.

 Compile, execute, and debug a program using TSO and ISPF.

 Create and execute TSO command procedures.

 Submit and process batch jobs from TSO/ISPF.

Audience:

Application and systems programmers who are new to TSO/ISPF or who desire a basic
knowledge of TSO/ISPF.

21. ISPF/PDF

Course Goals/Objectives:

 Use LOCON and LOGOFF procedures.

 Interact with PDF.

 Utilize ISPF libraries and data sets.

 Understand ISPF parameter definitions: LOG and LIST data sets, PE keys.

 Use Browse operations.

 Use Edit operations: line commands, primary commands, and edit profiles.

 Obtain listings of data sets.

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  Create, delete, and rename data sets.

 Obtain data set information.

 Obtain VTOC information.

 Move or Copy data sets.

 Submit and retrieve batch jobs.

Audience:

Programmers and operations personnel who need to create and modify data sets, plus submit
and process batch jobs.

22. MVS JCL

Course Goals/Objectives:

 Describe major MVS/JES2 concepts and facilities.

 Identify JCL statements.

 Code a JOB statement to describe work to MVS.

 Code an EXEC statement to invoke a program.

 Code a DD statement to access a data set.

 Use the parameters on the DD statement for creating a data set.

 Discuss data set blocking and sizing considerations.

 Describe the purpose of special DDNAMES.

 Code JCL statements to control input and output.

 Code and use generation data sets.

 Code and invoke a JCL procedure.

Audience:

Programmers and operations personnel who need to learn to use and code JCL statements.
Subcontractor should know how to use TSO/ISPF/PDF.

23. Application Development Using CSP for VSAM Files and Relational Data Bases

Course Goals/Objectives:

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  Describe the components and interactions within the CSP product set.

 Design on-line applications using CSP structure.

 Use CSP/AD to:

- Define application data for VSAM files and relational databases

- Define application maps

- Define application logic to satisfy application designs for access to VSAM files and

relational databases

- Test an application and generate it for the CSP/AE environment.

 Describe the facilities for managing MSLs and ALFS.

 Describe the utilities available in CSP/AD and CSP/AE.

 Describe the considerations for executing a CSP application in a CICS environment.

 Utilize the facilities to transfer to, from and between CSP applications.

Audience:

Application developers with little or no experience in developing CSP applications.

24. IMS/VS DC Problem Resolution

Course Goals/Objectives:

 Describe the roles of support center, customer, systems engineer in problem resolution.

 Determine if problem is in application or system software.

 Work effectively with the remote support team.

 Narrow the focus of search for the problem.

 Develop an INFO/MVS - Support Center search argument.

 Use documentation to lead to problem resolution.

 Describe the use of documentation on:

- IMS trace interpretation

- GTF

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 - RMF (I, II, III)

- IMS Monitors

- VTAM Traces

- IMS LOG records

- System Dump Facilities.

 Analyze IMS SAP, TCB/RB.

 Analyze WAIT vs. LOOP.

 Describe an TMS dump layout.

Audience:

Novice IMS systems programmers who lack experience in MVS interfaces and who need to
work on TMS system problems with a Support Center.

25. MVS TSO/ISPF Dialog Manager

Course Goals/Objectives:

 Determine when to develop and use ISPF Dialog services to create interactive TSO-

based applications.

 Organize and use the ISPF Dialog services to rapidly create user-friendly interfaces to

build a variety of applications.

 Install user- or vendor-developed ISPF Dialogs in your existing environment.

 Determine appropriate processing logic to use to shorten Dialog development time.

 Take advantage of performance-oriented Dialog development features.

Audience:

Systems programmers, application programmers, key data center support personnel, and
anyone who has a need to support or develop interactive application running in a TSO
environment.

26. TSO/E CLIST Coding

Course Goals/Objectives:

148
  Explain CLIST functions in the MVS environment.

 Create CLISTS.

 Execute CLISTS.

 Select appropriate CLIST statements from samples provided.

 Use CLISTs to invoke other CLISTs or programs.

 Handle error and attention routines.

 Explain how CLISTs handle I/O communications.

Audience:

Application/Systems programmers and MVS users who want to automate their environment.

((Application Programming and Development (Industry Offerings))

27. EDI: Electronic Data Interchange

Course Goals/Objectives:

 Explain why more and more companies are using EDI to remain competitive.

 Discuss the scope and impact of converting to EDI.

 List the requirements for hardware, EDI translator software, and 3rd party networks and

services.

 Participate in determining ANSI X12 standards.

 Resolve EDI and ANSI X12 considerations.

 Translate business forms to ANSI X12 standards.

 Prepare a business case for EDI.

Audience:

Management personnel responsible for identifying the required business changes to

successfully implement the EDI system; and technical personnel responsible for directing the
execution of the installation and operation of the EDI system.

28. DataInterchange Implementation for MVS and OS/2

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 Course Goals/Objectives:

 Set up and enable DataInterchange for the exchange of business documents and

information with trading partners

 Customize Standard Transactions by adding and changing data elements, segments and

entire transactions; or by deleting data elements and segments.

 Use mapped documents to define a default trading partner transaction.

 Describe a new partner in the trading partner profile.

 Define and update translation and validation tables for trading partner-specific cases.

 Add new applications to Datalnterchange.

 Add user exit routines for user-written programs which handle such requirements as

network interface programs, enciphering data, and providing data which the standard

requires but which neither the application nor a literal can supply.

 Connect to a systems network by identifying the requester of network services and

updating user data that is related to network services.

Audience:

EDI administrators and programmers who are responsible for preparing their company's
computer system for electronic exchange of business information and documents

29. EDI Update

Course Goals/Objectives:

 Same as section - 22

Audience:

Former EDI Workshop attendees, persons with experience with EDI, and others interested in
keeping current with EDI.

((Inventory Forecasting Replenishment Modules))

30. INFOREM III

Course Goals/Objectives:

150
  Describe the functions of TNFOREM III as they relate to the inventory management

system in the subcontractor’s organization.

Audience:

MIS analysts, user representatives and other personnel responsible for planning inventory
management systems using INFOREM III.

31. INFOREM III Allocation

Course Goals/objectives:

 Describe the allocation features and functions of INFOREM III.

 Initiate group orders.

 Determine group and item input parameters.

 Increase problem solving skills.

 Increase parameter tuning skills.

Audience:

INFOREM System Administrators and/or other inventory management personnel.

32. INFOREM III Buyers Class

Course Goals/Objectives:

 Provide internal buyer education.

 Perform system administration functions.

 Develop and/or modify user requirements.

 Develop and/or modify maintenance procedures.

Audience:

INFOREM System Administrators and others responsible for internal buyer education.

33. INFOREM III Advanced

Course Goals/Objectives:

151
  Use INFOREM more effectively.

 Increase problem solving skills.

 Perform advanced analysis functions.

Audience:

INFOREM System Administrators and/or other inventory management personnel.

34. INFOREM III Implementation

Course Goals/Objectives:

 Develop a detailed plan for implementing INFOREM III into the customer's current or
planned environment.

Audience:

Personnel responsible for developing the implementation plan for INFOREM III, including
representatives from both the merchandising area and data processing.

((Patient Care System))

35. PCS - ADS Screen Coding and Data Manager

Course Goals/Objectives:

 Participate in the design and implementation of on-line hospital application using PCS-

ADS.

 Code data management functions for PCS applications.

 Construct/modify data directories for PCS application data bases.

 Code logical records to be used by batch applications and dynamic displays.

 Code dynamic display screens and appropriate directory tables.

Audience:

Application programmers, analysts, system coordinators, systems programmers, data base

administrators, and consultants.

36. PCS - Patient Accounting Implementation

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 Course Goals/Objectives:

 Create and modify application tables in support of user requirements with an

understanding of the effect of those table entries on the operation of the system.

 Update the support data bases to add the records necessary to implement the system in

the subcontractor’s organizational environment.

 Perform the online application functions.

Audience:

Application analysts, programmers, project managers, user coordinators, and consultants.

37. PCS - Patient Management Implementation

Course Goals/Objectives:

 Discuss all major functions of Patient Care System -Patient Management.

 Perform the major system functions.

 Develop and participate in an implementation plan for Patient Care System - Patient

Management.

Audience:

Application programmers, analysts, system coordinators, systems programmers, data base

administrators, end user coordinators, and consultants.

((Media/Publishing))

38. Draw Master

Course Goals/Objectives:

 Describe DrawMaster capability and function.

 Describe the architecture of DrawMaster.

 Utilize the PS/2 as an intelligent workstation.

 Use the documentation effectively in performing DrawMaster functions.

 Create graphics.

153
  Merge graphics with source text files.

 Store graphics.

Audience:

Publishing application personnel.

39. Host Publishing Basics

Course Goals/Objectives:

 Be able to present an executive level overview of a Publishing System describing:

- The objective of the Publishing System

- The features and functions of a Publishing System's base components.

- Create a source document that produces a deliverable demonstrating the features

and functions of a Publishing System, using:

- Publishing Systems functions to create, format, proof, softcopy preview, and print a

document

- BookMaster tags to markup the document

- BrowseMaster to preview the document

- Publishing Systems all-points addressable (APA) printers to produce a printed

document.

Audience:

Publishing application personnel.

40. Interleaf

Course Coals/Objectives:

 Use Interleaf to create and revise small to large documents with a variety of page layouts,

fonts, graphics, scanned images, and business charts.

 Create and revise many types of professional quality documents easily and quickly.

154
  Import and export documents.

 Print documents on a variety of output devices.

Audience:

Publishing application personnel.

41. Host Publishing

Course Goals/Objectives:

 Understand and use the following functions of the Publishing Systems:

- Complex Tables

- Advanced Grids

- Document Version Control Facility (DVCF)

- Office Document Facility (ODF)

- DrawMaster

- Image Handling Facility (THF) and TmageEdit.

 Create and maintain documents on-line using library functions.

Audience:

Publishing application personnel.

MORALE/COHESION

(Operations and Systems Support)

42. SMP/P

Course Goals/Objectives:

 Configure an SMP/E environment to meet individual installation requirements.

 Develop a system upgrade methodology consistent with Systems offerings and individual

installation goals.

 Initialize the required SMP/E data sets.

 Install service, functions, and usermodes.

155
 Audience:

MVS systems programmers who manage software change or installation of new functions or
user modifications.

43. VM/SP Operator Training

Course Goals/Objectives:

 Describe the overall structure of a VM/SP system.

 Define virtual machine and identify its components and command environments.

 Identify the operating systems supported as virtual machines by VM/SP.

 Control the operation of a virtual machine.

 Initiate and terminate the operation of a virtual machine.

 Control the assignment of real system resources to virtual machines.

 Use the appropriate CP (Command Program) commands to control CP spool files and

unit record devices.

 Use the VM system utilities.

 Operate and manage the VM/SP communications network.

 Use procedures to identify and solve problems.

Audience:

VM/SP system operators.

44. MVS/JES2 Operator Training

Course Goals/Objectives:

 Demonstrate an understanding of MVS/JES2 concepts and terminology.

 Describe the relationship between MVS, JES2, ACF/VTAM and NCP.

 Identify and use the commands to monitor and control an MVS/JES2 system.

 Operate and manage the MVS/JES2 communications network.

 Define IPL (Initial Program Load) processing.

156
  Describe the major process phases of JES2.

 Define basic JES2 terminology.

 Describe JES2 initialization Parameters.

 Define basic telecommunication terminology.

 Describe the functions of VTAM/NCP.

 List the commands used to control VTAM/NCP.

 Describe SNA.

 Describe procedures to identify and solve problems.

Audience:

MVS/JES2 system operators.

45. VSAM Data Set Performance and Tuning

Course Goals/Objectives:

 Describe VSAM data and index structures, control intervals, and control areas.

 Select proper CT and CA sizes for optimum performance.

 Calculate proper data set size for allocation.

 Describe how freespace is used for CT and CA splits.

 Discuss the imbed and replicate index options and their effects on performance.

 Determine the optimum number of data and index buffers.

 Explain trade-offs between VSAM performance and conservation of resources.

Audience:

This workshop is for VSAM data administrators and application or systems programmers
responsible for designing VSAM applications and maintaining VSAM data sets. This course
is primarily oriented toward MVS users.

46. MVS/VSAM Concepts and Design Topics

Course Goals/Objectives:

 Define basic VSAM terms and concepts.

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  Describe how VSAM stores and organizes data sets using CIs and CAs.

 Explain the differences between the three VSAM data set formats.

 Identify and correct performance issues.

 Establish guidelines for creating data sets and for allocating bufferspace, CI size, and

freespace.

 Describe the various ways in which data set sharing occurs.

 Explain the issues of data set backup and recovery.

 Code Access Method Services (AMS) commands.

Audience:

Application programmers, systems programmers, and application support personnel who have
a basic understanding of AMS.

47. OPC/A Installation and Customization

Course Goals/Objectives:

 Describe the stages of the OPC/A installation and tailoring process.

 Perform the planning and preparatory work required to successfully install and

implement OPC/A.

 Describe advanced functions of OPC/A and the process of their implementation in an

environment where OPC/A is already working.

 Describe the contents of the OPC/A technical library.

 Convert an existing OPC Version system to OPC/A.

Audience:

Systems programmers, senior schedulers, or system planners responsible for installing,

implementing, or supporting OPC/A.

48. Service Level Reporter V3 Customization and Use

Course Goals/Objectives:

 Generate SLR reports using the SLR starter set.

158
  Create new SLR tables to be used for reporting purposes.

 Modify the SLR starter set panels and CLISTS.

 Create reports using the VIEW function.

 Manage the SLR data collection function.

 Manage SLR in a production environment.

Audience:

Persons who will be customizing and using the SLR product, including systems programmers
and others who are charged with the maintenance of the product and its data bases.

49. OPC/A User Education

Course Goals/Objectives:

 Use TSO to logon to OPC/A and tailor a personal OPC/A dialog.

 Use OPC/A dialogs to create the calendar periods necessary to automatically schedule

batch work, including exceptions.

 Use OPC/A dialogs to create the work elements (workstations) necessary to describe the

customer's DP center in OPC/A terms.

 Code applications, which will automatically schedule jobs or job sets to run at a desired

time and in the proper sequence.

 Use OPC/A dialogs to dynamically control the production environment by correcting and

resubmitting jobs ended in error, or modifying the day's schedule to add or delete jobs if

necessary.

 Use OPC/A supplied batch jobs to plan and create the daily production schedule, as well

as to do long-term planning to eliminate possible resource contention (both physical

devices and CPU utilization).

Audience:

Persons responsible for the scheduling and operation of batch work in an MVS environment.

159
50. Network Fundamentals

Course Goals/Objectives:

 Diagram a teleprocessing network.

 Describe teleprocessing hardware and software components.

 Trace data through a network from the host to a remote terminal device.

 Describe teleprocessing and network problem resolution techniques.

 Isolate a failure to a particular component.

Audience:

Operating system/network operators, CICS and IMS master terminal operators, junior systems
programmers, CICS and IMS systems programmers and managers interested in an overview
of teleprocessing and network concepts.

51. SMP/E Usermode

Course Goals/Objectives:

 Allocate and initialize SMP/E data sets.

 Package source, macro, and module elements using Modification Control Statements

(MCS).

 Use SMP/E ISPF dialogs to install Sysmodes and administer CSI data sets.

 Re-install a function using the GENERATE command.

Audience:

Application or systems programmers interested in packaging MVS or VSI software

modifications as SMP/E usermodes.

52. VM/SP Operations and Control

Course Goals/Objectives:

 Describe the functions of CP and CMS.

 IPL a VM/SP system.

160
  Issue CP commands to control spooling, resource allocation, and display system

performance information.

 Issue basic CMS commands.

 Describe and control RSCS.

 Understand GOS and VM/VTAM concepts.

 Understand guest operating systems running under VM/SP.

 Execute operator utilities.

Audience:

VM/SP system operators.

53. Service Level Reporter and Network Management

Course Goals/Objectives:

 Use the different logging data available for NetView and NPM.

 Set NetView, NPM and SMF parameters to enable logging of the required data.

 Tailor the SLR starter set to obtain best performance and least data base space usage for

postprocessing NetView and NPM log data.

 Activate and use the SLR Availability function.

Audience:

Data processing or information center personnel who are responsible for managing the
network and need tools to provide reports on a regular and ad-hoc basis.

GOALS/OBJECTIVES

(End User)

54. DisplayWrite 4: Basic Functions

Course Goals/Objectives:

 Identify and use a PC keyboard functions required for operation of DisplayWrite 4.

 Create, revise, and print letters, memos, reports, and other documents.

161
  Create and revise document formats, perform pagination, and use directories.

 Perform document storage, retrieval, and other diskette activities.

Audience:

Personnel who want to learn DisplayWrite 4 to prepare and revise simple documents.

55. DisplayWrite 4: Advanced Functions

Course Goals/Objectives:

 Use advanced document functions such as footnotes, outlines, cursor draw, tables,

revision marking, page numbering, and voice notes.

 Use the Get and Merge functions.

 Use the Math functions.

 Use the keystroke programming.

 Use the keyboard extensions.

Audience:

Personnel who want to learn how to use DisplayWrite 4 advanced functions.

56. DCF/Script

Course Goals/Objectives:

 Use and code the options of the SCRIPT command.

 Use the more frequently used SCRIPT control words.

 Use the GML Starter Set tags.

 Understand and use the various features of DCF.

 "Markup" a document to create different styles of documents.

 Develop and use a simple GML tag.

Audience:

Personnel who want to learn DCF/Script to prepare and revise simple documents.

162
57. PROFS for End Users

Course Goals/Objectives:

 Logon and logoff of PROFS.

 Use the PROFS online help facility.

 Respond to system messages.

 Use the PROFS main menus.

 Use the PROFS functions:

- Processing calendars

- Processing mail

- Sending notes and messages

- Setting reminders

- Creating simple documents

- Searching for documents.

 Establish personalized control files.

 Manage personal storage.

Audience:

New PROFS users and those who have some experience using PROFS.

58. QMF for End Users

Course Goals/Objectives:

 Create SQL queries and forms.

 Produce reports from data in a DB2 or SQL/DS data base.

 Develop QMF applications using QMF procedures, commands, queries, and forms.

Audience:

163
 This workshop is intended for both data processing personnel and QMF end users. It is
appropriate for students who will be using QMF applications developed by others or who will
be developing their own QMF applications.

THE CONSULTING SUPPORT SERVICES

Nascent Applied Methods & Endeavors is accountable for developing and delivering the software
support services listed in this area. The Services consists of a world-wide network of subcontractors who
will work with end-users as well as other subcontractors on a day-to-day basis, improving workplace
efficiencies in solving business related problems.

Here is a partial list of the consulting fields that we provide toward this area:

 Application Development

 Project Management

 Software Installation

 Systems Network Integration

 Systems Programming

 Conversions

 Information Systems Consulting

 Employment Related Educational Development

164
 SECTION - 7A

(SAME AS SECTION - 3A)

165
 SECTION - 7A1

(SAME AS SECTION - 3B)

166
 SECTION - 7A2

(SAME AS SECTION - 3C)

167
 SECTION - 7B

(SAME AS SECTION - 2A)

168
 SECTION - 7B1

(SAME AS SECTION 2B)

169
 SECTION - 7B2

(SAME AS SECTION - 2C)

170
 SECTION - 8
THE STRATEGIC PROGRAMMING CHARTS
(THE INFERENCE PROGRAMMING VARIATIONS)

171
 THE CHARTED PROGRAMMING STRATEGY

This section illustrates the format by-which most, if not all, of this network's programming strategies
shall be graphically represented. The chart titled, the Systems Theory Infrastructural Process System,
reflects the incorporation of a total of fifty (50) separate programming variations that are housed within
the procedural format of Nascent Applied Methods & Endeavors. Also, following this area are the names
and titles of these processing variations, as well as their 3, 4, 5 and 12 part operational formats, that are
the individualized components of each chart. Furthermore, the Chaining Sequences involved in the
inference engine of these charts, have been supplied with some additional terms that represent the technic
of integrating the System Matrix into the procedural structure of this network's programming strategies.
Additionally, the terms under the Backward Chaining heading, account for the method of infusing
the processes of a chart into the cellular techniques of the System Matrix. While those terms under the
Forward Chaining heading account for a dissimilar procedure to accomplish the same goal. It also
represents the strategical embodiment of the Organizational Profile, of which within itself, reflects the 5-
Phase operational format of Strategical Programming (Exhibit - J, Section 9).

THE DEPTH-FIRST AND BREATH-FIRST

SEARCH STRATEGIES

In addition to the distinction between the backward chaining and forward chaining strategies
mentioned above, there also exist the need to distinguish between the depth-first and breath-first search
strategies of this network's programming variations. In the depth-first search strategy, the inference
engine takes every opportunity to produce a subgoal. From "action" the engine backs up to "means" and
then "distance." Searching for detail first is the theme of backward-chaining in a depth-first manner. A
breath-first search strategy sweeps across all the premises in a chart before digging for greater detail.
Breath-first search strategies will be more efficient if one rule succeeds and the goal attribute's numerical
value is obtained.
If the system wanted to draw a loose analogy to human problem solvers, it would say to itself that
"generalists" use a breath-first strategy. It would begin by inquiring in a general way about the aspects of
a problem. "Specialists," on the other hand, would tend to focus toward a specific aspect of a problem
and then probe for a lot of details regarding that aspect. Overall though, if all states are examined, then
the search is exhaustive. If the search is suspended when a singular numerical value is obtained, then the
search is nonexhaustive.

172
THE SYSTEMS THEORY INFRASTRUCTURAL PROCESS
and
CHART OF PROCEDURES

(XLVIII)
FORWARD CHAINING SEQUENCES

APPRAISE/ASSESS SYSTEMS (IV)

173
 THE SYSTEMS THEORY INFRASTRUCTURAL PROCESS
and
CHART OF PROCEDURES

Decision Decision Decision Decision Decision Decision Decision

(XLVIII)
BACKWARD CHAINING SEQUENCES

INFORMATION AIDS, INTERFACE (47)

174
 3 - PART PROCESSING FORMATS

I. Computerized Operations (Power/Authority)

1. Appendix - D, Sections XXX & XXXIV

2. The Database Strategies of NAME
3. The Measures of Effectiveness (143F)
4. The Solution Framework (273F)
5. The S.1 Artificial Intelligence Format
6. The Management of Organizational Behavior (112 & 184)
7. The Manufacturing, Planning & Control Systems (133)
8. The Structure of the Spread-Sheet Windows (DF)
9. The Theories of & in Planning & Design (92 - 96F)
10. The Expert Systems (245)
11. The People Side of Systems (271)
12. Language & Perception (374)

II. Procedural Operations (Norms/Standards)

1. Appendix - D, Sections XXIX - A (XIX & XXX) & XLIII

2. The People Side of Systems (121, 192 & 248)
3. People - Oriented Computer Systems (42, 59, 112 & 237)
4. The DSM (758)
5. The Manufacturing, Planning & Control Systems (27)
6. The Planning & Design Approach (XI)
7. The Expert Systems (196)
8. The Entry Format
9. Appendix - E (34 - 39)
10. The Problem Format (86F)
11. Selecting Planning & Design Projects (113 - 115F)
12. The Decision Making Processes (167F)

III. Structural Operations (Goals/Objectives)

1. The Structural Areas of a Business

2. The People Side of Systems (135)
3. The Principles of Pharmacology (50)
4. Appendix - E (27)
5. The Structure of Economic Systems
6. The Systems Areas of NAME
7. The Ego-State Contributions (44F)
8. The Indicators of Ego States (45F)
9. The Structuring Function Statement (58F)
10. The Concept of a Problem (88F)
11. The Planning & Design Organization (140F)

175
12. The Relationship of Activities (159F)

IV. Support Operations (Morale/Cohesion)

1. Appendix - D, Section XXIV

2. The People Side of Systems (123 & 158)
3. The Information & Decision Making Processes (288F)
4. The Principles for Data Security (260F)
5. The Integrity Management Techniques (261F)
6. The Techniques for Auditing, Validation & Testing (262F)
7. The Illustrative Sensitivity Scale (265F)
8. The Operating Formats of a Business
9. The Handbook of Strategic Expertise (178 & 200)
10. The Problem Tracing Format
11. The Management of Organizational Behavior (98)
12. The Manufacturing, Planning & Control Systems (446)

4 - PART MANAGERIAL FORMATS

I. Computerized Operations (Power/Authority)

1. Appendix - D, Sections XXX & XXIX

2. Appendix - C (7 - 11)
3. People - Oriented Computer Systems (108)
4. Consultation (37, 119, 213, 311 & 481)
5. The Expert Systems (94)
6. The Analysis of Data (36, 46, 63 & 80)
7. The Managerial Programming Sheet XXXII
8. The Chromosomal Processing Factor - A XXXVIII
9. The Planning & Design System Matrix - A (84 - 90)
10. The Characteristics of Information & Knowledge (243F)
11. The Processes & Profiles
12. The Integrated Windowing Sheet XXXV

II. Procedural Operations (Norms/Standards)

1. Consultation (306)
2. Appendix - D, Sections XXX & XXIII
3. Consultation (81, 175, 245, 393 & 533)
4. The People Side of Systems (121, 198 & 223)
5. The Documentary Structure XXXIV
6. The 4 - Part Psychological Effects Systems XX
7. The Planning & Design System Matrix - B (102)
8. The Chromosomal Processing Factor - B XXXIX

176
9. The Other Purposeful Activities (84F)
10. Operationalizing a Strategy (177F)
11. The Personal Infrastructural Processes III
12. Language & Perception (154 & 160)

III. Structural Operations (Goals/Objectives)

1. The Network Operations (Part XX)

2. People Oriented Computer Systems (67 & 84)
3. The People Side of Systems (4, 13, 47, 94 & 97)
4. Consultation (11, 19, 97, 189, 275, 435 & 539)
5. Appendix - D, Section XXXIV
6. The Planning & Design System Matrix - D (193)
7. The Chromosomal Processing Factor - D XL
8. The Different Levels of Planning & Design (97F)
9. The Threats to Public Databanks (257F)
10. The Managerial Problem Format
11. The Planning & Design Abstraction Format (77)
12. The Handbook of Strategic Expertise (68 & 74)

IV. Support Operations (Morale/Cohesion)

1. Appendix - D, Section XXX

2. Consultation (77, 159, 239, 367 & 505)
3. The Biblical Research Structure (30Kj)
4. The 3 - Part Operational Format
5. The 4 - Part Operational Format
6. The 5 - Phase Operational Format
7. The 12 - Phase Operational Format
8. The Planning & Design System Matrix - D (323)
9. The Chromosomal Processing Factor - D XLI
10. The Steps in System Building
11. The Application Process Flow Chart IV
12. The Handbook of Strategic Expertise (313)

5-PHASE FORMATS

I. Computerized Operations (Power/Authority)

1. The Planning & Design Databases (310 & 311)

2. The Planning & Design Sequence (324)
3. The Expert Systems (139, 168, 178 & 245)
4. Consultation (19, 31, 117, 211, 292 & 477)
5. The DSM (25 & 758)
6. Appendix - D, Sections XXX & XLIII or XXIX
7. Appendix - E

177
8. Medical Physiology (I)
9. The Netweaver's Sourcebook (171)
10. The DSM Decision Tree (689 & 752)
11. Language & Perception (I)
12. The Formula Formats

II. Procedural Operations (Norms/Standards)

1. The Planning & Design Approach (181)

2. The Planning & Design Scenario (264)
3. The Nursing Approach (147) - (NET 123)
4. The Phases in Consulting (548)
5. The Consultative Interventions (573)
6. Strategic Modeling Consultation (103)
7. Appendix - C (Team Organizers)
8. The Netweaver's Sourcebook (97)
9. The DSM (34)
10. Appendix - F
11. The Synopsis - Managerial Applied Numerics
12. Law Enforcement (I)

III. Structural Operations (Goals/Objectives)

1. Appendix - A & B
2. The Planning & Design Approach (46)
3. Consultation's Action Research (304)
4. Consultation (552)
5. Clinical Neurology for Psychiatrists (4 & 26)
6. The Software Formats 5/12/5
7. The Manual of Nursing Practice (11, 13, 22 & 1352)
8. Critical Care Nursing (36)
9. Planning Nursing Research (1 & 19)
10. The People Side of Systems (6 & 18)
11. Appendix - H
12. The MSDLC Phases

IV. Support Operations (Morale/Cohesion)

1. Store Location & Assessment Research (302)

2. People - Oriented Computer Systems (112, 175, 91, 62 & 36)
3. The Teaching Guide (I)
4. Appendix - J
5. Appendix - D, Section XI
6. The Manual of Nursing Practice (20 & III - VII)
7. Critical Care Nursing (53, 222 & 20)
8. The People Side of Systems (99)

178
9. Planning Nursing Research (19)
10. Appendix - E (I5)
11. Appendix - G (I)
12. The Anatomical or Biblical Formula Format

12 - PHASE FORMATS

I. Computerized Operations (Power/Authority)

1. The Analysis of Data Tables (471)

2. People oriented Computer Systems (128)
3. The Expert Systems (94)
4. Roget's Thesaurus (921)
5. The 12 - Part Procedural Sub-Systems of NAME
6. The Database Structure of NAME Collegic Sub-Systems
7. The Principles of Planning & Design (19F)
8. The Profile Worksheet (79F)
9. The Immutable Timeline (149 - 154F)
10. The Logic Programming Sheet (164F)
11. The Documents & General Controls (255F)
12. The Handbook of Strategic Expertise (337 - 347)

II. Procedural Operations (Norms/Standards)

1. Appendix - E (27 - 31)

2. The Report Structure (Part XX)
3. The People Side of Systems (9, 18, 199 & 250)
4. The Manufacturing, Planning & Control Systems (6)
5. The King James Bible (1509)
6. The Rainbow Study Bible (I)
7. The Manual of Nursing Practice (428)
8. The Merck Manual (I - 4)
9. Gray's Anatomy (I)
10. The Function Hierarchy (58F)
11. Pursuing the Planning & Design Strategy (82F)
12. The Steps in Systems Development

III. Structural Operations (Goals/Objectives)

1. Appendix - D, Section XXIII

2. The Rainbow Study Bible (XII, XIII & XIV)
3. Pharmacology in Nursing (IX - XI)
4. The Federal Reserve Banking Systems
5. The Biblical Hierarchy Structures
6. The Structure of the Federal Government System
7. The Structure of the State Government System

179
8. The Structure of the County or Local Government System
9. The Business Organizational Chart System
10. The Child or Elder Care Organizational Chart System
11. The Various Planning & Design Fields (179F)
12. The Handbook of Strategic Expertise (338)

IV. Support Operations (Morale/Cohesion)

1. Appendix - D, Section XXXI

2. The King James Bible (12)
3. The Ascension Process of the Concordance
4. The Yearly Procedural Processes XIV
5. The Testing Systems (64F)
6. The Grids, Matrixes & Flow Chart Systems (241F)
7. The Ideal Alternatives (250F)
8. The Facilities Planning Model IV
9. The Format of the Request for Proposal
10. The Project Management Schematic V
11. The Problem Analysis Format XXX
12. The Store Location & Assessment Research (196)

180
 THE BUSINESS PROFILING SEQUENCES
and
CHART OF PROCEDURES

(I)
FORWARD CHAINING SEQUENCES

DESCRIBE\ESTIMATE\MEASURE RELATIONSHIPS (VIII)

181
THE BUSINESS PROFILING SEQUENCES
and
CHART OF PROCEDURES

(I)
BACKWARD CHAINING SEQUENCES

182
THE GENERAL CONTRACTOR PERSONAL INFRASTRUCTURE SYSTEMS
and
CHART OF PROCEDURES

(II)
FORWARD CHAINING SEQUENCES

ANALYZE PROJECT IMPACTS ON SOCIETY (II)

183
THE GENERAL CONTRACTOR PERSONAL INFRASTRUCTURE SYSTEMS
and
CHART OF PROCEDURES

(II)
BACKWARD CHAINING SEQUENCES

PURPOSE, CONTROL (4)

184
THE GENERAL CONTRACTOR FINANCIAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

(III)
FORWARD CHAINING SEQUENCES

ANALYZE POLICY SETTING & DECISION-MAKING

VARIABLES (XVI)

185
THE GENERAL CONTRACTOR FINANCIAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

The height of the text

box and its associated
line increases or
decreases as you add
text. To change the
width of the comment,
drag the side handle.

(III)
BACKWARD CHAINING SEQUENCES

PURPOSE, MEASURES (3)

186
 THE NETWORK INFRASTRUCTURAL SHEET
and
CHART OF PROCEDURES

Preparation

(IV)
FORWARD CHAINING SEQUENCES

ESTABLISH PROJECT SCHEDULES & BASIS for

MEASURING PROGRESS & PERFORMANCE (III)

187
THE NETWORK INFRASTRUCTURAL SHEET
and
CHART OF PROCEDURES

(IV)
BACKWARD CHAINING SEQUENCES

OUTPUTS, VALUES (14)

188
THE NETWORK PARTICIPANTORY PROCESS SYSTEMS
and
CHART OF PROCEDURES

(V)
FORWARD CHAINING SEQUENCES

INVOLVE PEOPLE (XIV)

189
THE NETWORK PARTICIPANTORY PROCESS SYSTEMS
and
CHART OF PROCEDURES

(V)
BACKWARD CHAINING SEQUENCES

HUMAN AGENTS, CONTROL (34)

190
THE NETWORK FINANCIAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

Connect

Connect

(VI)
FORWARD CHAINING SEQUENCES

IDENTIFY (PRODUCT) OPPORTUNITIES (I)

191
THE NETWORK FINANCIAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

(VI)
BACKWARD CHAINING SEQUENCES

PHYSICAL CATALYSTS, MEASURES (39)

193
THE NETWORK OPERATIONAL THEORIES, COST, PROCESS SYSTEMS
and
CHART OF PROCEDURES

Terminator

(VII)
FORWARD CHAINING SEQUENCES

ESTIMATE BUDGET & DOLLAR REQUIREMENTS (XI)

194
 THE NETWORK OPERATIONAL THEORIES, COST, PROCESS SYSTEMS
and
CHART OF PROCEDURES

Data

Data

Terminator Terminator

Terminator

(VII)
BACKWARD CHAINING SEQUENCES

INPUTS, MEASURES (9)

195
THE NETWORK FINANCIAL TIMELINE CONFIGURATIONS, STEPS, PROCESS SYSTEMS
and
CHART OF PROCEDURES

(VIII)
FORWARD CHAINING SEQUENCES

ANALYZE INVESTMENTS (XVI)

196
THE NETWORK FINANCIAL TIMELINE CONFIGURATIONS, STEPS, PROCESS SYSTEMS
and
CHART OF PROCEDURES

Preparation

(VIII)
BACKWARD CHAINING SEQUENCES

INPUTS, CONTROL (10)

197
THE INTERNATIONAL FINANCIAL NETWORK PROCESS SYSTEMS
and
CHART OF PROCEDURES

(IX)
FORWARD CHAINING SEQUENCES

IDENTIFY (PROJECT) OPPORTUNITIES (I)

198
THE INTERNATIONAL FINANCIAL NETWORK PROCESS SYSTEMS
and
CHART OF PROCEDURES

Connect

(IX)
BACKWARD CHAINING SEQUENCES

ENVIRONMENT, MEASURES (27)

199
THE ECONOMIC INFRASTRUCTURE PROCESS SYSTEMS
and
CHART OF PROCEDURES

(X)
FORWARD CHAINING SEQUENCES

APPRAISE/ASSESS INVESTMENTS (XVI)

200
 THE ECONOMIC INFRASTRUCTURE PROCESS SYSTEMS
and
CHART OF PROCEDURES

D a ta
D a ta

Data Data

(X)
BACKWARD CHAINING SEQUENCES

ENVIRONMENT, FUTURE (30)

201
THE GEOGRAPHICAL EMPLOYMENT FACTORS, PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XI)
FORWARD CHAINING SEQUENCES

INFORM & INVOLVE CITIZENS (XIV)

202
THE GEOGRAPHICAL EMPLOYMENT FACTORS, PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XI)
BACKWARD CHAINING SEQUENCES

ENVIRONMENT, INTERFACE (29)

203
 THE NETWORK EDUCATIONAL FORMAT, SYSTEMS
and
CHART OF PROCEDURES

GENERAL CONTRACTOR
OF
NETWORK OPERATIONS

BOARD OF
REPRESENTATIVES

CHIEF ORGANIZATIONAL
OFFICER OF EDUCATION
& SOCIAL DEVELOPMENT

PHASE ONE of PHASE TWO of PHASE THREE of PHASE FOUR of PHASE FIVE of TEAMS INVOLVING TEAMS INVOLVING
PEOPLE INVOLVED PEOPLE INVOLVED PEOPLE INVOLVED PEOPLE INVOLVED PEOPLE INVOLVED POWER/AUTHORITY MORALE/COHESION

DEPUTY ORGANIZATIONAL
OFFICER of INFORMATION
STRUCTURING & SERVICE
TEAMS INVOLVING TEAMS INVOLVING
NORMS/STANDARDS GOALS/OBJECTIVES

1 2 3
INFORMATION MANUFACTURING DISTRIBUTION
SYSTEMS SYSTEMS SYSTEMS

PERSONNEL PERSONNEL
PERSONNEL PERSONNEL PERSONNEL USING
SPECIFYING & ARRANGING for
PURSUING A P&D INVOLVING PEOPLE IN INFORMATION &
PRESENTING CONTINUING CHANGE &
PERSONAL & STRATEGY P&D KNOWLEDGE
SOLUTIONS IMPROVEMENT
PERSONAL SYSTEMS MIDRANGE TRAINING MAINFRAME TRAINING CLIENT/SERVER BUSINESS
TRAINING SOLUTIONS SOLUTIONS SOLUTIONS TRAINING SOLUTIONS DEVELOPMENT
TRAINING SOLUTIONS

PERSONNEL INVOLVED PERSONNEL INVOLVED PERSONNEL INVOLVED PERSONNEL INVOLVED

IN THREE PART IN FOUR PART IN FIVE PART IN TWELVE PART
PROCESSING PROCESSING PROCESSING PROCESSING

ASSISTANT AREA ASSISTANT AREA ASSISTANT AREA

DIRECTOR OF PLANNING & DIRECTOR OF RECORDS DIRECTOR OF TECHNICAL
DESIGN APPROACHES RESOURCES & RESEARCH PERSONNEL
(STRUCTURAL LEVEL I) (STRUCTURAL LEVEL I I) (STRUCTURAL LEVEL I I I)

PHASE ONE of PHASE TWO of SECTION ONE of

PERSONNEL METHODS PERSONNEL METHODS
NETWORK NETWORK SOFTWARE
IN ACCOUNTING IN AGRICULTURE
OPERATIONS OPERATIONS DEVELOPMENT

SECTION TWO of SECTION THREE of

PERSONNEL METHODS PERSONNEL METHODS
SOFTWARE SOFTWARE
IN COMMUNICATIONS IN EDUCATION
DEVELOPMENT DEVELOPMENT
PHASE THREE of PHASE FOUR of
NETWORK NETWORK
OPERATIONS OPERATIONS

SECTION FOUR of SECTION FIVE of

PERSONNEL METHODS PERSONNEL METHODS
SOFTWARE SOFTWARE
IN ENTERTAINMENT IN HEALTH
DEVELOPMENT DEVELOPMENT
PHASE FIVE of
NETWORK
OPERATIONS

PERSONNEL METHODS PERSONNEL METHODS

IN HOUSING IN HUMAN RESOURCES
PROCEDURAL MANUFACTURING,
PEOPLE SIDE OF PEOPLE ORIENTED DIAGNOSTIC and PLANNING & DESIGN
OPERATION SECTIONS PLANNING & CONTROL
SYSTEMS COMPUTER SYSTEMS STATISTICAL MANUAL APPROACHES
29, 19, 30 & 48 SYSTEMS

PERSONNEL METHODS
PERSONNEL METHODS
IN MATERIAL
IN LAW
RESOURCES
AUTONOMOUS
SELECTING PLANNING DECISION MAKING
EXPERT SYSTEMS ENTRY FORMAT MANAGEMENT PROBLEM FORMAT(S)
& DESIGN PROJECTS PROCESSES
SYSTEMS

PERSONNEL METHODS PERSONNEL METHODS

IN TEXTILES IN TRANSPORTATION

STATEMENTS OF GRAPHICAL
DESCRIPTION OF THE
STATEMENT OF DESCRIPTION OF STRATEGIC REPRESENTATION OF
DATABASE SYSTEM
OPERATIONS OPERATIONAL DUTIES PROCEDURAL PROCEDURAL
INVOLVING P&D
STRUCTURING IMPLEMENTATION

(XII)
FORWARD CHAINING SEQUENCES

APPRAISE/ASSESS ALTERNATIVE OPTIONS/PLANS/POLICIES/

PROGRAMS/CONTIGENCIES/FUNCTIONS (XVI)

204
THE NETWORK EDUCATIONAL FORMAT, SYSTEMS
and
CHART OF PROCEDURES

(XII)
BACKWARD CHAINING SEQUENCES

OUTPUTS, FUNDAMENTAL (13)

205
 THE DAILY INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

Process

Process

(XIII)
FORWARD CHAINING SEQUENCES

COLLECT DATA and/or INFORMATION (I)

206
THE DAILY INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XIII)
BACKWARD CHAINING SEQUENCES

OUTPUTS, MEASURES (15)

207
THE YEARLY INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XIV)
FORWARD CHAINING SEQUENCES

IDENTIFY REGULARITIES (VI)

208
THE YEARLY INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XIV)
BACKWARD CHAINING SEQUENCES

SEQUENCE, MEASURES (21)

209
THE FISCAL INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

Process

(XV)
FORWARD CHAINING SEQUENCES

ESTABLISH PRIORITIES (VI)

210
THE FISCAL INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

Preparation

(XV)
BACKWARD CHAINING SEQUENCES

OUTPUTS, FUTURE (18)

211
THE UNIVERSAL YEARLY INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

Manual
operation

Process

(XVI)
FORWARD CHAINING SEQUENCES

EVALUATE ALTERNATIVES (XVI)

212
THE UNIVERSAL YEARLY INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XVI)
BACKWARD CHAINING SEQUENCES

SEQUENCE, FUTURE (24)

213
THE 32 YEAR INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

Connect

(XVII)
FORWARD CHAINING SEQUENCES

ESTABLISH PROJECT SCHEDULES & BASIS for

MEASURING PROGRESS & PERFORMANCE (III)

214
THE 32 YEAR INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XVII)
BACKWARD CHAINING SEQUENCES

INFORMATION AIDS, FUTURE (48)

215
THE DIAGNOSTIC SEMINARS, FORMULAS
and
CHART OF PROCEDURES

Process

(XVIII)
FORWARD CHAINING SEQUENCES

APPROACH PROBLEMS (V)

216
THE DIAGNOSTIC SEMINARS, FORMULAS
and
CHART OF PROCEDURES

(XVIII)
BACKWARD CHAINING SEQUENCES

INPUTS, FUNDAMENTAL (7)

217
THE INFERENCE PROCESS SYSTEMS of INDIVIDUAL or ORGANIZATIONAL BEHAVIOR
and
CHART OF PROCEDURES

(XIXX)
FORWARD CHAINING SEQUENCES

EVALUATE INTERPERSONAL RELATIONSHIPS, PERFORMANCE &

EFFECTIVENESS of an ORGANIZATION (VIII)

218
THE INFERENCE PROCESS SYSTEMS of INDIVIDUAL or ORGANIZATIONAL BEHAVIOR
and
CHART OF PROCEDURES

Connect

(XIXX)
BACKWARD CHAINING SEQUENCES

PURPOSE, VALUES (2)

219
THE BEHAVIORAL RANDOM ACCESS MEMORY SYSTEMS
and
CHART OF PROCEDURES

Proces
Connect
s

(XX)
FORWARD CHAINING SEQUENCES

CATEGORIZE/CLASSIFY ALTERNATIVES (VI)

220
THE BEHAVIORAL RANDOM ACCESS MEMORY SYSTEMS
and
CHART OF PROCEDURES

Process

(XX)
BACKWARD CHAINING SEQUENCES

HUMAN AGENTS, MEASURES (33)

221
THE INTEGRATED DATABASE, BEHAVIORAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

Connect

Connect

(XXI)
FORWARD CHAINING SEQUENCES

ORGANIZE ALTERNATIVES (VI)

222
 THE INTEGRATED DATABASE, BEHAVIORAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

Process

(XXI)
BACKWARD CHAINING SEQUENCES

PHYSICAL CATALYSTS, CONTROL (40)

223
 THE BEHAVIORAL RESEARCH PROCESS SYSTEMS
and
CHART OF PROCEDURES

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Proces Proces
s s

Terminator

(XXII)
FORWARD CHAINING SEQUENCES

IDENTIFY PROBLEMS, OVERLAPS & CONFLICTS (V)

224
THE BEHAVIORAL RESEARCH PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XXII)
BACKWARD CHAINING SEQUENCES

HUMAN AGENTS, MEASURES (33)

225
THE GENETIC DATABASE SYSTEMS
and
CHART OF PROCEDURES

(XXIII)
FORWARD CHAINING SEQUENCES

RANK ALTERNATIVES (VI)

226
THE GENETIC DATABASE SYSTEMS
and
CHART OF PROCEDURES

(XXIII)
BACKWARD CHAINING SEQUENCES

HUMAN AGENTS, FUNDAMENTAL (31)

227
 THE STRUCTURAL VALUES SYSTEMS
and
CHART OF PROCEDURES

(XXIV)
FORWARD CHAINING SEQUENCES

TEST IMPACT of DIFFERENT VALUES of an ATTRIBUTE/

PARAMETER/VARIABLE (XV)

228
THE STRUCTURAL VALUES SYSTEMS
and
CHART OF PROCEDURES

(XXIV)
BACKWARD CHAINING SEQUENCES

HUMAN AGENTS, VALUES (32)

229
 THE PURPOSEFUL HIERARCHY SYSTEMS
and
CHART OF PROCEDURES

(XXV)
FORWARD CHAINING SEQUENCES

GENERATE a LIST of POSSIBLE PURPOSE/FUNCTION

STATEMENTS (X)

230
THE PURPOSEFUL HIERARCHY SYSTEMS
and
CHART OF PROCEDURES

Connect

(XXV)
BACKWARD CHAINING SEQUENCES

PURPOSE, FUNDAMENTAL (1)

231
THE INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XXVI)
FORWARD CHAINING SEQUENCES

PORTRAY an ORDER of EVENTS (VII)

232
THE INFRASTRUCTURAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XXVI)
BACKWARD CHAINING SEQUENCES

OUTPUTS, INTERFACE (17)

233
THE ANATOMICAL WORKING SYSTEMS of UPPER LEVEL PROCESSES
and
CHART OF PROCEDURES

(XXVII)
FORWARD CHAINING SEQUENCES

DEVELOP (ENHANCE) CREATIVITY (XII)

234
THE ANATOMICAL WORKING SYSTEMS of UPPER LEVEL PROCESSES
and
CHART OF PROCEDURES

Connect

(XXVII)
BACKWARD CHAINING SEQUENCES

SEQUENCE, VALUES (20)

235
THE ANATOMICAL WORKING SYSTEMS of LOWER LEVEL PROCESSES
and
CHART OF PROCEDURES

(XXVIII)
FORWARD CHAINING SEQUENCES

PRESERVE an IMAGE (VII)

236
THE ANATOMICAL WORKING SYSTEMS of LOWER LEVEL PROCESSES
and
CHART OF PROCEDURES

(XXVIII)
BACKWARD CHAINING SEQUENCES

HUMAN AGENTS, INTERFACE (35)

237
THE DATABASE ACCESS SYSTEMS, MACROS, FORMULAS
and
CHART OF PROCEDURES

(XXIX)
FORWARD CHAINING SEQUENCES

ANALYZE JOB METHODS & MOTIONS (I)

238
THE DATABASE ACCESS SYSTEMS, MACROS, FORMULAS
and
CHART OF PROCEDURES

(XXIX)
BACKWARD CHAINING SEQUENCES

INPUTS, VALUES (8)

239
THE CASCADING AUTONOMOUS AGENT PROCESSES, SYSTEMS
and
CHART OF PROCEDURES

(XXX)
FORWARD CHAINING SEQUENCES

APPRAISE/ASSESS PROJECTS (II)

240
 THE CASCADING AUTONOMOUS AGENT PROCESSES, SYSTEMS
and
CHART OF PROCEDURES

Connect Connect

(XXX)
BACKWARD CHAINING SEQUENCES

INFORMATION AIDS, VALUES (44)

241
 THE AUTONOMOUS AGENT WORKSHEET of INTERNAL PROCESSES, SYSTEMS
and
CHART OF PROCEDURES

INTEGRATED NUMERIC WORKSHEET

OPERATIONAL FUNCTIONS
FORWARD CHAINING BACKWARD CHAINING

INTERNAL & EXTERNAL

SEQUENCES
PAST AND PRESENT GRAMMATICAL
TENSE - ACTIONS OF RESEARCHING AND
RECORDING
NAME's DISTRIBUTED DATABASE
NETW ORK or SELLER ASSISTED
MARKETING STRATEGIES INITIAL DATA INPUT FACTORS
ALPHANUMERIC VALUES DATABASE
SYSTEMS
SEQUENCES
PRESENT AND FUTURE GRAMMATICAL
TENSE - ACTIONS OF RECORDING AND THE INTEGRATED APPLICATIONS FORMAT OF NAME's
FORECASTING ENTIRE OPERATIONAL PROCESSES & SYSTEMS
STORED IN ITS DATABASES AS EVALUATED
PERFORMANCES
STORED INFORMATION AND
VALUES
MACRO AUTO-EXECUTION FILES

ORGANIZATION AND MULTIPLE SPREAD-SHEET

PROCEDURAL MANUALS CASCADE EFFECTS
MANUAL OF OPERATIONS AND INTEGRATED MACRO BRANCHES
TECHNICAL DOCUMENTS A FORECASTED GRAMMATICAL STRUCTURE OF AN
EVENT OR OPERATIONAL FORMAT

DESCRIPTIVE OPERATIONAL
ROUTINES & SUBROUTINES
PROBLEM FORMAT
PAST-TENSE
NAME's NETW ORK PROCEDURAL MANUAL OF
OPERATIONS DATABASE DIRECTORIES
GRAMMATICAL MAP OF ALPHANUMERIC
VALUES
PROBLEM FORMAT
FUTURE-TENSE
THE STATISTICAL GROUPING OF THE
ORGANIZATIONAL GRAMMAR (POLICIES) OF
EVALUATED TERMINOLOGIES
STRUCTURAL RULE FORMAT
INTEGRATED PERFORMANCE
EVALUATION(S)

COMMUNICATIONS AND
DATABASE DIRECTORIES
Name
STRUCTURAL DATABASE SETTINGS
Title
OPERATIONAL RULE FORMAT THE STATISTICAL GROUPING OF THE ORGANIZATION
PROCEDURAL PERFORMANCE AND PERSONNEL GRAMMAR (POLICIES) OF
EVALUATION(S) EVALUATED TERMINOLOGIES

AN EVALUATED GRAMMATICAL STRUCTURE OF AN ANALYSIS OF DATA VALUES TABLE

EVENT OR OPERATIONAL FORMAT INTERPRETATION AND LOCATION OF SIMILARITIES
LIBRARY OF
GRAMMATICAL MACROS
GRAMMATICAL DIAGRAMS AND STRINGS
SPREAD-SHEET LOCATIONS (CELLULAR ADDRESSES) MANAGERIAL RULE
AN ALPHANUMERIC CHART OF GRAMMATICAL FORMAT
ENGLISH STRUCTURES PROCEDURAL EVALUATED
SYSTEMS INTEGRATED NETWORK & CLIENT INTEGRATED FUNCTIONAL SUBROUTINES
SETTINGS SHEETS ALPHANUMERIC RELATIONAL VALUES DATA

AN INTERNAL AUTONOMOUS AGENT

MATHEMATICAL @ STRATEGICAL @
ACTIVITIES W ITH OTHER AUTONOMOUS AGENTS INTEGRATED
FUNCTIONS FUNCTIONS
GRAMMATICAL
FORMULA SYSTEM MANAGERIAL RULE
DIRECTORY OF GRAMMATICAL RULE FORMAT
Name STRUCTURAL EVALUATED
LISTINGS OF THE COMPUTERIZED KEYBOARD CELLULAR ADDRESSES STRUCTURES
RECORDINGS OF THE RULE PROCESSES INVOLVED
Title ROUTINES

IN GRAMMATICAL STRUCTURING SYSTEMS ENTRY DICTIONARY OF

INTEGRATED NUMERIC FORMAT & PASSWORD GRAMMATICAL TERMS
FORMULA SYSTEM
DATA SORT INTERNET
COMBINED FILE AREAS
THE COMMANDS RELATED TO THE AUTOMATED COMMUNICATIONS
A LISTING OF ALPHANUMERIC VALUES OF A SERIES
STRUCTURING OF ENGLISH GRAMMAR AND THE
OF SYSTEMS PERFORMANCE EVALUATIONS
MANUAL OF OPERATIONS THAT HOUSES IT

A FORMULA SYSTEM THAT USES THE COMPOSITION
OF STATISTICS TO REPRESENT ENGLISH GRAMMAR
AND THE RULES GOVERNING ITS USES
THE SAME FORMULA SYSTEM THAT USES THE THE PLANNING & DESIGN DATABASE SYSTEM OF THE
COMPOSITION OF STATISTICS TO REPRESENT GRAMMATICAL STRUCTURE OF THE ENGLISH
ENGLISH GRAMMAR AND THE RULES GOVERNING ITS LANGUAGE CONTAINED WITHIN THE SPREAD-SHEET
USES, BUT ALSO USES THE GRAMMATICAL
REPRESENTATION OF NUMBERS AS W ELL IN A
COLLATERAL FORMULA SYSTEM

THE SPREAD-SHEET FUNCTION THAT AUTOMATICALLY THE INTEGRATED EVALUATION TOTALS OF ALL
BRANCHES TO ANOTHER CELL THAT CONTAINS A PEOPLE, PLACES AND THINGS IN RENDERING THE
ALPHANUMERIC PERFORMANCE VALUE EDUCTIONAL SERVICES & PRODUCTS OF NAME

THE SPREAD-SHEET FUNCTION THAT AUTOMATICALLY

THE ALPHANUMERIC FORMAT THAT IS CONTAINED
BRANCHES TO ANOTHER CELL THAT CONTAINS THE
WITHIN THE SPREAD-SHEET FOR USE IN THE
GRAMMATICAL STRUCTURE UNDER REVIEW IN A
FORMULA SYSTEM(S)
PERFORMANCE EVALUATION

THE SYSTEMS FORMAT OF ANALOGOUS

THE AUTONOMOUS RULE OR MECHANICAL FORMAT
GRAMMATICAL STRUCTURING AND ABSTRACTIVE
OF GRAMMATICAL DEVELOPMENT
USES IN PLANNING AND DESIGN APPROACHES

THE EMBODIMENT OF TRANSITIVE VERBS USAGE IN THE EMBODIMENT OR ENCIRCLING OF THE ENGLISH
AUTONOMOUS AGENT MOBILITY AND LANGUAGE THROUGH THE USE OF A COLLEGIATE OR
IMPLEMENTATION OCCUPATIONAL DICTIONARY

THE USE OF NETWORK AUTONOMOUS AGENTS IN THE

USE AND EXPLORATION OF WORLD-WIDE-WEB IN
RESEARCH & DEVELOPMENT, AND INTRANET
COMMUNICATIONS
(XXXI)
FORWARD CHAINING SEQUENCES
THE APPLICATION OF USING A SERIES OF
ANALYZE PROJECTS (II) MANAGERIAL TERMINOLOGIES & APPROACHES AS
THE SOURCE FOR DEVELOPING STRATEGIC
GRAMMATICAL STRUCTURES AT A PERSONAL OR
ORGANIZATIONAL LEVEL OF RENDERING THE
SERVICES OF NAME

242
 THE AUTONOMOUS AGENT WORKSHEET of INTERNAL PROCESSES, SYSTEMS
and
CHART OF PROCEDURES

INTEGRATED GRAMMATICAL WORKSHEET

OPERATIONAL FUNCTIONS
FORWARD CHAINING BACKWARD CHAINING

INTERNAL & EXTERNAL

SEQUENCES
PAST AND PRESENT GRAMMATICAL
TENSE - ACTIONS OF RESEARCHING AND
RECORDING
NAME's DISTRIBUTED DATABASE
NETWORK or SELLER ASSISTED
MARKETING STRATEGIES INITIAL DATA INPUT FACTORS
ALPHANUMERIC VALUES DATABASE
SYSTEMS
SEQUENCES
PRESENT AND FUTURE GRAMMATICAL
TENSE - ACTIONS OF RECORDING AND THE INTEGRATED APPLICATIONS FORMAT OF NAME's
FORECASTING ENTIRE OPERATIONAL PROCESSES & SYSTEMS
STORED IN ITS DATABASES AS EVALUATED
PERFORMANCES
STORED INFORMATION AND
VALUES
MACRO AUTO-EXECUTION FILES

ORGANIZATION AND MULTIPLE SPREAD-SHEET

PROCEDURAL MANUALS CASCADE EFFECTS
MANUAL OF OPERATIONS AND INTEGRATED MACRO BRANCHES
TECHNICAL DOCUMENTS A FORECASTED GRAMMATICAL STRUCTURE OF AN
EVENT OR OPERATIONAL FORMAT

DESCRIPTIVE OPERATIONAL
ROUTINES & SUBROUTINES

PROBLEM FORMAT PROBLEM FORMAT

PAST-TENSE FUTURE-TENSE
THE STATISTICAL GROUPING OF THE
ORGANIZATIONAL GRAMMAR (POLICIES) OF
NAME's NETWORK PROCEDURAL MANUAL OF EVALUATED TERMINOLOGIES
OPERATIONS DATABASE DIRECTORIES STRUCTURAL RULE FORMAT
GRAMMATICAL MAP OF ALPHANUMERIC INTEGRATED PERFORMANCE
VALUES EVALUATION(S)

COMMUNICATIONS AND
DATABASE DIRECTORIES
Name
STRUCTURAL DATABASE SETTINGS
Title
OPERATIONAL RULE FORMAT THE STATISTICAL GROUPING OF THE ORGANIZATION
PROCEDURAL PERFORMANCE AND PERSONNEL GRAMMAR (POLICIES) OF
EVALUATION(S) EVALUATED TERMINOLOGIES

AN EVALUATED GRAMMATICAL STRUCTURE OF AN ANALYSIS OF DATA VALUES TABLE

EVENT OR OPERATIONAL FORMAT INTERPRETATION AND LOCATION OF SIMILARITIES
LIBRARY OF
GRAMMATICAL MACROS
GRAMMATICAL DIAGRAMS AND STRINGS
SPREAD-SHEET LOCATIONS (CELLULAR ADDRESSES) MANAGERIAL RULE
AN ALPHANUMERIC CHART OF GRAMMATICAL FORMAT
ENGLISH STRUCTURES PROCEDURAL EVALUATED
SYSTEMS INTEGRATED NETWORK & CLIENT INTEGRATED FUNCTIONAL SUBROUTINES
SETTINGS SHEETS ALPHANUMERIC RELATIONAL VALUES DATA

AN INTERNAL AUTONOMOUS AGENT

MATHEMATICAL @ STRATEGICAL @
ACTIVITIES W ITH OTHER AUTONOMOUS AGENTS INTEGRATED
FUNCTIONS FUNCTIONS
GRAMMATICAL
FORMULA SYSTEM MANAGERIAL RULE
DIRECTORY OF GRAMMATICAL RULE FORMAT
Name STRUCTURAL EVALUATED
LISTINGS OF THE COMPUTERIZED KEYBOARD CELLULAR ADDRESSES STRUCTURES
RECORDINGS OF THE RULE PROCESSES INVOLVED
Title ROUTINES
IN GRAMMATICAL STRUCTURING SYSTEMS ENTRY DICTIONARY OF
INTEGRATED NUMERIC FORMAT & PASSWORD GRAMMATICAL TERMS
FORMULA SYSTEM
DATA SORT INTERNET
COMBINED FILE AREAS
THE COMMANDS RELATED TO THE AUTOMATED COMMUNICATIONS
A LISTING OF ALPHANUMERIC VALUES OF A SERIES
STRUCTURING OF ENGLISH GRAMMAR AND THE
OF SYSTEMS PERFORMANCE EVALUATIONS
MANUAL OF OPERATIONS THAT HOUSES IT

A FORMULA SYSTEM THAT USES THE COMPOSITION
OF STATISTICS TO REPRESENT ENGLISH GRAMMAR
AND THE RULES GOVERNING ITS USES
THE SAME FORMULA SYSTEM THAT USES THE THE PLANNING & DESIGN DATABASE SYSTEM OF THE
COMPOSITION OF STATISTICS TO REPRESENT GRAMMATICAL STRUCTURE OF THE ENGLISH
ENGLISH GRAMMAR AND THE RULES GOVERNING ITS LANGUAGE CONTAINED WITHIN THE SPREAD-SHEET
USES, BUT ALSO USES THE GRAMMATICAL
REPRESENTATION OF NUMBERS AS WELL IN A
COLLATERAL FORMULA SYSTEM

THE SPREAD-SHEET FUNCTION THAT AUTOMATICALLY THE INTEGRATED EVALUATION TOTALS OF ALL
BRANCHES TO ANOTHER CELL THAT CONTAINS A PEOPLE, PLACES AND THINGS IN RENDERING THE
ALPHANUMERIC PERFORMANCE VALUE EDUCTIONAL SERVICES & PRODUCTS OF NAME

THE SPREAD-SHEET FUNCTION THAT AUTOMATICALLY

THE ALPHANUMERIC FORMAT THAT IS CONTAINED
BRANCHES TO ANOTHER CELL THAT CONTAINS THE
WITHIN THE SPREAD-SHEET FOR USE IN THE
GRAMMATICAL STRUCTURE UNDER REVIEW IN A
FORMULA SYSTEM(S)
PERFORMANCE EVALUATION

THE SYSTEMS FORMAT OF ANALOGOUS

THE AUTONOMOUS RULE OR MECHANICAL FORMAT
GRAMMATICAL STRUCTURING AND ABSTRACTIVE
OF GRAMMATICAL DEVELOPMENT
USES IN PLANNING AND DESIGN APPROACHES

THE EMBODIMENT OF TRANSITIVE VERBS USAGE IN THE EMBODIMENT OR ENCIRCLING OF THE ENGLISH
AUTONOMOUS AGENT MOBILITY AND LANGUAGE THROUGH THE USE OF A COLLEGIATE OR
IMPLEMENTATION OCCUPATIONAL DICTIONARY

THE USE OF NETWORK AUTONOMOUS AGENTS IN THE

USE AND EXPLORATION OF W ORLD-WIDE-WEB IN
RESEARCH & DEVELOPMENT, AND INTRANET
COMMUNICATIONS
(XXXI)
BACKWARD CHAINING SEQUENCES
THE APPLICATION OF USING A SERIES OF
MANAGERIAL TERMINOLOGIES & APPROACHES AS
INFORMATION AIDS, CONTROL (46) THE SOURCE FOR DEVELOPING STRATEGIC
GRAMMATICAL STRUCTURES AT A PERSONAL OR
ORGANIZATIONAL LEVEL OF RENDERING THE
SERVICES OF NAME

243
 THE AUTONOMOUS AGENT MANAGERIAL PROCESSES SHEET, SYSTEMS
and
CHART OF PROCEDURES

NAME's INTEGRATED
OPERATIONAL PLANNING
AND DESIGN APPROACHES GRAMMATIC MANAGERIAL
PROCESS SHEET

G/O
I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. XIII. XIV. XV. XVI.

P/M

POWER/AUTHORITY NORMS/STANDARDS MORALE/COHESION GOALS/OBJECTIVES

ADMINISTRATIVE NETWORK
OPERATIONS

9. METHOD STRUCTURES

INTEGRATED NUMERICAL INTEGRATED GRAMMATICAL

WORKSHEET WORKSHEET
SEC/ SYS/
SALES CONT. NET/RE
TRE MAN
(SEE SYSTEMS WORKSHEET) (SEE SYSTEMS WORKSHEET)

N/S

P/M

DISTRIBUTED DATABASES DISTRIBUTED NETWORKS

(FILE COMBINATIONS) (COMMUNICATIONS PROTOCOLS)

DICTIONARY OF OCCUPATIONAL ENTERPRISE WORK

TITLES ARCHITECTURES
(AUTONOMOUS STRUCTURES) (ORGANIZATIONAL FUNCTIONS)

PROCEDURAL SUBROUTINES SITUATION SUBROUTINES

I II III (INDIVIDUALIZED FORMATS) (GROUP FORMATS)

SOCIOLOGICAL PHILOSOPHICAL PSYCHOLOGICAL PHYSIOLOGICAL

METHODS METHODS METHODS METHODS
ASSISTANT DIRECTORS
NETWORK INFRASTRUCTURAL
OF PLANNING & DESIGN
LEVELS I - III
FUNCTIONAL AREAS

NETWORK SYSTEMS
STATISTICS & STRATEGICAL
DEVELOPMENT
ENTRY FORMAT
CATEGORIES 1- 5
P/A M/C

S/M P/M

SEC. SEC. SEC.

DSM PHY PSY 1. 2. 3. 4. 5.
1 2 3

(XXXII)
FORWARD CHAINING SEQUENCES

IDENTIFY MANAGEMENT STYLES (V)

244
 THE AUTONOMOUS AGENT MANAGERIAL PROCESSES SHEET, SYSTEMS
and
CHART OF PROCEDURES

NAME's INTEGRATED
OPERATIONAL PLANNING
AND DESIGN APPROACHES GRAMMATIC MANAGERIAL
PROCESS SHEET

G/O
I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. XIII. XIV. XV. XVI.

P/M

POWER/AUTHORITY NORMS/STANDARDS MORALE/COHESION GOALS/OBJECTIVES

ADMINISTRATIVE NETWORK
OPERATIONS

9. METHOD STRUCTURES

INTEGRATED NUMERICAL INTEGRATED GRAMMATICAL

WORKSHEET WORKSHEET
SEC/ SYS/
SALES CONT. NET/RE
TRE MAN
(SEE SYSTEMS WORKSHEET) (SEE SYSTEMS WORKSHEET)

N/S

P/M

DISTRIBUTED DATABASES DISTRIBUTED NETWORKS

(FILE COMBINATIONS) (COMMUNICATIONS PROTOCOLS)

DICTIONARY OF OCCUPATIONAL ENTERPRISE WORK

TITLES ARCHITECTURES
(AUTONOMOUS STRUCTURES) (ORGANIZATIONAL FUNCTIONS)

PROCEDURAL SUBROUTINES SITUATION SUBROUTINES

I II III (INDIVIDUALIZED FORMATS) (GROUP FORMATS)

SOCIOLOGICAL PHILOSOPHICAL PSYCHOLOGICAL PHYSIOLOGICAL

METHODS METHODS METHODS METHODS
ASSISTANT DIRECTORS
NETWORK INFRASTRUCTURAL
OF PLANNING & DESIGN
LEVELS I - III
FUNCTIONAL AREAS

NETWORK SYSTEMS
STATISTICS & STRATEGICAL
DEVELOPMENT
ENTRY FORMAT
CATEGORIES 1- 5
P/A M/C

S/M P/M

SEC. SEC. SEC.

DSM PHY PSY 1. 2. 3. 4. 5.
1 2 3

(XXXII)
BACKWARD CHAINING SEQUENCES

ENVIRONMENT, CONTROL (28)

245
 THE AUTONOMOUS AGENT TIMELINE PERFORMANCE, MEASURING, PROCESS SYSTEMS
and
CHART OF PROCEDURES

AUTONOMOUS AGENT DATABASE STRUCTURE

INDIVIDUAL DEVELOPMENT FORMAT ORGANIZATIONAL DEVELOPMENT FORMAT

AAAC TAAC IAAC IIAAC AAAC TAAC IAAC IIAAC

SAAAC DDAAC AACC AADDC SAAAC DDAAC AACC AADDC

NASCENT APPLIED METHODS & ENDEAVORS

NAME's INTEGRATED
OPERATIONAL PLANNING
AND DESIGN APPROACHES GRAMMATIC MANAGERIAL
PROCESS SHEET

G/O
I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. XIII. XIV. XV. XVI.

P/M

POWER/AUTHORITY NORMS/STANDARDS MORALE/COHESION GOALS/OBJECTIVES

ADMINISTRATIVE NETWORK
OPERATIONS

Process 9. METHOD STRUCTURES

INTEGRATED NUMERICAL INTEGRATED GRAMMATICAL

WORKSHEET WORKSHEET
SEC/ SYS/
SALES CONT. NET/RE
TRE MAN
(SEE SYSTEMS WORKSHEET) (SEE SYSTEMS WORKSHEET)

N/S

P/M

DISTRIBUTED DATABASES DISTRIBUTED NETWORKS

(FILE COMBINATIONS) (COMMUNICATIONS PROTOCOLS)

DICTIONARY OF OCCUPATIONAL ENTERPRISE WORK

TITLES ARCHITECTURES
(AUTONOMOUS STRUCTURES) (ORGANIZATIONAL FUNCTIONS)

PROCEDURAL SUBROUTINES SITUATION SUBROUTINES

I II III (INDIVIDUALIZED FORMATS) (GROUP FORMATS)

SOCIOLOGICAL PHILOSOPHICAL PSYCHOLOGICAL PHYSIOLOGICAL

METHODS METHODS METHODS METHODS
ASSISTANT DIRECTORS
NETWORK INFRASTRUCTURAL
OF PLANNING & DESIGN
LEVELS I - III
FUNCTIONAL AREAS

NETWORK SYSTEMS
STATISTICS & STRATEGICAL
DEVELOPMENT
ENTRY FORMAT
CATEGORIES 1- 5
P/A M/C

S/M P/M

SEC. SEC. SEC.

DSM PHY PSY 1. 2. 3. 4. 5.
1 2 3

(XXXIII)
FORWARD CHAINING SEQUENCES

MEASURE PROJECTS PROGRESS &

PERFORMANCE (III)

246
 THE AUTONOMOUS AGENT TIMELINE PERFORMANCE, MEASURING, PROCESS SYSTEMS
and
CHART OF PROCEDURES

AUTONOMOUS AGENT DATABASE STRUCTURE

INDIVIDUAL DEVELOPMENT FORMAT ORGANIZATIONAL DEVELOPMENT FORMAT

AAAC TAAC IAAC IIAAC AAAC TAAC IAAC IIAAC

SAAAC DDAAC AACC AADDC SAAAC DDAAC AACC AADDC

NASCENT APPLIED METHODS & ENDEAVORS

NAME's INTEGRATED
OPERATIONAL PLANNING
AND DESIGN APPROACHES GRAMMATIC MANAGERIAL
PROCESS SHEET

G/O
I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. XIII. XIV. XV. XVI.

P/M

POWER/AUTHORITY NORMS/STANDARDS MORALE/COHESION GOALS/OBJECTIVES

ADMINISTRATIVE NETWORK
OPERATIONS

Process 9. METHOD STRUCTURES

INTEGRATED NUMERICAL INTEGRATED GRAMMATICAL

WORKSHEET WORKSHEET
SEC/ SYS/
SALES CONT. NET/RE
TRE MAN
(SEE SYSTEMS WORKSHEET) (SEE SYSTEMS WORKSHEET)

N/S

P/M

DISTRIBUTED DATABASES DISTRIBUTED NETWORKS

(FILE COMBINATIONS) (COMMUNICATIONS PROTOCOLS)

DICTIONARY OF OCCUPATIONAL ENTERPRISE WORK

TITLES ARCHITECTURES
(AUTONOMOUS STRUCTURES) (ORGANIZATIONAL FUNCTIONS)

PROCEDURAL SUBROUTINES SITUATION SUBROUTINES

I II III (INDIVIDUALIZED FORMATS) (GROUP FORMATS)

SOCIOLOGICAL PHILOSOPHICAL PSYCHOLOGICAL PHYSIOLOGICAL

METHODS METHODS METHODS METHODS
ASSISTANT DIRECTORS
NETWORK INFRASTRUCTURAL
OF PLANNING & DESIGN
LEVELS I - III
FUNCTIONAL AREAS

NETWORK SYSTEMS
STATISTICS & STRATEGICAL
DEVELOPMENT
ENTRY FORMAT
CATEGORIES 1- 5
P/A M/C

S/M P/M

SEC. SEC. SEC.

DSM PHY PSY 1. 2. 3. 4. 5.
1 2 3

(XXXIII)
BACKWARD CHAINING SEQUENCES

INFORMATION AIDS, MEASURES (45)

247
 THE PROCEDURAL SYSTEMS ORGANIZATIONAL MANUALS, STRUCTURES, DATABASES
and
CHART OF PROCEDURES

RESEARCH DATABASES RECORDS DATABASES FORECAST DATABASES

(PAST TENSE DOCS) (PRESENT TENSE DOCS) (FUTURE TENSE DOCS)

INFORMATION SYSTEMS MANUFACTURING SYSTEMS DISTRIBUTION SYSTEMS

2 4 6 8 10 12

1 3 5 7 9 11

1 3 5

2 4

1 3

1 2 3 4 5

5 /12/ 5

1 7

2 8

NETWORK
3 PROCEDURAL
9
Name TEXT Name
Title Title
4 10

5 11

6 12

/12/

(XXXIV)
FORWARD CHAINING SEQUENCES

PREDICT FUTURE CONDITIONS (XI)

248
 THE PROCEDURAL SYSTEMS ORGANIZATIONAL MANUALS, STRUCTURES, DATABASES
and
CHART OF PROCEDURES

RESEARCH DATABASES RECORDS DATABASES FORECAST DATABASES

(PAST TENSE DOCS) (PRESENT TENSE DOCS) (FUTURE TENSE DOCS)

INFORMATION SYSTEMS MANUFACTURING SYSTEMS DISTRIBUTION SYSTEMS

2 4 6 8 10 12

1 3 5 7 9 11

1 3 5

2 4

1 3

1 2 3 4 5

5 /12/ 5

1 7

2 8

NETWORK
3 PROCEDURAL
9
Name TEXT Name
Title Title
4 10

5 11

6 12

/12/

(XXXIV)
BACKWARD CHAINING SEQUENCES

SEQUENCE, FUNDAMENTAL (19)

249
 THE INTEGRATED AUTONOMOUS AGENT FORMULA SHEETS, SYSTEMS
and
CHART OF PROCEDURES

COOPERATIVE AUTONOMOUS
AGENT FORMULA SYSTEM
AUTONOMOUS
THE AUTONOMOUS
ANATOMICAL
AGENT
FORMULA
ANATOMICAL
CONFIGURATIONS
CONFIGURATIONS

THE TRANSITIVE AUTONOMOUS

AGENT CONFIGURATIONS

THE INTEGRATED AUTONOMOUS

AGENT CONFIGURATIONS

THE INTEGRATED INFRASTRUCTURAL

AUTONOMOUS AGENT
CONFIGURATIONS

THE STATISTICAL ANALYSIS

AUTONOMOUS AGENT
CONFIGURATIONS

THE DISTRIBUTED DATABASE

AUTONOMOUS AGENT
CONFIGURATIONS

THE AUTONOMOUS AGENT

COMMUNICATION CONFIGURATIONS

THE AUTONOMOUS AGENT

DIAGNOSTIC & DEVELOPMENTAL
CONFIGURATIONS

(XXXV)
FORWARD CHAINING SEQUENCES

IDENTIFY NEW PRODUCT QUALITY (I)

250
 THE INTEGRATED AUTONOMOUS AGENT FORMULA SHEETS, SYSTEMS
and
CHART OF PROCEDURES

COOPERATIVE AUTONOMOUS
AGENT FORMULA SYSTEM
AUTONOMOUS
THE AUTONOMOUS
ANATOMICAL
AGENT
FORMULA
ANATOMICAL
CONFIGURATIONS
CONFIGURATIONS

THE TRANSITIVE AUTONOMOUS

AGENT CONFIGURATIONS

THE INTEGRATED AUTONOMOUS

AGENT CONFIGURATIONS

THE INTEGRATED INFRASTRUCTURAL

AUTONOMOUS AGENT
CONFIGURATIONS

THE STATISTICAL ANALYSIS

AUTONOMOUS AGENT
CONFIGURATIONS

THE DISTRIBUTED DATABASE

AUTONOMOUS AGENT
CONFIGURATIONS

THE AUTONOMOUS AGENT

COMMUNICATION CONFIGURATIONS

THE AUTONOMOUS AGENT

DIAGNOSTIC & DEVELOPMENTAL
CONFIGURATIONS

(XXXV)
BACKWARD CHAINING SEQUENCES

PURPOSE, FUTURE (6)

251
THE UNIVERSAL NETWORKING SYSTEMS
and
CHART OF PROCEDURES

(XXXVI)
FORWARD CHAINING SEQUENCES

PRODUCE CONSENSUS (XIII)

252
THE UNIVERSAL NETWORKING SYSTEMS
and
CHART OF PROCEDURES

Connect

(XXXVI)
BACKWARD CHAINING SEQUENCES

SEQUENCE, CONTROL (22)

253
THE PHYSIOLOGICAL PROCESS MATRIX
and
CHART OF PROCEDURES

(XXXVII)
FORWARD CHAINING SEQUENCES

STIMULATE CREATIVITY of PEOPLE (XIII)

254
THE PHYSIOLOGICAL PROCESS MATRIX
and
CHART OF PROCEDURES

(XXXVII)
BACKWARD CHAINING SEQUENCES

SEQUENCE, INTERFACE (23)

255
 THE GENETIC FORMAT, SYSTEMS
and
CHART OF PROCEDURES (A)
(THE PHYSICAL FACTORS IN GOALS/OBJECTIVES)

(XXXVIII)
FORWARD CHAINING SEQUENCES

RATE CONDITIONS (VIII)

256
 THE GENETIC FORMAT, SYSTEMS
and
CHART OF PROCEDURES (A)
(THE PHYSICAL FACTORS IN GOALS/OBJECTIVES)

(XXXVIII)
BACKWARD CHAINING SEQUENCES

OUTPUTS, CONTROLS (16)

257
 THE GENETIC FORMAT, SYSTEMS
and
CHART OF PROCEDURES(B)
(THE STRATEGICAL FACTORS IN POWER/AUTHORITY)

Connect

(XXXIX)
FORWARD CHAINING SEQUENCES

WEIGHT CRITERIA or FACTORS (VI)

258
 THE GENETIC FORMAT, SYSTEMS
and
CHART OF PROCEDURES (B)
(THE STRATEGICAL FACTORS IN POWER/AUTHORITY)

Connect

Connect

Connect

(XXXIX)
BACKWARD CHAINING SEQUENCES

PHYSICAL CATALYSTS, INTERFACE (41)

259
 THE GENETIC FORMAT, SYSTEMS
and
CHART OF PROCEDURES (C)
(THE ALPHANUMERIC FACTORS IN NORMS/STANDARDS)

(XL)
FORWARD CHAINING SEQUENCES

MEASURES ERRORS (XVI)

260
 THE GENETIC FORMAT, SYSTEMS
and
CHART OF PROCEDURES (C)
(THE ALPHANUMERIC FACTORS IN NORMS/STANDARDS)

(XL)
BACKWARD CHAINING SEQUENCES

PHYSICAL CATALYSTS, VALUES (38)

261
 THE GENETIC FORMAT, SYSTEMS
and
CHART OF PROCEDURES (D)
(THE SYSTEMS THEORY FACTORS IN MORALE/COHESION)

(XLI)
FORWARD CHAINING SEQUENCES

DETAIL PROPOSED SOLUTION (XI)

262
 THE GENETIC FORMAT, SYSTEMS
and
CHART OF PROCEDURES(D)
(THE SYSTEMS THEORY FACTORS IN MORALE/COHESION)

(XLI)
BACKWARD CHAINING SEQUENCES

ENVIRONMENT, VALUES (26)

263
THE CONCURRENT MANAGERIAL INPUT & OUTPUT PROCESSES
and
CHART OF PROCEDURES

(XLII)
FORWARD CHAINING SEQUENCES

COLLECT and/or ORGANIZES PERFORMANCE INFORMATION (I)

264
THE CONCURRENT MANAGERIAL INPUT & OUTPUT PROCESSES
and
CHART OF PROCEDURES

(XLII)
BACKWARD CHAINING SEQUENCES

PURPOSE, INTERFACE (5)

265
THE GRAMMATICAL & TEXTUAL FORMAT of OPERATING MANAGEMENT SYSTEMS
and
CHART OF PROCEDURES

(XLIII)
FORWARD CHAINING SEQUENCES

DETERMINE HUMAN ABILITY & SKILL REQUIREMENTS for TASKS (XI)

266
THE GRAMMATICAL & TEXTUAL FORMAT of OPERATING MANAGEMENT SYSTEMS
and
CHART OF PROCEDURES

(XLIII)
BACKWARD CHAINING SEQUENCES

INFORMATION AIDS, FUNDAMENTAL (43)

267
THE OPERATIONAL THEORIES of GROUP, BUSINESS or SOCIAL SYSTEMS
and
CHART OF PROCEDURES

(XLIV)
FORWARD CHAINING SEQUENCES

ANALYZE ALTERNATIVE OPTIONS/PLANS/POLICIES/PROGRAMS/

CONTINGENCIES/FUNCTIONS (IX)

268
THE OPERATIONAL THEORIES of GROUP, BUSINESS or SOCIAL SYSTEMS
and
CHART OF PROCEDURES

Terminator

Terminator

(XLIV)
BACKWARD CHAINING SEQUENCES

INPUTS, INTERFACE (II)

269
THE AUTONOMOUS SYSTEMS of SOCIAL STRUCTURES, LAWS, ECONOMICS
and
CHART OF PROCEDURES

(XLV)
FORWARD CHAINING SEQUENCES

DEVELOP & ANALYZE STRUCTURE (IX)

270
THE AUTONOMOUS SYSTEMS of SOCIAL STRUCTURES, LAWS, ECONOMICS
and
CHART OF PROCEDURES

(XLV)
BACKWARD CHAINING SEQUENCES

ENVIRONMENT, FUNDAMENTAL (25)

271
 THE ANALOGOUS GRAMMATICAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

Connect

(XLVI)
FORWARD CHAINING SEQUENCES

GENERATE ALTERNATIVE/IDEAS (XII)

272
THE ANALOGOUS GRAMMATICAL PROCESS SYSTEMS
and
CHART OF PROCEDURES

a
at
D

(XLVI)
BACKWARD CHAINING SEQUENCES

PHYSICAL CATALYSTS, FUTURE (42)

273
THE NUMERICAL ANALYZES PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XLVII)
FORWARD CHAINING SEQUENCES

PLOT & ANALYZE DATA about the PERFORMANCE

of an EXISTING INSTALLATION (VII)

274
THE NUMERICAL ANALYZES PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XLVII)
BACKWARD CHAINING SEQUENCES

INPUTS, FUTURE (12)

275
THE SYSTEMS THEORY INFRASTRUCTURAL PROCESS
and
CHART OF PROCEDURES

(XLVIII)
FORWARD CHAINING SEQUENCES

APPRAISE/ASSESS SYSTEMS (IV)

276
 THE SYSTEMS THEORY INFRASTRUCTURAL PROCESS
and
CHART OF PROCEDURES

Decision Decision Decision Decision Decision Decision Decision

(XLVIII)
BACKWARD CHAINING SEQUENCES

INFORMATION AIDS, INTERFACE (47)

277
THE GRAPHICAL REPRESENTATIVE PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XLVIL)
FORWARD CHAINING SEQUENCES

PROVIDE GRAPHIC REPRESENTATIONS (VII)

278
THE GRAPHICAL REPRESENTATIVE PROCESS SYSTEMS
and
CHART OF PROCEDURES

(XLVIL)
BACKWARD CHAINING SEQUENCES

PHYSICAL CATALYSTS, FUNDAMENTAL

(37)

279
THE UNITARY SYSTEMS THEORY INFRASTRUCTURAL PROCESS
and
CHART OF PROCEDURES

(L)
FORWARD CHAINING SEQUENCES

ANALYZE SYSTEMS (IV)

280
 THE UNITARY SYSTEMS THEORY INFRASTRUCTURAL PROCESS
and
CHART OF PROCEDURES

THE NETWORK
PROCEDURAL GUIDES

GENERAL CONTRACTOR
OF
NETWORK OPERATIONS

DIRECTOR OF PLANNING, DESIGN,

and IMPROVEMENT

ASSISTANT AREA ASSISTANT AREA ASSISTANT AREA

DIRECTOR OF PLANNING & DIRECTOR OF TECHNICAL DIRECTOR OF RECORDS
DESIGN APPROACHES & RESEARCH PERSONNEL RESOURCES

SYSTEMS STAGE ONE SYSTEMS STAGE TWO SYSTEMS STAGE THREE

(DETAILED ECA INDUSTRY
(TOTAL ECA SUPPLY) (DISTRIBUTION OF FINAL DEMAND)
DISTRIBUTION)

TECHNICAL ORGANIZATIONAL RESEARCH into P&D

P&D Professionals area no. 1 P&D Professionals area no. 2 P&D Professionals area no. 3 SPECIALISTS DEVELOPMENT QUESTIONS
(e.g., Manufacturing or Matrix (e.g., Distribution or Matrix (e.g., Implementation or Matrix
Organization Project A) Organization Project B) Organization Project C)

INFRASTRUCTURAL
AUTONOMOUS AGENT COLLEGIATE
ANALYSIS &
DESIGNING DATABASES
IMPLEMENTATION

SYSTEMS
SYSTEMS PHYSIOLOGICAL SYSTEMS SOCIOLOGICAL
PSYCHOLOGICAL PERSONNEL ORGANIZATIONAL
APPROACHES APPROACHES PERFORMANCE PERFORMANCE
SCIENTIFIC
APPROACHES DATABASES
EVALUATIONS EVALUATION

PERSONAL CONCEPT ORGANIZATIONAL AUDIT and PROGRAM

OF FIT CONCEPT OF FIT REVIEW
COST DATA POLICY STATUS STANDARDS DATA
MANPOWER STATISTICS INFORMATION SYSTEMS DATA PROCESSING
APPROACHES PLANNING APPROACHES APPROACHES

COMPLEX SYSTEMS
COMPANY FINANCIAL
MANAGERIAL PROFILES SUBJECT
DATA SHEETS
PM IN PM IN PM IN MATERIAL PM IN HUMAN PM IN
CLASSIFICATIONS
PM IN HOUSING PM IN ACCOUNTING PM IN HEALTH PM IN TEXTILES PM IN AGRICULTURE PM IN EDUCATION PM IN LAW
TRANSPORTATION ENTERTAINMENT RESOURCES RESOURCES COMMUNICATIONS

RIPDA & NO RASPSD & NO RIEWA & NO RRA & NO RSSS & NO RPII & NO RLNGMP & N0 RDSR & NO RDSP & NO RESSD & NO RSPL & NO RRPI & NO

GLOBEMAN 21st SYSTEMS CONTROL NET MAP ECONOMIES OF JEL CLASSIFICATION BIT FAR-TERM DMSO VERIFICATION WEB SITE MEMORY NOVEL WWW STRATEGIC
TIERRA PROJECT EIL: TOVE MANUAL
CENTURY VISION & MONITORING SEQUENCES NETWORKS SYSTEM STRATEGY & ACCREDITATION STRUCTURE ORGANIZATIONS INTELLIGENCE

LITERATURE RETRIEVAL BETTERMENT SCHEDULES

ENVIRONMENTAL SEGMENTATION COMPETITIVE RESOURCE MONITORING

SCANNING CONCEPTS STRATEGIES ALLOCATION IMPLEMENTATION

MPS MPS MPS MPS MPS TEMPORAL

PARIETAL LOBE OCCIPITAL LOBE MEDULLA & PONS FRONTAL LOBE LOBE

STATEMENT OF OPERATIONAL P&D DATABASE PROCEDURAL PROCEDURAL

OPERATIONS DUTIES SYSTEM STRUCTURING IMPLEMENTATION MPCS EXPANSION
KEYNET SYSTEMS
PROJECT

OPERATIONS
CONTROL THEORY HUMAN FACTORS
RESEARCH

THE PROBLEM FORMAT and it's STRATEGICAL FOUNDATIONS

PSOS METHOD IDIAP CONFERENCES &
MSDLC PHASES
PHASES CONGRESSES

ANALYSIS OF DATA MATHEMATICS and WORK LOAD

CNSLINST 9OOO.ID
FORMAT STATISTICS ASSIGNMENTS

1 2 3
INFORMATION MANUFACTURING DISTRIBUTION
SYSTEMS SYSTEMS SYSTEMS

GEOMETRICAL ALPHANUMERICAL STRATEGICAL

DATABASE SYSTEM DATABASE SYSTEM DATABASE SYSTEM

PROCESS CONTROL RULE-BASED

NEURAL NETS
THEORIES STRUCTURES

DISTRIBUTED WEB
GENETIC ALGORITHMS SEMANTIC NETS
BROWSERS

PLANNING & DESIGN PLANNING & DESIGN PLANNING & DESIGN PLANNING & DESIGN PLANNING & DESIGN
PHASE ONE PHASE TWO PHASE THREE PHASE FOUR PHASE FIVE

PERSONAL SYSTEMS MIDRANGE TRAINING MAINFRAME TRAINING CLIENT/SERVER TRAINING PERSONAL/BUSINESS

TRAINING SOLUTIONS SOLUTIONS SOLUTIONS SOLUTIONS TRAINING SOLUTIONS

SYSTEMS SERVICES SYSTEMS SERVICES SYSTEMS SERVICES SYSTEMS SERVICES SYSTEMS SERVICES
PHASE ONE PHASE TWO PHASE THREE PHASE FOUR PHASE FIVE

SYSTEMS SYSTEMS SYSTEMS

THEORY THEORY THEORY
5A - 5L 1 - 12 S1 - S5

(L)
BACKWARD CHAINING SEQUENCES

HUMAN AGENTS, FUTURE (36)

281
 The Procedural Titles & Processes for Search Engine
Forward Chaining Sequences within a Genetic P&D Matrix
1. Not Applicable
2. [TAG] Purpose, Control (4)
3. [GAG] Purpose, Measures (3)
4. [TGC] Outputs, Values (14)
5. [GCT] Human Agents, Control (34)
6. [TCG] Physical Catalysts, Measures (39)
7. [AAC] Inputs, Measures (9)
8. [GAT] Inputs, Control (10)
9. [TCA] Environment, Measures (27)
10. [GAC] Environment, Future (30)
11. [GCA] Environment, Interface (29)
12. [GGT] Outputs, Fundamental (13)
13. [TTA] Outputs, Measures (15)
14. [CGT] Sequence, Measures (21)
15. [CAG] Outputs, Future (18)
16. [GGC] Sequence, Future (24)
17. [TGA] Information Aids, Future (48)
18. [CCA] Inputs, Fundamental (7)
19. [ACT] Purpose, Values (2)
20. Same as (22), but as an additional process
21. [CAC] Physical Catalysts, Control (40)
22. [CTG] Human Agents, Measures (33)
23. [CAT] Human Agents, Fundamental (31)
24. [GCG] Human Agents, Values (32)
25. [AAT] Purpose, Fundamental (1)
26. [ATC] Outputs, Interface (17)
27. [GTC] Sequence, Values (20)
28. [CGA] Human Agents, Interface (35)
29. [TCT] Inputs, Values (8)
30. [TAC] Information Aids, Values (44)
31. [TAT] Information Aids, Control (46)
32. [CCT] Environment, Control (28)
33. [TGT] Information Aids, Measures (45)
34. [AGT] Sequence, Fundamental (19)
35. [TTG] Purpose, Future (6)
36. [GTA] Sequence, Control (22)
37. [GTG] Sequence, Interface (23)
38. [ATG] Outputs, Control (16)
39. [CCG] Physical Catalysts, Interface (41)
40. [GGA] Physical Catalysts, Values (38)
41. [AGC] Environment, Values (26)
42. [TTC] Purpose, Interface (5)
43. [AAG] Information Aids, Fundamental (43)
44. [ACA] Inputs, Interface (11)
45. [ACG] Environment Fundamental (25)
46. [AGA] Physical Catalysts, Future (42)
47. [ATA] Inputs, Future (12)
48. [CTC] Information Aids, Interface (47)
49. [CGC] Physical Catalysts, Fundamental (37)
50. [CTA] Human Agents, Future (36)

282
 The Procedural Titles & Processes for Search Engine
Backward Chaining Sequences within a Genetic P&D Matrix
(The Operational Mindset or Genetic Embodiment of Gaius Julius Caesar Involving the Staging for Commercial
Expansionism through the Global Market Principles of Frederick Von Hayek)

1. Describe/Establish/Measure Relationships (VIII)

2. [UAG] Analyze Project Impacts on Society (II)
3. [GAG] Analyze Policy Setting & Decision-Making Variables (XVI)
4. [UGC] Establish Project Schedules & Basis for Measuring Progress & Performance (III)
5. [GCU] Involve People (XIV)
6. [UCG] Identify (Product) Opportunities (I)
7. [AAC] Estimate Budget & Dollar Requirements (XI)
8. [GAU] Analyze Investments (XVI)
9. [UCA] Identify (Project) Opportunities (Ia)
10. [GAC] Appraise/Assess Investments (XVI)
11. [GCA] Inform & Involve Citizens (XIV)
12. [GGU] Appraise/Assess Alternative Options/Plans/Policies/ Programs/Contingencies/Functions (XVI)
13. [UUA] Collect Data and/or Information (I)
14. [CGU] Identify Regularities (VI)
15. [CAG] Establish Priorities (VI)
16. [GGC] Evaluate Alternatives (XVI)
17. [UGA] Establish Project Schedules & Basis for Measuring Progress & Performance (III)
18. [CCA] Approach Problems (V)
19. [ACU] Evaluate Interpersonal Relationships, Performance & Effectiveness of an Organization (VIII)
20. Categorize/Classify Alternatives (VI)
21. [CAC] Organize Alternatives (VI)
22. [CUG] Identify Problems, Overlaps & Conflicts (V)
23. [CAU] Rank Alternatives (VI)
24. [GCG] Test Impact of Different Values of an Attribute/Parameter/Variable (XV)
25. [AAU] Generate a List of Possible Purpose/Function Statements (X)
26. [AUC] Portray an Order of Events (VII)
27. [GUC] Develop (Enhance) Creativity (XII)
28. [CGA] Preserve an Image (VII)
29. [UCU] Analyze Job Methods & Motions (I)
30. [UAC] Appraise/Assess Projects (II)
31. [UAU] Analyze Projects (II)
32. [CCU] Identify Management Styles (V)
33. [UGU] Measure Projects Progress & Performance (III)
34. [AGU] Predict Future Conditions (XI)
35. [UUG] Identify New Product Quality (I)
36. [GUA] Produce Consensus (XIII)
37. [GUG] Stimulate Creativity of People (XIII)
38. [AUG] Rate Conditions (VIII)
39. [CCG] Weight Criteria or Factors (VI)
40. [GGA] Measure Errors (XVI)
41. [AGC] Detail Proposed Solution (XI)
42. [UUC] Collect and/or Organize Performance Information (I)
43. [AAG] Determine Human Ability & Skill Requirements for Tasks (XI)
44. [ACA] Analyze Alternative Options/Plans/Policies/Programs/Contingencies/Functions (IX)
45. [ACG] Develop & Analyze Structure (IX)
46. [AGA] Generate Alternatives/Ideas (XII)
47. [AUA] Plot & Analyze Data about the Performance of an Existing Installation (VII)

283
48. [CUC] Appraise/Assess Systems (IV)
49. [CGC] Provide Graphic Representations (VII)
50. [CUA] Analyze Systems (IV)

The Organizational Profile for 5-Phase Educational

Development within a Genetic-based P&D Effort
(Search Engine Integration & Systems Verification Processes)

PHASE ONE
I. Collect and/or Organize Performance Information, Collect Data and/or Information, Identify New Product
Quality, Analyze Job Methods and Motions, Identify Project Opportunities, Identify (Product)
Opportunities ([UUU] UUC, UUA, UUG, UCU, UCA and UCG)

II. Analyze Projects, Appraise/Assess Projects, Analyze Project Impacts on Society ([UCC] UAU, UAC and
UAG)

III. Measure Project Progress and Performance, Establish Project Schedules and Basis for Measuring Progress
and Performance, EPSBMPP2 ([UAA] UGU, UGC and UGA)

IV. Appraise/Assess Systems, Analyze Systems ([UGG] CUC and CUA)

V. Identify Problems, Overlaps, and Conflicts, Identify Management Styles, Approach Problems ([CUU]
CUG, CCU and CCA)

VI. Weight Criteria or Factors, Rank Alternatives, Organize Alternatives, Categorize/Classify Alternatives,
Establish Prior ties, Identify Regularities ([CCC] CCG, CAU, CAC, CAG and CGU)

VII. Provide Graphic Representations, Preserve an Image, Portray an Order of Events, Plot and Analyze Data
about the Performance of an Existing Installation ([CAA] CGC, CGA, AUC and AUA)

PHASE TWO
VIII. Rate Conditions, Describe/Establish/Measure Relationships, Evaluate Interpersonal Relationships,
Performance, and Effectiveness of an Organization ([CGG] AUG and ACU)

IX. Analyze Alternative Options/Plans/Policies/Programs/Contingencies/Functions, Develop and Analyze Structure

([AUU] ACA and ACG)

X. Generate a List of Possible Purpose/Function Statements ([ACC] AAU)

PHASE THREE
XI. Estimate Budget and Dollar Requirements, Determine Human Ability and Skill Requirements for Tasks, Predict
Future Conditions, Detail Proposed Solution ([AAA] AAC, AAG, AGU and AGC)

284
 PHASE FOUR
XII. Generate Alternatives/Ideas, Develop (Enhance) Creativity ([AGG] AGA and GUC)

XIII. Produce Consensus, Stimulate Creativity of People ([GUU] GUA and GUG)

PHASE FIVE
XIV. Involve People, Inform and Involve Citizens ([GCC] GCU and GCA)

XV. Test Impact of Different Values of an Attribute/Parameter/Variable ([GAA] GCG)

XVI. Analyze Investments, Appraise/Assess Investments, Analyze Policy Setting and Decision-Making Variables,
Appraise/Assess Alternative Options/Plans/Policies/Programs/Contingencies/Functions, Evaluate Alternatives,
Measure Errors ([GGG] GAU, GAC, GAG, GGU, GGC and GGA)

285
 SECTION - 9
THE SYSTEMS OPERATIONAL FORMAT
(THE NETWORK PHASE-TO-PHASE PROCESSES)

286
 THE FIVE PHASE OPERATIONAL FORMAT

1. The Personal Systems Training Solutions

A. Application Development (la.)

B. Database (2a.)
C. DOS, OS/2, OS/400 (3a.)
D. Windows & Windows NT (4a.)
E. Programming Languages (5a.)
F. Transaction Processing (6a.)
G. End User Applications (IV. & V.)
H. Hardware Operations (7a.)

II. The Midrange Training Solutions

A. Application Development (lb.)

B. Database (2b.)
C. Office Applications (7b.)
D. AIX/UNIX (4b.)
E. OS1400 (3b.)
F. Programming Languages (5b.)
G. Transaction Processing (6b.)

III. The Mainframe Training Solutions

A. Application Development (le.)

B. Database (2c.)
C. MVS, VM, VSE (3c.)
D. Programming Languages (5c.)
E. Storage Management (4c.)
F. Transaction Processing (6c.)
G. Hardware Operations (7c.)

IV. The Client/Server, Networking & Object Technology Training Solutions

A. Client/Server (ld.)
B. Distributed Databases (2d.)
C. Internetworking (3d.)
D. Local Area Networking (4d.)
E. Network Management (5d.)
F. Voice Applications (6d.)
G. Object Technology (7d.)

V. The Business & Personal Development Training Solutions

A. Business Management (4e.)

B. Financial Skills (3e.)
C. Industry Applications (2e.)
D. Personal Effectiveness (le.)
E. Project Management (5e.)
F. Total Quality Management (7e.)
G. Sales Training (6e.)

287
 SECTION - 10
THE SYSTEMS OPERATIONAL ARCHITECTURE
(THE ENTERPRISE WORK ARCHITECTURE & HARDWARE LAYOUT)

288
 NASCENT APPLIED METHODS & ENDEAVORS
THE ENTERPRISE W ORK ARCHITECTURE
(THE GLOBAL AREA NETWORK)

THE CLIENT/SERVER NETWORK THE ADMINISTRATIVE NETWORK

or OF
BUSINESS ENTERPRISE NASCENT APPLIED METHODS & ENDEAVORS

Satellite Satellite
Minicomputer Minicomputer

Multiplexer Multiplexer

IBM AS/400
IBM 3262 printer

Satellite dish Satellite dish

Cray Supercomputer

PBX/PABX PBX/PABX

Disk array Disk array

PBX/PABX

BATTLEFIELD INFORMATION TECHNOLOGY Link builder BATTLEFIELD INFORMATION TECHNOLOGY

WORKSTATION & CONTROLLER WORKSTATION & CONTROLLER
Disk array
Cray Supercomputer

THE EDUCATIONAL NETWORK

OF
IBM 3262 printer IBM 3262 printer
NASCENT APPLIED METHODS & ENDEAVORS
(THE DISTRIBUTED DATABASES)

IBM AS/400
IBM AS/400

LOCAL AREA NETWORKS

289
 SECTION - 11
THE EMPLOYMENT RELATED SOFTWARE DEVELOPMENT SYSTEMS
(THE SOFTWARE DEMO)

290
"STRATEGIC EDUCATIONAL & EMPLOYMENT RELATED SYSTEMS
DEVELOPMENT EMPOWERS COMPUTER WORKSTATIONS & NETWORKS
WITH HUMAN-LIKE DECISION-MAKING CAPABILITIES."

The California inventor, founder and sole proprietor of Nascent Applied Methods & Endeavors
(NAME), William E. Fields, has developed an internal Distributed Operating System
Architecture (DOSA) and Integrated Autonomous Office Application (IAOA) that automates the
adaptive qualities of autonomous strategic software and educational development. NAME's
autonomous office application and internet-based operating system, when combined, will also
provide generic computer operations and networking systems with self-ruling decision-making
capabilities which replicates managerial thought & employee interactions. This goal is achieved
through a process of applying the scientific and synchronous aspects of the human
chromosome(s) into compressed multiple neural networks (business) of tactical and strategic
social-engineering projects. The basic premise of this process, is to provide NAME's customer-
base and its subcontractors with a systems program that will create a virtual R&D laboratory
within the house of its own engineering functions. Whereas, the objective is the autonomous
research, development, and distribution of cutting-edge business processes and software
technologies. This technology's secondary premise, consists of having its communication aspects
surf the internet for those new technologies related to its own organic procedures, and then
automatically incorporating those technologies into a process of upgrading its own internal
systems. Therefore, providing the user with a form of business oriented technology that far-out
competes any latent or mainstream operating system or office application on a minute-to-minute
bases.

STRATEGIC EDUCATIONAL & EMPLOYMENT RELATED SYSTEMS

DEVELOPMENT also implements a number of biological processes for the analogous purposes
of manufacturing information through cutting-edge mathematics and logistical computer
operations. This operational procedure consists of planning, developing, integrating and
implementing the ideological, structural and physical qualifications or characteristics of "model
workers, managerial staff members and their organizational structure," as defined by NAME's
investigative profile, the Thomas Registry Guides, and the Dictionary of Occupational Titles.
The architectural framework of this program shall then, by the current language skills of modeled
business personnel, and as circumscribed by previous or modern dictionaries, thesauruses, &
other reference materials, develop artificial or real-time scenarios in virtual reality that will aid
business owners, managers & employees in resolving those problems related to their day-to-day
functional operations in a matter of minutes, instead of hours, if not days.

STRATEGIC EDUCATIONAL & EMPLOYMENT RELATED SYSTEMS

DEVELOPMENT also utilizes strategic managerial principles to further perpetuate its
autonomous agents and structures through the synthesis and execution of the following
administrative grammatical criteria, which are morale/cohesion, power/authority,
norms/standards and goals/objectives. Furthermore, through a SYSTEMS MATRIX and
SOLUTION FRAMEWORK, this grammatical criteria will also assists the autonomous agents
(DALP), structures (EWA), modeled personnel and organizations in predicting how certain
individuals, groups, ventures and various functions will perform under tenaciously predicated
conditions and events. The costs associated with employing and implementing the systems
development & educational program of NAME are tax deductible for clients, investors,
investment groups, network contractors, subcontractors, virtual host or internet service providers,
and property owners whose properties are delegated toward this network to facilitate its services.
The original systems design is currently being presented to a number of purchasers, proposers &

291
vendors by the inventor/owner over the Internet. Additionally, the program is currently available
for developmental leasing to information manufacturers, marketers, contractors, subcontractors,
and virtual host or internet service providers.

The following is a list of just a few design features and procedural advantages involved in
acquiring the programming end of STRATEGIC EDUCATIONAL & EMPLOYMENT
RELATED SYSTEMS DEVELOPMENT:

STRATEGIC EDUCATIONAL & EMPLOYMENT RELATED SYSTEMS DEVELOPMENT

An exciting new ERP and Distributed Artificial Life Program (DALP) with over 4 billion variations

DESIGN ADVANTAGES:

 The ability to analyze & predict the future end-results of a problem, function or action by
inputting the data from an investigative profile into a virtual reality ERP setting.
 The ability to analyze & predict the future actions and decisions of one's competitors, by
inputting the data from an investigative profile into a virtual reality ERP setting, and then
running artificial scenarios against the competitor(s) and applying the desired results to real-
time scenarios.
 The ability to have a cutting-edge competitive advantage in the areas of business and
employee management.
 The ability of lawyers, prosecutors & judges to confidentially forecast the outcome of
pending legal cases through the processes of autonomous investigative profiling (i.e.,
analytical net mapping).
 The ability to assist lawyers, prosecutors & judges in automatically structuring case
documents by having NAME's autonomous structures search legal information databases.
 The ability to incorporate over 58 separate self-replicating autonomous support applications
into a single internet-based operating system.
 The ability to additionally incorporate over 100 forward and backward chaining, grammatical
and mathematic, word and whole document search engines into a single internet-based
platform.
 The ability to create over 4 billion Thomas Registry and DOT skill-based software programs
from a single source procedural format.
 The ability for a user to combine & use any number of textbooks, procedural manuals &
novels to develop sub-routines (procedural scripts) as a form of network, organizational and
procedural implementation.
 The ability for a subscriber to deduct the cost of this network's technologies and its
educational services from local, state and federal taxation.
 The ability of a network provider (subcontractor) to circumvent property taxation of those
lands used exclusively to support the services of this network.

DESIGN FEATURES:

 An unlimited number of precise, strategic and tactical programming variations associated

with enterprise resource planning.

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 A programming format whose grammatical structuring system mimics human thought and
behavioral patterns within a virtual enterprise, for the purposes of information manufacturing
and human resource planning.
 A programming format that can automatically develop individual autonomous enterprise
work architectures for over 50 million separate businesses.
 A programming format that incorporates the Dictionary of Occupational Titles and the
Thomas Registry as a base for developing & integrating over 4 billion autonomous
interactive software programs.
 A programming format that can automatically improve or upgrade its own software
procedures by first analyzing itself through a systems performance evaluation, and then
restructuring its internal operating methodologies by searching the Internet for new
technology options.
 A programming format that can additionally create a virtual intranet, whose sole function is
to mimic the Internet for the purposes of developing and maintaining a secure perimeter for
DOSA and IAOA semantics.

DEVELOPMENT:

 Product and services designs are completed. Educational services are now available through
online registration. Working EWA and DALP prototypes are currently under development
for internet publication and online distribution.

TARGET MARKETS:

 Individuals, groups, inter-groups, business systems, social systems & larger social systems
located in the U.S. and world-wide.................3,925 or more.

ESTIMATED YEARLY MARKET SHARES:

 The combined minimal revenue projections for the first five (5) years under Plans 1 - 10 are
$39,028,319; for 2010, $154,159,300; for 2011, $233,998,152; for 2012, $238,247,375; for
2013, and by the year 2014, $178,685,531 in distributed income at the end of the initial
educational or service cycle of NAME and the A-Square Technologies Group.

MARKETING OUTLETS:

 Manufacturers of computer & software systems

 Distributors of computer & software systems
 Business brokers
 Business development firms
 Consultants & consulting firms
 Databanking or data warehousing firms
 Educational institutions
 Individual counseling firms
 Management firms
 Marketing firms

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 Virtual host or internet service providers
 Seminar brokers
 Social development firms or institutions
 Software programming firms
 Tax preparers

SIC CODES:

 7372

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