M. Diamond Resources, Inc. 2355 Westwood Blvd. #555 Los Angeles, Calif. 90064 (310) 837-3537 Telephone (310) 202-7676 Facsimile IBOS [DOSA/DALP/IAOA] (22 nd Century Clouds) A Knowledge Worker System Proposal for the World’s First Autonomous Internet-Based Operating System The Formula Development Structure for Programming within an Environment for a Internet-Based Operating System [DOSA/DALP/IAOA] The structural programming and formula development format involved in instruction lead autonomous internet-based operating systems, follows a succeeding guideline of multiple levels by which initially an Investigative Profile is enacted, developed and implemented upon the presiding needs of those individual issues currently under review. The importance or vitality of this process should be duly noted, since the investigative profile contains the database ranges & informational components necessary for multiple genetic analytical net mapping in developing evolving novel organizational forms. The next step involves the processes of using the Employment Related Software Development Guide as a procedural course of action in acquiring formula systems and technologies that facilitates the service needs of the global information economy. Secondly, while completing the ERSDG, the procedural guidelines contained within its components will focus one’s attention toward the Solution Framework . This systems matrix represents a majority of the processes and procedures associated with managing and rendering the services of NAME through its subcontractors toward its client-base. Moreover, within the component structure of the Solution Framework lies the Consul Cube . Inside this tactical environment, the strategic format of autonomous grammatical development (IAOA) is accomplished for the purposes of formula acquisition and evolving novel organizational forms. Also, contained within the body of the Consul 1
A Knowledge Worker System Proposal for the World’s First Autonomous Internet-Based Operating System
The Formula Development Structure for Programming within an Environment for a Internet-Based Operating System [DOSA/DALP/IAOA]
The structural programming and formula development format involved in instruction lead autonomous internet-based operating systems, follows a succeeding guideline of multiple levels by which initially an Investigative Profile is enacted, developed and implemented upon the presiding needs of those individual issues currently under review. The importance or vitality of this process should be duly noted, since the investigative profile contains the database ranges & informational components necessary for multiple genetic analytical net mapping in developing evolving novel organizational forms. The next step involves the processes of using the Employment Related Software Development Guide as a procedural course of action in acquiring formula systems and technologies that facilitates the service needs of the global information economy.
Secondly, while completing the ERSDG, the procedural guidelines contained within its components will focus one’s attention toward the Solution Framework. This systems matrix represents a majority of the processes and procedures associated with managing and rendering the services of NAME through its subcontractors toward its client-base. Moreover, within the component structure of the Solution Framework lies the Consul Cube. Inside this tactical environment, the strategic format of autonomous grammatical development (IAOA) is accomplished for the purposes of formula acquisition and evolving novel organizational forms. Also, contained within the body of the Consul
1
Cube is a final Matrix Architecture that houses approximately 100 personalized Forward & Backward Chaining Search Engines, whose overall label of operations and Method Structures are used in constructing genetic algorithms. These charted GAs are composed of a number of integrated routines/subroutines whose purposes are to comprehensively analyze inputted data, and to then, restructure the data into a Change Equation. Which, in turns creates Chromosomal Alphanumeric Formulas that are read by Autonomous Agents. Once the autonomous agents read the formulas, their job will be to either collect, intercommunicate, restructure, reengineer or to distribute and focused the information that they have within their possession toward those areas or issues under their operational jurisdiction.
Additionally, as the autonomous agents fulfill their operational regiment within a series of distributed databases or websites. Their procedural configurations will be confined within the RAS Virtual Laboratory, from which as virtual entities, they shall create over 4 billion structural platforms for the purposes of developing written purposeful hierarchies into virtual biological entities. As the AAs operate within the RAS Architecture itself, their structural tasks will be further incorporated into the DOSA systems-wide configuration. Whereby, their functional duties shall enhance the network’s overall efficiency levels through using the RAS Architecture as an operational guide within each component of DOSA.
Furthermore, the last procedural chart of this document represents the Auto-Executable format from which the internal AAs consistently probe the elements of the investigative profile. Of which the development of evolable instruction sets are created for use by virtual biological entities in automatically updating systems technologies. Thereafter, all factors related to researching, developing and implementing a Formula Strung Chromosome for the purposes of systems development, are simply comprised of using the FSDC to initially investigate any and all relevant issues related to network operations. Finally, the FSDC will also reflect how most of NAME’s structural processes and procedures are integrated into a 5-phase operational format or training solution of which is initialized and rendered over a period of two years or less.
The Final Analysis
It is the hope of William E. Fields (GCNO), that the information contained within this proposal will answer or clarify most of the questions or relevant issues discussed elsewhere within the framework of the contracting and programming standards of Nascent Applied Methods & Endeavors. Principally, that this document or file is a summarized version of two systems development guides (Appendices D & F), whose pages total over 540. The primary focal point of the Structural Programming and Formula Development Format for ERSD, is to briefly discuss how the programming strategies and tactics of NAME work in creating a real-time & virtual organization whose sole purpose is the manufacturing, storage and distribution of strategic and tactical government, business or personal intelligence. The secondary focal point for ERSD, is to reveal how NAME’s virtual autonomous workers (programs) will go about the
2
processes of analyzing, engineering or enhancing the strategic policies, operations and technologies for over 200,000 business structures (i.e., the Thomas Registry).
Additionally, the autonomous programming strategies and tactics for NAME’s ERSD project reflects how over 20,000 individual software applications are developed through the processes of integrating the Dictionary of Occupational Titles into NAME’s operational formats. In essence, this means that NAME has within its developmental capabilities over 4 billion customizable Internet platforms at its immediate deposal. For a more detailed explanation of ERSD, please see the Request For Proposal and the Appendices for NAME’s Contractual Agreements.
3
Integrated Cross-the-Board Infrastructural Framework for NAME’s Internet-Based Operating Systems
Evolving Generic Inter-Operable MT/MA Platforms1. Words, Ideas, and Concepts (Grammatical, Mathematical or Alphanumeric Formulas)2. Technological Innovations (Psychological, Philosophical, Sociological & Physiological)3. Global Environment (Educational, Strategical, Tactical, Financial and Logistical Market
Forces)
Individual Generic Interactive MT/MA Platforms4. High Level Managers (Definitive DOT Occupations and Educational Procedures)5. Middle Level Managers (Definitive DOT Occupations and Strategical Procedures)6. Low Level Managers (Definitive DOT Occupations and Tactical Procedures)7. Worker Level Employee (Definitive DOT Occupations and Logistical Procedures)
Organizational Generic Internet-Based MT/MA Platforms 8. Governmental Institutions (International, Federal & State Constitutional, Regulatory and
Judicial Based Entities) 9. Financial Institutions (Banking, Monetary Markets and Investment Brokerage Firms)10. Law Firms (International, Governmental, Corporate, Criminal, Torts, Family Law, etc.)11. Law Enforcement or Intelligence Organizations (Legal or Investigative Entities)12. Scientific Organizations (Academic, Technical or Medical Research & Development Firms) 13. Educational Institutions (Academic, Professional, Occupational or Technical Entities)14. Institutional Foundations (Academic, Charitable, Non-profit or Research Associations)15. Religious Organizations or Foundations (Judaic, Christian, Islamic, Buddhist, Hindu, etc.)16. Business Ownership Structures (Sole Proprietor, Partnership, Joint Venture or Corporation)17. Business Operational Classifications (Financial, Educational, Internet, Manufacturer,
18. Business Infrastructures (Industrial, Hierarchical or Distributed Managerial Resources)19. Organizational Policies (Structural, Financial and Operational ERP/MRP Procedures)
NAME’s Internal System-Wide Configuration
1. The Inference Charts are singular components of each cell within the System Matrix.
a. The component cells of the inference charts are representative of each cell within the consul cube, whose purpose is to provide a series of instructions for [systems development] and information processing.
2. The (systems development chart) and its use of the consul cube.
4
a. Through an autonomous process, the [system development chart] uses the consul cubeto guide its processes into developing autonomous agents and organizational structures
from the DOT database systems.
3. The structural components of the NAME organization in its Physical and Logical Applications.
a. As the autonomous agents processes itself through the systems development chart, they will automatically integrate their end results into the network’s physical and logical structures within its multiple layers as a series of alphanumeric computations.
4. The component use of the web-site reference materials.
a. All eight departmental levels of NAME, shall use the contents down-loaded from the internet as elements in structurally transforming & processing web information and technology into internal and external user friendly products and services. For instance, the information related to Strategic Intelligence being used to mimic intelligence organizations in a virtual reality mode for the purposes of developing autonomous agents who will act as an information retrieval system for internal and external systems use. Then, as an additional option, having NAME’s autonomous structures develop and service the needs of the network by using the contents of the information at hand to construct individual and whole organizational systems.
5. The Processing Structure.
a. The System Matrix, Inference Chart, Consul Cube and Systems Development Chart as they are applied in overall systems development.
NAME’s Semantic Network of Operational Duties(NAME’s Integrated Operational ICBIF for DOSA)
1. The General Contractor of Network Operations (IBM Protocols)
a. Autonomous Profile – 3/Z
2. The Board of Network Representatives (Novell NetWare)
a. Autonomous Profile – 5/I-J
3. The Chief Accounting Officer of Network Implementation (AppleTalk)
a. Autonomous Profile – 5/A-H
4. The Chief Administrator of Network Operations (XNS Xerox Network System)
a. Autonomous Profile – 4/A-G
5. The Chief Information Officer of Systems & Network Development (ISO)
5
a. Autonomous Profile – 1/A-D and 2/A-W
6. The Chief Intelligence Officer of Network Security & Special Operations (TCP/IP)
a. Autonomous Profile – 3/A-EE
7. The Chief Logistics Officer of Network Support (DECnet Phase IV)
a. Autonomous Profile – 5/I-J
8. The Chief Organizational Officer of Education & Social Development (Banyan Vines)
a. Autonomous Profile – 5/K
THE MANAGEMENT STRUCTUREOF
NASCENT APPLIED METHODS & ENDEAVORS
THE GENERAL CONTRACTOR OF NETWORK OPERATIONS(Salary Range - Classified)
THE BOARD OF NETWORK REPRESENTATIVES(Salary Ranges - Classified)
THE CHIEF ADMINISTRATOR OF NETWORK OPERATIONS(Salary Range - $248 to $550,000 per year)
(Subordinate Staff Members)THE DEPUTY ADMINISTRATOR OF NETWORK OPERATIONS
THE DEPUTY ADMINISTRATOR OF SALESTHE DEPUTY ADMINISTRATOR SECRETARY/TREASURER
THE DEPUTY ADMINISTRATIVE COMPTROLLERTHE DEPUTY ADMINISTRATOR OF INDUSTRIAL TRADE & COMMERCE
(Salary Range - $57,116 to $62,400 per year)
THE EXECUTIVE DIRECTOR OF NETWORK ADMINISTRATION & COUNSELTHE EXECUTIVE DIRECTOR OF NETWORK POLICY & UNIT EVALUATIONS
THE EXECUTIVE DIRECTOR OF STAFF DEVELOPMENT & PROMOTIONSTHE EXECUTIVE DIRECTOR OF CONTRACTUAL OPERATIONS
THE EXECUTIVE DIRECTOR OF GOVERNMENT RELATIONS & MANAGEMENTTHE EXECUTIVE DIRECTOR OF GOVERNMENT LEGISLATION & LAW
(Salary Range - $42,520 to $47,808 per year)
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THE CHIEF INFORMATION OFFICER OF SYSTEMS AND
NETWORK DEVELOPMENT(Salary Range - $248 to $550,000 per year)
(Subordinate Staff Members)THE DEPUTY INFORMATION OFFICER OF SYSTEMS & NETWORK DEVELOPMENT
THE DEPUTY INFORMATION OFFICER RECORDER/DATAMINERTHE DEPUTY INFORMATION OFFICER OF AUTOMATED BUSINESS PRACTICES
THE DEPUTY INFORMATION OFFICER OF ELECTRONIC COMMERCETHE DEPUTY INFORMATION OFFICER OF ELETRONIC DATA INTERCHANGE
(Salary Range - $57,116 to $62,400 per year)
THE EXECUTIVE DIRECTOR OF NETWORK INFORMATION & RECORDSTHE EXECUTIVE DIRECTOR OF NETWORK RESEARCH & DEVELOPMENTTHE EXECUTIVE DIRECTOR OF NETWORK SYSTEMS IMPLEMENTATION
THE EXECUTIVE DIRECTOR OF NETWORK COMMUNICATIONS & TECHNOLOGIESTHE EXECUTIVE DIRECTOR OF NETWORK EWA ANALYSIS, DESIGN & DEVELOPMENT
THE EXECUTIVE DIRECTOR OF DALP SYSTEMS ENGINEERING(Salary Range - $42,520 to $47,808 per year)
THE CHIEF ACCOUNTING OFFICER OF
NETWORK IMPLEMENTATION(Salary Range - $248 to $550,000 per year)
(Subordinate Staff Members)
THE DEPUTY ACCOUNTING OFFICER OF NETWORK IMPLEMENTATIONTHE DEPUTY ACCOUNTING OFFICER AUDITOR/GENERAL
THE DEPUTY ACCOUNTING OFFICER OF GLOBAL MONETARY ANALYSISTHE 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 DEVELOPMENTTHE EXECUTIVE DIRECTOR OF PHASE ONE IN NETWORK OPERATIONSTHE EXECUTIVE DIRECTOR OF PHASE TWO IN NETWORK OPERATIONS
THE EXECUTIVE DIRECTOR OF PHASE THREE IN NETWORK OPERATIONSTHE EXECUTIVE DIRECTOR OF PHASE FOUR IN NETWORK OPERATIONSTHE EXECUTIVE DIRECTOR OF PHASE FIVE IN NETWORK OPERATIONS
(Salary Range - $42,520 to $47,808 per year)
THE CHIEF ORGANIZATIONAL OFFICEROF
EDUCATION & SOCIAL DEVELOPMENT(Salary Range - $248 to $550,000 per year)
(Subordinate Staff Members)
THE DEPUTY ORGANIZATIONAL OFFICER OF EDUCATION & SOCIAL DEVELOPMENTTHE DEPUTY ORGANIZATIONAL OFFICER OF STRATEGIC ASSESSMENT
THE DEPUTY ORGANIZATIONAL OFFICER OF LANGUAGES & PERCEPTIONTHE DEPUTY ORGANIZATIONAL OFFICER OF KNOWLEDGE RESOURCE PLANNING
THE DEPUTY ORGANIZATIONAL OFFICER OF INFORMATIONAL DISPOSITION
7
(Salary Range - $57,116 to $62,400 per year)
THE EXECUTIVE DIRECTOR OF FACILITIES DESIGN, CONTRACTING & CONSTRUCTIONTHE EXECUTIVE DIRECTOR OF NETWORK GRANTS & SERVICES
THE EXECUTIVE DIRECTOR OF SCHOLASTIC PROGRAMS & ACTIVITIESTHE EXECUTIVE DIRECTOR OF BIOLOGICAL/MEDICAL RESEARCH & DEVELOPMENT
THE EXECUTIVE DIRECTOR OF USER PRIORITIZATION & UTILIZATIONTHE EXECUTIVE DIRECTOR OF NETWORK INTELLIGENCE & INVESTIGATIVE ACTIVITIES
(Salary Range - $42,520 to $47,808 per year)
THE CHIEF LOGISTICS OFFICEROF
NETWORK SUPPORT(Salary Range - $248 to $550,000 per year)
(Subordinate Staff Members)THE DEPUTY LOGISTICS OFFICER OF NETWORK SUPPORT
THE DEPUTY LOGISTICS OFFICER OF MATERIAL RESOURCESTHE DEPUTY LOGISTICS OFFICER OF NETWORK PERSONNEL
THE DEPUTY LOGISTICS OFFICER OF EMERGENCY MANAGEMENT ANALYSISTHE DEPUTY LOGISTICS OFFICER OF CONTRACTUAL NETWORK OPERATIONS
(Salary Range - $57,116 to $62,400 per year)
THE EXECUTIVE DIRECTOR OF METHODS IN ACCOUNTINGTHE EXECUTIVE DIRECTOR OF METHODS IN AGRICULTURE
THE EXECUTIVE DIRECTOR OF METHODS IN COMMUNICATIONSTHE EXECUTIVE DIRECTOR OF METHODS IN CONSTRUCTION
THE EXECUTIVE DIRECTOR OF METHODS IN EDUCATIONTHE EXECUTIVE DIRECTOR OF METHODS IN ENTERTAINMENT
THE EXECUTIVE DIRECTOR OF METHODS IN HEALTH MAINTENANCETHE EXECUTIVE DIRECTOR OF METHODS IN HUMAN RESOURCINGTHE EXECUTIVE DIRECTOR OF METHODS IN LAW & GOVERNMENT
THE EXECUTIVE DIRECTOR OF METHODS IN MATERIAL RESOURCINGTHE EXECUTIVE DIRECTOR OF METHODS IN TEXTILE MANUFACTURING
THE EXECUTIVE DIRECTOR OF METHODS IN TRANSPORTATION(Salary Range - $42,520 to $47,808 per year)
THE CHIEF INTELLIGENCE OFFICEROF
NETWORK SECURITY& SPECIAL OPERATIONS(Salary Range - $248 to $550,000 per year)
(Subordinate Staff Members)THE DEPUTY INTELLIGENCE OFFICER OF SPECIAL TEAMS & OPERATIONS
THE DEPUTY INTELLIGENCE OFFICER OF PLANNING & DESIGNTHE DEPUTY INTELLIGENCE OFFICER OF STRATEGIC STUDIES
THE DEPUTY INTELLIGENCE OFFICER OF ORGANIZATIONAL BEHAVIORTHE DEPUTY INTELLIGENCE OFFICER OF PROCEDURAL WEIGHTS & MEASURES
(Salary Range - $57,116 to 62,400 per year)
THE EXECUTIVE DIRECTOR OF STRATEGIC PSYCHOLOGYTHE EXECUTIVE DIRECTOR OF SPECIAL PROJECTS & COMMUNICATIONS
THE EXECUTIVE DIRECTOR OF STRATEGIC ECONOMICS & TACTICSTHE EXECUTIVE DIRECTOR OF SPECIAL INVESTIGATIONS & TACTICS
THE EXECUTIVE DIRECTOR OF KNOWLEDGE WORKER SYSTEMSTHE EXECUTIVE DIRECTOR OF ENCRYPTION SERVICES
(Salary Range - $42,520 to 47,808 per year)
8
The Structural References or Points & Authorities, Procedures & Autonomous Agent Development Processes of
NAME’s Organizational (DOSA) Terminologies
(NAME’s Map-Link of Strategic Development )
Autonomous Agent Research & Development Programs and Processes
1. The Biological Analogies, Genetic Codes and Theories in Autonomous Agent Development and Implementation.
a. Anatomy on the Internet (http://www.meddean.luc.edu/lumen/MedEd/GrossAnatomy/anatomy.htm) (http://www.med.harvard.edu/AANLIB/home.html) (http://www.kumc.edu/AMA-MSS/study/anatomy.htm)
b. The Genome Symposia (http://www.fplc.edu/risk/genindx.htm) (http://golgi.harvard.edu/) (http://www.ultranet.com/~jkimball/BiologyPages/C/Chromosomes.html) c. The Genetic Code (http://psyche.uthct.edu/shaun/SBlack/geneticd.html) (http://www.front.net/gencode/dnachart.jpg) (http://wsrv.clas.virginia.edu/~rjh9u/code.html)
d. Genetic Mapping and DNA Sequencing (http://www-hto.usc.edu/books/msw/gmds/index.html) (http://outcast.gene.com/ae/AB/GG/) (http://www-genome.wi.mit.edu/cgi-bin/contig/phys_map) (http://genome-www.stanford.edu/cgi-bin/SGD/pgMAP/pgMap) (http://www.chlc.org/) (http://www.ncbi.nlm.nih.gov/Science96/) (http://www.ncbi.nlm.nih.gov/Web/Newsltr/aug96.html) (http://www.public.iastate.edu/~pigmap/edu/gene/glossary.html)
Autonomous Agent Programming Specifications and Engineering Tools
2. The Autonomous Agent Structural Protocols, Software Programs and Engineering Codes.
a. The Introduction to Computational Biology (http://www-hto.usc.edu/) (http://www.cs.mcgill.ca/~aghitza/suffix/SuffixTreeGrow.html) (http://www.cbc.umn.edu/VirtLibrary/Bieganski/htree/htree-paper.ss.html)
b. Bio/Chem LabAssistant (http://www.dundee.ac.uk/bioscience/dunsci01.htm) (http://www-genome.wi.mit.edu/) (http://www.ornl.gov/ORNLReview/rev25-1/intel.html) (http://www.cbc.med.umn.edu/) c. Recombinant DNA Technology Course (http://lenti.med.umn.edu/recombinant_dna/recombinant_flowchart.html)
d. An Object-Oriented Genetics Information System (http://www.cs.rpi.edu/~szymansk/OOF90/thesis.html) (http://www.ibm.com/java/education/ooleveraging/index.html) (http://db.sk.tsukuba.ac.jp/papers/APSEC95/APSEC.html) (http://www.sm.luth.se/csee/courses/smd/104/lectures/Booch_02_ObjectModel/slide0.html) (http://www.cbc.umn.edu/VirtLibrary/Shoop/SAC93/SAC93.papers.ss.html) (http://www.cs.wustl.edu/~schmidt/tri-dove.html) (http://www.mathcs.duq.edu/~softeng/index.html) (http://www.santafe.edu/~aywong/ooga/ooga.html) (http://axaonl.cern.ch:8000/a_doc%24www/ONLINE/OO_RESOURCES.HTML) (http://bilbo.ide.hk-r.se:8080/~michaelm/fwpages/fwbibl.html)
e. Cost-Sensitive Classification: Empirical Evaluation of a Hybrid Genetic Decision Tree Induction Algorithm (http://www.cs.washington.edu/research/jair/volume2/turney95a-html/title.html)
f. Gensym Intelligent Real-Time Systems (http://itobor.ee.washington.edu/G2man/g2doc/g2rm/titlepag.htm) (http://ncgia.umesve.maine.edu/~max/SR.html) (http://www.uni-koblenz.de/ag-ki/LP/lp_systems.html) (http://hla.dmso.mil/projects/)
g. Genetic Reports and Statistics (http://gdb.infobiogen.fr/gdb/report.html)
h. Exploiting System Hierarchy to Compute Repair Plans in Probabilistic Model-based Diagnosis (http://www.lis.pitt.edu/~dsl/IJCAI95/pradhan.html) (http://kirchoff.ee.suffolk.edu/~bulyko/barium/Documentation/Reference/tree.html) i. An Ancient and Occult Genetic Code (http://ddi.digital.net/~krakowss/code01.htm)
j. The Online Collection of Bibles (http://www.bibles.net/) (http://bible.gospelcom.net/bible?version=KJV&passage=all) (http://bible.gospelcom.net/bible?language=English&version=KJV&passage=1+Corinthians+12) (http://www.sil.org/linguistics/linguistics.html)
k. The Dictionary of Occupational Titles * (http://www.wave.net/upg/immigration/dot_index.html) (http://www.cecer.army.mil/kws/) (http://www.brooks.af.mil/HSC/products/products.html)
l. Artificial-Life Simulators and Their Applications * (http://www.construct.net/tierra/) (http://alife.santafe.edu/alife/topics/simulators/dret/dret.html) (http://alife.santafe.edu/alife/topics/jvn/jvn.html) (http://www.dcs.ed.ac.uk/ipu/ipunew/ipunew.html) (http://afrodite.itc.it:1024/research-topics/ML-MC-project.html) (http://www.isi.edu/isd/AA97/software-demo.html) m. Evolving Software Using Automatic Program Transformation * (http://www.cs.qub.ac.uk/pub/TechReports/) (http://auriga.atnf.csiro.au/library/COMPUTING/starlink/sun61.htx/sun61.html)
n. Prototyping Graphical Interfaces to Networked Information (http://bliss.berkeley.edu/papers/asis93/asis93.html) (http://ir.dcs.gla.ac.uk/projects/) (http://www.oclc.org/oclc/research/publications/review94/part2/xscepter.htm) (http://huachuca-dcd.army.mil/IEWSYS/asas.htm) (http://www.gordon.army.mil/doctrine/1143/default.htm)
o. Using an Intelligent Agent to Enhance Search Engine Performance (http://www.public.iastate.edu/~CYBERSTACKS/Aristotle.htm) (http://www.fas.org/irp/program/sources.htm) (http://www.fas.org/irp/program/index.html) (http://www.fas.org/irp/program/core/index.html) (http://www.fas.org/irp/program/task/index.html) (http://www.fas.org/irp/program/collect/index.index) (http://www.fas.org/irp/program/process/index.html) (http://www.fas.org/irp/program/disseminate/index.html) (http://www.fas.org/irp/program/other/index.html) (http://www.fas.org/irp/program/list.htm) (http://www.fas.org/irp/doddir/army/index.html) (http://155.217.58.58/cgi-bin/atdl.dll?type=fm&school=301) (http://155.217.58.58/cgi-bin/atdl.dll/fm/34-8-2/default.htm) (http://155.217.58.58/cgi-bin/atdl.dll/query/info/FM/34-10-13) (http://155.217.58.58/cgi-bin/atdl.dll/fm/34-2-1/toc.htm) (http://www.fas.org/irp/doddir/army/fm34-60/) (http://www.parascope.com/articles/0397/kubark06.htm) (http://www.parascope.com/articles/0397/kubarkin.htm) (http://ndcweb.navy.mil/untl/sec5pt2b.htm) ***
p. New Run Parameter Database Library * (http://rd13doc.cern.ch/public/doc/Note127/Note127_1.html) (http://rd13doc.cern.ch/public/doc/Note81/Note81.html) q. Towards a Classification-based Approach to Resource Discovery on the Web (http://www.scit.wlv.ac.uk/wwlib/position.html) (http://www.scit.wlv.ac.uk/~ex1253/www7paper/) (http://sigart.acm.org/proceedings/agents97/A044/A044.html)
r. Complex Subject Classifications (http://www.math.niu.edu/~rusin/known-math/index/) (http://www.acm.uiuc.edu/signet/JHSI/cr.D.3.2.html) (http://dynamics.bu.edu/InterJournal/areas_CX.html) (http://bubl.ac.uk/journals/alltitles.html)
s. The Extended Computing Reviews Classification Scheme (http://www.pmms.cam.ac.uk/MR/Crclass.html) (http://www.acm.org/class/1998/ccs98.html)
t. Events on Neural Networks, Vision, and Speech: Conferences, Congresses, etc. (http://herens.idiap.ch/NN-events/) u. On the Construction of Selection Systems
v. A Strategic Approach to Data Warehouse Development (http://www.ozemail.com.au/~visible/papers/IW.html) (http://www.itcompany.com/cgi-bin/search.cgi) (http://vlib.stanford.edu/Home.html) (http://www.lib.lsu.edu/govdocs/index.html) (http://www.slac.standford.edu/library/documents) (http://www.dtic.mil/c3i/bprcd/mlibtop.htm) (http://www.fas.org/document.htm) w. Information Retrieval Systems * (http://www-sul.stanford.edu/depts/swain/edcinf/page85.html) (http://www.dcs.gla.ac.uk/ir/papers/People/vanRijsbergen.html) (http://www.dcs.gla.ac.uk/ir/papers/Year/1996.html) (http://www.dcs.gla.ac.uk/Keith/Preface.html) (http://www.ccs.neu.edu/home/kenb/key/unified/unified.html) (http://ftp.ccs.neu.edu/home/kenb/key) (http://www.ccs.neu.edu/home/kenb/key/highperf/hp.html)
b. The Executive Order – Classified National Security Information (http://www.army.mil/disc4/aid/nat-sec/execordr.htm)
c. The National Security Strategy for a New Century (http://www.whitehouse.gov/WH/EOP/NSC/Strategy/)
d. IC21: The Intelligence Community in the 21st Century (http://www.fas.org/irp/congress/1996_rpt/ic21/ic21001.htm)
f. Exposing The Global Surveillance System (http://www.dis.org/erehwon/echelon.html)
e. The Complete, Unofficial TEMPEST Information Page (http://www.eskimo.com/~joelm/tempest.html)
g. A Guide to Intelligence (http://www.gulflink.osd.mil/search/intel_sum.html) (http://www.specialoperations.com) h. A Guide to Intelligence Collection Methods and Counterintelligence (http://www.amintel.com) (http://www.soaw.org/manuals/) (http://www.tscmplus.com/precatns.htm) (http://www.nacic.gov/index.htm) (http://www.ntis.gov/databases/armypub.htm) (http://www.iit.edu/~dallmic/bibliography.html) i. Strategic Intelligence (http://www.loyola.edu/dept/polysci/html/intel.html) (http://www.noi.org/fbi1.html) (http://www.noi.org/fbi2.html)
j. U.S. Government Documents/The U.S. Intelligence Community (http://www.columbia.edu/cu/libraries/indiv/dsc/intell.html)
k. World Intelligence and Security Agencies (http://www.fas.org/irp/world/index.html) (http://www.fas.org/links.htm)
l. Military Intelligence (http://www.fas.org/irp/offdocs/int014.html) (http://www.fas.org/cgi-bin/AT-FASsearch.cgi)
m. FAS Intelligence Resource Program (http://www.fas.org/irp/doddir/index.html) (http://www.fas.org/irp/program/list.htm)
n. FAS Military Analysis Network (http://www.fas.org/man/doctrine.htm) (http://www.ordnance.cetin.net.cn/usdefense/execsec/adr96/toc.htm)
o. NSA/NCSC Rainbow Series (http://www.fas.org/irp/nsa/rainbow.htm) (http://www.fas.org/irp/doddir/doe/index.html) (http://www.fas.org/irp/doddir/other/index.html) (http://www.fas.org/irp/hotdocs.htm)
p. Intelligence Resources (http://www.infomanage.com/international/intelligence/) (http://www.clark.net/pub/klaatu/home.html)
q. Big Brother Incorporated (http://www.access.digex.net/~epic/companies.html)
r. Propaganda and Psychological Warfare (http://www.lafayette.edu/mcglonem/prop.html) (http://www.specialoperations.com/psyops.html) (http://www.fas.org/irp/doddir/army/fm33-1/index.html) (http://www.duke.edu/~jrh6/research_home.html) (http://mprofaca.cro.net/atpcl.html) (http://carmen.artsci.washington.edu/propaganda/contents.htm) (http://www.parascope.com/articles/0497/sublimd.htm) (http://users.aol.com/armysofl/PSYOPS.html) (http://members.aol.com/gsuscryst/index.html)
s. Chaos Theory (http://www.tryoung.com/chaos/chaos.htm) (http://www.brint.com/Systems.htm) (http://www.specialforces.net/pubs/FM.htm)
t. The Internet as a Tool for Social Engineering (http://ptmudge.westsound.com/soc-eng.htm) (http://www.cycad.com/cgi-bin/Brand/quotes/q20.html?nochoice=y)
u. Silent Weapons for Quiet Wars (http://www.lightlink.com/freezone/mc/swfqw.htm) (http://home.navisoft.com/entisoft/artofwar.htm)
v. Introduction to Command and Control Warfare (http://www.navy.mil/homepages/nttc/introduc.htm) (http://carlisle~www.army.mil/usacsl/org/iw/tutorial/intro.htm) (http://www.dtic.mil/c3i/) (http://www.au.af.mil/au/aul/bibs/infowar/if.htm)
w. Information Warfare Sites (http://www.ida.liu.se/~guniv/Infowar/) (http://sac.saic.com/) (http://sac.saic.com/industrial_base_assessments/information_warfare/iwlinks.htm) (http://www.teg.saic.com/iw.htm) (http://www.terrorism.com/infowar/wwwlinks.html)
x. Command, Control and Communications Systems (http://www.cfcsc.dnd.ca/links/milsci/c4.html) (http://www.disa.mil/) (http://www.cdsar.af.mil/apj/szfran.html) (http://www.cdsar.af.mil/apj/szfran.html) (http://www.fas.org/spp/military/docops/usaf/2025/index.html) (http://www.ado.army.mil/smrtbook/sbgif18.htm) (http://www.efdnorth.navfac.navy.mil/cmcs/opening.htm) (http://www.utilistar.com/industrial/lead.html) (http://www6.netscape.com/comprod/at_work/white_paper/missioncontrol.html)
y. Information Warfare on the Internet (http://www.cs.virginia.edu/~alb/misc/infowarDistraction.html) (http://sac.saic.com/industrial_base_assessments/information_warfare/iwtools.htm) (http://www.aracnet.com/~gtr/archive/info_war.html)
z. Institute for National Strategic Studies (http://www.ndu.edu/ndu/inss/siws/cont.html)
aa. Center for Strategic Leadership (http://carlisle-www.army.mil/usacsl/csl.htm.)
bb. The Terrorism Research Center (http://www.terrorism.com/cgi-bin/wwwboard3/ctforum.html) (http://www.fas.org/irp/world/para/index.html) (http://earthops.org/thewar/assassins.html)
cc. Policy Papers – Hackers and Information Warfare (http://ink.yahoo.com/bin/query?p=hackers+manuals&hc=0&hs=0) (http://www.oss.net/Papers/hackers/) (http://www.hackershomepage.com/index.html) (http://www.iirg.org/) (http://www.fas.org/cp/eprint/96/yeary.htm) (http://www.portcullis-security.com/defuse/defuse.htm)
b. Structuring Chromosomes for Total Neural Network Evolution (http://www.ph.tn.tudelft.nl/PRInfo/reports/msg00153.html) (http://eseso12.essex.ac.uk/~sml/papers.html) (http://www.cs.bgu.ac.il/~omri/NNUGA/) (http://alife6.alife.org/abstracts/EV78.html) (http://nano.xerox.com/nanotech/selfRepNATO.html) (http://lorenz.mur.csu.edu.au/complex/library/0LearningSystems.html)
c. Enterprise Architectures Five Classes of Technology (http://www.amsinc.com/Services/EnterpriseWeb/en.html)
d. The National Industrial Information Infrastructure Protocols Consortium (http://www.niip.org/public-forum/NTR95-01/NTR95-01-HTML/RAShort_2.html)
e. Computer Supported Cooperative Work (CSCW) and GroupWare (http://www.informatik.umu.se/~rwhit/CSCW.html) (http://www.netlib.org/utk/lsi/pcwLSI/text/node1.html)
f. Comparative Reference of Cognitive Architectures (http://ai.eecs.umich.edu/cogarch3/) (http://www.asel.udel.edu/nli/pubs/1995/Zickus95.txt)
g. A Certificate Management System: Structure, Functions and Protocols (http://www.entegrity.com/papers/cms-ieee.html)
The Strategies for NAME’s Autonomous DOSA Organizational Development
5. The Autonomous Organizational Strategies for Electronic Commerce and Monetary Exchanges.
a. Sun Microsystems Launches Frontal Assault On $28 Billion Heterogeneous Enterprise Storage Market (http://www.sun.com/smi/Press/sunflash/9801/sunflash.980128.2.html) (http://www.workframe.com/WFI_Corp/BusProcDesign.htm) (http://stimap.matrixlinks.ca/STLinks/STPolicyindex1.html) (http://qsilver.queensu.ca/business/research/work_pap/obir_wp.htm) (http://www.sun.com/solaris/intranet/wp-interop/) (http://ai.iit.nrc.ca/IR_public/ids/description.html)
b. Electronic Commerce Theories and Systems * (http://www.iitf.nist.gov/eleccomm/execsu.htm) (http://www.fecrc.com/) (http://www.armyec.sra.com/home_main.htm) (http://cism.bus.utexas.edu/works/articles.html) (http://www.ispo.cec.be/ecommerce/introduc.htm) (http://net.gap.net/content.htm)
c. PRAXIS – Resources for Social and Economic Development (http://caster.ssw.upenn.edu/~restes/praxis.html) (http://www.transactionpub.com/gencat97/series97.html)
d. The Economics of Networks (http://raven.stern.nyu.edu/networks/site.html) (http://raven.stern.nyu.edu/networks/top.html)
e. Organizational Measurement & Engineering (http://www.ome1.com/Theory.TableOfContents.HTML) (http://www.co-i-l.com/coil/knowledge-garden/oi/books/odp/index.shtml) f. Organizational Accounting Manuals (http://www.window.state.tx..us/comptrol/san/fm_manuals/index.html) (http://www.tns.lcs.mit.edu/uscode/TITLE_26/Subtitle_A/CHAPTER_1/Subchapter_E/
g. Manufacturing Control Systems (http://www.samsonsindia.com/detail.htm) (http://www.optika.com/MKTG/Data_Sheet/powerflw.htm) (http://www.zen.co.uk/cim.inst/research/pdm/pdmindex.html)
h. Data Warehousing in Telephone Networks 1998-2003 (http://www.insight-corp.com/dataware.html)
i. NASA Strategic Management Handbook (http://www.hq.nasa.gov/office/codez/strahand/toc.htm) (http://www.ou.edu/class/busad4013/docs/pptch9/index.htm) (http://www.ou.edu/class/busad4013/docs/pptch11/index.htm) (http://www.adis.psu.edu/new/divplan.htm)
j. Strategies & Tactics (http://www.strategies-tactics.com/index.htm) (http://caag.state.ca.us/piu/sampreg.htm) (http://xre22.brooks.af.mil/HSCProject/hsc96spv2.htm) (http://www.informs.org/Conf/WA96/TALKS/SA17.html)
k. The Total Army Distance Learning Program (http://www-dcst.monroe.army.mil/adlp/distancelearning/master/toc.html) (http://www.academy.jccbi.gov/ama300b2/) (http://www.lucent.dk/cedl/strategy.html) (http://www.pgc.com/pgc/vtf/vtf-page-00.html) (http://www.uni-freiburg.de/rz/inet96/c8/c8_2.htm) (http://mcoeweb.marin.k12.ca.us/reed/tmpphases.htm)
S Y S T E M ST H E I N T E G R A T E D A U T O N O M O U S
A G E N T S
T H EP L A N N I N G & D E S I G N
A P P R O A C H( D A T A B A S E F O R M A T )
T H E C E L L U L A R A U T O M A T AD A T A B A S E S
T H ED I C T I O N A R Y
O FO C C U P A T I O N A L T I T L E S
( D A T A B A S E S Y S T E M S )T H E T Y P E S O F A U T O N O M O U S
A G E N T S
T H EG R O U P O R D E R I N G L O G I C
T H E T I E R R A P R O J E C T P A R T - A
T H EM E T H O D S T R U C T U R E
T H E E V O L V A B L E I N S T R U C T I O N S E T
T H EM A N U F A C T U R I N G ,
P L A N N I N G & C O N T R O LS T R U C T U R E
T H E E V O L V A B L E I N S T R U C T I O N S E T
T H ES Y S T E M M A T R I X
( S Y S T E M S I N T E G R A T I O N )T H E C E L L U L A R A U T O M A T A
S Y S T E M
T H ES O L U T I O N F R A M E W O R K
S T R A T E G I CD E V E L O P M E N T
T H E E V O L U T I O N A R Y A L G O R I T H M S
T H EF O R M U L A F O R M A T S
T H E T I E R R A P R O J E C T P A R T - B
T H ED E S C R I P T I O N O F
O P E R A T I O N A L D U T I E ST H E G E N E T I C A L G O R I T H M S P A R T - A
T H ES T A T E M E N T O F
O P E R A T I O N ST H E G E N E T I C A L G O R I T H I M S P A R T - B
T H E S T R A T E G I CP R O G R A M M I N G C H A R T S
( P R O G R A M M I N G V A R I A T I O N S )
T H E T I E R R A P R O J E C T P A R T - C
T H E B I O L O G I C A LP R O G R A M M I N G F O R M A T
( S Y S T E M S E N T R Y )T H E A U T O N O M O U S A G E N T
O P E R A T I O N A L F O R M A T S
T H E S T R A T E G I CP R O G R A M M I N G F O R M A T
( V A L U E S Y S T E M )T H E O P E R A T I N G E N V I R O N M E N T S
T H EO P E R A T I O N A L F O R M A T
( P H A S E - T O - P H A S E )T H E T I E R R A P R O J E C T P A R T - D
T H ES Y S T E M S A R C H I T E C T U R E
( E W A & H A R D W A R E )T H E T O V E A R C H I T E C T U R A L G U I D E
E M P L O Y M E N TR E L A T E D
S O F T W A R ED E V E L O P M E N T
S Y S T E M ST H E N E U R A L
N E T W O R K
3 21
4 5
6
7
2 A / 7 B3 A / 7 A
3 B / 7 A 1 2 B / 7 B 1
8
9
1 0
1 1
2 C / 7 B 23 C / 7 A 2
N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S
E M P L O Y M E N T R E L A T E D S O F T W A R E D E V E L O P M E N TG U I D E
19
Investigative Profile(Database Ranges for Analytical Netmapping)
1. Who?a. Name(s):b. Date(s) of Birth:c. Place(s) of Birth:d. SSN(s):e. DLN(s):f. VLN(s):g. VIN(s):h. Type of Residence(s):i. Current Home Phone Number(s):j. Previous Home Phone Number(s):k. Type of Business(es):l. Current Business Phone Number(s):m. Previous Business Phone Number(s):n. Current Home Address(es):o. Previous Home Address(es):p. Current Business Address(es):q. Previous Business Address(es):r. BLN(s):s. EIN(s):t. Physical Characteristics:
(i) Individual:(ii) Group(s):(iii) Inter-Group(s):(iv) Social System(s):(v) Larger-Social System:
u. Physiological Genealogic Structure(s):v. Current Physical Characteristics of Functional Duties:w. Current Genealogical Characteristics of Functional Duties:x. Previous Physical Characteristics of Functional Duties:y. Previous Genealogical Characteristics of Functional Duties:z. Forecasted Physical Characteristics of Functional Duties:aa. Forecasted Genealogical Characteristics of Functional Duties:bb. Current Physical Classification(s) of Functional Duties:cc. Current Genealogical Classification(s) of Functional Duties:dd. Previous Physical Classification(s) of Functional Duties:ee. Previous Genealogical Classification(s) of Functional Duties:ff. Forecasted Physical Classification(s) of Functional Duties:gg. Forecasted Genealogical Classification(s) of Functional Duties:
f. Sex:g. Hair:h. Eye(s):i. Height:j. Weight:k. Previous Marital Status:l. Current Marital Status:m. Previous Sexual Preferences:n. Current Sexual Preferences:o. Current Language Skills:p. Linguistic Profile:q. Previous Religion:r. Current Religion:s. Religious Profile:t. Previous Education:u. Current Education:v. Educational Profile:w. Previous Psychological Profile:x. Current Psychological Profile:y. Forecasted Psychological Profile:z. Previous Economic Profile:aa. Current Economic Profile:bb. Forecasted Economic Profile:cc. Previous Sociological Profile:dd. Current Sociological Profile:ee. Forecasted Sociological Profile:
3. When?a. Date(s) of Action(s) Committed:b. Date(s) when Support Personnel were Introduced into Action(s) Committed:c. Date(s) when Support Personnel Committed Action(s): d. Date(s) of Documents Involved in Action(s) Committed:e. Date(s) of when Action(s) Committed were Completed:
4. Where?a. Previous Location(s) of Action(s) Committed:b. Current Location(s) of Action(s) Committed:c. Location of Individuals in Support of Action(s) Committed:d. Subject(s) of Action(s) Committed:e. Investigative Profile(s) of Subject(s) of Action(s) Committed:f. Opinions of Subject(s) of Action(s) Committed:
5. How?a. Action(s) Committed:b. Action(s) Committed with Whom:c. Source or History of Actions(s) Committed: d. Previous Results of Action(s) Committed:e. Current Results of Action(s) Committed:f. Alphanumeric Definitions & Methods of Action(s) Committed:g. Alphanumeric Impact of Action(s) Committed: h. Legal Definitions & Methods of Action(s) Committed:
21
i. Legal Impact of Action(s) Committed:j. Psychological Definitions & Methods of Action(s) Committed:k. Psychological Impact of Action(s) Committed:l. Physiological Definitions & Methods of Action(s) Committed:m. Physiological Impact of Action(s) Committed:n. Sociological Definitions & Methods of Action(s) Committed:o. Sociological Impact of Action(s) Committed:p. Economic Definitions & Methods of Action(s) Committed:q. Economic Impact of Action(s) Committed:r. Forecasted Integrated Results of Current Action(s) Committed:
6. Why?a. Ideological Reasons for Previous Action(s) Committed:b. Physiological Reasons for Previous Action(s) Committed:c. Economic Reasons for Previous Action(s) Committed:d. Sociological Reasons for Previous Action(s) Committed:e. Ideological Reasons for Current Action(s) Committed:f. Physiological Reasons for Current Action(s) Committed:g. Economic Reasons for Current Action(s) Committed:h. Sociological Reasons for Current Action(s) Committed:
7. Tactical Enterprise Work Architectures and Autonomous Programs used in Profilea. Autonomous Programs used in Profile:b. Sources and Performance History of Autonomous Programs used in Profile:c. Legal Position of Autonomous Programs used in Profile:d. Documentary Dispensation of Autonomous Programs used in Profile:e. Tactical Enterprise Work Architectures used in Profile:f. Sources and Performance History of Tactical Enterprise Work Architectures used in
Profile:g. Legal Position of Tactical Enterprise Work Architectures used in Profile:h. Documentary Dispensation of Tactical Enterprise Work Architectures used in
Profile:i. Tactical Enterprise Work Architectures and Autonomous Programs Ranking
Prior to Investigative Profile:j. Tactical Enterprise Work Architectures and Autonomous Programs Ranking
During Investigative Profile:k. Tactical Enterprise Work Architectures and Autonomous Programs Ranking
After Investigative Profile:l. Legal Position of Enterprise Work Architectures and Autonomous Programs
Prior to Investigative Profile:m. Legal Position of Enterprise Work Architectures and Autonomous Programs
During Investigative Profile:n. Legal Position of Enterprise Work Architectures and Autonomous Programs
After Investigative Profile:
8. Internal/External Personnel and Political Tactics used in Profilea. Internal/External Personnel used in Profile:b. Sources and History of Internal/External Personnel used in Profile:c. Legal Position of Internal/External Personnel used in Profile:d. Economic Dispensation of Internal/External Personnel used in Profile:e. Political Tactics used in Profile:
22
f. Sources and History of Political Tactics used in Profile:g. Legal Position of Political Tactics used in Profile:h. Economic Dispensation of Political Tactics used in Profile:i. Network Configuration Prior to Investigative Profile:j. Network Configuration During Investigative Profile:k. Network Configuration After Investigative Profile:l. Legal Position of Network Prior to Investigative Profile:m. Legal Position of Network During Investigative Profile:n. Legal Position of Network After Investigative Profile:
9. Basis for Investigative Profilinga. Examination of Power Bases:b. Barriers to Entry into Certain Fields:c. Causes of Social Intercourse:d. Causes of Economic Conflicts:e. Causes of Legal Conflicts:f. Causes of Social Conflicts:g. Causes of Political Conflicts:h. Causes of Personal Conflicts:i. Causes of Racial Conflicts:j. Religious Conflicts:k. Basis for Human Interactions:l. Classification Theories:m. Bibliographic Theories:n. Structural Analysis Theories:o. Infrastructural Development:p. Educational Examination(s):q. Religious Examination(s):
10. Premise for NAME’s investigative profile is to obtain a review of the history, objectives, operation, and merits of NAME's investigative profiling and existing autonomous expert systems. This review serves several purposes. It serves to describe the many functions that the existing internal internet-based operating systems can perform, thereby demonstrating the potential breath of future applications for NAME's investigative profiling and expert operating systems. It also illustrates the strategic expert systems (search engines) discussed in Appendix - D, which are organized by the type of strategic or grammatical analysis they perform. NAME's informational demographics and expert system's procedural manuals are illustrated by the following list of their potential uses within a focused educational environment developed by the systems designers at NAME's workshops:
a. Aiding DOT database drafting by testing a textual draft against a set of related strategic databases and linguistic standards, and having the computer system(s) or IAOA make the appropriate suggestions;
b. Researching expert DOT databases on the basis of a statement of facts or concepts (strategic or grammatical retrieval as opposed to the current key word searches);
c. Generating ideas and advising the client base of the arguments (program functions) for and against a documented situations and also
23
how to weaken or strengthen the arguments (program functions) in a particular set circumstances or skills;
d. Advising a client on strategies and tactics in procedure or structural negotiations;
e. Evaluating a situation as to settlement (final analyses) or strategic value;
f. Evaluating procedural consistencies with prior decisions of a proposed administrative decision in a discretionary area;
g. Aiding in the document drafting of contracts, wills, and other documents by testing for the consistency with existing laws, personal and social policies, and linguistic standards;
h. Assisting decision making in which little or no discretion is involved;
i. Planning transactions such as business mergers, with tax and other strategic consequences by presenting alternative scenarios and identifying their legal or structural consequences;
j. Predicting the consequences of proposed legislation, policies, draft contracts, wills, situations, etc.;
k. Finding legal or strategic authorities which are consistent or inconsistent with proposed laws or consciences;
l. Evaluating the effectiveness of existing procedures, laws or rules and identifying the procedures, laws or rules, which may govern the need for organizational modification;
m. Training and disseminating information on related concepts or skills;
n. Interviewing clients for information relevant to the identification of the nature of their strategic or procedural problems;
o. Informing client of the consequences of particular acts, in order to enable their subordinates to know the reality of their proposed or past acts, and if communication with an expert is required, to obtain a complete answer;
p. Preserving institutional and instructional expertise;
q. Reviewing conceptual or strategic database systems against new rules or situations, and modifying them to keep them activated and current;
24
r. Identifying clients whose educational affairs may have been affected by changes in the network, so that a subcontractor can determine whether to contact a client regarding the change(s).
The primary application areas for an expert internet operating system (DOSA) or document development program (IAOA) includes strategic management, organizational management, monitoring, conceptual or legal interpretation, and document or report generation for the purposes of structural or strategic investigations in developing novel organizational forms.
11. Organizational and operational systems for infrastructural management a. The Personal Systems Training Solutions:
•Application Development (la.);•Database (2a.);•DOS, OS/2, OS/400 (3a.);•Windows & Windows NT (4a.);•Programming Languages (5a.);•Transaction Processing (6a.);• End User Applications (IV. & V.);•Hardware Operations (7a.);
b. The Midrange Training Solutions:
• Application Development (lb.);• Database (2b.);• Office Applications (7b.);• AIX/UNIX (4b.);• OS1400 (3b.);• Programming Languages (5b.);• Transaction Processing (6b.);
c. The Mainframe Training Solutions:
• Application Development (le.);• Database (2c.);• MVS, VM, VSE (3c.);• Programming Languages (5c.);• Storage Management (4c.);• Transaction Processing (6c.);• Hardware Operations (7c.);
d. The Client/Server, Networking & Object Technology Training Solutions:
• Client/Server (ld.);• Distributed Databases (2d.);• Internetworking (3d.);• Local Area Networking (4d.);• Network Management (5d.);
e. The Business & Personal Development Training Solutions:
• Business Management (4e.);• Financial Skills (3e.);• Industry Applications (2e.);• Personal Effectiveness (le.);• Project Management (5e.);• Total Quality Management (7e.);• Sales Training (6e.);
12. End product lines of investigative solution frameworksa. Intercommunicative autonomous software applications and platforms:b. Organizational and personnel procedural or policy manuals:c. Computational Intelligence in Industrial Engineering:d. Consumer Product Design: e. Economic Engineering & Cost Estimation:f. Facilities Design & Location: g. Information Systems: h. Maintenance Engineering and Management: i. Materials Handling: j. Performance Analysis & Simulation: k. Production Systems Design, Planning and Control: l. Productivity & Business Strategies: m. Project Management: n. Technology Management & Transfer: o. Total Quality Management & Quality Technology: p. Work Measurement & Methods Engineering: q. Industrial Ergonomics & Safety: r. Applied Operations Research: s. CAD/CAM: t. Other Topics of Interest in the Business Engineering Fields:
26
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.
27
T h e D i c t i o n a r y o fO c c u p a t i o n a l T i t l e s
D e t a i l s o f D a t a ,P e o p l e & T h i n g s
N A M E ' s P r o b l e mF o r m a t t i n g S e q u e n c e s
N A M E ' s J o b & S i t u a t i o nP e r f o r m a n c e E v a l u a t i o n s
T h e E x t e r n a l G r o u pO r d e r i n g L o g i c
G r a m m a t i c a l I n p u t F a c t o r sS c h e d u l e A c q u i s i t i o n o f
N e e d s
M a n u a l s o fP r o c e d u r e s & R e p o r t s
N A M E ' s E x p e r t S y s t e m s
G o v e r n m e n t a l S y s t e m sa n d
I d e o l o g i e s
N A M E ' s N e t w o r k P r o v i d e r s
N A M E ' s S o f t w a r e a n dC o m p u t e r S y s t e m s
T h e D i c t i o n a r y o fO c c u p a t i o n a l T i t l e s
T h e D i c t i o n a r y o fO c c u p a t i o n a l T i t l e s
( T i t l e s O n l y )
N A M E ' s C h a r t e dP r o g r a m m i n g V a r i a t i o n s
T h e D i c t i o n a r y o fO c c u p a t i o n a l T i t l e s
( J o b D e s c r i p t i o n s O n l y )
T h e D i c t i o n a r y o fO c c u p a t i o n a l T i t l e s
E x p l a n a t i o n o f D a t a ,P e o p l e a n d T h i n g s
T h e D i c t i o n a r y o fO c c u p a t i o n a l T i t l e s
I n d u s t r y D e s i g n a t i o n
N A M E ' s E d u c a t i o n a lS e r v i c e s
T h e G e n e r i c T y p e s o fP r o b l e m S o l v i n g
N A M E ' s C o n s u l t a t i o nP a r a d i g m s
T h e I n t e r n a l G r o u pO r d e r i n g L o g i c
G r a m m a t i c a l O u t p u t F a c t o r s T h e S c h e d u l e N e t w o r k
N A M E ' s A n a t o m i c a l A n a l o g i e s N A M E ' s K n o w l e d g e B a s e s N A M E ' s I n f e r e n c e E n g i n e s N A M E ' s D a t a b a s e S y s t e m s N A M E ' s S y s t e m s M o d e l i n g
I n s t i t u t i o n a l i z e d L a w sa n d R e g u l a t i o n s
N A M E ' s M a n a g e r i a lT e c h n i q u e s
T h e D i c t i o n a r y o fO c c u p a t i o n a l T i t l e s
T r a d e O p e r a t i o n s
T h e O b j e c t i v e H i e r a r c h y T h e H e a r s a y - 1 2 S y s t e m N A M E ' s S e m a n t i c N e t sP s y c h o l o g i c a l & S o c i o l o g i c a l
S y s t e m s P r o f i l i n g
N A M E ' s M a n a g e r i a l F o r m a t sN A M E ' s O p e r a t i o n a l
P r o c e d u r e s
T h e D i c t i o n a r y o fO c c u p a t i o n a l T i t l e s
M e c h a n i c a l & B e n c hO p e r a t i o n s
N A M E ' s C l i e n t F o r m a t sN A M E ' s N e t w o r k O p e r a t i o n s
P e r s o n n e l
N A M E ' s P E R T N e t w o r kD i a g r a m
I n d i v i d u a l , G r o u p , I n t e r - G r o u p ,S o c i a l S y s t e m s , &
L a r g e r S o c i a l S y s t e m s
N A M E ' s S t r u c t u r a l & T o o l i n gT h e o r y o r P r o f i l i n g
C o n s u l t a t i o n sM a n u f a c t u r i n g , P l a n n i n g a n d
C o n t r o l S y s t e m sO p e r a t i o n a l M a n u a l s N A M E ' s N e t w o r k R e p o r t s
N A M E ' s P l a n n i n g a n d D e s i g nA p p r o a c h e s
F u n d a m e n t a l :B a s i c o r P h y s i c a l ,C h a r a c t e r i s t i c s - W h a t ,H o w , W h e r e , o r W h o( G R O U P F O R M A T )
V a l u e s : M o t i v a t i n gB e l i e f s , G l o b a l D e s i r e s ,E t h i c s , M o r a l M a t t e r s( N O R M S / S T A N D A R D S )
M e a s u r e s : O b j e c t i v e s( C r i t e r i a , M e r i t a n dW o r t h F a c t o r s ) , G o a l s( H o w M u c h , W h e n ,R a t e s , P e r f o r m a n c eS p e c i f i c a t i o n s )( G O A L S / O B J E C T I V E S )
C o n t r o l : H o w t o E v a l u a t ea n d M o d i f y E l e m e n t o rS y s t e m a s i t O p e r a t e s( P O W E R / A U T H O R I T Y )
I n t e r f a c e : R e l a t i o n o f a l lD i m e n s i o n s t o o t h e rS y s t e m s o r E l e m e n t s( M O R A L E / C O H E S I O N )
F u t u r e : P l a n n e dC h a n g e s a n d R e s e a r c hN e e d s f o r a l l D i m e n s i o n s
P u r p o s e : m i s s i o n , a i m ,n e e d , p r i m a r y c o n c e r n ,f o c u s
I n p u t s : p e o p l e , t h i n g s ,i n f o r m a t i o n t o s t a r t t h es e q u e n c e
O u t p u t s : d e s i r e d( a c h i e v e s p u r p o s e ) a n du n d e s i r e d o u t c o m e sf r o m s e q u e n c e
S e q u e n c e : s t e p s f o rp r o c e s s i n g i n p u t s , f l o w ,l a y o u t , u n i t o p e r a t i o n s
E n v i r o n m e n t : p h y s i c a l &a t t i t u d i n a l , o r g a n i z a t i o n ,s e t t i n g , e t c .
H u m a n a g e n t s : s k i l l s ,p e r s o n n e l , r e w a r d s ,r e s p o n s i b i l i t i e s , e t c .
P h y s i c a l c a t a l y s t s :e q u i p m e n t , f a c i l i t i e s , e t c .
I n f o r m a t i o n a i d s : b o o k s ,i n s t r u c t i o n s , e t c .
D I M E N S I O N S
E L E M E N T S
N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S
N A M E 's S O L U T I O N F R A M E W O R K
28
The Consul Cube for Establishing Genetic-Based Concepts within a Consultative P&D Effort
29
B – 1(F)
A – 2(C)
A – 3(D)
A – 4(E)
A – 1(A)
B – 2(G )
B – 3(H )
B – 4(I)
C – 1(K)
C – 2(L)
C – 3(M)
C – 4(N)
D – 1(P)
D – 2(Q)
D – 3(R)
D – 4(S)
Theory Principles
Prescriptive
Confronta- tion
Catalytic
Acceptant
Larger SSE - 4 - 5
Social SystemE - 4 - 4
Inter-GroupE - 4 - 3
GroupE - 4 - 2
IndividualE - 4 - 1
Larger SSA - 4 - 5
Larger SSB - 4 - 5
Larger SSC - 4 - 5
Larger SSD - 4 - 5
Larger SS A - 1 - 5
Social Sys A - 1 - 4
Inter-Group A - 1 - 3
Group A - 1 - 2
Individual A - 1 - 1
30
E – 1(T)
E – 2(V)
E – 3(W)
E – 4(Y)
Morale/Cohesion
Norms/Standards
Goals/Objectives
Power/Authority
The Consul Cube Genomic Configurations for Establishing Genetic-Based Concepts within a Consultative P&D Effort
F u nd a m e n ta l :B a s i c o r P hy s ic a l ,C ha ra c te ris t ic s - W h a t,H ow , W h e re , o r W h o(G RO UP FO RM A T)
V a lu e s : M o tiv a tin gB e l ie fs , G lo b a l D e s i re s ,E th ic s , M o ra l M a tte rs(NO RM S/S TAND ARD S )
M e as ure s : O b je c ti v e s(C rite ria , M e ri t a ndW o rth F a c to rs ), G o a l s(H ow M u c h , W h en ,R a te s , P e rfo rm an c eS p e c if i c a tio n s )(GO A LS/OB JEC TIV ES )
C o n tro l : H o w to E v a lu a tean d M o d ify E l e m e n t o rS y s te m a s i t O p era tes(PO W E R/AU TH O RITY )
In te rfa c e : R e la ti on o f a l lD i m e n s io n s to o th e rS y s te m s o r E le m e n ts(M OR ALE/C OH E SIO N)
F u tu re : P la n n e dC h a n g e s a n d R e s ea rc hN e e d s fo r a ll D im e n s io n s
P u rp os e : m is s i on , a im ,n e e d , p rim a ry c o n c ern ,fo c us
In p u ts : pe o p le , th i ng s ,in fo rm a ti on to s ta rt th es e q ue n c e
O u tp u ts : de s ire d(a c h ie v e s p u rp os e) an du n d e s ir ed o u tc om esfro m s e q ue n c e
S e q u e n c e : s te p s fo rp ro c es s in g in pu ts , f lo w ,la y ou t, un i t o p e ra ti on s
E n v iro nm en t: p h y s ic a l &a tti tu d i n a l , o rg an i z a tio n ,s e tti n g , e tc .
H u m an ag e n ts : s k i ll s ,p e rs on n e l , re w ard s ,re s p on s i b i l i ti e s , e tc .
P h y s ic a l c a ta ly s ts :e q u i pm en t, fa c i l i t ie s , e tc .
In fo rm a ti on a id s : b oo k s ,in s tru c tio n s , e tc .
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. 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 shows 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. 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.
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 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 a 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.
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 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.
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, 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. (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.
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. 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/FunctionsContingency analysisContingency tablesFunction analysis diagramGamingGoals-achievement analysisImplementation, planning, and control technique (IMPACT)Judgment analysis techniqueJudgment policy analysisMathematical modelMathematical programming technique Multiattribute utility (MAU) modelsNominal group technique
Planning councilPlanning, programming, and budgeting system (PPBS)Queuing theoryUtility assessmentValue analysisVoting techniqueZero-base budgeting (ZBB)
Also see Appraise/assess alternative options/ plans/policies/programs/contingencies/ functions
Detail Proposed Solution See Analyze job methods and motions
Analyze systemsCollect data and/or information Describe/establish/measure relationships Determining human ability and skill requirements for tasksInvolve peoplePredict future conditions Provide graphic representations
Determine Human Ability and Skill Requirements for TasksAptitude testCritical incident techniqueInformation content analysisInterviewsJob evaluationOperation chartPerformance/time measurement estimateRole analysisTask analysisTherblig chartTrainingTree diagramWork measurement
Develop (Enhance) CreativityBisociationBrainstormingDelphiNominal group techniqueMorphological analysisPerson-card sorting techniqueSynectics
Also see Generate alternative/ideas
Establish PrioritiesSee Categorize/classify alternatives Organize alternatives Rank alternatives
Rate conditions Weight criteria or factors
Establish Project Schedules and Basis for Measuring Progress and PerformanceActivity line balance evaluation (ABLE)Gantt chartLearning curves and progress functionsLine of balance (LOB)Management operations systems technique (MOST)Milestone chartNetwork analysisPERT/costPrecedence diagram methodResource constrained scheduling heuristicTask timeline
Estimate Budget and Dollar Requirements BudgetCash flow analysisExpected free cash flow modelPlanning, programming, and budgeting system (PPBS)Zero-base budgeting
Also see Analyzing investments
Evaluate AlternativesSee Analyze alternative options/plans/policies/programs/contingencies/functions
Analyze investments
Analyze job methods and motionsAnalyze policy setting and decision making variablesAnalyze product qualityAnalyze project impacts on societyAnalyze projectsAppraise/assess alternative options/plans/ policies/programs/contingencies/functionsAppraise/assess investmentsAppraise/assess projectsAppraise/assess systems
Evaluate Interpersonal Relationships, Performance, and Effectiveness of an OrganizationAuditingForce field analysisIndex analysisorganization mirrorOrganizational sensingRole analysisTraining
Generate a list of Possible Purpose/Function StatementsBrainstormingBrain writingFunction analysis diagramNominal group techniquePurpose expansion
Plot and Analyze Data about the Performance of an Existing InstallationBudget analysisControl chartsIndex valuesLearning curves and progress functionsVariance analysis
Produce ConsensusArbitration and mediation planningGroup process techniqueJudgment analysis techniqueMeetingsNegotiationNominal group techniqueOmbudsmanTeam buildingVoting technique
DelphiJob evaluationMultiattribute utility (MAU) modelsQuestionnaireTime study
Also see Weight criteria or factors
Stimulate Creativity of PeopleSee Develop (enhance) creativity
Test Impact of Different Values of an Attribute/Parameter/VariableA Fortiori analysisScenario writingSensitivity analysis
Weight Criteria or FactorsNominal group techniqueQuestionnaireSubjective judgmentUtility theoryVoting
Also see Rate conditions
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 Alternatives, 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
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
CHARTING THE PROGRAMMING STRATEGIES
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 one-hundred (100) separate programming variations (search engines) 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 search engines 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 the same procedure. It also represents the strategical embodiment of the Organizational Profile, of which within itself, reflects the 5-Phase operational format of a series of training solutions (Exhibit - J, Section 9).
THE DEPTH-FIRST vs. BREATH-FIRSTSEARCH ENGINE 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" (e.g., E=cm2. (E) meaning economic order quantity [economy of scales], (=) meaning equilibrium price [evc buyer value & demand], (c) meaning cost analysis [cost of goods & services], and (m) meaning integrated market prices [squared global markets]). Searching for detail first is the theme of back-chaining in a depth-first manner. A breath-first search strategy sweeps across all 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 alphanumeric 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 alphanumeric value is obtained, then the search is nonexhaustive.
T H E S Y S T E M S T H E O R Y I N F R A S T R U C T U R A L P R O C E S Sa n d
C H A R T O F P R O C E D U R E S
( X L V I I I )F O R W A R D C H A I N I N G S E Q U E N C E S
A P P R A I S E / A S S E S S S Y S T E M S ( I V )
D e c i s i o n D e c i s i o nD e c i s i o n D e c i s i o nD e c i s i o nD e c i s i o n D e c i s i o n
( X L V I I I )B A C K W A R D C H A I N I N G S E Q U E N C E S
I N F O R M A T I O N A I D S , I N T E R F A C E ( 4 7 )
T H E S Y S T E M S T H E O R Y I N F R A S T R U C T U R A L P R O C E S Sa n d
C H A R T O F P R O C E D U R E S
The Structural Components
3 - PART PROCESSING FORMATS
I. Computerized Operations (Power/Authority)
1. Appendix - D, Sections XXX & XXXIV2. The Database Strategies of NAME3. The Measures of Effectiveness (143F)4. The Solution Framework (273F)5. The S.1 Artificial Intelligence Format6. 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) & XLIII2. 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 Format9. 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 Business2. The People Side of Systems (135)3. The Principles of Pharmacology (50)4. Appendix - E (27)5. The Structure of Economic Systems6. 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)12. The Relationship of Activities (159F)
IV. Support Operations (Morale/Cohesion)
1. Appendix - D, Section XXIV2. 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 Business9. The Handbook of Strategic Expertise (178 & 200)10. The Problem Tracing Format11. 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 & XXIX2. 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 XXXII8. The Chromosomal Processing Factor - A XXXVIII9. The Planning & Design System Matrix - A (84 - 90)10. The Characteristics of Information & Knowledge (243F)11. The Processes & Profiles12. The Integrated Windowing Sheet XXXV
3. Consultation (81, 175, 245, 393 & 533)4. The People Side of Systems (121, 198 & 223)5. The Documentary Structure XXXIV6. The 4 - Part Psychological Effects Systems XX7. The Planning & Design System Matrix - B (102)8. The Chromosomal Processing Factor - B XXXIX9. The Other Purposeful Activities (84F)10. Operationalizing a Strategy (177F)11. The Personal Infrastructural Processes III12. 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 XXXIV6. The Planning & Design System Matrix - D (193)7. The Chromosomal Processing Factor - D XL8. The Different Levels of Planning & Design (97F)9. The Threats to Public Databanks (257F)10. The Managerial Problem Format11. The Planning & Design Abstraction Format (77)12. The Handbook of Strategic Expertise (68 & 74)
IV. Support Operations (Morale/Cohesion)
1. Appendix - D, Section XXX2. Consultation (77, 159, 239, 367 & 505)3. The Biblical Research Structure (30Kj)4. The 3 - Part Operational Format5. The 4 - Part Operational Format6. The 5 - Phase Operational Format7. The 12 - Phase Operational Format8. The Planning & Design System Matrix - D (323)9. The Chromosomal Processing Factor - D XLI10. The Steps in System Building11. The Application Process Flow Chart IV12. 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 XXIX7. Appendix - E8. 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 Consultive Interventions (573)6. Strategic Modeling Consultation (103)7. Appendix - C (Team Organizers)8. The Netweaver's Sourcebook (97)9. The DSM (34)10. Appendix - F11. The Synopsis - Managerial Applied Numerics12. Law Enforcement (I)
III. Structural Operations (Goals/Objectives)
1. Appendix - A & B2. 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 5/12/57. 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 - J5. Appendix - D, Section XI6. The Manual of Nursing Practice (20 & III - VII)7. Critical Care Nursing (53, 222 & 20)8. The People Side of Systems (99)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 NAME6. The Database Structure of NAME Collegic Sub-Systems7. 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 XXIII2. The Rainbow Study Bible (XII, XIII & XIV)3. Pharmacology in Nursing (IX - XI)4. The Federal Reserve Banking System5. The Biblical Hierarchy Structures6. The Structure of the Federal Government Systems7. The Structure of the State Government System8. The Structure of the County or Local Government System9. The Business Organizational Chart System10. The Child or Elder Care Organizational Chart System11. The Various Planning & Design Fields (179F)12. The Handbook of Strategic Expertise (338)
IV. Support Operations (Morale/Cohesion)
1. Appendix - D, Section XXXI2. The King James Bible (12)3. The Ascension Process of the Concordance4. The Yearly Procedural Processes XIV5. The Testing Systems (64F)6. The Grids, Matrixes & Flow Chart Systems (241F)7. The Ideal Alternatives (250F)8. The Facilities Planning Model IV9. The Format of the Request for Proposal10. The Project Management Schematic V11. The Problem Analysis Format XXX12. The Store Location & Assessment Research (196)
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)
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
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
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
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/Authority2. Project development (The Project) Norms/Standards3. Project implementation (The User Climate/Autonomous Agent Conditions of Configuration)
Goals/Objectives4. 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)]
N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S
T H E S E N U M B E R S R E P R E S E N T T H E A L P H A N U M E R I CV A L U E O F A P E R F O R M A N C E E V A L U A T I O N , A N D T H E
D I R E C T I O N O F I T S I N F E R E N C E S E A R C H S T R A T E G YW I T H I N T H E N E T W O R K ' S D I S T R I B U T E D D A T A B A S E S
T H E D I C T I O N A R Y O F O C C U P A T I O N A LT I T L E S J O B N U M B E R S U C H A S
: 0 1 1 . 0 6 1 - 0 1 0 , A S R E P R E S E N T I N G T H EI N I T I A T I O N O F T H E S E A R C H &D E V E L O P M E N T S E Q U E N C E S
1 0
2 6
1 9 2 01 8
2 2
7 8 1 2
3
1
2
5
4 6 2 5
8
1 1 1 6
1 5
3 13 02 92 81 71 49
2 12 4
1 3
1 0
7
D E N O T E S T H E A C T I V I T Y N U M B E R O F A N A L P H A N U M E R I CV A L U E , T R A N S I T I V E V E R B ( S ) A N D T R A N S F O R M E D N O U N ( S )W I T H I N A P U R P O S E F U L H I E R A R C H Y , S Y S T E M M A T R I X O RS O L U T I O N F R A M E W O R K O F T H E N A M E N E T W O R K
D E N O T E S T H E N O D E ' S ( E V E N T ) A L P H A N U M E R I C V A L U EO F W I T H I N A N E N T I R E O R G A N I Z A T I O N A L F O R M A T
D E N O T E S T H E G R A M M A T I C A L I N T E G R A T I O N O F O F AP R O C E D U R E O R O R G A N I Z A T I O N A L F O R M A T
D E N O T E S T H E C R I T I C A L P A T H O F A S E R I E S O F G R A M M A T I C A LS T R I N G S I N T H E I R F I N A L A L P H A N U M E R I C C O N F I G U R A T I O N ( S )
T H E P R O C E D U R A L M A P O F G R A M M A T I C A L D E V E L O P M E N T
F 6 5 2 . 3 8 2 - 0 1 0 z = E ( C h H t + C f F t + C r X t + C o Y t + C l I t + C u U t )
A C T I O N SA N D
S T A T E S( T H E G R O U P
O R D E R I N G L O G I C )
O P E R A T I O N SL I N E A R D E C I S I O N
R U L E( L D R )
C O N F O R M I T I E S( C O N S T R A I N T S )
P E R S O N A L I T Y( C H A R A C T E R I S T I C S )
==
P r o c e s s
P r o c e s s
P r o c e s s
C h
H t
C f
P r o c e s s
P r o c e s s
P r o c e s s
F t
C r
X t
P r o c e s s
P r o c e s s
P r o c e s s
C o
Y t
C l
W I N D O W S H E E TT W O
W I N D O W S H E E TO N E
W I N D O W S H E E TF O U R
W I N D O W S H E E TS I X
W I N D O W S H E E TT H R E E
W I N D O W S H E E TF I V E
W I N D O W S H E E TS E V E N
T H E M U L T I P L E S P R E A D -S H E E T F O R M A T
( W I N D O W S ) O F T H EF O R M U L A S Y S T E M
T H E S T A T I S T I C A LR E P R E S E N T A T I O N O F
A N E V A L U A T E DA L P H A N U M E R I C L I N E
O F T E X T
T H E I N T E G R A T E DS T A T I S T I C A L
R E P R E S E N T A T I O N S O FT H E A L P H A N U M E R I C
D A T A B A S E S
T H E O P E R A T I O N A LF O R M A T
( T H E G O A L S / O B J E C T I V E S )
T H E S T A T U S A N DA C T I V I T I E S O F T H E
A U T O N O M O U S A G E N T S
T H E J O B T Y P E T O B E
F O R M A T E D( D A T A B A S E S Y S T E M )
T H E I N T E G R A T E D A N DE M B O D I E D O P E R A T IO N A L
C O N F I G U R A T I O N S
F6 5 2 . 3 8 2 - 0 1 0 ( U t C u + I t C l + Y t C o + X t C r + F t C f + H t C h ) E = z
O P E R A T I O N SL I N E A R D E C I S I O N
R U L E( L D R )
A C T I O N SA N D
S T A T E S( T H E G R O U P
O R D E R I N G L O G I C )
C O N F O R M I T I E S( C O N S T R A I N T S )
P E R S O N A L IT Y( C H A R A C T E R I S T I C S )
==
P r o c e s s
P r o c e s s
P r o c e s s
C o
Y t
C l
P r o c e s s
P r o c e s s
P r o c e s s
F t
C r
X t
P r o c e s s
P r o c e s s
P r o c e s s
C h
H t
C f
W I N D O W S H E E TS I X
W I N D O W S H E E TS E V E N
W I N D O W S H E E TF O U R
W I N D O W S H E E TT W O
W I N D O W S H E E TF I V E
W I N D O W S H E E TT H R E E
W I N D O W S H E E TO N E
T H E I N T E G R A T E DS T A T I S T I C A L
R E P R E S E N T A T I O N S O FT H E A L P H A N U M E R I C
D A T A B A S E S
T H E S T A T I S T I C A LR E P R E S E N T A T I O N O F
A N E V A L U A T E DA L P H A N U M E R I C L I N E
O F T E X T
T H E S T A T U S A N DA C T I V I T I E S O F T H E
A U T O N O M O U S A G E N T S
T H E I N T E G R A T E D A N DE M B O D I E D O P E R A T I O N A L
C O N F I G U R A T I O N S
T H E J O B T Y P E T O B EF O R M A T E D
( D A T A B A S E S Y S T E M )
T H E O P E R A T I O N A LF O R M A T
( T H E G O A L S / O B J E C T I V E S )
T H E M U L T I P L E S P R E A D -S H E E T F O R M A T
( W I N D O W S ) O F T H EF O R M U L A S Y S T E M
T H E F O R W A R D C H A I N I N G S E Q U E N C E S( T H E A N A T O M I C A L R E P R E S E N T A T I O N O F T H E A U T O N O M I C N E R V O U S S Y S T E M )
T H E B A C K W A R D C H A I N I N G S E Q U E N C E S( T H E A N A T O M I C A L R E P R E S E N T A T I O N O F T H E P E R I P H E A L N E R V O U S S Y S T E M )
N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S
T H E S T A T I S T I C A L A L P H A N U M E R I CF O R M U L A F O R M A T
BACKWARD CHAININGSEQUENCES
PRESENT AND FUTURE GRAMMATIC TENSE – ACTIONS OF RECORDING AND
PAST AND PRESENT GRAMMATICTENSE – ACTIONS OF RESEARCHING AND
RECORDING
INITIAL DATA INPUT FACTORSALPHANUMERIC VALUES DATABASES
SYSTEMS
ORGANIZATIONAL AND PROCEDURAL MANUALSOPERATIONAL OR TECHNICAL
MANUALS AND DOCUMENTS
PROBLEM FORMATPAST-TENSE
PROBLEM FORMATFUTURE-TENSE
STRUCTURAL RULE FORMATINTEGRATED PERFORMANCE
EVALUATION(S)
DATABASE DIRECTORIESALPHANUMERIC VALUES MAP OF
EVALUATED TERMINOLOGIES
OPERATIONAL RULE FORMATPROCEDURAL PERFORMANCE
EVALUATION(S)
COMMUNICATIONS AND DATABASE DIRECTORIESSTRUCTURAL DATABASE
SETTINGSANALYSIS OF DATA VALUES TABLE
INTERPRETATION AND LOCATION OF SIMLARITIES
GRAMMATIC DIAGRAMS AND STRINGSSPREAD-SHEET LOCATIONS (CELLULAR ADDRESSES)
ALPHANUMERIC RELATIONAL DATABASE OF INTERNAL AND EXTERNAL FUNCTIONS & VALUES
MATHEMATIC COMPUTATIONAL FUNCTIONS
STRATEGICCOMPUTATIONAL FUNCTIONS
RULES GOVERNING MATHEMATICAL STRUCTURES
INTEGRATED GRAMMATIC FORMULA SYSTEMS
SYSTEMS ENTRY FORMAT AND ENCRYPTION GENERATOR
RULES GOVERNING GRAMMATIC STRUCTURES
INTEGRATED NUMERIC FORMULA SYSTEMS
DATA SORT INTERNET COMMUNICATION PROTOCOLS
DICTIONARY OF GRAMMATIC & MATHEMATICAL TERMS
DIRECTORY OF CELLULAR ADDRESSES
INTERNAL & EXTERNALOPERATIONAL FUNCTIONS
DESCRIPTIVE OPERATIONALROUTINES & SUBROUTINES
COMBINATION FILE SYSTEM FOR TRANSITIVE DATABASES
LIBRARY OF MACRO SYSTEMS
P O W E R / A U T H O R I T Y N O R M S / S T A N D A R D S M O R A L E / C O H E S IO N G O A L S / O B J E C T I V E S
S O C I O L O G IC A LM E T H O D S
P H I L O S O P H I C A LM E T H O D S
P S Y C H O L O G I C A LM E T H O D S
P H Y S I O L O G IC A LM E T H O D S
P H YD S M P S Y 3 .2 . 5 .1 . 4 .S E C .
3S E C .
2S E C .
1
X I V .X I I I .X I I .X I .X .I X .V I I I .V I I .V I .V .I V .I I I .I I .I . X V . X V I .
N / S
P / M
P / A
S / M
M / C
P / M
G / O
P / M
9 .
I I I I II
C O N T . N E T / R ES Y S /M A N
S E C /T R E
S A L E S
I N T E G R A T E D N U M E R I C A LW O R K S H E E T
( S E E S Y S T E M S W O R K S H E E T )
I N T E G R A T E D G R A M M A T I C A LW O R K S H E E T
( S E E S Y S T E M S W O R K S H E E T )
D I S T R I B U T E D D A T A B A S E S( F I L E C O M B I N A T I O N S )
D I C T I O N A R Y O F O C C U P A T I O N A LT I T L E S
( A U T O N O M O U S S T R U C T U R E S )
P R O C E D U R A L S U B R O U T I N E S( I N D I V I D U A L I Z E D F O R M A T S )
D I S T R IB U T E D N E T W O R K S( C O M M U N I C A T I O N S P R O T O C O L S )
E N T E R P R I S E W O R KA R C H I T E C T U R E S
( O R G A N I Z A T I O N A L F U N C T I O N S )
S I T U A T I O N S U B R O U T I N E S( G R O U P F O R M A T S )
T H E A U T O N O M O U S A G E N T M A N A G E R I A L P R O C E S S E S S H E E T , S Y S T E M Sa n d
C H A R T O F P R O C E D U R E S
G R A M M A T I C M A N A G E R I A LP R O C E S S S H E E T
N A M E ' s I N T E G R A T E DO P E R A T I O N A L P L A N N I N G
A N D D E S I G N A P P R O A C H E S
A D M I N I S T R A T I V E N E T W O R KO P E R A T I O N S
N E T W O R K I N F R A S T R U C T U R A LL E V E L S I - I II
S T A T I S T I C S & S T R A T E G I C A LE N T R Y F O R M A T
N E T W O R K S Y S T E M SD E V E L O P M E N T
C A T E G O R I E S 1 - 5
M E T H O D S T R U C T U R E S
A S S I S T A N T D I R E C T O R SO F P L A N N I N G & D E S I G N
F U N C T I O N A L A R E A S
( X X X I I )F O R W A R D C H A I N I N G S E Q U E N C E S
I D E N T I F Y M A N A G E M E N T S T Y L E S ( V )
T H E A U T O N O M O U S A G E N TD I A G N O S T I C & D E V E L O P M E N T A L
C O N F I G U R A T I O N S
T H E A U T O N O M O U S A G E N TC O M M U N I C A T I O N C O N F I G U R A T I O N S
T H E D I S T R I B U T E D D A T A B A S EA U T O N O M O U S A G E N T
C O N F I G U R A T I O N S
C O O P E R A T I V E A U T O N O M O U SA G E N T F O R M U L A S Y S T E M
A U T O N O M O U S A N A T O M I C A LF O R M U L A C O N F I G U R A T I O N S
T H E I N T E G R A T E D A U T O N O M O U S A G E N T F O R M U L A S H E E T S , S Y S T E M Sa n d
C H A R T O F P R O C E D U R E S
T H E A U T O N O M O U S A G E N TA N A T O M I C A L C O N F I G U R A T I O N S
T H E I N T E G R A T E D A U T O N O M O U SA G E N T C O N F I G U R A T I O N S
T H E S T A T I S T I C A L A N A L Y S I SA U T O N O M O U S A G E N T
C O N F I G U R A T I O N S
T H E I N T E G R A T E D I N F R A S T R U C T U R A LA U T O N O M O U S A G E N T
C O N F I G U R A T I O N S
T H E T R A N S I T I V E A U T O N O M O U SA G E N T C O N F I G U R A T I O N S
( X X X V )F O R W A R D C H A I N I N G S E Q U E N C E S
I D E N T I F Y N E W P R O D U C T Q U A L I T Y ( I )
P r o c e s s
P O W E R / A U T H O R I T Y N O R M S / S T A N D A R D S M O R A L E / C O H E S I O N G O A L S / O B J E C T I V E S
S O C I O L O G I C A LM E T H O D S
P H I L O S O P H I C A LM E T H O D S
P S Y C H O L O G I C A LM E T H O D S
P H Y S I O L O G I C A LM E T H O D S
P H YD S M P S Y 3 .2 . 5 .1 . 4 .S E C .
3S E C .
2S E C .
1
X I V .X I I I .X I I.X I .X .IX .V I I I .V I I .V I .V .I V .I I I .I I .I . X V . X V I .
N / S
P / M
P / A
S / M
M / C
P / M
G / O
P / M
9 .
I I I I II
C O N T . N E T / R ES Y S /M A N
S E C /T R E
S A L E S
I N T E G R A T E D N U M E R I C A LW O R K S H E E T
( S E E S Y S T E M S W O R K S H E E T )
I N T E G R A T E D G R A M M A T I C A LW O R K S H E E T
( S E E S Y S T E M S W O R K S H E E T )
D I S T R I B U T E D D A T A B A S E S( F I L E C O M B I N A T I O N S )
D I C T I O N A R Y O F O C C U P A T I O N A LT I T L E S
( A U T O N O M O U S S T R U C T U R E S )
P R O C E D U R A L S U B R O U T I N E S( I N D I V I D U A L I Z E D F O R M A T S )
D I S T R I B U T E D N E T W O R K S( C O M M U N I C A T I O N S P R O T O C O L S )
E N T E R P R I S E W O R KA R C H I T E C T U R E S
( O R G A N I Z A T I O N A L F U N C T I O N S )
S I T U A T I O N S U B R O U T I N E S( G R O U P F O R M A T S )
N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S
G R A M M A T I C M A N A G E R I A LP R O C E S S S H E E T
N A M E 's I N T E G R A T E DO P E R A T I O N A L P L A N N I N G
A N D D E S I G N A P P R O A C H E S
A D M I N I S T R A T I V E N E T W O R KO P E R A T I O N S
N E T W O R K I N F R A S T R U C T U R A LL E V E L S I - I I I
S T A T I S T I C S & S T R A T E G I C A LE N T R Y F O R M A T
N E T W O R K S Y S T E M SD E V E L O P M E N T
C A T E G O R I E S 1 - 5
M E T H O D S T R U C T U R E S
A S S I S T A N T D I R E C T O R SO F P L A N N I N G & D E S I G N
F U N C T I O N A L A R E A S
I N D I V I D U A L D E V E L O P M E N T F O R M A T O R G A N I Z A T I O N A L D E V E L O P M E N T F O R M A T
A A A C T A A C I A A C I I A A C
A A D D CA A C CD D A A CS A A A C
A A A C T A A C I A A C I I A A C
A A D D CA A C CD D A A CS A A A C
T H E A U T O N O M O U S A G E N T T I M E L I N E P E R F O R M A N C E , M E A S U R I N G , P R O C E S S S Y S T E M Sa n d
C H A R T O F P R O C E D U R E S
A U T O N O M O U S A G E N T D A T A B A S E S T R U C T U R E
( X X X I I I )B A C K W A R D C H A I N I N G S E Q U E N C E S
I N F O R M A T I O N A I D S , M E A S U R E S ( 4 5 )
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Private Net
Interface Services
Business Rules
Separation of Duties
Data Index
Mass Updates
Assignments
Exclusions
Forms Explorers
Reciprocal Spanning
RAS Enterprise
USER INERFACE
Private Net
IntraNetPrivate Net
IntraNet
ExtraNet
InterNet
Human ResourcesOrganizational Chart
General LedgerTelephone Directory
VendorsContractors
ENTERPRISESERVER
RASEnterprise
Agents
Encryption
DESDES3RC2RC1
IDEARAS(p)XDR
FUNCTIONALITYAdd
ChangeSuspendDeleteRestore
Password (R/S)
TIER 1:Systems/Servers
Applications“Purchased”“In-House”
DBMSE-Mail
TIER 2 (future):SSO ServersWeb Servers
Token ServersFirewallsGateways
RoutesOCE ServersENTERPRISE
SERVERENTERPRISE
SERVER
RAS EnterpriseDatabase
RAS EnterpriseDatabase
RAS EnterpriseDatabase
Report Pack: Activity Assessment Compliance
Exceptions: Active Responses Reactive Responses
DBSync
DBSync
The Physical Network Architecture
First Tier Structural Management Level (5' -> 3')
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 (3' <- 5')
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 its Logical Design Architecture.
Third Tier Structural Management Level (5' -> 3')
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 genetic bio-electrical and bio-mechanical characteristics
b. The Logical Link Layer•Frames genetic alphanumeric packets•Controls physiological layer data flow
c. The Organizational Layer•Addresses and routes genetic alphanumeric packets•Exhibits points of grammatical origin through a chromosomal PERT network diagram
d. The Logistical Layer•Manages ideological, interdepartmental and organizational layer connections•Provides reliable genetic alphanumeric packet delivery mechanism
e. The Session Layer
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•Facilitates and supports computerized autonomous agent intercommunications•Incorporates auto-execution protocols in EWA formats
f. The Presentation Layer•Specifies enterprise work architecture-independent data transfer format•Genetically encodes and decodes data; encrypts and decrypts data, compresses data
g. Application Layer•Provides strategic or tactical interface to end-user processes•Provides standardized services to integrated autonomous office 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 or Development (GOL or GOD) or Manufacturing Resource Planning Program (MRP). Whereas, the inventory factor does not consists of tangible products, but of stored or accessible information (files or databases), whose labels are genetically encoded 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 genetic 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 genetic 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 are 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 internet-based operating system (IBOS) 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
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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 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 which, 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.
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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.
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M u l t i p l e x e r
D i s k a r r a y
M i n i c o m p u t e r
S a t e l l i t e
S a t e l l i t e d i s h
C r a y S u p e r c o m p u t e r
P B X / P A B X
N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S
T H E C L I E N T / S E R V E R N E T W O R K o r
B U S I N E S S E N T E R P R I S E
D i s k a r r a y
B A T T L E F I E L D I N F O R M A T I O N T E C H N O L O G YW O R K S T A T I O N & C O N T R O L L E R
T H E E D U C A T I O N A L N E T W O R KO F
N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S( T H E D I S T R I B U T E D D A T A B A S E S )
T H E E N T E R P R I S E W O R K A R C H I T E C T U R E( T H E G L O B A L A R E A N E T W O R K )
M u l t i p l e x e r
D i s k a r r a y
C r a y S u p e r c o m p u t e r
M i n i c o m p u t e r
T H E A D M I N I S T R A T I V E N E T W O R KO F
N A S C E N T A P P L I E D M E T H O D S & E N D E A V O R S
P B X / P A B X
L O C A L A R E A N E T W O R K S
P B X / P A B X
I B M 3 2 6 2 p r i n t e r
I B M A S / 4 0 0
I B M A S / 4 0 0
I B M 3 2 6 2 p r i n t e r
I B M 3 2 6 2 p r i n t e r
I B M A S / 4 0 0
S a t e l l i t e
S a t e l l i t e d i s h
B A T T L E F I E L D I N F O R M A T I O N T E C H N O L O G YW O R K S T A T I O N & C O N T R O L L E R
