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E-raamat: Earned Benefit Program Management: Aligning, Realizing, and Sustaining Strategy

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Earned Benefit Program Management: Aligning, Realizing, and Sustaining StrategySuurem pilt
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No one can disagree that benefits are good things. Whether you are responsible for projects, programs, or portfolios, you are increasingly expected to think—and act—in an appropriate benefits-driven way. However:

  • Do you understand that what may be appropriate for a project may be inapplicable for a program?
  • Can you avoid the trap of wishful thinking based on overinflated expectations and underestimated costs?
  • Can you manage your program or portfolio from inception to final delivery in a consistent, benefits-focused way based on a single, coherent model?

This book describes how Earned Benefit Program Management techniques provide an innovative, all-inclusive model and set of tools developed specifically to answer these questions. This model consolidates the key concepts of project, program, and portfolio management and ensures that all program and portfolio management steps are carried out based on a single, signed-off model in a consistent, verifiable manner within a consolidated life cycle. This approach guarantees alignment with strategic goals and constraints through every stage of a program.

Case studies highlight the key features of the approach and provide important lessons and insights for managing programs. Although the ideas and concepts for each topic are fully consistent with existing standards and other published material, they are based on new thinking and go beyond current practice. They provide a set of original and powerful techniques that are applicable to both programs and portfolios in a wide range of business environments.

Dedication vii
Preface xxi
P.1 What Started It All
xxi
P.2 Some of the Original Ideas
xxii
P.2.1 A Consistent and Integrated Model
xxii
P.2.2 Typical Problem and Analysis
xxii
P.2.3 Integrating the Frameworks
xxii
P.2.4 An Honest Cost and Benefit Model for Programs
xxiii
P.2.5 Calculating the Model
xxiii
P.2.6 Disbenefits and Essential Links
xxiv
P.2.7 A Case Study
xxiv
P.2.8 Scheduling
xxiv
P.2.9 Risk Management
xxv
P.2.10 Capacity Planning
xxv
P.2.11 Procurement
xxv
P.2.12 Implementation Tracking
xxv
P.2.13 Progress Tracking and Review
xxv
P.2.14 Stakeholder Relationship Management
xxvi
P.2.15 Communications
xxvi
P.3 References
xxvi
Acknowledgments xxvii
About the Author xxix
Chapter 1 Defining the Domains 1(14)
1.1 In the Beginning...
1(1)
1.2 Projects, Programs, and Portfolios
2(1)
1.2.1 Why Does This Matter?
2(1)
1.3 Projects and Operations
2(1)
1.4 Understanding the Roles
3(5)
1.4.1 Investor Focus
4(1)
1.4.2 Business Focus
4(1)
1.4.3 Supplier Focus
5(1)
1.4.4 Implementer Focus
6(1)
1.4.5 Review
7(1)
1.5 Commonalities
8(1)
1.6 Differences
8(2)
1.6.1 Tools
8(2)
1.6.2 Control
10(1)
1.6.3 Easing the Transition
10(1)
1.7 Compromise Terminology
10(1)
1.8 Desired Result
11(1)
1.9 Conclusion on Ps, O, and T
12(1)
1.10 Loose Ends
12(1)
1.10.1 Evolutionary Projects
13(1)
1.10.2 Integration Projects
13(1)
1.11 Towards Total Program Management
13(1)
1.12 Summary
13(1)
1.13 Now to Focus on Programs
13(1)
1.14 References
14(1)
Chapter 2 Understanding the Problem 15(10)
2.1 Overview
15(1)
2.2 Synergy
16(3)
2.2.1 The Need for Synergy
16(2)
2.2.2 The Problem with Synergy
18(1)
2.2.3 Characteristics of the Benefits Realization Map
19(1)
2.3 Business and Benefits Management: The Core Concepts
19(3)
2.3.1 Levels of Detail
20(1)
2.3.2 Mindset
20(1)
2.3.3 Time
21(1)
2.3.4 Visibility
21(1)
2.3.5 Accountability
21(1)
2.3.6 Authority
21(1)
2.3.7 Scope of Control
22(1)
2.3.8 Impact
22(1)
2.4 Structure of the Benefits Realization Map
22(1)
2.5 Recap on the Benefits Realization Mapping Technique
23(1)
2.6 Summary
24(1)
2.7 The Need for End-to-End Control
24(1)
2.8 References
24(1)
Chapter 3 A Life Cycle for Program Management, Benefits Management, and Business Analysis 25(28)
3.1 Introduction
25(1)
3.2 Current Life Cycles
25(8)
3.2.1 The Program Management Phases
25(2)
3.2.2 Program Definition
27(2)
3.2.3 Delivery of Program Benefits
29(3)
3.2.4 Program Closure
32(1)
3.2.5 Linking the Program to the Benefits
33(1)
3.3 Modified Benefits Realization Life Cycle
33(3)
3.3.1 Defining the Modified Life Cycle
33(2)
3.3.2 Overview of the Benefits Realization Life Cycle Phases
35(1)
3.4 Close-Up on the Benefits Realization Life Cycle
36(8)
3.4.1 Benefits Assessment
36(1)
3.4.2 Business Case Development
37(2)
3.4.3 Benefits Realization Planning
39(3)
3.4.4 Benefits Realization
42(1)
3.4.5 The Completion Phase
43(1)
3.4.6 Business Analysis Skills and Tools
44(1)
3.5 Integrating Business Analysis and Project Management
44(4)
3.5.1 Vive la Difference
45(1)
3.5.2 Core Concepts
45(1)
3.5.3 Effective Link to Program Management
45(1)
3.5.4 The Business Analysis Life Cycle
46(2)
3.6 Working with the Business Analyst
48(1)
3.7 Case Study: QERTS Merger
49(1)
3.7.1 Benefits Assessment
49(1)
3.7.2 Business Case Development
50(1)
3.8 Summary
50(1)
3.9 References
51(2)
Chapter 4 Building an Integrated Business Model 53(26)
4.1 Business Case Development
53(2)
4.2 Contributions and Allocations
55(1)
4.3 Description of the Benefits Realization Map
55(9)
4.3.1 Entities
55(8)
4.3.2 From Right to Left
63(1)
4.3.3 From Left to Right
63(1)
4.3.4 Reviewing the Completed Map
63(1)
4.4 The Business Transformation Example
64(3)
4.4.1 From Right to Left: The Business View
64(1)
4.4.2 From Left to Right: The Technical View
65(1)
4.4.3 Linkages Showing Relationships
66(1)
4.5 Estimating the Contribution Fractions
67(1)
4.5.1 Analog Evaluation Approach
67(1)
4.5.2 Quantifying the Fractions
68(1)
4.6 Applying the Concepts to the QERTS Example
68(7)
4.6.1 Business Consultancy Approach for Building the BRM
70(1)
4.6.2 Start with the Business Targets
70(1)
4.6.3 QERTS Strategic Outcomes
70(1)
4.6.4 QERTS Business Outcomes
70(1)
4.6.5 QERTS Business Capabilities
71(2)
4.6.6 QERTS Technical Capabilities
73(2)
4.6.7 QERTS Initiatives
75(1)
4.6.8 Completing the Map
75(1)
4.7 An Honest Business Case
75(3)
4.8 Summary
78(1)
4.9 The Next Steps
78(1)
4.10 References
78(1)
Chapter 5 Calculating the Model 79(20)
5.1 Picturing the Contributions
79(4)
5.1.1 Identifying the Contributions
80(1)
5.1.2 Calculating the Contributions
80(2)
5.1.3 Remote Contributions
82(1)
5.2 Understanding Allocations
83(1)
5.3 Selecting the Algorithm for Determining the Allocation Fractions
84(5)
5.3.1 Agreeing on the Allocation Fractions by Consensus
84(1)
5.3.2 Using Contribution Fractions to Calculate the Allocation Fractions
84(5)
5.4 Using the Contribution Values to Calculate the Allocation Fractions
89(1)
5.5 Using the Contribution Shares to Calculate the Allocation Fractions
89(4)
5.6 Calculating the Allocations
93(4)
5.7 Defining a Decision Criterion
97(1)
5.8 Proof that the Fourth Option Satisfies the Criterion
98(1)
5.9 Summary
98(1)
Chapter 6 Disbenefits and Essential Links 99(30)
6.1 Allowing for Disbenefits
99(4)
6.1.1 The Contributions in the Disbenefits Example
99(1)
6.1.2 The Allocation Fractions in the Disbenefits Example
100(2)
6.1.3 The Allocations in the Disbenefits Example
102(1)
6.1.4 Discussion on the Disbenefits Example
102(1)
6.1.5 Percentage Disbenefits
103(1)
6.1.6 Are We There Yet?
103(1)
6.2 Essential Contributions
103(5)
6.2.1 First Option
103(4)
6.2.2 Essential Node and Essential Contribution
107(1)
6.3 Applying the Concept of Essential Links
108(3)
6.3.1 Prioritizing Initiatives
108(1)
6.3.2 Developing the Financial Justification for an Initiative
108(1)
6.3.3 Performing a Risk Analysis of the Network
109(1)
6.3.4 Optimizing the Benefits Realization Map
109(1)
6.3.5 Discussion on Contributions and Essential Nodes
109(2)
6.4 Creating an Essential Network
111(7)
6.4.1 Picturing the Essential Contributions
111(1)
6.4.2 Calculating the Contributions
111(7)
6.4.3 Conclusion: The Value of the Concept of Essential Contributions
118(1)
6.5 Structured Approach for Removing Nodes
118(4)
6.6 Recalculating the Pruned Network
122(4)
6.6.1 What's in the BEER?
122(1)
6.6.2 Step 1: Clear the Redundant Data
123(1)
6.6.3 Step 2: Recalculate the Pruned Network Contribution Shares and Contributions
123(1)
6.6.4 Step 3: Calculate the Contribution Fractions
124(1)
6.6.5 Step 4: Reuse the Initiative Allocations
124(2)
6.6.6 Step 5: Recalculate the Pruned Network
126(1)
6.7 Summary
126(1)
6.8 Current Status
126(3)
Chapter 7 Applying the BRM Approach to the QERTS Example 129(24)
7.1 Analyzing Outcomes and Options: The QERTS Example
129(2)
7.2 Revising the Program
131(6)
7.2.1 Simple Initiative Removal
131(1)
7.2.2 Accounting for Essential Links
131(6)
7.3 Alternative QERTS Example
137(7)
7.3.1 Simple Initiative Removal
137(1)
7.3.2 Accounting for Essential Links
137(2)
7.3.3 An Alternative Remedy
139(1)
7.3.4 Insights for Program Management
140(1)
7.3.5 Resolving Subprograms
141(3)
7.3.6 Insights from Subprograms
144(1)
7.4 Including Disbenefits in the QERTS Example
144(8)
7.4.1 Mitigating the Disbenefits in the QERTS Example
145(7)
7.5 Summary
152(1)
Chapter 8 A Generalized Approach to Scheduling and Cash Flow 153(28)
8.1 Background
153(1)
8.2 New View
154(1)
8.3 The New Approach: Characterizing the Components
155(3)
8.3.1 Events
155(1)
8.3.2 Arrows as Vectors
155(3)
8.4 Toward a Simplified Scheduling Model
158(1)
8.5 Extensions to Other Scheduling Methods
158(4)
8.5.1 PERT
158(1)
8.5.2 CCPM
158(1)
8.5.3 Milestone Planning
159(3)
8.6 Applying the VEST Approach to Programs
162(1)
8.7 Additional Definitions
162(1)
8.8 Applying the VEST to the QERTS Example
163(2)
8.8.1 Scheduling the Initiative Activities
163(2)
8.8.2 Creating an Integrated Schedule
165(1)
8.9 Linking Cash-Flow to the Schedule
165(12)
8.9.1 Effective Dates
169(5)
8.9.2 The Lag Evaluation Rules
174(1)
8.9.3 Dealing with Essential Links
175(1)
8.9.4 Reviewing the Effect of Multiple Lags
175(2)
8.9.5 The Cumulative Contribution Curve for the QERTS Example
177(1)
8.9.6 Optimizing the Cash Flow
177(1)
8.10 Summary
177(2)
8.11 From Schedule to Risk
179(1)
8.12 References
179(2)
Chapter 9 Total Risk and Issue Management 181(40)
9.1 Background
181(1)
9.2 Overview
182(2)
9.2.1 Contentious Introductory Assertion
182(1)
9.2.2 Background
183(1)
9.3 Issues
184(6)
9.3.1 The Situation
185(1)
9.3.2 Success
185(4)
9.3.3 The Dual Nature of Issues
189(1)
9.4 Risks
190(4)
9.4.1 Uncertainty
190(2)
9.4.2 Addressing the Three Components of Risk
192(1)
9.4.3 Choose Any Two of Three
192(2)
9.5 The TRIM Process
194(22)
9.5.1 Define TRIM Framework
195(4)
9.5.2 Identification
199(2)
9.5.3 Analysis and Prioritization
201(3)
9.5.4 Action Planning
204(6)
9.5.5 Execution, Monitoring, and Control
210(3)
9.5.6 Links between the TRIM Processes
213(3)
9.6 Generic versus Specific Risks
216(2)
9.6.1 Probability Distributions
216(1)
9.6.2 Sensitivity Analysis
217(1)
9.6.3 Hypothesis Analysis: The Confidence Matrix
218(1)
9.6.4 Resource Loading
218(1)
9.7 Summary
218(1)
9.8 References
219(2)
Chapter 10 Resource Capacity Planning 221(8)
10.1 The Challenge
221(1)
10.2 Simple Operations Resourcing Model
221(3)
10.2.1 Practical Operations Staffing Model
222(1)
10.2.2 Theoretical Resourcing Model for Unplanned Remedial Actions (URAs)
222(2)
10.2.3 Calculating Staffing Levels
224(1)
10.3 Applying the New Model
224(1)
10.3.1 Servicing URA Requests
225(1)
10.3.2 Staffing for Operational Staff in Projects
225(1)
10.3.3 Planning SOA Resources
225(1)
10.4 Implementing the Erlang-Based Approach
225(1)
10.4.1 Advantages of the Erlang-Based Approach
225(1)
10.4.2 Planning the Required Organizational Changes
226(1)
10.5 Organizational Change Program
226(1)
10.6 Summary
226(1)
10.7 References
227(2)
Chapter 11 Procurement 229(8)
11.1 Background: Innovative Contractor Engagement and the London Underground Bank Station Capacity Upgrade
229(1)
11.2 Tendering Lifecycle
230(2)
11.2.1 Process Overview
230(1)
11.2.2 Pre-Dialog Phase
230(1)
11.2.3 Dialog Phase
230(2)
11.2.4 Interim Phase
232(1)
11.2.5 The Invitation to Tender (ITT) Phase
232(1)
11.2.6 The Evaluation and Award Phase
232(1)
11.3 ICE and the Benefits Realization Map (BRM)
232(1)
11.4 Modeling the Value of the Options
233(3)
11.5 The Next Step: Tracking the Work
236(1)
11.6 Summary
236(1)
11.7 References
236(1)
Chapter 12 Implementation Tracking-Earned Benefit 237(38)
12.1 The Earned Benefit Approach
237(1)
12.2 The Component-Benefit Matrix
238(3)
12.2.1 Calculating the Component-Benefit Matrix
238(3)
12.2.2 Calculating the Earned Benefit
241(1)
12.3 Earned Value
241(2)
12.4 Further Development of the Earned Benefit Calculations
243(1)
12.5 Earned Value and Earned Benefit Case Study
243(4)
12.5.1 The Garden Services Business Plan
243(4)
12.5.2 The Initial Parameters for the Calculations
247(1)
12.5.3 Current Status
247(1)
12.6 The Earned Benefit System
247(1)
12.7 Earned Value Abbreviations, Parameters, and Indicators
248(1)
12.7.1 AC: Actual Cost
248(1)
12.7.2 AD: Actual Date
248(1)
12.7.3 EV: Earned Value
248(1)
12.7.4 PV: Planned Value
248(1)
12.7.5 CPI: Cost-Performance Index
249(1)
12.7.6 SPI: Schedule-Performance Index
249(1)
12.7.7 BAC: Budget at Completion
249(1)
12.8 Earned Benefit Abbreviations and Values
249(11)
12.8.1 ADD: Actual Date Duration
249(1)
12.8.2 EB: Earned Benefit
250(1)
12.8.3 EBAC: Earned Benefit at Completion
250(1)
12.8.4 PB: Planned Benefit
250(2)
12.8.5 EBEV: Earned Benefit Equivalent Value
252(1)
12.8.6 BCPI: Benefit-Cost Performance Index
252(1)
12.8.7 BPI: Benefit Performance Index
253(1)
12.8.8 EBED: Earned Benefit Equivalent Date
253(1)
12.8.9 EBEDD: Earned Benefit Equivalent Date Duration
254(1)
12.8.10 BV: Benefit Variance
254(1)
12.8.11 BSV: Benefit Schedule Variance
254(1)
12.8.12 BSPI: Benefit Schedule Performance Index
255(1)
12.8.13 VED: Value Equivalent Date
255(1)
12.8.14 VEDD: Value Equivalent Date Duration
255(1)
12.8.15 BVSV: Benefit Value Schedule Variance
256(1)
12.8.16 BVPI: Benefit Value Performance Index
256(1)
12.8.17 CBM: Component-Benefit Matrix
257(1)
12.8.18 CCB,: Component Contribution to Benefit
257(1)
12.8.19 CEB,: Component Earned Benefit
257(1)
12.8.20 EBEC: Earned Benefit Equivalent Cost
258(1)
12.8.21 VEB: Value Equivalent Benefit
258(1)
12.8.22 PPC: Program Percent Complete
258(1)
12.8.23 PED: Planned End Date
259(1)
12.8.24 PEDD: Planned End Date Duration
259(1)
12.8.25 PSD: Program Start Date
259(1)
12.8.26 TCPIx: To-Complete Performance Index
259(1)
12.8.27 TCPFx: To-Complete Performance Factor
260(1)
12.9 Further Analysis of the Garden Services Case
260(3)
12.9.1 Understanding the Earned Benefit Results
262(1)
12.9.2 Revising the Business Case for the Garden Services Program
262(1)
12.10 Revisiting Earned Benefit
263(6)
12.10.1 Evaluating the Component-Benefit Matrix from the Results Chain
263(3)
12.10.2 Earned Benefit Based on the Results Chain Calculations
266(1)
12.10.3 Earned Benefit Including Essential Links
267(2)
12.11 Applying Earned Benefit for Status Reviews
269(2)
12.12 Communicating the Information
271(1)
12.13 Conclusion
271(1)
12.14 The Benefits of Earned Benefit
271(1)
12.15 Earned Benefit Parameter Tables
271(2)
12.16 Summary
273(1)
12.17 References
273(2)
Chapter 13 Business Key Performance Indicators 275(20)
13.1 Setting Key Performance Indicators
275(1)
13.2 Operational KPIs
275(2)
13.3 Agreeing on the Questions
277(1)
13.4 Categories of KPIs
278(1)
13.5 Operational KPIs
278(1)
13.5.1 Strategic Outcome KPIs
278(1)
13.5.2 Business Outcome KPIs
278(1)
13.5.3 Quantifiable Outcome KPIs in the QERTS Example
278(1)
13.5.4 Nonquantifiable Outcome KPIs in the QERTS Example
279(1)
13.6 Model-Related KPIs
279(1)
13.7 Analyzing the KPIs
279(2)
13.7.1 Operational Values
280(1)
13.7.2 Using Operational and Model KPIs to Assess the Model
280(1)
13.8 Analyzing the Model
281(6)
13.8.1 Left-to-Right Analysis
282(5)
13.9 Example Based on QERTS Model
287(6)
13.9.1 Developing the Component-Outcome Matrix
287(1)
13.9.2 QERTS Example KPIs
287(6)
13.10 Summary
293(1)
13.11 References
294(1)
Chapter 14 Stakeholder Analysis 295(18)
14.1 Stakeholder Interest and Power
295(3)
14.1.1 Three Categories of Stakeholders
296(1)
14.1.2 Level of Power
296(2)
14.1.3 Level of Interest
298(1)
14.1.4 Stakeholder Impact
298(1)
14.1.5 Stakeholder Impact Analysis
298(1)
14.2 Mapping the Analysis onto the Model
298(3)
14.2.1 Mapping Stakeholder Power
298(1)
14.2.2 Mapping Stakeholder Interest
299(1)
14.2.3 Normalizing the Results
300(1)
14.2.4 Using Mendelow's Grid
300(1)
14.3 QERTS Example
301(10)
14.3.1 Marketing Group
301(2)
14.3.2 IT Group
303(1)
14.3.3 Numerical View
304(1)
14.3.4 Mendelow's Grid for QERTS
304(7)
14.4 Summary
311(1)
14.5 From Analysis to Communications
311(1)
14.6 References
311(2)
Chapter 15 Communication-Why, How, and What 313(20)
15.1 Introduction
313(1)
15.2 Understanding Hierarchies
314(2)
15.2.1 Definition of Hierarchy
314(1)
15.2.2 Examples of Hierarchies
314(2)
15.3 Addressing Data, Knowledge, Information, and Wisdom
316(4)
15.3.1 Background to DIKW
316(1)
15.3.2 Definitions
316(1)
15.3.3 Overview of the DIKW Process
317(1)
15.3.4 Negotiating the DIKW Ladder
318(1)
15.3.5 A DIKW Example from Earned Value
319(1)
15.3.6 Applying DIKW to Communications and Stakeholders
320(1)
15.4 Effective Communications
320(1)
15.4.1 The Scope of Communications Management for Projects and Programs
320(1)
15.5 Information and Communications
320(3)
15.5.1 Planning the Work
320(1)
15.5.2 Communication and the Program Manager
321(2)
15.6 The Viable System Approach
323(8)
15.6.1 The Viable System Model
324(1)
15.6.2 The Components of the VSM
324(4)
15.6.3 The VSM and the Program Environment
328(2)
15.6.4 VSM Conclusion
330(1)
15.6.5 Synergy Between VSM and DIKW
330(1)
15.7 Concluding Remarks
331(1)
15.7.1 Vision and Intuition
331(1)
15.7.2 Attaining Wisdom
331(1)
15.8 Summary
331(1)
15.9 And Finally
332(1)
15.10 References
332(1)
Finale: Benefit Mapping the Book 333(6)
F.1 Mapping the Book
333(1)
F.2 The Book's Strategic Benefits
333(2)
F.2.1 The Benefits
333(1)
F.2.2 The Contributions
334(1)
F.3 The Book's Initiatives
335(1)
F.3.1 The Initiatives
335(1)
F.3.2 The Allocations
335(1)
F.4 The Book Review Model
335(2)
F.4.1 Learning Outcomes
335(1)
F.4.2 Learning Capabilities
336(1)
F.4.3
Chapters
336(1)
F.4.4 The Links
337(1)
F.5 Analysis of the Book Review Model
337(1)
F.6 Final Summary
338(1)
F.7 References
338(1)
Appendix: Carrying Out the Calculations 339(6)
A.1 Calculating the Contributions
339(3)
A.2 Calculating the Allocations
342(1)
A.3 Completing the Calculations
343(1)
A.4 Requirements from a Tool
343(1)
A.5 Final Comment
344(1)
Acronyms 345(2)
Glossary 347(4)
Bibliography 351(4)
Index 355
Crispin Piney (known as "Kik") has been involved in the project world since joining the IT Group at CERN, the European Laboratory for Particle Physics, in the 1970s, working on cutting-edge development projects. He later moved to the Digital Equipment Corporation (DEC), initially in England, before relocating to DECs European technical centre in the south of France. While he was with DEC, Kik gained a deeper understanding of the importance of methodology, business alignment, and stakeholder relationship management.

After the acquisition of DEC by Compaq, Kik left in 2000 and set up as an independent consultant and trainer in project management. He invested enthusiasm, time, and effort working as a volunteer with the Project Management Institute (PMI®) on the majority of their standardization efforts, from the Organizational Project Development Management Maturity Model (OPM3®) through each the standards for projects, for programs, and for portfolio management (he was listed as a "significant contributor" for the first edition of both the program and the portfolio standards). He also contributed actively to the PMI competency development framework, the lexicon, and the Practice Guide for Scheduling. He is one of the three authors of PMI®s Practice Guide for Project Risk Management. Kik gained his Project Management Professional (PMP®) certification with PMI prior to leaving DEC. He later became the first person in France to acquire the corresponding certifications for programs (PgMP®) and, when it became available, for portfolios (PfMP®).

He has published a number of articles ranging across all aspects of projects, programs, and portfolios. He has presented at most PMI® EMEA congresses since 2002, as well as at regional events. Additionally, Kik provides training on a wide range of topics in the project management space. He has developed and delivered courses across a broad range of industries including construction, perfumery, information technology, steelworks, aviation, packaging, electronics, and banking. His approach to understanding and expanding the field of knowledge in the area of project, program, and portfolio management is based on the following principles:











The need for alignment between all domains in order to ensure consistency The need for clarity and precision in order to avoid misunderstandings The willingness to generalize and expand valid concepts in order to increase their generality and potential value The willingness to reject ideas and beliefs, however well established, that are based on false or doubtful premises, and to discover creative, verifiable alternatives with which to replace them And, finally, the wish to share his enjoyment of the subject and, wherever possible, his sense of fun
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