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At West Point, in a speech, President George W. Bush shared doctrine of pre-emption with his cadets that he articulated as a countermeasure to September 11 attacks. Pre-emption, defined as anticipatory use of force in face of an imminent attack, has long been accepted as legitimate and appropriate under international law. In New National Security Strategy, however, Bush’s first administration was broadening meaning to encompass preventive war as well, in which force may be used even without evidence. This particular idea had still been severely debated and really staled but Professor Lawrie Challis’s invention has brought President’s angle back into perspective.

A simple magnetic bead can reduce radiation from hands-free mobile phones to virtually zero. His set of kits stops radio waves traveling up wire and into head. His take was mobile industry should start using it as a standard and promote it as a marketing material.

Mobile Manufacturers Forum rejected Professor Challis's call for them to be used on hands-free kits. They said, “Beads can have an impact. But bigger issue is that mobile phones are tested to be comply with standards and have been passed safe.”

Reducing emissions to head to zero is possible but manufacturers neglect to put them on hands-free kits. Ignorance is bless. Tests are king. The reality is, even one customer with skepticism of practices is enough for an avalanche in industry.

Look at tobacco industry… Undoubtedly, most regretful people not to come up with such an idea like Bush’s were they. The most reviled industry has reached peak level of saturation but could not cope with ceaseless accusations since beginning of 90s and lost enormous ground. The strategy of being contentious in good, old days - just like telecom is doing today - triggered looming litigation threats, which in turn, caused big tobacco companies’ stock market value to plummet dramatically.

Part One: Discovery

Part Two: Planning

Next Week: Implementation

Before beginning our discussion of The Development Phase, let’s recap. In Phase I (Discovery) we learned how your organization specifies project mission, objectives and effectiveness criteria. Phase II (Planning) entailed setting requirements for project tools, budgets and schedules to manage your project.

Now, I’m no entertainment mogul, but The Development Phase reminds me of producing a Hollywood move. When we sit in a theater and watch latest blockbuster, we see a finished product and assume it was made pretty much as it looks. And we would be wrong. Making a movie, much like process of building a strong policy and procedure system, is a non-linear process with a tremendous amount of “behind scenes” support.

Strong Policy and Procedure System

Just as every great movie is guided by a talented Director; your effort to build an effective management system requires a skilled Project Leader. The role is especially critical in Development Phase because it is during this stage that time, effort and expense of entire project cast is involved, and much like actual shooting phase of a film production, it can consume up to 50% of your project cost.

What skills make a strong Project Leader? Besides obvious qualities of good organizational, communication and time management skills, I include policy and procedure or process development expertise. Depending on your staff, this may require an outside resource.

Management and Project Leader