Real Time Management means you know what's going on and where change- Development- is most needed. Reform provides the means to close the pensions gap

  • Accountability is routine
  • Alerting gets the right thing done in time if targets are missed
  • An end to the bullying and lying of cover-up culture
  • A beginning to fair rewards for innovation and achievement

"Big Six" accounting firms meet in Paris to recommend real-time reporting

Real Time performance reporting should replace annual and quarterly accounts. The Cybernetics Society reports.

Real Time Study Group to endorse NPfIT?

Following Nick Green's poster session at last year's Cybernetics Society Conference Cybcon2004 there are grounds for believing NPfIT is compliant with the Real Time Study Group Specification. As implemented in "Connecting for Health" the only limitation is that Clinical Alerts are terminated at the Consultant Level whereas we would recommend continuous escalating alerts ending up on the Prime Minister's desk (or even Her Majesty if Parliament was deadlocked!) if non-compliance is persistent.

A distributed data mine (Data Marts) and centralised Data Mine are driven by a Workflow Rules service which will select applicable "simple and complex rules for data validation, exception identification, decision support, alerts and notifications/reminders etc." Cabinet Office e-GIF is considering workflow standards for message distribution and escalation. Clinical standards are under development for Decision Support rules by HL7.

It's too early to say and many clarifictions are needed but recent announcements are encouraging. More work will be needed on Decision Support to widen applicability in the Justice System, Inland Revenue, Social Security etc

The development of better rules can be seen as a system 4 activity in terms of our Alerting, Modelling and Audit in Real Time (AMART) interpretation of Beer's VSM. Improving regulation and operation is seen as ongoing throughout the lifetime of the system.

Time to consider an Open Plan for IT: OPfIT

We thank Ben Laurie, secure socket layer designer for Apache, for this quote:

"There is no limit to what a man can do or how far he can go if he doesn't mind who gets the credit."

- Robert Woodruff

About Us
2003 Treasury Presentation
History and Accountability
Current Design
Public Service Process Diagrams
Expressions of Interest to HM Treasury ISB Scheme
Today's Public Service Working Practices
Treasury Seminar
Theory: The Origin of AMART
Public Health and the Ecological Imperative
Recent Developments
Meet the Forthcoming Product Family
Join Us?

The Real Time Study Group was set up in 1997 to repair the deficiencies in the use of Information Technology in the then "Better Government" Plans. These became "Modernising Government" and like their predecessors do not deal with the quantitative aspects of Management: achievement, spending and development. A Significant Omission. To repair this deficiency and exploit the data thus acquired fully we developed the AMART methodology >>more HISTORY

The Real Time Study Group has used the best techniques available from Management Cybernetics to address the problem of Development in a distributed way. A way that will encourage all employees to participate in Development
>>more THEORY

Getting the Data with Data Feeds

The reason we see poor productivity in the Public Service is usually weak day-to-day regulation of routine procedures and a reluctance to improve working practices. Because of the scale of the enterprise, 5 million employees, low expectations dominate and managers are not encouraged to innovate Work smart, work less for better pay and pensions >>more WORKING PRACTICE

Public Service Diagrams

Governments the world over spend money inefficiently. If we exclude Social Security then
At least 52% of your money is wasted every day by the UK Government.
Overseas it can be far worse. The World waits while unaccountable corruption feeds terrorism and prevents Development. There is a myth that nothing can be done. But it can.
Real Time Government is the solution.


News from The Real yUK
Rail Transport from the Guardian

Letter to
Gwynneth Dunwoody MP
Chairman House of Commons Transport Committee
NEW Rail costs are 'out of control' short report on Cybernetics Society website. "This should be regarded as a technical management problem needing a technical mangement solution not another opportunity to rearrange the deckchairs", said Nick Green.

Instrumenting the Business Process with AMART Alerting Modelling and Audit in Real Time with e-mail


What is all this feedback business?

There once was a rolling mill.

Very skilled men controlled it with a variety of techniques virtually inherited father to son. The thickness of the steel however was rather variable and if the wrong man was absent quality control went out of the window.

The Board decided to buy a computer to automate control of the process.

Experts were consulted and mathematical models constructed. Many formal parameters were found to control the thickness of the steel coming off the rollers.

  • ambient temperature
  • steel temperature
  • speed
  • pressure on the rollers
  • composition of the steel etc etc.
Much sensing at multiple points around the mill and many rollers was contemplated. Much summing and weighting of outputs to control speed, room temperature, roller speed, pressure and gas burners heating steel about to be rolled.

The computer was late. Further heads were scratched and the, at that time, extraordinary idea came of directly monitoring the thickness of the steel then using that output to feedback to ANY of the concurrent controlling variables e.g. gas flow to pre-heating burners. The problem was solved with 5.00 worth of electronics. That is the power and elegance of correctly applied negative feedback. Nowadays it is seen as classic textbook Cybernetics that led to the creation of the profession of Control Engineering. Cybernetics, however, realises that these same techniques can be applied to demystify management

When the computer arrived they used it for the payroll.

Nick Green Cybernetics Associates
From a story told by Gordon Pask on Consulting with Stafford Beer in the Steel Industry

Why is this Important?

Wherever work is done, whether it is in a Hospital Accident and Emergency Department, a Prison or Social Services Department, School, Aerospace Company or simple High Street Shop, the Quality of work, like the thickness of steel coming off rollers, depends on many factors any one of which if allowed to get out of control or moved from the "point of calm", can lead to failure of a process:
  • measurement of outcome
  • number of staff
  • capability of staff
  • management of staff activity
  • development and use of skill
  • maintenance of facilities
  • reliability and suitability of equipment
  • incoming and outgoing support services
  • risk minimisation policies
  • volume of traffic etc etc.
If proper measurement of outcomes is undertaken and fedback to all participants in the enterprise, all the time, in real time, many of the constraints will optimise themselves. The requisite amity and faith of participants will be reinforced and autonomous alteration of behaviour to maximise effectiveness, altruism, is supported. Thus the complexity of the formal quality problem is reduced. An Alert is fired when routine moves too far from the point of calm. Once perverse incentives are established lying and cheating will become part of the culture. Formal measurement of desirable achievement is essential.

In a retail or sales environment completed sales volume is the ruling concern for all and supplies the necessary real-time feedback with the added advantage of interacting with customers directly.

In less public enterprises it is unusual to have formal real time feedback on quality, but in most cases, if not all, the same constraints apply. Mistakes per transaction will reduce over time as the transaction rate increases if improvements in practice are supported. Generally economies of scale will become available as the rate of completed transactions increases, the cost per transaction will decrease.

If this is not seen improper practice will be found.

Better sharing of applicable information in small and medium enterprises explains their better performance. The right real-time quality measure will have the same effect.

Within the greater anonymity of the larger organisation incompetence is less visible when formal measurement is not used. Whilst amity and faith are required but not reinforced with improving practice one or two rotten apples, who bully and lie unchallenged rather than acquire better technique and submit to the discipline of real time reporting, can easily spoil the barrel. This is not restricted to Brutish Britain. The unaccountable short term pathology of a few senior executives has recently seen many pensions go up in smoke. Their lies proved quite as damaging as any terrorist. Quarterly and Annual reporting is just not enough any more. Accounting feedback and performance must henceforth be in real time with alerts firing before things get out of control.