1. Project Management This example emphasises the embedding of logic in a model

2. What New Abilities does PM Need The abilities to: embed alternatives, backup activities, contingencies switch on/off activities, resources, budgets dynamically extend the model the model to learn from simulations model what the project is about - what as well as when More descriptive structure - more states - more flexibility

3. Basic Element - The Activity Existence of the activity is logically controllable. Values for Start, Finish, Duration can be discontiguous ranges.

4. A Linkable Object Activities have attributes - Start, Duration etc. - which are linkable objects. The ranges on these attributes are consistently maintained.

5. No Need for Multiple Passes Transmission of ranges through operators eliminates the need for an Early Start pass and a Late Finish pass - the ranges tell the story. Logic responding to these ranges and working in all directions allows the model to be a “live” representation of the project - change something and everything else changes to suit. MAX

6. Constraints Constraints are logically controllable entities

7. All Sorts of Constraints No real limit on the complexity of the constraints you can embed to reflect project reality

8. Differing Views - Each Important Constraints come from everywhere

9. Undirected Structure The constraint logic on starts and finishes follows how we reason

10. Embedding Logic IF Project_Duration < 1000 THEN Bonus = 2000000 ELSE Bonus = 0 Changing the Project Duration changes the Project Cost and vice versa - the structure is undirected

11. Controlling Existence Influences flow through the network A FALSE state coming out of one ACTIVITY will cause the XOR to switch the control pin on another activity to TRUE

12. Disabling Activities Sending a FALSE into an activity disables the connection between Start and Finish so constraints from this activity are no longer active - existence is under logical control

13. Jumping About The examples refer to Constraint Reasoning - staying within consistent states. Most planning is about jumping from one state to a new state inconsistent with the last. The project model needs to be useful in evaluating scenarios inconsistent with the current plan - of reorganising itself so some new plan is consistent. The model structure is active, uncommitted and self-modifying.

14. The system is more comprehensible because it uses logical states in uncommitted structure to guide its actions and it responds dynamically to changes in its structure The System as a Thinking Tool

15. Planning Spectrum The technology supports the entire acquisition process, from bubble diagrams to detailed project plans, maintaining consistency and visibility

16. Stitching We can stitch the different worlds together with undirected logical thread, so a change goes anywhere it needs to The project manger has limited responsibilities, with other actors responsible for many other aspects of the project

17. Impact On Project Management The Project Manager is often disconnected from the content of the project, dealing only with committed activities, resources, budgets. The ability to blend an activity view - the “when” and “how” - with the “what” and “why” and the overall risk - allows a more holistic view both of individual projects and programs for multiple projects.