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Um, so, uh, so thanks everybody for joining.

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Uh, we'll get going in just a second.

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Um, and, uh, uh, I, I guess we'll let everybody, uh,

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on the call introduce themselves, uh, both the audience

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and, um, and the, the crew on screen here.

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Um, if you've been to any of our webinars

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before, you'll, you'll know that we like them to be rowdy.

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We like people to participate, to jump onto the chat,

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to give feedback, to ask questions, to agree

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or disagree with the speakers.

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Um, it makes it much more interesting for us

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and hopefully makes it more interesting for you as well.

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If, if you are, um, uh, if you are engaged and, and,

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and, uh, joining in.

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So do not be shy, right?

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The reason I get everybody to, to introduce yourselves is

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so you, you get the chat window open

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and it's there ready for, for when you jump on there.

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Um, uh, so my name's Stuart Easton from Transparent Choice.

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We've, we've got David Dunning

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and Dan deas, uh, who will introduce themselves in a second.

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Um, uh,

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but what we're, what we're gonna do today is,

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is have something a little bit special, um,

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looking at sort of business integrated governance.

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So you've probably seen in the invitation,

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and so on the little acronym, BIG,

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business Integrated Governance.

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Um, this is a concept that, that David's kind of championed

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and whipped into life through an effort

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of sheer will force, uh, willpower.

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I have to say, David, he is been ruthlessly whipping a whole

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bunch of us to, to get us to contribute and to help build.

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And, um, just last week, last week, was it last week, week

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before we, we actually physically got our hands on a copy

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of the Big B.

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There it is, the big B, the body of Knowledge.

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Um, so, and there you go. Dan's got his out as well.

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So, um, so we thought we would celebrate the launch

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of the Big B, uh, with this webinar.

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So with that, I, I, my job here today is really just

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to make fun of everybody else.

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Uh, so it's an easy one for me.

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So with that, uh, Dan, why don't you introduce yourself

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and then you, we'll do a little bit

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of a Bridget Jones moment here.

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I'll introduce you, you introduce David.

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Fabulous. There you go. We've got slide and everything,

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but, uh, so I'm down.

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I look after Custom Success Partners

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and things here at Transparent Choice.

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Um, occasionally write the odd blog,

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appear on the odd webinar and,

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and generally, uh, make it nuisance of myself.

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So, um, yeah, I'll, I'll be here to, to help, I guess, show

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how prioritization can kind of slot into big.

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So we, we've tried to sort of highlight, if you like,

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what we think is an important common ground, um, between

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what we do and, and, and what, what and what

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and sort of framework that David's developed.

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Um, talking of which David, um,

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why don't you introduce yourself and, and your framework?

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Uh, well, I'm, I'm David.

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Um, uh, the big framework, I must, uh, be clear.

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It's, it's not mine. It's, um, it's been, uh, it's owned

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by a community interest company called, uh,

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the Business integrated governance, CIC.

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It's been developed with inputs from over 138 people.

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Uh, there's a couple of, uh, contributors on the call.

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Uh, Pam, for example, was instrumental in a, uh, uh, uh,

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creating the, the, the product perspective on all this.

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Um, so I, I'm, I'm, uh, uh, uh, leading the charge, uh,

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in the, uh, business integrated governance community

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interest company that develops that knowledge.

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And I'm also, uh, uh, a, a member of, of Deep Team,

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which is a, a professional services company

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that helps organizations, uh, make, make best use of it.

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Um, so we've, we've, we've got a couple of perspectives and,

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and, uh, I, I think they're very two very interesting

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perspectives, which, um,

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hopefully the material we present today will, will, uh,

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will be really interesting from,

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from, uh, from both those points.

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Very good. David, I think you're driving, uh, for now.

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Yes. Um, well, um, EE everyone loves a bit

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of motherhood and apple pie.

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So, uh, I guess the, these are some, uh, fundamental beliefs

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that I think will, will drive, uh,

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what we're gonna discuss today.

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So you can agree or disagree with these things.

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Um, but I think, uh, the, I'll, I'll just read this out,

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but, um, uh, for us,

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business success is based on achievement of purpose

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via the decomposition of purpose into operational

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and strategic objectives

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and effective delivery against business

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as usual change and value creation.

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So, uh, that's,

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that's pretty much setting the scene quite big, Dan.

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I don't, uh, I think

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I think of it, it's like

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everything everywhere, all at once.

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Yeah. Yeah.

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We, we've got And, uh, and

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and your perspective of PMOs and e PMOs, Dan?

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Yeah. So, you know, we,

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what we've discovered recently up in Edinburgh chats people

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has of PMO, um,

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every organization probably has a slightly different

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definition and a slightly different

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understanding of this space.

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But broadly, for, for the sake of

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what we're talking about today, we're seeing the PMO as sort

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of the owner of, um, if you like, deli owner of, um,

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best practice and delivery of value within a portfolio.

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Um, so very much kind of in, in, in sort

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of leading the charge on that side of things.

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Um, and,

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and, you know, for us is often, often the,

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the core custodian of good prioritization.

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And then the EPMO is, is more of a, a sort of broader role

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where we're seeing that connection to strategy

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and sort of joining all the bits together in

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that broader governance role.

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So, um, yeah, hopefully many of you'll relate

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to the different, um, levels.

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Feel free to challenge us, uh, in,

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in terms of the definitions.

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And ultimately, yeah, we,

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we hope everyone is gunning towards the

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EPMO level in terms of the impact. And

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This is, and this is more just kind of,

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so we've all got the same terminology, right?

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I mean, there are so many different flavors of PMO

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and definitions and all the rest of it.

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So this is just so we're all working from the same

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definition for today, I guess.

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Yeah, I, I think the big guys to you, you, you,

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you talk about sort of support functions as a sort

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of nice neutral term that wraps up everyone

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who could be all these different kind of acronyms,

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Uh, business support, you, you can offend everyone

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as opposed to just one or two, uh, uh, perspectives.

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But, but, um, yeah, we, uh, we,

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we using these general terms just to discuss today.

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Um, but I think the, the thing is, if, if,

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if business success is based on achievement of blah, blah,

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blah, and, and we see, uh, PMOs

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and emos as instrumental in, in, in labeling that to happen,

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um, we, we can't, we, we we're still so, uh, agree, um,

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that we need prioritization to be effective.

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If we can't prioritize, we can't deliver.

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We'll, we'll dig into that a little bit later,

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but if we're gonna prioritize,

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then we need to be systematic.

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We're not gonna prioritize out thin air

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and without any coordination or organization.

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Uh, so our proposition is that if you're gonna prioritize

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and you're gonna do it systematically, then we need to be,

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um, uh, we need to have an operating model, uh, that,

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that's gonna frame how we can do that.

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Um, so that, that's the big motherhood apple pies, uh,

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statement before we get going.

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And anything to add Stuart down?

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No, it's, it, it's brilliant.

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I mean, it, the, it's a, it is a very simple concept,

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and it's one that we rattle on about time and time again.

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Yeah. Just don't, don't get me started, David.

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'cause you're up. Stop.

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Okay. Well, um, if this doesn't work, it, it's not just

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that, uh, some, someone won't get a bonus.

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It means that organizations don't fulfill their purpose.

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Uh, so it, so it has, uh, big, uh, rewards and consequences.

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So then what is, what is this big thing?

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Uh, I'm not gonna bore everyone to, to death.

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Um, we we're gonna, we're gonna go through, um,

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the big thing as, as, as well as, um, everything else today.

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So we'll try and tell this as a sort of a story.

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Um, we'll, we'll introduce, um, uh, big as the,

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as a framework to help you get from purpose

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to strategic objectives to effective delivery.

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Um, I'll, I'll introduce then the, the, uh, the, the place,

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uh, uh, of, of APMO within big, uh,

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Dan Daniel, and, uh, show you quite a bit more.

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Do you wanna signpost a little bit of that, Dan?

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Yeah. So, we'll, we'll talk about the, uh, I guess,

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prioritization, the PMO and,

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and introduce what we think the, kind

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of the fundamentals are in terms of, you know,

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really good core operations.

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And then we'll start to look to the horizons

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and see what we think, you know, imagine, imagine the kind

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of the, the, the, the, the future as, as, as, as it could be

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with, with everything connected with, with the right sort

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of systematic approach to, to value generation.

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We'll ask, we'll ask you guys, um, so what's,

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what's stopping, um, effective prioritization,

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if it is indeed stopping effective prioritization?

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What, what is stopping you? And we'll use Slido for that.

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Um, slido.com.

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You can get up on your phone

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and if, dunno if you've used those sorts of things before,

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but we'll have a little poll on Slido

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and we'll give you a Slido code to tap in.

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So you can, you can just tap in your, your thoughts

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and we'll, we'll, we'll capture some thoughts live

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and comment on them as they come in.

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And we'll do a couple of those little polls, if,

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if that's okay with everyone.

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It's just, it's good to see what folks are thinking.

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Um, we'll then, um, introduce, uh, where, uh,

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an EPMO can add, uh, can add value.

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We'll ask, ask you guys, uh, what, uh, uh, uh, you,

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you'd like an EPMO to do and,

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and offer you, um, how, uh,

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an EPMO if we do continue to call it that.

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We'll offer you what that can do within business at greater

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governance and,

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and wrap that up, uh, with some calls to action, links

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to stuff and, and, uh, proposal for, for next steps.

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Uh, so that, that's where we are.

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Um, shall I just dive in? Down, go.

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Let's go, let's go. So then, um, what,

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what's big business integrated governance?

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We, we've just said in a, in the definition earlier, it's,

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it's an operating model to enable, to connection, uh,

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to enable connection from purpose, to strategy, to delivery,

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and back again, we can visualize it.

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Uh, business integrated governance is a

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set of a set of cogs.

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A lot of, a lot of cogs for delivery and,

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and governance all happening at once

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within our organization.

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Um, and if we're not careful,

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those cogs misalign, they great.

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They don't work. Um,

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and the, the proposition is that if we can smooth our, our,

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uh, uh, our governance operations, then, then we can, um,

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uh, more, more reliably and,

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and effectively, uh, deliver our purpose in, in all shapes

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and sizes of what that means.

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So, um, if, if we're gonna take a, a,

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a catchphrase away about big,

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it's getting the organization governance cogs

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to work together to achieve purpose.

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And there's, there's a link, um,

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to the body of knowledge there.

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And we will repeat this link later, but it's, it's free.

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You can be a member, it's no charge.

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It's, um, as I say, uh, delivered

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by a community res company.

252
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Uh, you can, you can, uh,

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feast on it at your, at your leisure.

254
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But, um, having introduced that high level concept, uh,

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what does it then, uh, what does it then mean to the PMO?

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Well, um, if, if we're gonna operate business integrated

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governance, we're gonna have some components in place.

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We're gonna have an effective organization where,

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where there's clear structure, there are clear roles,

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there's, there's some, uh, corporate process that works.

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We're gonna have effective governance, we're gonna be able

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to make decisions, and we're gonna be

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able to manage compliance.

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Um, we're gonna need information

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and data to enable that to happen.

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We're gonna need to hold people, people accountable, uh,

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and have accountability is,

268
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and in, within our culture to make it happen.

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We're gonna need effective business support, uh, which

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of course, PMO fits in there.

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We need effective assurance

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to make sure we're doing the right things, the right way,

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and leadership to enable us to get this going

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and to help us sustain it

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and to, to keep it embedded within our organization.

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So those, those are the, the, the big components.

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Again, uh, I'll,

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I can explain more on a different date in, in some more detail.

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But with APMO perspective, well,

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for PMO enables achievement of business objectives

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as we discussed earlier.

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Then there are a number of huge contributions, uh,

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APMO will provide.

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Um, it'll, it'll be providing the project governance.

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It'll be, um, uh, providing lots of information to internal

286
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and external stakeholders.

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It'll be supporting people to be accountable.

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Um, it'll be carrying out a service

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level to, to make this work.

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So the, so PMOs al already, um, uh, are providing a, a,

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a chunky aspect to what integrated governance, uh, can be.

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But the, the, the, the tricky, there are tricky bits

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that maybe it may be APMO will find it less easy

294
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to carry out, uh, less, less easy

295
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to perhaps carry out independent assurance.

296
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Um, perhaps simply because of its place in the organization,

297
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its visibility in the organization, or perhaps even

298
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because it can't e so easily access information

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that's outside its domain.

300
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It might well have, um, uh, a, a leadership, uh, that,

301
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that is, that is senior and and respected,

302
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but perhaps not quite at the level in the organization

303
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where it can be the, can be most effective.

304
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Um, we, we might also find that, um, uh,

305
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APMO doesn't necessarily have access

306
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and integration to all of our corporate data sources.

307
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Um, I've, I've come worked with many PMOs that have had

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to collate their own data and had to gather information and,

309
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and, and pull it together and not truly been integrated like

310
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other core business functions.

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And, and I, I hear, uh, many people, uh, uh, uh, complain

312
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or, or worry about, about their,

313
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their remit and responsibility.

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And I hear, hear many, uh, PMOs, uh, offering to, to, to,

315
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to explain to their business what the PMO does

316
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and what services it offers.

317
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Uh, it, it's, I find it really curious that, that

318
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that's necessary if, if APMO is well embedded, understood,

319
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and has clear remit and role within an organization.

320
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So I think, I think we can help APMO carry out its duties

321
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very effectively, and I think we can make it,

322
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um, bigger and better.

323
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If you, excuse the pun, if,

324
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if we can plug it in, plug it in with big. So,

325
00:14:18.495 --> 00:14:21.565
David, can I ask a really, really, I'm gonna be the one

326
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who asks the stupid question that nobody else dare.

327
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And actually, it's not really me asking it.

328
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I had a conversation with someone who is very,

329
00:14:31.685 --> 00:14:34.605
very experienced in this kind of area earlier today.

330
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Told them we were gonna do this webinar, uh,

331
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about business integrated governance.

332
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And, and they understood what business meant.

333
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They understood what integrated meant,

334
00:14:43.155 --> 00:14:45.935
but they were puzzle, they were a little puzzled about this

335
00:14:45.935 --> 00:14:49.255
term governance and what it really means.

336
00:14:49.435 --> 00:14:50.735
So in this context, right,

337
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you've drawn this beautiful wheel.

338
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What does governance actually mean in, in, in this context?

339
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Uh, decision making co, uh, compliance management.

340
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So governance is, is what helps us, uh, uh,

341
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carry out our accountability.

342
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It helps, helps us make decisions, helps us set the policy

343
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and the recipe with which we do business.

344
00:15:11.345 --> 00:15:14.405
So, so in, in, uh, so governance of a project, for example,

345
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is, is, uh, compliance, uh, with respect to how it works,

346
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it's compliance with respect to business case,

347
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it's decision making around it.

348
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So it, so, so governance, um, it is all about, uh, getting,

349
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getting the, the, the, the acceptance of objectives, the,

350
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the, um, uh, acceptance of responsibility for,

351
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for getting them carried out.

352
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The, the acceptance of, um, explaining to the business

353
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how progress is happening, and for somebody to stand up

354
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and say, that's my job.

355
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I, I'm gonna take, take responsibility

356
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and be accountable for that.

357
00:15:48.465 --> 00:15:51.285
Um, d differentiating between governance and accountability.

358
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Governance is about, uh, sorry.

359
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Account governance is about accepting accountability and,

360
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and management is about executing responsibility.

361
00:16:01.065 --> 00:16:02.805
So we, we can def definitely distinguish

362
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between responsibility and accountability.

363
00:16:05.815 --> 00:16:07.235
The, the bot covers all this stuff.

364
00:16:07.495 --> 00:16:09.755
Um, it in, in quite, in quite some depth.

365
00:16:09.825 --> 00:16:12.555
There's, there's this big chapter on, on, on

366
00:16:12.625 --> 00:16:13.995
what governance is and what it,

367
00:16:13.995 --> 00:16:17.035
what it means in this context, uh, governance itself

368
00:16:17.055 --> 00:16:18.435
and what governance bodies are.

369
00:16:18.435 --> 00:16:21.515
There's, there's, uh, is quite a bit to, to chew through,

370
00:16:22.375 --> 00:16:24.275
but if we think of it as, as, uh,

371
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the framework within which decisions are made and,

372
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and the, the pro the orchestration of

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that decision-making process,

374
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that all those decision-making processes,

375
00:16:32.435 --> 00:16:33.915
and then we've, we've summed it up.

376
00:16:35.085 --> 00:16:36.095
Beautiful. Thank you.

377
00:16:38.415 --> 00:16:41.395
So, um, if, if, uh, if, uh, we've got, uh,

378
00:16:41.395 --> 00:16:43.715
we're in good shape with respect to what we can do

379
00:16:43.715 --> 00:16:47.355
with the PMO already, um, uh, what else can, can, uh,

380
00:16:47.735 --> 00:16:50.595
ha having a, an integrated framework within which the PMO

381
00:16:50.625 --> 00:16:53.035
sits, how can it help, uh, the PMO?

382
00:16:53.385 --> 00:16:56.115
Well, uh, if you have an integrated framework within which

383
00:16:56.115 --> 00:17:00.075
the PMO sits, then it, uh, the, the idea is that remit

384
00:17:00.075 --> 00:17:01.395
and responsibility quite clear,

385
00:17:01.705 --> 00:17:05.115
that the business understands what, what, what, what we do,

386
00:17:05.115 --> 00:17:07.075
because it's, it's defined as part

387
00:17:07.075 --> 00:17:08.515
of how the business works.

388
00:17:09.295 --> 00:17:11.315
Um, the, the, the, how, how we fit

389
00:17:11.315 --> 00:17:12.355
with corporate governance

390
00:17:12.365 --> 00:17:13.715
isn't something we have to explore.

391
00:17:13.825 --> 00:17:15.435
It's defined. It's, it's part

392
00:17:15.435 --> 00:17:16.755
of the integrated governance approach.

393
00:17:17.175 --> 00:17:19.795
So those are two, two key things that, uh, will help

394
00:17:20.475 --> 00:17:21.915
PMO function straight away.

395
00:17:23.085 --> 00:17:24.105
Uh, tactical things.

396
00:17:24.645 --> 00:17:27.185
Um, if, if, if, if APMO has,

397
00:17:27.285 --> 00:17:29.305
has defined its own information sources

398
00:17:29.445 --> 00:17:32.505
and compiled its own tools, then with an integrated approach

399
00:17:32.645 --> 00:17:34.265
to governance, uh, there's,

400
00:17:34.265 --> 00:17:37.025
there's greater focus on sharing data and, and,

401
00:17:37.165 --> 00:17:39.505
and justifying, uh, bigger and better tools.

402
00:17:39.725 --> 00:17:43.105
So we, we should find it less difficult to, uh, to manage,

403
00:17:43.125 --> 00:17:47.395
to gather and manage information, um, with respect to,

404
00:17:47.455 --> 00:17:48.915
to leadership and accountability.

405
00:17:49.545 --> 00:17:52.765
Um, we can lift up the, the level of leadership perhaps

406
00:17:52.795 --> 00:17:55.765
that, that we have for APMO, because it's a more corporate

407
00:17:56.225 --> 00:17:57.645
and integrated business service.

408
00:17:57.835 --> 00:17:59.565
It's, it's not something that's, uh,

409
00:17:59.785 --> 00:18:01.245
for a particular program or a

410
00:18:01.245 --> 00:18:02.685
particular, uh, area of the business.

411
00:18:02.715 --> 00:18:06.205
It's, it's now got a, got a senior, uh, uh, uh,

412
00:18:06.295 --> 00:18:08.205
pivot point within the organization.

413
00:18:09.025 --> 00:18:11.525
And, um, if it, if it's charged with, um,

414
00:18:11.525 --> 00:18:15.085
supporting people discharged their accountability, um, the,

415
00:18:15.145 --> 00:18:17.805
the people are, will be much more grateful

416
00:18:17.825 --> 00:18:19.085
to receive support if,

417
00:18:19.105 --> 00:18:21.405
if they're accountable than if, if they're not.

418
00:18:22.025 --> 00:18:23.605
Um, that, that's certainly a, a,

419
00:18:23.925 --> 00:18:25.845
a quote I've had back to me a few times.

420
00:18:26.705 --> 00:18:28.805
Few. And, um, what it means is that, um,

421
00:18:28.985 --> 00:18:31.605
we can be clearer about the, the service level

422
00:18:31.715 --> 00:18:32.925
that, that we provide.

423
00:18:33.985 --> 00:18:37.685
And, and we can change, uh, our PMO from perhaps being a,

424
00:18:37.765 --> 00:18:39.605
a support office to being a, a,

425
00:18:39.725 --> 00:18:41.245
a fully fledged business function.

426
00:18:41.245 --> 00:18:44.645
That's, that's alongside the other key business functions

427
00:18:44.805 --> 00:18:46.765
that we have in our organization.

428
00:18:47.185 --> 00:18:49.885
So for, for some, it might just up the visibility

429
00:18:49.905 --> 00:18:52.765
and up the profile and up the resourcing and,

430
00:18:52.765 --> 00:18:55.605
and leadership level that, uh, that they, they need, they,

431
00:18:55.605 --> 00:18:58.445
they, um, are subjected to, uh, day-to-day.

432
00:18:59.945 --> 00:19:03.445
So I think there's some real benefits, uh, of, of big

433
00:19:03.585 --> 00:19:06.885
as a concept to, to, uh, uh, promoting and,

434
00:19:06.885 --> 00:19:10.525
and plugging in, uh, PMO, uh, uh, more significantly.

435
00:19:12.415 --> 00:19:16.275
But, um, moving on to our, our subject of prioritization.

436
00:19:17.455 --> 00:19:22.035
Um, for example, uh, if, uh, in, in, in most scenarios,

437
00:19:22.615 --> 00:19:25.555
uh, our PMOs support the prioritization of projects

438
00:19:26.635 --> 00:19:27.935
in most scenarios.

439
00:19:28.205 --> 00:19:30.695
They're looking to compile information for,

440
00:19:30.755 --> 00:19:33.855
for project prioritization, looking to oversee and,

441
00:19:33.875 --> 00:19:35.455
and support fair accountability,

442
00:19:35.455 --> 00:19:38.015
because projects have been prioritized correctly.

443
00:19:38.955 --> 00:19:42.455
Um, and another comment here, if we, if we can't prioritize,

444
00:19:42.955 --> 00:19:44.615
um, how can we manage accountability?

445
00:19:45.315 --> 00:19:48.655
Um, if you don't have accountability established, um,

446
00:19:48.655 --> 00:19:52.255
perhaps, uh, strategic planning is, is pretty pointless.

447
00:19:52.495 --> 00:19:53.935
'cause we, we can plan all we like,

448
00:19:53.955 --> 00:19:55.415
but we're not holding people to account.

449
00:19:55.525 --> 00:19:57.375
It's, it's pointless. Some would argue.

450
00:19:58.945 --> 00:20:02.805
And, um, I guess our, our PMOs assist in the redness

451
00:20:02.805 --> 00:20:04.245
for prioritization and,

452
00:20:04.265 --> 00:20:06.445
and we'll be able to ask the questions, um,

453
00:20:06.865 --> 00:20:08.925
are we prioritizing the right projects?

454
00:20:10.025 --> 00:20:13.285
So, so A-P-M-O-A PMOs already doing lots of big stuff,

455
00:20:13.345 --> 00:20:15.525
but there are things that it, it may find difficult to,

456
00:20:15.555 --> 00:20:18.405
without a big context, there's lots of benefits

457
00:20:18.505 --> 00:20:22.725
for a PMOs being part of business support in a big context.

458
00:20:23.505 --> 00:20:27.205
And, and, uh, certainly prioritization is, is a,

459
00:20:27.205 --> 00:20:31.085
is a key big, uh, facet that, um, that we need

460
00:20:31.085 --> 00:20:33.445
to enable APMO to support more effectively.

461
00:20:34.855 --> 00:20:37.315
So that, this is when I think we move on to, to,

462
00:20:37.335 --> 00:20:39.275
to Dan's piece where we talk about

463
00:20:39.275 --> 00:20:40.875
prioritization. Is that about now?

464
00:20:41.475 --> 00:20:43.355
I think so. Have I got control, David,

465
00:20:43.455 --> 00:20:46.315
or am I, uh, gonna do the magic eye movement every time I

466
00:20:46.315 --> 00:20:47.605
want to, to, to do a build

467
00:20:47.985 --> 00:20:50.245
Or just, uh, uh, I failed to work out how

468
00:20:50.245 --> 00:20:53.325
to give you remote control, so just gimme a thumbs up, or,

469
00:20:53.345 --> 00:20:56.165
or, or shout at me or something. There you go. Yes.

470
00:20:56.585 --> 00:20:58.325
Uh, just do the bills and company style.

471
00:20:58.355 --> 00:20:59.765
I'll kind of surf along with 'em

472
00:20:59.765 --> 00:21:00.965
and just catch up as you do them.

473
00:21:01.265 --> 00:21:04.045
Um, so look, the prioritization, like, you know,

474
00:21:04.375 --> 00:21:06.045
let's be clear, it's not rocket science.

475
00:21:06.345 --> 00:21:09.525
Um, we are gonna talk about three basic steps

476
00:21:09.955 --> 00:21:11.405
that can deliver prioritization.

477
00:21:11.545 --> 00:21:15.675
And again, this is our sort of, this is our sort of with,

478
00:21:15.675 --> 00:21:18.035
with, we think every PMO should be doing this, frankly.

479
00:21:18.215 --> 00:21:20.115
And this should just be a basic function of the PMO

480
00:21:20.375 --> 00:21:24.315
to David's point, if you can see it in the context of big,

481
00:21:24.695 --> 00:21:28.035
it will increase the probability of the succeeding, um,

482
00:21:28.215 --> 00:21:29.875
and will hopefully push an open doors.

483
00:21:30.815 --> 00:21:34.275
So we're gonna have sort of alongside, you know, what,

484
00:21:34.275 --> 00:21:36.155
what the, the, the context David's given us.

485
00:21:36.155 --> 00:21:38.195
We'll just look at the, some levers for how we do it.

486
00:21:38.375 --> 00:21:41.275
And I was thinking about doing a live demo, then I decided

487
00:21:41.305 --> 00:21:43.755
that, uh, a live demo with Slido

488
00:21:43.755 --> 00:21:45.835
and everything else, which just invite disaster.

489
00:21:45.935 --> 00:21:48.715
So we just do kind of regular screenshot type approach.

490
00:21:48.855 --> 00:21:52.155
So, um, I would say, if you like the look of it, Stuart,

491
00:21:52.155 --> 00:21:53.955
and I'll probably be doing live demo later in the month

492
00:21:54.015 --> 00:21:55.035
and join us then.

493
00:21:55.535 --> 00:21:57.595
Um, so we're gonna organize backlog.

494
00:21:57.845 --> 00:21:58.875
We're gonna define value,

495
00:21:58.875 --> 00:22:02.035
but we're gonna define value properly rather than in a way

496
00:22:02.175 --> 00:22:03.435
that's a bit naff.

497
00:22:03.695 --> 00:22:05.515
Uh, and we're gonna pick the right projects.

498
00:22:05.695 --> 00:22:08.305
So organize, define

499
00:22:09.085 --> 00:22:11.685
it, hit it. David,

500
00:22:12.265 --> 00:22:13.265
I'm trying to click it. There

501
00:22:13.265 --> 00:22:14.125
we go.

502
00:22:15.765 --> 00:22:18.705
So, can software really deliver uniformity in a

503
00:22:18.705 --> 00:22:19.745
diverse organizational culture?

504
00:22:19.965 --> 00:22:22.985
Can we go from a situation where we've got, you know,

505
00:22:23.685 --> 00:22:26.225
feline based chaos on, on the left

506
00:22:26.365 --> 00:22:28.265
to herded cats on the right?

507
00:22:28.885 --> 00:22:32.555
Can we big fat? No, no, you can't.

508
00:22:32.855 --> 00:22:35.995
Um, and frankly, anyone selling software that says they can,

509
00:22:36.355 --> 00:22:39.875
I think is probably suffering from optimism bias.

510
00:22:40.415 --> 00:22:44.395
Um, why? Because I don't think software alone can solve a

511
00:22:44.395 --> 00:22:45.835
human issue.

512
00:22:45.855 --> 00:22:48.275
And, and collaboration is predominantly in our experience,

513
00:22:48.475 --> 00:22:49.915
a human collaboration issue.

514
00:22:49.915 --> 00:22:54.155
It's about people working together, um, in order to, um,

515
00:22:55.405 --> 00:22:56.345
in order to come up with the right

516
00:22:56.345 --> 00:22:57.305
choices for the organization.

517
00:22:58.205 --> 00:23:00.065
So at the end of the day, there's

518
00:23:00.065 --> 00:23:03.545
so much subjectivity inherent in good prioritization

519
00:23:04.175 --> 00:23:06.985
that you need to get a system that gets people working

520
00:23:06.985 --> 00:23:09.785
with people in order to deliver good outcomes.

521
00:23:12.485 --> 00:23:14.545
And that, by the way, was partly an excuse for me to use,

522
00:23:14.545 --> 00:23:16.025
but generative AI as to

523
00:23:16.025 --> 00:23:17.625
what organized group of cats look like.

524
00:23:18.655 --> 00:23:22.195
Um, so use software,

525
00:23:22.195 --> 00:23:24.075
but you, you obviously, we can use software

526
00:23:24.415 --> 00:23:25.715
to create common structure.

527
00:23:26.135 --> 00:23:28.795
So again, this is, this is how we we approach it.

528
00:23:28.815 --> 00:23:31.435
So I'm gonna introduce three kind

529
00:23:31.435 --> 00:23:32.955
of personas on the left here, right?

530
00:23:33.495 --> 00:23:34.995
Um, and, and,

531
00:23:34.995 --> 00:23:37.115
and we're gonna think about what prioritization means with,

532
00:23:37.115 --> 00:23:39.635
with three very kind of crude hats on

533
00:23:39.695 --> 00:23:40.915
in terms of different types of people.

534
00:23:40.935 --> 00:23:42.435
So we got a finance guy, you,

535
00:23:45.865 --> 00:23:47.365
uh, we've got the, the next one.

536
00:23:47.545 --> 00:23:48.925
Now you can tell she's the boss

537
00:23:48.925 --> 00:23:52.485
because she has a steely look about her and, uh, a suit.

538
00:23:52.585 --> 00:23:54.605
And you can tell that she's the workout

539
00:23:54.605 --> 00:23:56.445
because she has a vis jacket and a hat.

540
00:23:57.025 --> 00:24:01.125
So, um, what we're doing with, with, with, with these groups

541
00:24:01.665 --> 00:24:04.045
is we can actually then provide the structure

542
00:24:04.075 --> 00:24:05.805
that brings requirements

543
00:24:05.805 --> 00:24:08.165
that they have in their areas together.

544
00:24:08.985 --> 00:24:10.885
Um, and we can have a documented process.

545
00:24:11.305 --> 00:24:12.965
We can have transparent backlogs,

546
00:24:13.425 --> 00:24:15.085
we can have shared decision gates.

547
00:24:15.105 --> 00:24:16.525
So decisions are made with a,

548
00:24:16.745 --> 00:24:18.085
the same sort of structure and logic.

549
00:24:18.705 --> 00:24:21.485
We can have a live database rather than little pots

550
00:24:21.485 --> 00:24:23.925
of stale data hiding in Excel in

551
00:24:23.925 --> 00:24:25.165
different corners of the organization.

552
00:24:25.985 --> 00:24:28.805
We can automate data collection, so it's not kind of death

553
00:24:28.865 --> 00:24:31.605
by attachment, uh, and, and, and, and outlook.

554
00:24:32.105 --> 00:24:34.325
And we can work with integrated connectivity.

555
00:24:34.945 --> 00:24:38.845
So we can start to make it easy to say, you know what?

556
00:24:38.845 --> 00:24:42.445
You guys like Jira, you guys like Excel, you guys like

557
00:24:42.995 --> 00:24:44.445
napkins in Starbucks.

558
00:24:44.985 --> 00:24:47.565
Um, we are gonna struggle to force you

559
00:24:47.565 --> 00:24:50.445
to use a different system or tool because you are people

560
00:24:50.505 --> 00:24:52.605
and you resist that kind of uniformity.

561
00:24:52.945 --> 00:24:56.405
But we can bring together the, your different outputs

562
00:24:56.425 --> 00:24:58.685
and put them into one place in order to enable us

563
00:24:58.925 --> 00:25:00.845
to prioritize properly across these

564
00:25:00.845 --> 00:25:02.605
different bits of the organization.

565
00:25:05.805 --> 00:25:08.615
So what does that mean? How do we do it?

566
00:25:08.995 --> 00:25:11.775
Uh, we start by collecting projects.

567
00:25:11.795 --> 00:25:14.135
So, you know, we can do, you know,

568
00:25:14.135 --> 00:25:17.855
we do sometimes we do kind of, um, uh, request forms

569
00:25:17.855 --> 00:25:22.785
where you can really, um, share the,

570
00:25:22.845 --> 00:25:25.505
uh, the ability to, to ask for projects and, and, and,

571
00:25:25.605 --> 00:25:28.305
and ideate, uh, broadly across the organization.

572
00:25:28.455 --> 00:25:30.185
Sometimes we'll connect to another system.

573
00:25:30.185 --> 00:25:31.865
Sometimes we'll bring stuff in from Excel.

574
00:25:32.605 --> 00:25:34.385
The idea is that, that, you know,

575
00:25:34.525 --> 00:25:36.625
the software should be flexible to the organization.

576
00:25:37.845 --> 00:25:41.105
Uh, the stage gating is again, flexible to the organization.

577
00:25:41.245 --> 00:25:44.825
So the idea is you focus on the decision and the outcomes,

578
00:25:45.405 --> 00:25:47.865
and you have transparency and a lack of ambiguity.

579
00:25:48.165 --> 00:25:50.385
So many places are never quite sure if something's,

580
00:25:51.165 --> 00:25:53.425
if something funded, not funded, what's the status?

581
00:25:53.445 --> 00:25:56.865
What's the stage? Where are with that data versus that data.

582
00:25:56.965 --> 00:25:59.745
So just having a bit of structure clarity is in via,

583
00:25:59.845 --> 00:26:01.905
in this case, Kanban is, is we think,

584
00:26:02.025 --> 00:26:03.105
a really valuable support.

585
00:26:03.925 --> 00:26:08.175
And, uh, thirdly signals, David, there we go.

586
00:26:08.575 --> 00:26:11.255
Defining resource. So again, if you want to be able to be

587
00:26:11.815 --> 00:26:14.015
flexible and agile in how you allocate resource,

588
00:26:14.365 --> 00:26:16.215
it's important to get an early in the process

589
00:26:16.355 --> 00:26:19.495
and have common definitions so you can actually understand,

590
00:26:20.035 --> 00:26:21.255
um, who wants what.

591
00:26:22.565 --> 00:26:25.225
As in parallel, you, you work out who should get what,

592
00:26:25.235 --> 00:26:26.265
based on the value that

593
00:26:26.265 --> 00:26:27.505
they're gonna deliver the organization.

594
00:26:27.885 --> 00:26:30.545
So just a bit of common structure enables much,

595
00:26:30.545 --> 00:26:32.065
much better collaboration through the process.

596
00:26:34.105 --> 00:26:36.245
And that's a really important point there, Dan.

597
00:26:36.445 --> 00:26:37.725
'cause we might prioritize,

598
00:26:37.725 --> 00:26:39.445
but what, what are we prioritizing for?

599
00:26:39.515 --> 00:26:41.125
It's, it's to deploy resources,

600
00:26:41.125 --> 00:26:42.165
funds, and leadership, I guess.

601
00:26:42.225 --> 00:26:45.805
So the the resources bit is, is crucial.

602
00:26:46.275 --> 00:26:48.885
Exactly. And this is where, you know, a framework like big

603
00:26:48.885 --> 00:26:50.645
and, and, and just a conscious deployment

604
00:26:50.645 --> 00:26:52.725
where you're trying to do this on purpose, uh,

605
00:26:52.745 --> 00:26:54.645
is really useful because you don't have

606
00:26:54.645 --> 00:26:56.685
to get everyone using the same PPM tool.

607
00:26:56.785 --> 00:26:58.045
We know that takes years and,

608
00:26:58.045 --> 00:26:59.365
and half the time doesn't work.

609
00:26:59.595 --> 00:27:03.165
This is about saying, right, we just need a little bit

610
00:27:03.165 --> 00:27:04.405
of structure to bring us together.

611
00:27:08.335 --> 00:27:09.915
So the second point we want

612
00:27:09.915 --> 00:27:12.875
to talk about was value creation, uh, uh, and, and,

613
00:27:12.875 --> 00:27:14.195
and how different definitions

614
00:27:14.195 --> 00:27:17.115
of value are massively divisive within an organization.

615
00:27:17.175 --> 00:27:19.915
So gonna go back to my simple stereotypes for,

616
00:27:19.915 --> 00:27:21.115
for this piece.

617
00:27:21.215 --> 00:27:22.595
Now, here's finance guy,

618
00:27:22.595 --> 00:27:24.195
if you remember, spot the calculator.

619
00:27:24.895 --> 00:27:26.995
Um, and, and he's probably looking at

620
00:27:26.995 --> 00:27:28.195
predictable modeling data.

621
00:27:28.295 --> 00:27:30.435
He likes, he thinks cost savings are fantastic.

622
00:27:31.015 --> 00:27:33.075
Uh, he thinks revenue growth is pretty good as well,

623
00:27:33.355 --> 00:27:34.675
although bit, bit shakier.

624
00:27:35.215 --> 00:27:37.955
But he can put stuff in his Excel model point to a number,

625
00:27:38.475 --> 00:27:41.795
generate an ROI, and know that the project is good

626
00:27:41.795 --> 00:27:43.675
because the finance data says.

627
00:27:43.735 --> 00:27:45.945
So that's his point of view.

628
00:27:46.195 --> 00:27:48.825
Let's bring, go back to our steely eye leader. Now.

629
00:27:49.115 --> 00:27:53.025
She's looking at her hard to quantify strategic objectives.

630
00:27:53.255 --> 00:27:54.385
It's the big picture stuff.

631
00:27:54.885 --> 00:27:56.665
She could kind of come up with a business case for it,

632
00:27:56.685 --> 00:27:58.505
but there'd be a lot of assumptions in there.

633
00:27:59.125 --> 00:28:01.185
Or maybe it's the really impossible

634
00:28:01.185 --> 00:28:03.505
to quantify stuff like the ESG agenda.

635
00:28:03.645 --> 00:28:05.905
Uh, you know, and, and, and delivering some

636
00:28:05.905 --> 00:28:07.345
of those stakeholder commitments.

637
00:28:07.775 --> 00:28:09.745
They're important. They're her perspective.

638
00:28:10.945 --> 00:28:13.725
Or we can go to the other extreme, go to the front line.

639
00:28:14.075 --> 00:28:16.285
They're in the front line, they see the reduce.

640
00:28:16.315 --> 00:28:17.405
They, they see, you know,

641
00:28:17.965 --> 00:28:19.285
reducing the risk of things breaking.

642
00:28:19.675 --> 00:28:22.045
They know that machine's on its last legs and needs fixing.

643
00:28:22.825 --> 00:28:25.965
Uh, they, they, you know, this, the frontline is, is,

644
00:28:25.985 --> 00:28:28.805
if you get it right, comes up with some fantastic ideas

645
00:28:28.915 --> 00:28:31.445
that are simple common sense things, not sort

646
00:28:31.445 --> 00:28:33.085
of big picture, big ticket items.

647
00:28:33.825 --> 00:28:36.685
So there's lots of different threads here in terms of, and

648
00:28:36.685 --> 00:28:38.085
To be, and to be really clear, right?

649
00:28:38.225 --> 00:28:41.365
Um, you know, sometimes we talk about this stuff as if

650
00:28:42.125 --> 00:28:44.445
strategic objectives and operational objectives

651
00:28:44.905 --> 00:28:46.085
are somehow different.

652
00:28:46.355 --> 00:28:48.285
They're not, they're just objectives.

653
00:28:48.905 --> 00:28:51.725
And so your big strategic objectives will drive

654
00:28:51.725 --> 00:28:52.845
operational objectives.

655
00:28:53.465 --> 00:28:56.605
And then within those operational units, you, you, the,

656
00:28:56.605 --> 00:28:59.365
the executives within those units will have a strategy

657
00:28:59.665 --> 00:29:02.085
for delivering their operational goals, right?

658
00:29:02.085 --> 00:29:05.165
So within that unit, those become the strategic objectives

659
00:29:05.165 --> 00:29:08.045
within that unit and so on down the organization.

660
00:29:08.665 --> 00:29:09.965
So, so, you know, this,

661
00:29:09.965 --> 00:29:11.925
this conversation about strategic objectives

662
00:29:11.925 --> 00:29:14.405
and operational objectives, it can be a little confusing,

663
00:29:14.905 --> 00:29:16.645
but it's really just, it just, it,

664
00:29:16.675 --> 00:29:18.165
it's really just a matter of perspective.

665
00:29:18.505 --> 00:29:21.365
What's an operational objective to the strategic, you know,

666
00:29:21.365 --> 00:29:23.765
to the, to the, to the boss with a jacket on?

667
00:29:24.345 --> 00:29:26.765
Is, is gonna be, is gonna be, you know,

668
00:29:26.765 --> 00:29:27.805
that's gonna be an operational thing.

669
00:29:27.805 --> 00:29:29.645
It's gonna be strategic to the person

670
00:29:29.645 --> 00:29:30.965
with a hard hat, right?

671
00:29:31.385 --> 00:29:34.365
So, so don't get too lost in some of the terminology here.

672
00:29:34.915 --> 00:29:37.605
It's, it's just, you know, understanding

673
00:29:37.605 --> 00:29:40.085
that you've got business to run business as usual,

674
00:29:40.535 --> 00:29:41.765
which are the, which is what,

675
00:29:41.795 --> 00:29:43.885
what I guess we really mean when we're talking about these

676
00:29:43.905 --> 00:29:46.445
OB objective or these, uh, operational things.

677
00:29:46.865 --> 00:29:48.845
And then there are change projects, which are,

678
00:29:48.845 --> 00:29:51.125
which are about changing the way we do business.

679
00:29:51.185 --> 00:29:54.085
Da David, have I, is that a reasonable way of describing it?

680
00:29:54.475 --> 00:29:56.645
Yeah. We need, we'd line of sight from,

681
00:29:56.675 --> 00:29:59.245
from the purpose we have as a business, the objectives,

682
00:29:59.425 --> 00:30:02.045
the organization set through to what it is

683
00:30:02.045 --> 00:30:04.605
that we're gonna need to do, some of which will be changed,

684
00:30:04.605 --> 00:30:06.525
some of which, which will be value creation, some

685
00:30:06.525 --> 00:30:08.005
of which will be, be operational.

686
00:30:08.265 --> 00:30:11.565
So we'd need that line of sight to, to connect us all up.

687
00:30:11.745 --> 00:30:13.805
And, uh, what, what what's very interesting is when,

688
00:30:13.805 --> 00:30:17.205
when we can spot that, um, uh, a project in,

689
00:30:17.205 --> 00:30:20.525
in this domain has no a no strategic connection,

690
00:30:21.305 --> 00:30:24.285
and that then you can, then, then that's gonna, I guess, uh,

691
00:30:24.385 --> 00:30:26.325
be flagged up in, in the prioritization process.

692
00:30:27.185 --> 00:30:29.885
Um, and that, that's what, uh, that's what we we're trying

693
00:30:29.885 --> 00:30:31.165
to, uh, deal with in big.

694
00:30:31.165 --> 00:30:32.765
And I guess that's what prioritization helps us,

695
00:30:33.255 --> 00:30:34.605
helps us, uh, uh, spot.

696
00:30:35.565 --> 00:30:38.025
Uh, and Dirk, Doug's just asked the question,

697
00:30:38.175 --> 00:30:39.585
what does ESG stand for?

698
00:30:39.645 --> 00:30:44.265
It stands for egregiously sloping ghetto, which, which,

699
00:30:44.485 --> 00:30:47.345
uh, which, uh, ghetto is the Spanish word for cat.

700
00:30:47.645 --> 00:30:48.905
And it's the name of Dan's cat.

701
00:30:49.025 --> 00:30:50.865
'cause it's only got three legs. It is in

702
00:30:50.865 --> 00:30:51.985
fact egregiously sloping.

703
00:30:52.485 --> 00:30:54.705
Um, so no, it's, you not know Stuart,

704
00:30:55.445 --> 00:30:56.445
You bragging.

705
00:30:56.745 --> 00:30:58.115
Yeah. And,

706
00:30:58.115 --> 00:31:01.475
and Pam Pam's, uh, uh, asked a question about objectives

707
00:31:01.475 --> 00:31:04.515
and key results, OKRs, that the, that's, that's the, uh,

708
00:31:04.815 --> 00:31:07.875
the, the way that we can, we can cascade from our objectives

709
00:31:07.875 --> 00:31:10.795
through, through to the organization so that it has, uh,

710
00:31:10.795 --> 00:31:12.995
things it can, can prioritize and, and,

711
00:31:12.995 --> 00:31:14.035
and focus on delivery.

712
00:31:14.135 --> 00:31:18.075
So OKRs, if you've used to that acronym, uh, that, that,

713
00:31:18.075 --> 00:31:20.355
that's the backbone, uh, for, uh, and I,

714
00:31:20.355 --> 00:31:22.995
and I guess ultimately the, the, the, the items that, uh,

715
00:31:22.995 --> 00:31:25.155
that we prioritize of, uh, objectives

716
00:31:25.155 --> 00:31:26.395
and key results too. Yeah,

717
00:31:27.155 --> 00:31:28.495
Object prioritization

718
00:31:28.775 --> 00:31:29.815
criteria, which will come under in a second.

719
00:31:29.815 --> 00:31:31.935
And OKRs, they're probably some close cousins

720
00:31:32.355 --> 00:31:34.375
or all kind of, we'll roll into that as we go through.

721
00:31:34.675 --> 00:31:37.015
So just on this perspective, right?

722
00:31:37.195 --> 00:31:39.855
So dude with his calculator is like,

723
00:31:39.855 --> 00:31:41.735
people are bean counts, never get it right?

724
00:31:41.735 --> 00:31:44.415
Leadership will be like, ah, they've got some pet project,

725
00:31:44.485 --> 00:31:46.655
some idea they like, operations are like, oh,

726
00:31:46.655 --> 00:31:47.855
you never understand the business.

727
00:31:48.275 --> 00:31:50.415
You just don't get it. You're often doing your own thing.

728
00:31:50.635 --> 00:31:55.155
And what you're doing by allowing these silos

729
00:31:55.155 --> 00:31:57.955
to build up and jump on the chat if you see these silos

730
00:31:57.955 --> 00:31:59.195
or if you think I'm speaking nonsense.

731
00:31:59.535 --> 00:32:04.305
But, um, the, uh, the, the, the idea about these,

732
00:32:04.445 --> 00:32:07.225
um, these perspectives is

733
00:32:07.225 --> 00:32:10.185
that people don't always understand someone

734
00:32:10.325 --> 00:32:11.585
else's definition of value.

735
00:32:11.695 --> 00:32:14.225
They can be in the same organization, they can sit next

736
00:32:14.225 --> 00:32:15.625
to each other in the office,

737
00:32:16.325 --> 00:32:18.265
but they have a different perspective on

738
00:32:18.265 --> 00:32:19.905
what value means for the organization.

739
00:32:19.925 --> 00:32:22.545
And if they don't share a perspective on what value means,

740
00:32:22.545 --> 00:32:24.625
they're never going to be able to prioritize

741
00:32:24.725 --> 00:32:29.345
beyond horse trading, uh, which is not very productive, um,

742
00:32:29.925 --> 00:32:31.465
as a way of getting things done.

743
00:32:34.685 --> 00:32:35.865
Oh, let's press the right button.

744
00:32:36.805 --> 00:32:38.865
So we've got our diverse perspectives now.

745
00:32:38.865 --> 00:32:40.045
So we've got diverse perspectives.

746
00:32:40.425 --> 00:32:43.565
Um, we resolve this through, we use a system called AHP.

747
00:32:43.705 --> 00:32:46.485
Um, this is a hierarchy from AHP.

748
00:32:46.745 --> 00:32:48.485
If you press the button again, a little thing will,

749
00:32:48.845 --> 00:32:50.045
a little snazzy bill will come.

750
00:32:50.045 --> 00:32:54.185
There we go. So, um, back to our personas, right?

751
00:32:54.975 --> 00:32:57.425
Calculate a guy, he's like, right,

752
00:32:57.435 --> 00:32:59.025
these are my key financial metrics,

753
00:32:59.125 --> 00:33:02.225
and hopefully he can then explain why they're important, um,

754
00:33:02.365 --> 00:33:04.225
and, and, and bring people on board with that.

755
00:33:04.685 --> 00:33:06.865
But actually they need to sit alongside the strategic

756
00:33:06.865 --> 00:33:09.465
objectives so we can see what matters.

757
00:33:09.495 --> 00:33:11.025
What are the key tenets of the strategy?

758
00:33:11.055 --> 00:33:13.065
What are the key high level, um, goals?

759
00:33:13.685 --> 00:33:15.905
Um, the ESG, which Stewart Science

760
00:33:15.905 --> 00:33:18.145
for Environmental Societal Governance, I think

761
00:33:18.695 --> 00:33:23.505
basically kind of green stuff, governance stuff, all

762
00:33:23.505 --> 00:33:26.215
that malarkey, and doing the right thing

763
00:33:26.275 --> 00:33:27.495
on a broader community basis.

764
00:33:28.515 --> 00:33:32.825
Um, obviously every CEO is highly committed to that agenda.

765
00:33:33.645 --> 00:33:37.305
Um, and then, you know, again, over in the operational side,

766
00:33:37.405 --> 00:33:40.825
um, why my IT manager is wearing a hard hat, I'm not sure.

767
00:33:40.825 --> 00:33:42.265
It's obviously very dangerous code.

768
00:33:42.685 --> 00:33:45.985
Um, but, but you've got, uh, you know, the idea

769
00:33:45.985 --> 00:33:47.545
that sometimes common sense ideas,

770
00:33:47.615 --> 00:33:49.185
there's some simple common sense things,

771
00:33:49.725 --> 00:33:51.425
or the value of fixing stuff

772
00:33:51.425 --> 00:33:53.465
before it breaks the kind of maintenance agenda,

773
00:33:53.635 --> 00:33:55.145
which has value.

774
00:33:55.455 --> 00:33:57.545
It's just not necessarily the value

775
00:33:57.735 --> 00:34:00.505
that the finance guy thinks of or that the strategy

776
00:34:00.565 --> 00:34:03.105
or the, the, the leader thinks of, but it has huge value.

777
00:34:03.325 --> 00:34:04.745
And anyone that's had to deal with a broken

778
00:34:04.745 --> 00:34:06.145
thing could appreciate that.

779
00:34:08.375 --> 00:34:10.315
So we're starting to deconstruct

780
00:34:10.695 --> 00:34:12.475
and define value in a way

781
00:34:12.475 --> 00:34:15.155
that opens up all those different perspectives

782
00:34:15.735 --> 00:34:19.155
and gives us the platform to quantify the value

783
00:34:19.155 --> 00:34:22.355
of different projects in a single framework.

784
00:34:23.535 --> 00:34:24.875
So we build our framework,

785
00:34:24.875 --> 00:34:27.915
and then if we roll to the next slide, we use,

786
00:34:28.175 --> 00:34:29.715
uh, oh, look at that.

787
00:34:30.175 --> 00:34:32.155
We do have, I forgot to say, yeah, we've got, if,

788
00:34:32.155 --> 00:34:34.915
if this is interesting space to you, we've got a free ebook.

789
00:34:34.915 --> 00:34:37.475
We'll send the link out after this, um, where you can

790
00:34:38.025 --> 00:34:39.075
explore how this works.

791
00:34:39.225 --> 00:34:40.995
It's not, again, it's not rocket science.

792
00:34:41.415 --> 00:34:43.195
Few, few principles, bit

793
00:34:43.195 --> 00:34:44.395
of learning we've made along the way.

794
00:34:44.695 --> 00:34:46.315
Um, so have a look at that or, or reach out.

795
00:34:47.665 --> 00:34:49.385
Remember folks that, that free download link,

796
00:34:49.415 --> 00:34:52.345
I've stuck it on the links that, uh, at the end

797
00:34:52.345 --> 00:34:53.385
of the presentation.

798
00:34:53.445 --> 00:34:56.425
So, uh, bear that in mind and it will come up.

799
00:34:56.725 --> 00:34:58.985
So you can click it later or, or write it down later.

800
00:34:59.685 --> 00:35:01.415
Yeah, we can't click in Zoom. We're not that better.

801
00:35:04.945 --> 00:35:06.805
So the way we actually then start

802
00:35:06.825 --> 00:35:09.765
to merge all those different perspectives is via a system

803
00:35:09.765 --> 00:35:11.525
called Pairwise, which does pretty much

804
00:35:11.525 --> 00:35:12.725
what it says on the tin.

805
00:35:13.265 --> 00:35:17.685
Um, so, you know, you, you can have, um, a debate

806
00:35:17.685 --> 00:35:19.605
where you're literally saying, what is more important?

807
00:35:19.745 --> 00:35:22.605
Is it the finance metrics or the strategy metrics?

808
00:35:22.705 --> 00:35:24.405
And you go, well, of course both are important,

809
00:35:25.235 --> 00:35:26.935
but as a group, you can then start

810
00:35:26.935 --> 00:35:28.615
to discuss their relative importance.

811
00:35:29.155 --> 00:35:30.935
You can represent one point of view,

812
00:35:30.955 --> 00:35:32.455
you can represent another point of view.

813
00:35:32.455 --> 00:35:34.575
And the little screenshot underneath is just a,

814
00:35:34.655 --> 00:35:38.445
a illustration of capturing that data where you get people

815
00:35:38.465 --> 00:35:42.415
to say what they think and then bringing it into one place

816
00:35:42.505 --> 00:35:45.015
where you can have a good structured debate.

817
00:35:45.475 --> 00:35:47.935
And there's also huge value at this point, of course,

818
00:35:48.945 --> 00:35:50.605
in focusing on what drives value.

819
00:35:51.085 --> 00:35:53.925
Remember, we're defining what is valuable to us.

820
00:35:53.985 --> 00:35:55.365
We are not looking at projects.

821
00:35:55.865 --> 00:35:57.125
So once you get into projects,

822
00:35:57.125 --> 00:35:58.805
you're getting into horse trading, you're getting into

823
00:35:59.025 --> 00:36:02.005
rabbit holes about specific bits of functionality.

824
00:36:02.315 --> 00:36:03.205
This is a little bit more

825
00:36:03.205 --> 00:36:04.565
esoteric, a little bit more theoretical.

826
00:36:05.425 --> 00:36:08.245
Why are we here? Why do we do projects? Why do we do BAU?

827
00:36:08.245 --> 00:36:10.865
Why do we spend money? Let's have a debate

828
00:36:11.245 --> 00:36:12.265
and learn from each other.

829
00:36:13.495 --> 00:36:16.795
So the stuff you get at the top is effectively a nice

830
00:36:17.245 --> 00:36:19.275
normalized scoring framework.

831
00:36:19.575 --> 00:36:22.315
So hopefully you can see you've got the platform, um,

832
00:36:22.375 --> 00:36:25.595
for scoring projects, but critically on the right,

833
00:36:25.825 --> 00:36:27.195
what you're seeing is a debate.

834
00:36:27.335 --> 00:36:29.475
So it's important we balance hard and soft goals.

835
00:36:29.575 --> 00:36:31.795
Oh yeah, it is, okay. So there's strategic goals of this.

836
00:36:31.795 --> 00:36:33.355
The financial goals, we can start

837
00:36:33.355 --> 00:36:35.795
to understand they both have importance,

838
00:36:36.095 --> 00:36:38.715
but we can decide which is more important to us now

839
00:36:38.815 --> 00:36:41.915
as an organization, we can start to understand the point

840
00:36:41.915 --> 00:36:45.075
of view of that person sitting next to us in the office who

841
00:36:45.075 --> 00:36:46.755
before we thought was just a sort of, you know,

842
00:36:46.965 --> 00:36:48.875
being counter who just didn't get it.

843
00:36:49.495 --> 00:36:52.755
And then I think if our final bill there, you know, you,

844
00:36:52.755 --> 00:36:55.155
you're starting to have a debate we should have had before,

845
00:36:55.175 --> 00:36:56.235
and we hear this from clients,

846
00:36:56.305 --> 00:36:58.035
it's ripped off of a quote from a client.

847
00:36:58.255 --> 00:36:59.955
You know, this is debate we should have had years ago

848
00:36:59.955 --> 00:37:01.395
because we go round and random circles.

849
00:37:01.535 --> 00:37:04.435
But until we have this debate, we don't sort anything out.

850
00:37:04.795 --> 00:37:05.845
Because fundamentally,

851
00:37:05.845 --> 00:37:07.325
if you've got disagreements at this level,

852
00:37:08.105 --> 00:37:10.485
it ignoring them doesn't make them go away.

853
00:37:10.905 --> 00:37:13.725
It just pushes the debate out into endless cycles

854
00:37:13.725 --> 00:37:15.165
of meetings where you never get anything done

855
00:37:15.395 --> 00:37:18.205
because you have fundamentally different beliefs about

856
00:37:18.205 --> 00:37:19.365
what defines value.

857
00:37:22.135 --> 00:37:23.795
And this is, you know, going right back

858
00:37:23.795 --> 00:37:25.075
to David's first slide, right?

859
00:37:25.175 --> 00:37:28.195
Uh, and I'll read out that first, first bullet point of the,

860
00:37:28.415 --> 00:37:31.315
the whole presentation again, just for a second, right?

861
00:37:31.375 --> 00:37:34.235
So business success is based on achievement of purpose.

862
00:37:35.905 --> 00:37:38.275
Okay? That's the fir the very first bit

863
00:37:38.275 --> 00:37:40.435
of the first bullet point, achievement of purpose.

864
00:37:40.825 --> 00:37:44.915
This is us getting agreement on what that purpose is,

865
00:37:45.175 --> 00:37:47.035
how we can measure purpose.

866
00:37:47.855 --> 00:37:52.235
And so that is the absolute foundation for everything else

867
00:37:52.505 --> 00:37:53.995
that that follows, right?

868
00:37:54.055 --> 00:37:56.155
So, so this is, we, we belabor this.

869
00:37:56.155 --> 00:37:57.875
We spend a lot of time thinking about how

870
00:37:57.875 --> 00:38:01.475
to make this process better, slicker, more compelling, um,

871
00:38:01.735 --> 00:38:04.075
uh, and the reason is 'cause this is the foundation

872
00:38:04.175 --> 00:38:09.075
for everything that you do in the, to, to, to, uh,

873
00:38:09.215 --> 00:38:11.835
to deliver both operational change and,

874
00:38:11.895 --> 00:38:14.795
and, uh, transformational change within organizations.

875
00:38:15.585 --> 00:38:17.405
Um, there's this comment from Nicole about, uh,

876
00:38:17.425 --> 00:38:18.725
uh, emo uh, maturity.

877
00:38:19.025 --> 00:38:21.445
So I personally, I don't think you need to be

878
00:38:21.995 --> 00:38:24.005
from an organizational point of view, huge material.

879
00:38:24.125 --> 00:38:25.845
I think where you need maturity is

880
00:38:25.845 --> 00:38:27.005
in a leadership perspective.

881
00:38:27.705 --> 00:38:30.485
So the alternative to doing this, arguably,

882
00:38:30.545 --> 00:38:31.885
is just the boss says

883
00:38:31.885 --> 00:38:33.285
what they want, they shout and they get it.

884
00:38:34.435 --> 00:38:36.265
It's mature. Exactly. It's maturity behavior.

885
00:38:36.405 --> 00:38:38.505
You need the person who's in charge to go, do you know what?

886
00:38:39.065 --> 00:38:41.465
I know that I'm probably not right all the time

887
00:38:41.465 --> 00:38:43.105
because I'm a person, I'm human,

888
00:38:43.815 --> 00:38:45.515
and there's, there's knowledge around me

889
00:38:46.285 --> 00:38:48.135
that can really help me make a better decision.

890
00:38:48.135 --> 00:38:51.215
So I think the best leaders are, mature leaders are the ones

891
00:38:51.215 --> 00:38:52.375
that can recognize

892
00:38:53.045 --> 00:38:54.175
that they don't necessarily

893
00:38:54.175 --> 00:38:55.375
have all the answers in their head.

894
00:38:55.675 --> 00:38:59.135
And that syndicating that decision making process, um,

895
00:38:59.685 --> 00:39:02.975
through the experts actually produces a better result.

896
00:39:03.275 --> 00:39:05.335
And, and I think it is important to draw a difference

897
00:39:05.335 --> 00:39:07.175
between the process maturity.

898
00:39:07.375 --> 00:39:09.415
'cause we've seen customers that have deployed our software

899
00:39:09.415 --> 00:39:12.975
that have gone from the very lowest level of maturity,

900
00:39:13.025 --> 00:39:17.215
total chaos to a really high level of maturity in a couple

901
00:39:17.215 --> 00:39:19.015
of months, deploying the software, right?

902
00:39:19.995 --> 00:39:23.095
But we've also seen customers where, you know,

903
00:39:23.095 --> 00:39:25.055
their processes have all been very mature,

904
00:39:25.715 --> 00:39:29.295
but the, the supposed adults in the room have behaved like,

905
00:39:29.365 --> 00:39:31.015
like toddlers, right?

906
00:39:31.235 --> 00:39:32.655
And, and they've really struggled.

907
00:39:32.995 --> 00:39:36.455
So you're absolutely right. It's about a des it's about the,

908
00:39:36.515 --> 00:39:38.375
you know, I come back to that first sentence, David,

909
00:39:38.375 --> 00:39:39.575
that you had on the first slide.

910
00:39:40.085 --> 00:39:43.255
It's about an acceptance amongst the leadership team.

911
00:39:43.835 --> 00:39:45.095
The, the whole point, you know,

912
00:39:45.095 --> 00:39:47.055
the business success is based on achievement

913
00:39:47.055 --> 00:39:48.575
of purpose, right?

914
00:39:48.605 --> 00:39:50.695
That, that's the, the first few words of the,

915
00:39:50.695 --> 00:39:52.175
the bullet point, right?

916
00:39:52.275 --> 00:39:55.655
And, and, and so if there is buy-in into that statement,

917
00:39:56.365 --> 00:39:58.015
then this, this process can work.

918
00:39:58.035 --> 00:40:00.095
If there's no buy-in into that, you're gonna have a,

919
00:40:00.475 --> 00:40:01.855
it is gonna be difficult to make big

920
00:40:01.855 --> 00:40:03.495
or anything else stick, right?

921
00:40:03.835 --> 00:40:06.255
So, so you need some buy-in into that statement first.

922
00:40:06.915 --> 00:40:10.175
But, and I think just to, I, I need to shut up and, and,

923
00:40:10.195 --> 00:40:12.775
and let, let, uh, Dan go on.

924
00:40:12.775 --> 00:40:15.615
But, but maur maturity for me isn't a barrier.

925
00:40:16.695 --> 00:40:18.465
It's what you need to achieve so

926
00:40:18.465 --> 00:40:20.505
that you c you can carry out the capabilities

927
00:40:20.535 --> 00:40:21.705
that you need to carry out.

928
00:40:22.085 --> 00:40:24.185
So for me, maturity is, is just a measure.

929
00:40:24.685 --> 00:40:26.185
And, and if we need to be more capable

930
00:40:26.185 --> 00:40:28.185
because we need to do more sophisticated things,

931
00:40:28.185 --> 00:40:29.625
then we need to develop the maturity.

932
00:40:29.685 --> 00:40:32.145
But I don't see maturity as something,

933
00:40:32.245 --> 00:40:33.465
uh, which we have to leap.

934
00:40:33.565 --> 00:40:35.105
It is something we need to develop.

935
00:40:36.685 --> 00:40:38.585
That's just my, my viewpoint. Yep.

936
00:40:39.585 --> 00:40:40.665
Brilliant. Next slide, please.

937
00:40:41.705 --> 00:40:43.835
What a concept. That's a new concept for me, by the way,

938
00:40:44.125 --> 00:40:46.355
David is letting Dan get on with it.

939
00:40:49.405 --> 00:40:50.085
You're joining us,

940
00:40:50.085 --> 00:40:51.485
otherwise, I'd put this in for an hour and a half.

941
00:40:51.985 --> 00:40:54.885
Uh, so automate targeted data capture.

942
00:40:55.025 --> 00:40:56.805
So, you know, again, this is,

943
00:40:56.805 --> 00:40:57.965
this is how you score projects.

944
00:40:58.025 --> 00:41:00.085
So we've built our framework, we can actually now start

945
00:41:00.085 --> 00:41:01.565
to pull a lever and see the results, right?

946
00:41:01.625 --> 00:41:05.965
So the point is, uh, you can actually get experts,

947
00:41:06.145 --> 00:41:07.845
not necessarily project owner,

948
00:41:07.945 --> 00:41:09.565
not necessarily all the same person.

949
00:41:09.625 --> 00:41:11.765
You can get the people who know most about projects

950
00:41:12.025 --> 00:41:14.605
to give you feedback in a structured way as to

951
00:41:14.605 --> 00:41:15.645
how useful they are.

952
00:41:16.115 --> 00:41:18.565
There's a bit data science in here in terms of like,

953
00:41:18.635 --> 00:41:19.805
nice, of like at scale.

954
00:41:20.185 --> 00:41:23.405
Um, but technology for targeting all good or good.

955
00:41:23.415 --> 00:41:26.005
Press the button one more time. We are on double speed now.

956
00:41:26.385 --> 00:41:27.445
And you get this.

957
00:41:27.585 --> 00:41:28.725
Um, now I like this

958
00:41:28.725 --> 00:41:31.125
because this, we see this for real all the time.

959
00:41:31.385 --> 00:41:34.925
Um, you know, if you work as a team, you'll reduce noise,

960
00:41:35.095 --> 00:41:37.685
noise being like one person on their own

961
00:41:37.685 --> 00:41:38.765
will make stupid decisions.

962
00:41:39.395 --> 00:41:40.685
Read a book by Dan Kahneman.

963
00:41:40.685 --> 00:41:42.005
If you wanna go further into that.

964
00:41:42.425 --> 00:41:44.605
Reduce bias because one person

965
00:41:44.865 --> 00:41:47.165
who has skin in the game isn't necessarily gonna be the best

966
00:41:47.165 --> 00:41:48.325
judge of value.

967
00:41:48.905 --> 00:41:49.925
You'll reduce gaming.

968
00:41:50.205 --> 00:41:52.725
Likewise, similarly, you know, people kind of thinking, oh,

969
00:41:52.725 --> 00:41:53.725
I'll just put a high mark on this,

970
00:41:53.745 --> 00:41:55.485
and, you know, I'm not accountable for

971
00:41:55.485 --> 00:41:56.565
what, what happens later?

972
00:41:56.625 --> 00:41:59.965
So I'll just get the resource. And then, ha ha or stupid.

973
00:42:00.305 --> 00:42:03.005
Um, again, we all have moments when we put stupid

974
00:42:03.005 --> 00:42:04.205
data into the spreadsheet.

975
00:42:04.465 --> 00:42:06.085
Um, if there are three of us, four of us,

976
00:42:06.145 --> 00:42:07.725
we are less likely to be stupid.

977
00:42:08.225 --> 00:42:12.545
Um, and if we, if we then work together as a group

978
00:42:12.565 --> 00:42:16.785
to understand outliers, we can flatten those mistakes

979
00:42:16.925 --> 00:42:18.785
and come up with a better data,

980
00:42:19.125 --> 00:42:20.825
better data point as a group.

981
00:42:21.005 --> 00:42:24.225
So, and like any process prioritization,

982
00:42:24.295 --> 00:42:25.865
garbage in, garbage out.

983
00:42:26.205 --> 00:42:29.025
So this is how you stop putting garbage in.

984
00:42:29.025 --> 00:42:31.385
And if you've got a spreadsheet with like one person putting

985
00:42:31.385 --> 00:42:33.945
in data, chances, you've got a lot of garbage in there.

986
00:42:37.545 --> 00:42:39.005
Indeed. Next Slide, please.

987
00:42:39.295 --> 00:42:40.885
We're nearly nearly at the slide though, aren't we?

988
00:42:41.345 --> 00:42:42.485
Uh, nearly not quite. Yeah,

989
00:42:42.485 --> 00:42:43.485
We're getting there, right?

990
00:42:43.545 --> 00:42:46.325
So good data needs buy-in, right?

991
00:42:46.985 --> 00:42:49.905
So we, in the software we'll produce a

992
00:42:49.905 --> 00:42:50.985
prioritization matrix, right?

993
00:42:50.985 --> 00:42:54.825
You've probably all produce one in Excel or on a whiteboard

994
00:42:54.825 --> 00:42:55.865
or something at some point, right?

995
00:42:55.885 --> 00:42:57.865
But the point is that definition

996
00:42:58.005 --> 00:43:00.305
around project value is something you've

997
00:43:00.305 --> 00:43:01.385
worked together to build.

998
00:43:01.685 --> 00:43:03.465
You've listened to each other, you've worked together,

999
00:43:03.465 --> 00:43:04.705
you've been systematic about

1000
00:43:04.705 --> 00:43:06.785
how you get the best data from the experts.

1001
00:43:07.295 --> 00:43:09.705
Therefore, you have that critical second ingredient

1002
00:43:09.885 --> 00:43:10.945
of buy-in.

1003
00:43:11.125 --> 00:43:13.385
People know the data is good.

1004
00:43:14.445 --> 00:43:16.905
And with that, we can then move on to picking projects.

1005
00:43:16.965 --> 00:43:20.105
So we put the data into a nice, call it efficient frontier,

1006
00:43:20.565 --> 00:43:24.225
uh, and effectively you can then pick the best value

1007
00:43:24.225 --> 00:43:26.785
projects based on resource constraints.

1008
00:43:27.085 --> 00:43:29.905
So you can start to say, you know, this is my portfolio.

1009
00:43:30.095 --> 00:43:31.545
There's a little bit more to it than this,

1010
00:43:31.605 --> 00:43:34.745
but this is my portfolio based on the resource I have

1011
00:43:34.975 --> 00:43:36.225
that delivers the most value.

1012
00:43:36.565 --> 00:43:39.945
So you've got a real fact-based data led process

1013
00:43:40.765 --> 00:43:41.985
that's rational, fair,

1014
00:43:43.005 --> 00:43:45.185
and gets the answer more or less, right?

1015
00:43:45.685 --> 00:43:49.875
And in terms of time saving, you're also now starting

1016
00:43:49.875 --> 00:43:50.875
to save time and benefit

1017
00:43:50.875 --> 00:43:53.635
because you're not gonna spend your time doing U-turns,

1018
00:43:53.635 --> 00:43:56.035
having meetings about meetings and, and trying to backtrack.

1019
00:43:56.275 --> 00:43:58.435
'cause nobody agreed on the value definition.

1020
00:43:59.455 --> 00:44:02.195
And critically, we've now got our three bots here,

1021
00:44:03.035 --> 00:44:04.195
building collective commitment,

1022
00:44:04.365 --> 00:44:07.075
collective accountability against the choices they've made,

1023
00:44:07.075 --> 00:44:08.635
against the choices they've not made.

1024
00:44:09.055 --> 00:44:12.355
Um, so there's clarity, uh, as you move into execution

1025
00:44:13.055 --> 00:44:15.075
to say, who's got the resource, who hasn't got the resource?

1026
00:44:15.605 --> 00:44:16.995
Who's accountable for delivering value?

1027
00:44:17.045 --> 00:44:18.795
Who's accountable for making do with what they've got?

1028
00:44:20.925 --> 00:44:25.045
Database decisions, less politicking, um, uh,

1029
00:44:25.195 --> 00:44:26.285
what more could you want?

1030
00:44:27.205 --> 00:44:29.125
Absolutely. Uh, just, just a really,

1031
00:44:29.125 --> 00:44:30.885
really quick thing before we leave this slide.

1032
00:44:30.885 --> 00:44:33.440
If I, if I may, sorry, I'm gonna derail everything again,

1033
00:44:33.440 --> 00:44:36.205
David, but the, so the prioritization matrix

1034
00:44:36.235 --> 00:44:37.765
that Dan's got there, I, yeah,

1035
00:44:37.765 --> 00:44:40.605
if you google project prioritization or,

1036
00:44:40.625 --> 00:44:44.485
or ask chat GPT what, you know, what methods you could use

1037
00:44:44.485 --> 00:44:47.925
to prioritize projects, you will find prioritization matrix

1038
00:44:48.145 --> 00:44:49.885
as a way of prioritizing projects.

1039
00:44:50.305 --> 00:44:51.485
And I have to tell you here

1040
00:44:51.485 --> 00:44:53.125
and now, it isn't

1041
00:44:53.695 --> 00:44:57.375
prioritizing ma prioritization matrix is a visualization.

1042
00:44:57.375 --> 00:44:59.495
That's all it is. It's a visualization tool.

1043
00:44:59.835 --> 00:45:01.575
It doesn't help you prioritize anything.

1044
00:45:02.435 --> 00:45:04.655
Prioritization is figuring out where

1045
00:45:05.175 --> 00:45:07.655
projects go on the vertical axis, right?

1046
00:45:07.655 --> 00:45:11.375
The value access, that's the prioritization process.

1047
00:45:12.155 --> 00:45:15.375
And so just having a chart isn't enough.

1048
00:45:16.085 --> 00:45:19.695
It's the process for putting the dots in the right place on

1049
00:45:19.695 --> 00:45:21.895
the chart that is the prioritization.

1050
00:45:22.355 --> 00:45:25.535
So please, please, please, when you're out there Googling,

1051
00:45:25.535 --> 00:45:29.255
looking how to do things like project prioritization, um,

1052
00:45:30.945 --> 00:45:35.055
don't necessarily believe what you see, there's a whole body

1053
00:45:35.075 --> 00:45:37.855
of knowledge and research into how to do this, right?

1054
00:45:38.595 --> 00:45:39.615
And, um, uh,

1055
00:45:39.635 --> 00:45:42.095
and most articles that you find on prioritization,

1056
00:45:42.095 --> 00:45:46.175
at least online, really are incomplete at worst, uh,

1057
00:45:46.395 --> 00:45:47.455
at best, excuse me.

1058
00:45:47.875 --> 00:45:51.455
Um, but just plain wrong in many, many cases, right?

1059
00:45:51.635 --> 00:45:53.935
So, so when we, you know,

1060
00:45:53.935 --> 00:45:56.135
when you see things like prioritization matrix, remember

1061
00:45:56.135 --> 00:45:58.055
that's just a visualization behind that.

1062
00:45:58.765 --> 00:46:02.135
It's the process of putting the dots, how you put the dots,

1063
00:46:02.235 --> 00:46:04.695
how you calculate where the dots go on the chart

1064
00:46:05.165 --> 00:46:06.695
that delivers that buy-in.

1065
00:46:06.875 --> 00:46:10.295
And it's the buy-in, actually, that is the important bit.

1066
00:46:11.195 --> 00:46:13.695
The, the data is just a number, right?

1067
00:46:13.695 --> 00:46:15.535
But it's buy-in to that number that matters.

1068
00:46:15.635 --> 00:46:17.695
That's what lets you make good decisions quickly.

1069
00:46:18.665 --> 00:46:20.095
David, I'm gonna shut my mouth now

1070
00:46:21.875 --> 00:46:23.495
For About the next 10 seconds. Anyway,

1071
00:46:24.175 --> 00:46:25.335
I, I'm, I'm biting my tongue.

1072
00:46:25.365 --> 00:46:27.095
I've, I, I, I've answered the question.

1073
00:46:27.095 --> 00:46:28.495
Terry's raised in, in the chat.

1074
00:46:28.595 --> 00:46:31.415
We, we could, we just don't have time to dve into it.

1075
00:46:31.465 --> 00:46:33.855
We'll come back to it at the end, Terry, if, if that's okay.

1076
00:46:34.355 --> 00:46:35.815
But, uh, I, I recognize your point.

1077
00:46:37.005 --> 00:46:38.975
Let's hit the next slide

1078
00:46:39.035 --> 00:46:42.415
and then, uh, I think we're into the slide after that.

1079
00:46:42.515 --> 00:46:44.495
So, and quickly look.

1080
00:46:44.515 --> 00:46:46.535
So the point is, I think it's important

1081
00:46:46.535 --> 00:46:48.415
to understand we are giving the

1082
00:46:48.415 --> 00:46:49.735
organization the right to say no.

1083
00:46:49.915 --> 00:46:51.055
Uh, David pulled me up earlier

1084
00:46:51.055 --> 00:46:52.935
and this says, is not the PMO necessarily saying no,

1085
00:46:52.935 --> 00:46:55.735
it's recommending no, but we all know that recommending no,

1086
00:46:55.735 --> 00:46:57.895
in some organizations is a real career limiting,

1087
00:46:58.435 --> 00:46:59.695
uh, thing to do, right?

1088
00:47:00.395 --> 00:47:04.455
But now, if you've got a process in place, no could mean no.

1089
00:47:04.995 --> 00:47:08.135
We, we, we, if we do this, if we take on more projects,

1090
00:47:08.305 --> 00:47:10.855
we're gonna mess up our productivity.

1091
00:47:12.165 --> 00:47:14.825
And if we mess up our productivity, we will deliver less.

1092
00:47:15.285 --> 00:47:16.785
No, because if, you know,

1093
00:47:17.055 --> 00:47:19.345
what we'll do is we'll delay our most important projects

1094
00:47:19.345 --> 00:47:21.065
because we're putting too many projects in.

1095
00:47:21.165 --> 00:47:23.185
We say yes to everything. We're not gonna deliver

1096
00:47:23.285 --> 00:47:24.345
the most important things.

1097
00:47:24.885 --> 00:47:28.545
No, because we have a robust, fair process that says so

1098
00:47:28.575 --> 00:47:30.365
because there are more important projects

1099
00:47:30.435 --> 00:47:32.045
that we are going to do instead.

1100
00:47:34.685 --> 00:47:36.545
And then no, because, you know,

1101
00:47:37.145 --> 00:47:39.465
I arguably there are better projects for the organization,

1102
00:47:39.465 --> 00:47:41.705
projects that deliver more value in a way

1103
00:47:41.705 --> 00:47:44.025
that hopefully everyone can say, yeah, that's fair.

1104
00:47:44.525 --> 00:47:47.345
We can't do everything. We will do better if we

1105
00:47:47.345 --> 00:47:48.465
are able to focus.

1106
00:47:49.165 --> 00:47:50.465
And I can feel empowered

1107
00:47:50.465 --> 00:47:52.625
and engaged knowing that the right thing's being done

1108
00:47:53.705 --> 00:47:56.675
Information rather than emotion-based decision making.

1109
00:47:57.215 --> 00:48:01.765
Yes. So, um,

1110
00:48:02.425 --> 00:48:05.085
uh, let's, let's, um, everyone's got their phone,

1111
00:48:05.095 --> 00:48:06.245
phone hand, um,

1112
00:48:06.425 --> 00:48:10.125
and if you hit slido.com, we're gonna, uh, ask you to,

1113
00:48:10.185 --> 00:48:13.125
to just, uh, give us a a few remarks, if you wouldn't mind.

1114
00:48:13.705 --> 00:48:16.165
Um, so what's stopping you from systematically

1115
00:48:16.205 --> 00:48:17.445
prioritizing at the moment?

1116
00:48:17.655 --> 00:48:19.365
Maybe you are systematically prioritizing,

1117
00:48:19.445 --> 00:48:20.805
I don't know, give it, give us some comments.

1118
00:48:21.425 --> 00:48:24.285
Uh, if, if you're struggling to systematically prioritize,

1119
00:48:24.305 --> 00:48:26.165
is it because you don't have a method?

1120
00:48:26.165 --> 00:48:28.805
You don't have a tool, there's no framework within

1121
00:48:28.805 --> 00:48:29.965
which you can manage it.

1122
00:48:30.545 --> 00:48:33.205
Um, there's, there's lack of will to be objective.

1123
00:48:33.385 --> 00:48:35.085
People like their politicking.

1124
00:48:35.465 --> 00:48:39.685
Uh, there's no one to champion the process. Um, what is it?

1125
00:48:39.685 --> 00:48:41.845
What, what are the, what, um, what are the barriers?

1126
00:48:41.915 --> 00:48:44.765
What are the pain points you're, you're facing in, in, in,

1127
00:48:44.785 --> 00:48:46.365
uh, systematically prioritizing?

1128
00:48:46.465 --> 00:48:50.935
Now, um, when I flip to the next slide, uh,

1129
00:48:51.075 --> 00:48:54.375
tho wow, those of you that are, uh, generous enough to have,

1130
00:48:54.375 --> 00:48:56.695
have put in comments, will have, will have put them there.

1131
00:48:56.795 --> 00:48:58.015
So we, me

1132
00:48:58.015 --> 00:48:59.135
and Dan, we're just going to, uh,

1133
00:48:59.275 --> 00:49:01.375
wa watch them come in, but you've been so quick

1134
00:49:01.685 --> 00:49:04.455
Frantically put something in ourselves Yeah. Uh,

1135
00:49:05.105 --> 00:49:06.455
Start Really, instead of typing,

1136
00:49:06.875 --> 00:49:07.875
It wasn't me. I other hands,

1137
00:49:07.875 --> 00:49:08.655
I was, I would,

1138
00:49:08.655 --> 00:49:09.815
that's really, thank you everyone.

1139
00:49:09.915 --> 00:49:11.495
Uh, conflicting metrics.

1140
00:49:12.075 --> 00:49:14.135
Um, yeah, how, how, how do you,

1141
00:49:14.195 --> 00:49:15.855
how do you capture the conflicting metrics,

1142
00:49:16.675 --> 00:49:18.735
the conflicting priorities by stakeholders?

1143
00:49:18.955 --> 00:49:21.855
Um, the, these are all things to be dealt with, I guess.

1144
00:49:22.155 --> 00:49:24.095
Um, you, you guys are the experts on

1145
00:49:24.095 --> 00:49:25.135
the prioritization piece.

1146
00:49:25.195 --> 00:49:28.255
So, um, uh, yeah, remark

1147
00:49:29.185 --> 00:49:30.485
And yeah, thanks, thanks

1148
00:49:30.485 --> 00:49:31.685
for anonymous for that third point.

1149
00:49:31.685 --> 00:49:34.085
Now, the, uh, the, the, the conflicting metrics is,

1150
00:49:34.105 --> 00:49:35.805
is absolutely what Powerway is there to do.

1151
00:49:36.025 --> 00:49:37.565
You can't prioritize between areas.

1152
00:49:37.985 --> 00:49:40.045
If everything has its own special axis,

1153
00:49:40.045 --> 00:49:41.285
everything is its own pot.

1154
00:49:41.945 --> 00:49:44.205
Um, you need to be able to kind create that,

1155
00:49:44.205 --> 00:49:46.765
that aggregation, um, in order

1156
00:49:46.785 --> 00:49:48.885
to have some agility as an organization.

1157
00:49:49.665 --> 00:49:51.405
And, and, and that lack of priorities,

1158
00:49:51.685 --> 00:49:53.525
conflicting priorities by stakeholders.

1159
00:49:53.725 --> 00:49:57.045
I think that one is, uh, I, I don't think I've ever seen

1160
00:49:57.625 --> 00:49:59.325
an organization where we've walked in

1161
00:49:59.325 --> 00:50:00.525
and that has not been the case.

1162
00:50:01.255 --> 00:50:03.805
We've had organizations tell us that's not the case.

1163
00:50:04.105 --> 00:50:05.925
And as soon as you start asking questions,

1164
00:50:06.395 --> 00:50:09.125
they start arguing different points of view, right?

1165
00:50:09.125 --> 00:50:12.005
Yeah. So, uh, so that one, that one's very astute.

1166
00:50:12.165 --> 00:50:14.205
I like that whoever that anonymous was, that's,

1167
00:50:14.225 --> 00:50:15.525
that's bang on the money, I think.

1168
00:50:16.385 --> 00:50:18.445
And, and similarly, the, the lack of discussion,

1169
00:50:18.745 --> 00:50:20.205
um, yeah, absolutely.

1170
00:50:20.345 --> 00:50:23.565
If, if you have the loud, the default often

1171
00:50:23.865 --> 00:50:26.045
for prioritization is the loudest voice, right?

1172
00:50:26.385 --> 00:50:28.525
The hippo, the person in charge

1173
00:50:28.715 --> 00:50:30.245
says, this is what we're doing.

1174
00:50:30.525 --> 00:50:34.245
I have decided, um, which usually goes wrong, particularly

1175
00:50:34.245 --> 00:50:36.005
as you get to an organization of a scale,

1176
00:50:36.315 --> 00:50:38.525
that person is simply not able

1177
00:50:38.525 --> 00:50:39.645
to get across all the details.

1178
00:50:40.145 --> 00:50:41.925
So they're gonna end up picking the, the thing

1179
00:50:41.925 --> 00:50:44.045
that's in the back of their head, the thing that they relate

1180
00:50:44.045 --> 00:50:46.445
to from when they were, you know, more operational.

1181
00:50:46.985 --> 00:50:49.365
Um, which is generally not a great idea.

1182
00:50:49.665 --> 00:50:50.845
Um, and, and, and the,

1183
00:50:50.905 --> 00:50:53.325
the poorly stated strategic goals is, is kind

1184
00:50:53.325 --> 00:50:56.565
of the other side of the same coin of not having, you know,

1185
00:50:56.565 --> 00:50:58.885
of different priorities from different stakeholders.

1186
00:50:59.425 --> 00:51:00.845
You know, if those goals were clear

1187
00:51:00.865 --> 00:51:02.125
and it was beautifully laid out

1188
00:51:02.225 --> 00:51:05.485
as David's first slide implied it should be, then,

1189
00:51:05.555 --> 00:51:06.805
then you wouldn't have that problem.

1190
00:51:07.105 --> 00:51:10.125
Uh, but again, just about every organization we deal

1191
00:51:10.125 --> 00:51:13.325
with has, has this challenge to a greater or lesser degree.

1192
00:51:13.715 --> 00:51:14.885
Yeah. And we find some,

1193
00:51:14.885 --> 00:51:17.685
sometimes building criteria is a case of, you know,

1194
00:51:17.685 --> 00:51:20.325
making the best you can with some interviews

1195
00:51:20.585 --> 00:51:24.045
and some sort of bits of, you know, bits of presentation.

1196
00:51:24.385 --> 00:51:26.245
And sometimes it's a case of going, oh,

1197
00:51:26.245 --> 00:51:27.245
we've got a very good structure,

1198
00:51:27.305 --> 00:51:28.765
we can just put it in the right format.

1199
00:51:29.025 --> 00:51:33.325
So yeah, different, different PMOs have different levels of,

1200
00:51:33.345 --> 00:51:36.125
um, strategic kind of qualities to deal with.

1201
00:51:36.345 --> 00:51:39.125
And that last answer captures, so we've got a little list

1202
00:51:39.125 --> 00:51:41.605
of, of, uh, the top 10 pain points

1203
00:51:41.605 --> 00:51:43.485
around prioritizations signs.

1204
00:51:43.505 --> 00:51:44.565
You need prioritization.

1205
00:51:44.945 --> 00:51:46.925
And we, we track these out at all the trade shows

1206
00:51:46.925 --> 00:51:48.325
and have people kind of tick 'em off

1207
00:51:48.385 --> 00:51:50.325
and doing a, a straw poll.

1208
00:51:50.385 --> 00:51:52.485
And, and this, this answer at the top

1209
00:51:52.485 --> 00:51:53.285
of the screen right now,

1210
00:51:53.585 --> 00:51:55.005
that's hit a whole bunch of them, right?

1211
00:51:55.005 --> 00:51:56.005
Then we've got, we've got,

1212
00:51:56.345 --> 00:51:58.005
that's pretty priority number one.

1213
00:51:58.815 --> 00:52:02.085
We've got, we've got big project stealing resources,

1214
00:52:02.175 --> 00:52:04.085
we've got the loudest voice, right?

1215
00:52:04.085 --> 00:52:06.365
The political sponsors banging his

1216
00:52:06.365 --> 00:52:07.525
feet and saying, give it to me.

1217
00:52:07.975 --> 00:52:09.685
Right? You've got everything going on in that one.

1218
00:52:09.685 --> 00:52:12.685
So whoever you are, please go to our website,

1219
00:52:12.715 --> 00:52:13.765
fill in a form, tell

1220
00:52:13.765 --> 00:52:15.405
Us, yeah, We need to talk. I,

1221
00:52:15.845 --> 00:52:16.845
I know we should probably go on with the

1222
00:52:16.845 --> 00:52:17.965
presentation, but this is fascinating.

1223
00:52:18.225 --> 00:52:21.125
But the, it's the, it's, it's, there's a sort of,

1224
00:52:21.195 --> 00:52:23.045
it's interesting that execs will, will,

1225
00:52:23.045 --> 00:52:25.885
will observe the problem that we need better prioritization

1226
00:52:26.345 --> 00:52:28.805
and then fail to recognize that they are in set,

1227
00:52:28.805 --> 00:52:30.205
in fact, part of that problem.

1228
00:52:30.965 --> 00:52:33.085
'cause they're the one setting, you know, all sorts

1229
00:52:33.085 --> 00:52:35.965
of chaos going on by interfering

1230
00:52:35.965 --> 00:52:38.405
and frankly, by not having a proper governance process.

1231
00:52:38.985 --> 00:52:40.605
And this is why, you know,

1232
00:52:40.605 --> 00:52:42.085
this is why we like talking to David, right?

1233
00:52:42.235 --> 00:52:45.245
This is, this is the governance structure is actually

1234
00:52:45.245 --> 00:52:48.805
what starts to control this kind of rogue behavior.

1235
00:52:49.425 --> 00:52:52.525
Um, and, and hopefully, you know, as an industry we can kind

1236
00:52:52.525 --> 00:52:54.965
of grow up a bit and be a bit more data led rather than

1237
00:52:55.125 --> 00:52:57.055
like crazy. COO led.

1238
00:52:57.205 --> 00:52:58.775
Terry's, Terry's asked sort

1239
00:52:58.775 --> 00:53:01.535
of Terry's getting a bit worried about resources

1240
00:53:01.535 --> 00:53:04.175
and where are resources in this whole discussion.

1241
00:53:04.595 --> 00:53:06.135
So Dan, do you wanna talk a little bit about

1242
00:53:06.695 --> 00:53:07.935
resources and where they come in?

1243
00:53:08.245 --> 00:53:10.015
Yeah, look, I think I sort of flashed 'em up at the

1244
00:53:10.015 --> 00:53:11.775
beginning and then, uh, decided to sort of, um,

1245
00:53:11.775 --> 00:53:14.295
control myself about going down too many rabbit holes.

1246
00:53:14.755 --> 00:53:17.935
So resources, you can, in a way it's, you know, you can,

1247
00:53:17.935 --> 00:53:20.495
you can do estimates a little bit like you do, um,

1248
00:53:21.665 --> 00:53:22.965
uh, value.

1249
00:53:23.025 --> 00:53:24.365
You can sort of ask people what they think

1250
00:53:24.985 --> 00:53:26.045
and you know, a bunch

1251
00:53:26.045 --> 00:53:27.605
of wet fingers is better than one wet

1252
00:53:27.605 --> 00:53:28.885
finger in terms of estimates.

1253
00:53:29.265 --> 00:53:31.485
Um, you can build detailed models

1254
00:53:31.545 --> 00:53:34.225
and put that data in every,

1255
00:53:35.145 --> 00:53:37.265
everyone has different maturity depending on well,

1256
00:53:37.265 --> 00:53:38.625
what stage they're doing prioritization.

1257
00:53:39.085 --> 00:53:41.225
Um, so yeah, you either get the data you've got

1258
00:53:41.225 --> 00:53:42.865
or you estimate the data.

1259
00:53:42.885 --> 00:53:44.425
You don't have the code.

1260
00:53:44.485 --> 00:53:47.345
The key point is there's no point in ranking projects if

1261
00:53:47.345 --> 00:53:48.585
you've got no sense of scale.

1262
00:53:49.015 --> 00:53:50.945
Yeah. So you just have to be able to differentiate,

1263
00:53:51.725 --> 00:53:55.145
you know, the monsters from the tlers, um,

1264
00:53:55.145 --> 00:53:57.665
because the tlers are not going to deliver as much value

1265
00:53:57.665 --> 00:53:59.705
as the monsters, but that doesn't mean you should

1266
00:53:59.705 --> 00:54:00.865
just do massive projects.

1267
00:54:01.005 --> 00:54:04.065
And I think we all see, sometimes, you know, a bit of

1268
00:54:04.735 --> 00:54:06.865
like project constipation where you sort

1269
00:54:06.865 --> 00:54:08.705
of get blocked up trying to only do big things.

1270
00:54:09.005 --> 00:54:11.065
Um, but you need a little bit of that kind of velocity

1271
00:54:11.095 --> 00:54:13.505
that comes from just delivering smaller, quick wins.

1272
00:54:13.975 --> 00:54:15.705
This, this, this, this is a big discussion.

1273
00:54:15.725 --> 00:54:18.185
So, so we, we, when we're prioritizing not just coming up

1274
00:54:18.185 --> 00:54:20.905
with a score, we do need to understand a rough idea

1275
00:54:20.965 --> 00:54:23.465
of resource, demand, cost, demand, leadership time.

1276
00:54:23.465 --> 00:54:24.785
We also need to understand risk.

1277
00:54:25.325 --> 00:54:27.945
So, so that the, we, we are flip flipping through it.

1278
00:54:28.365 --> 00:54:31.705
But, uh, I, I, I guess we need to offer folks a, a,

1279
00:54:31.785 --> 00:54:33.145
a more detailed deep dive.

1280
00:54:33.605 --> 00:54:35.705
And may maybe, we'll, we'll, in the follow up blog

1281
00:54:35.705 --> 00:54:37.345
that we write, we'll, we'll signpost

1282
00:54:38.005 --> 00:54:40.985
how the resort resource funds leadership time

1283
00:54:40.985 --> 00:54:43.345
and risk also come into the prioritization process.

1284
00:54:44.205 --> 00:54:46.225
So, uh, not, not, not trying to avoid the subject.

1285
00:54:46.375 --> 00:54:49.025
Just got other, other stuff to, to ping into.

1286
00:54:49.445 --> 00:54:51.545
But folks, thanks very much for, for the,

1287
00:54:51.605 --> 00:54:52.705
for making these notes.

1288
00:54:52.715 --> 00:54:54.505
We'll, we'll record them and pass them on.

1289
00:54:54.655 --> 00:54:56.065
Keep tapping away if you want to,

1290
00:54:56.485 --> 00:54:58.105
but we're gonna answer some of these things

1291
00:54:58.425 --> 00:55:00.585
'cause some of these things are about strategic goals

1292
00:55:01.805 --> 00:55:04.225
and, uh, that's, that's where I think we are going

1293
00:55:04.225 --> 00:55:05.225
with the EPMO.

1294
00:55:06.165 --> 00:55:10.345
So for some, uh, EPMO, uh, so at the start of our session,

1295
00:55:10.705 --> 00:55:13.225
EPMO said, uh, to enable definition

1296
00:55:13.225 --> 00:55:14.705
and balancing of business objectives.

1297
00:55:14.735 --> 00:55:18.465
Well, that, that's, that's a, a nice definition that, um,

1298
00:55:18.685 --> 00:55:19.825
we stated at the start,

1299
00:55:20.365 --> 00:55:24.265
but many others, uh, don't have that as their, uh, uh,

1300
00:55:24.265 --> 00:55:26.105
definition for an E-P-O-E-P-M-O.

1301
00:55:26.525 --> 00:55:31.065
Uh, some people, um, uh, see an EPMO as, as the, as the, uh,

1302
00:55:31.325 --> 00:55:34.025
um, focal point for project management with within,

1303
00:55:34.025 --> 00:55:35.225
across the enterprise.

1304
00:55:35.695 --> 00:55:37.585
Some people see it as the focal point

1305
00:55:37.645 --> 00:55:38.905
for doing big projects.

1306
00:55:39.445 --> 00:55:42.225
Um, but clearly, um, we, we believe that, uh,

1307
00:55:42.225 --> 00:55:43.745
the EPMO can do something else.

1308
00:55:45.175 --> 00:55:48.115
Um, we, we've kind of, um, run out a little bit of time now

1309
00:55:48.135 --> 00:55:52.955
to ask you about, um, what it is that, uh, you, you do,

1310
00:55:52.955 --> 00:55:54.195
you have an EPMO

1311
00:55:54.615 --> 00:55:57.515
or what it could do that it's not, which we just, uh, would,

1312
00:55:57.515 --> 00:56:00.155
we've just run, run out of time to, to pick up on that.

1313
00:56:00.215 --> 00:56:03.555
But, but this was just basically setting up the presentation

1314
00:56:03.735 --> 00:56:06.035
to, uh, and, and please do, if you want to chip,

1315
00:56:06.035 --> 00:56:09.155
make some notes and add comments, uh, please chip in.

1316
00:56:09.155 --> 00:56:10.195
It'll be, the poll will be open.

1317
00:56:10.615 --> 00:56:14.115
But I, we're gonna then, um, move on to say, well,

1318
00:56:14.115 --> 00:56:17.915
what else can the EPMO do beyond be a big PMO

1319
00:56:18.015 --> 00:56:22.075
or be a a, a a place where project management is, is, uh,

1320
00:56:22.075 --> 00:56:23.565
focused for the organization?

1321
00:56:24.265 --> 00:56:29.225
And it, it all, all, um, revolves around, um, uh,

1322
00:56:29.525 --> 00:56:31.105
the p uh, several things.

1323
00:56:31.255 --> 00:56:32.985
It's, it's the relation to strategy.

1324
00:56:33.685 --> 00:56:36.025
So, um, those of you that have been looking at some

1325
00:56:36.025 --> 00:56:38.025
of the big stuff, we'll see that, uh,

1326
00:56:38.025 --> 00:56:40.985
as an organization at the very highest levels will be,

1327
00:56:41.445 --> 00:56:42.545
uh, a, an org.

1328
00:56:42.605 --> 00:56:44.625
An organization will have a current state.

1329
00:56:45.235 --> 00:56:47.905
It'll have, uh, opportunities and threats that hit it.

1330
00:56:47.905 --> 00:56:50.505
It'll have imperatives from, from regulation,

1331
00:56:50.565 --> 00:56:52.825
the STA shareholders expectations.

1332
00:56:53.155 --> 00:56:54.345
There, there's, there's a pathway

1333
00:56:54.605 --> 00:56:58.105
and a, a strategic process that, that, uh, processes all

1334
00:56:58.105 --> 00:57:02.105
of the, um, drivers we have as a business, um, comes up

1335
00:57:02.105 --> 00:57:06.585
with a, AAAA vision and a, and a strategic plan and cas

1336
00:57:06.685 --> 00:57:09.865
and breaks that down into objectives

1337
00:57:09.865 --> 00:57:14.185
and related key results, uh, OKRs as, as Pam asked that,

1338
00:57:14.185 --> 00:57:16.345
that we can then, uh, cascade into the business.

1339
00:57:17.165 --> 00:57:20.265
So, so if, if this strategic process isn't functioning,

1340
00:57:20.295 --> 00:57:22.785
then it's very difficult to prioritize our projects

1341
00:57:22.785 --> 00:57:24.585
because we don't have that, that, uh,

1342
00:57:25.145 --> 00:57:26.825
strategic basis to, to aim for.

1343
00:57:27.685 --> 00:57:30.345
So, so this, this is a, a, a possible area

1344
00:57:30.455 --> 00:57:33.865
that our EPMO can get into, um, or, or,

1345
00:57:33.885 --> 00:57:36.985
or if it's already occupied, uh, uh, to not get into,

1346
00:57:36.985 --> 00:57:39.025
but to, to connect with more effectively.

1347
00:57:40.375 --> 00:57:44.275
So, purpose, uh, places the e pbi to, to look

1348
00:57:44.275 --> 00:57:46.595
after the, the pathway from purpose to strategy.

1349
00:57:47.655 --> 00:57:51.965
Um, another, another candidate area, uh,

1350
00:57:52.065 --> 00:57:53.405
uh, strategy to delivery.

1351
00:57:53.545 --> 00:57:54.965
So we've, we've talked about the,

1352
00:57:55.065 --> 00:57:56.965
the process, strategic process.

1353
00:57:57.505 --> 00:57:59.485
How do we get strategy into the business?

1354
00:57:59.825 --> 00:58:03.725
How, how do we, um, take those objectives, prioritize them,

1355
00:58:04.105 --> 00:58:07.765
deploy our funds and leadership time between those threads

1356
00:58:07.765 --> 00:58:09.565
of activity to achieve our strategy?

1357
00:58:09.825 --> 00:58:11.565
So remember, strategy isn't just about change,

1358
00:58:12.445 --> 00:58:14.365
strategy's about developing products.

1359
00:58:14.635 --> 00:58:18.605
It's about, um, our business performing as, as well as,

1360
00:58:18.745 --> 00:58:19.805
uh, change happening.

1361
00:58:20.305 --> 00:58:23.085
So, so how does, how do we get resources deployed

1362
00:58:23.085 --> 00:58:25.405
effectively between these different threats?

1363
00:58:26.245 --> 00:58:27.865
Uh, and again, this is a, a can,

1364
00:58:27.945 --> 00:58:29.625
a strategy implementation as we're calling it.

1365
00:58:29.855 --> 00:58:33.665
This is a candidate area that an EEP EPMO can step into.

1366
00:58:34.585 --> 00:58:36.705
Maybe folks have this covered already. I don't know.

1367
00:58:38.525 --> 00:58:43.145
Um, I just, just, uh, firing on, I, I realize we're at,

1368
00:58:43.355 --> 00:58:45.545
we're over time and people may need to go,

1369
00:58:45.645 --> 00:58:47.425
but I'll, I'll, I'll, I'll just finish this point.

1370
00:58:47.585 --> 00:58:48.705
'cause it'll be, it'll, it'll,

1371
00:58:48.705 --> 00:58:49.905
these points, it'll be in the recording.

1372
00:58:50.605 --> 00:58:54.025
Um, and, and in, in addition to the, the, the, uh,

1373
00:58:54.985 --> 00:58:58.705
strategic, uh, uh, process, in addition to the, uh,

1374
00:58:58.805 --> 00:59:02.145
the implementation approach, we, we'll, this, we'll need

1375
00:59:02.145 --> 00:59:04.145
to rebalance and rete as time goes on.

1376
00:59:04.145 --> 00:59:05.905
This isn't prioritization, isn't it?

1377
00:59:05.905 --> 00:59:07.945
One-off exercise we're gonna have to keep on top of this.

1378
00:59:08.565 --> 00:59:12.585
So, so, um, it is, is an opportunity for our, for APMO

1379
00:59:13.005 --> 00:59:16.065
to help, uh, organize the, the balance

1380
00:59:16.325 --> 00:59:20.185
and choice making between, um, things in, in change world,

1381
00:59:20.285 --> 00:59:25.205
things in a per project, things in business as usual world,

1382
00:59:25.625 --> 00:59:27.605
and things in value creation space.

1383
00:59:28.575 --> 00:59:31.155
Uh, this is certainly an opportunity for, uh,

1384
00:59:31.255 --> 00:59:33.355
for a an EPMO to step beyond.

1385
00:59:34.055 --> 00:59:37.955
Its, its, uh, project limitations to, to connect

1386
00:59:38.015 --> 00:59:40.915
and orchestrate decision-making across all of these,

1387
00:59:41.165 --> 00:59:42.275
these different priorities.

1388
00:59:44.215 --> 00:59:47.155
Um, so big, big discussions, big discussions.

1389
00:59:48.735 --> 00:59:53.195
Um, and, um, Dan, I think this, this goes back,

1390
00:59:53.225 --> 00:59:54.275
back to you now, doesn't it?

1391
00:59:54.745 --> 00:59:56.115
Yeah. Look, so, so, you know,

1392
00:59:57.395 --> 00:59:59.435
EPMO takes you into a new space, right?

1393
00:59:59.655 --> 01:00:01.715
So we, we've got a, a spaceman.

1394
01:00:01.735 --> 01:00:05.275
So we, we've, we've, we've sort of gone from, you know,

1395
01:00:05.305 --> 01:00:06.595
into, we're now heading into strategy

1396
01:00:06.595 --> 01:00:07.995
development, implementation, delivery.

1397
01:00:08.455 --> 01:00:10.795
And yeah, actually you might start

1398
01:00:10.795 --> 01:00:12.675
to push out towards other teams that do this.

1399
01:00:12.815 --> 01:00:13.995
And to some extent,

1400
01:00:13.995 --> 01:00:16.275
the key point is you've got a successful function

1401
01:00:16.345 --> 01:00:19.035
that owns this space, whether it's the EPMO,

1402
01:00:19.035 --> 01:00:20.835
whether it's change management office

1403
01:00:20.895 --> 01:00:22.555
or a strategy office, doesn't

1404
01:00:22.555 --> 01:00:23.715
particularly matter what it's called.

1405
01:00:24.015 --> 01:00:26.075
But the key point is, if you don't have this function,

1406
01:00:26.695 --> 01:00:30.035
you'll probably struggle to reach that next level of, um,

1407
01:00:30.365 --> 01:00:33.315
competence in terms of, of that kind of governance framework

1408
01:00:33.575 --> 01:00:35.435
and the prioritization that flows through it.

1409
01:00:36.575 --> 01:00:39.275
And those issues about not knowing what the strategy is

1410
01:00:39.275 --> 01:00:40.875
to collect more projects to will persist.

1411
01:00:41.385 --> 01:00:42.515
Yeah, absolutely. Or,

1412
01:00:42.515 --> 01:00:43.995
or, you know, the strategy will be sufficient,

1413
01:00:43.995 --> 01:00:47.115
won't be well defined enough to be useful, uh,

1414
01:00:47.135 --> 01:00:48.275
in terms of prioritization.

1415
01:00:49.855 --> 01:00:52.235
So we'll whistle through the last couple. I think idea,

1416
01:00:52.235 --> 01:00:53.355
A picture is the idea of that picture

1417
01:00:53.355 --> 01:00:57.355
that if you don't do your strategy definition, you don't get

1418
01:00:57.355 --> 01:00:59.075
to where you're going because, because the guy

1419
01:00:59.375 --> 01:01:00.395
thinks he's on the moon.

1420
01:01:00.395 --> 01:01:01.155
But if you look in the

1421
01:01:01.155 --> 01:01:02.435
background, the moon's still up there.

1422
01:01:03.675 --> 01:01:05.645
Very good. That's very good. Ah,

1423
01:01:07.785 --> 01:01:08.785
Anyway, sorry.

1424
01:01:09.655 --> 01:01:12.075
The reason this, there's run over, but by the way, folks, is

1425
01:01:12.195 --> 01:01:14.035
'cause I joined the call, so my apologies.

1426
01:01:14.265 --> 01:01:16.795
It's always my fault. I get the blame anyway.

1427
01:01:18.315 --> 01:01:20.055
Ok. Okay. Right. It's all good. It's all good.

1428
01:01:20.065 --> 01:01:21.575
Let's, uh, it's been a good debate

1429
01:01:22.075 --> 01:01:24.615
and, uh, you know, the last slides are a bit weak anyway.

1430
01:01:24.675 --> 01:01:26.455
No, they're not. They're great. So let's, uh, let's,

1431
01:01:26.455 --> 01:01:27.815
let's hit it, right?

1432
01:01:27.915 --> 01:01:30.375
So now just let it build, David. We're good.

1433
01:01:30.915 --> 01:01:34.925
Uh, now this is a little bit from our kind of point of view.

1434
01:01:35.115 --> 01:01:37.685
This is where we're heading, as you know, in terms

1435
01:01:37.685 --> 01:01:39.885
of software, in terms of how we think we need

1436
01:01:39.885 --> 01:01:41.685
to support the, the, the, the, the market.

1437
01:01:41.865 --> 01:01:45.165
So we've talked a lot about prioritization and, and typic.

1438
01:01:45.165 --> 01:01:46.405
Often it's in a growth portfolio

1439
01:01:46.465 --> 01:01:49.285
or a defined portfolio, you're prioritizing what needs

1440
01:01:49.285 --> 01:01:51.365
to be done, uh, in order to deliver better value.

1441
01:01:51.385 --> 01:01:52.845
And there's huge value in that,

1442
01:01:53.225 --> 01:01:55.125
and lots of organizations can benefit from it.

1443
01:01:55.185 --> 01:01:57.125
So we are happy that today works,

1444
01:01:57.505 --> 01:02:00.365
but actually, if we think of this tangentially,

1445
01:02:00.815 --> 01:02:05.165
maybe we need to be a bit more prioritization driven in BAU

1446
01:02:05.225 --> 01:02:07.845
and maintenance stuff, we can spin into change

1447
01:02:07.865 --> 01:02:09.445
and transformation, the big stuff as well.

1448
01:02:09.505 --> 01:02:11.485
So we need to sort of go vertical and,

1449
01:02:11.485 --> 01:02:13.605
and think of prioritization as being something

1450
01:02:13.605 --> 01:02:15.925
that exists everywhere, not just in a portfolio.

1451
01:02:17.115 --> 01:02:19.445
Next, we talk about the portfolio of portfolios.

1452
01:02:19.625 --> 01:02:22.765
Um, we actually need the ability to put these different

1453
01:02:23.285 --> 01:02:25.805
backlogs side by side in order

1454
01:02:25.865 --> 01:02:28.245
to make good agile decisions about

1455
01:02:28.245 --> 01:02:29.765
where we're gonna place our betts.

1456
01:02:30.305 --> 01:02:34.285
If you've got huge swathes of resource locked in BAU,

1457
01:02:34.705 --> 01:02:35.965
that's kind of a blob,

1458
01:02:36.635 --> 01:02:38.845
then you are not, you've not got control.

1459
01:02:38.915 --> 01:02:41.325
Your leadership don't have control of the organization

1460
01:02:41.325 --> 01:02:43.845
because they can't make decisions about where they want

1461
01:02:43.845 --> 01:02:44.885
to put their resource.

1462
01:02:45.745 --> 01:02:48.245
So portfolio, portfolio is the idea that you can then have

1463
01:02:48.245 --> 01:02:51.445
that kind of quantified visibility at a higher level.

1464
01:02:53.505 --> 01:02:55.915
Next level, we took about value led scenarios.

1465
01:02:56.135 --> 01:02:59.375
So again, as a service,

1466
01:02:59.885 --> 01:03:01.895
what do we think the execs want?

1467
01:03:01.915 --> 01:03:04.295
Do they want to see loads of chart detailed?

1468
01:03:04.835 --> 01:03:08.465
No, they want to know which can they have AP

1469
01:03:08.465 --> 01:03:11.105
and l that delivers their objectives over five years?

1470
01:03:11.285 --> 01:03:13.705
Can they have reassurance that their strategic plan will be

1471
01:03:13.765 --> 01:03:16.625
met if everything goes according to plan?

1472
01:03:17.205 --> 01:03:20.615
And of course, that the plan underneath is reliable

1473
01:03:20.875 --> 01:03:22.815
and deliverable and credible.

1474
01:03:23.315 --> 01:03:26.255
So it's like, actually, we are not just convi,

1475
01:03:26.255 --> 01:03:27.775
we're not just slapping ourselves on the back

1476
01:03:27.775 --> 01:03:30.255
and saying, great plan, knowing that it's a pile

1477
01:03:30.255 --> 01:03:31.455
of horseman year.

1478
01:03:31.915 --> 01:03:33.335
We know that it's a good plan,

1479
01:03:33.735 --> 01:03:35.095
reliable plan, and what it will deliver.

1480
01:03:35.235 --> 01:03:38.535
And we're giving execs the choice of how to do it.

1481
01:03:39.395 --> 01:03:42.055
And finally, top of our pyramid for now, where we want

1482
01:03:42.055 --> 01:03:43.615
to get to probably sort of back into of next year,

1483
01:03:44.115 --> 01:03:45.775
is the ability to then turn value

1484
01:03:45.775 --> 01:03:48.575
that we've talked about into a live data point similar

1485
01:03:48.595 --> 01:03:50.895
to OKRs, really, that then flows through the project.

1486
01:03:51.035 --> 01:03:53.775
So the point is, you can't just say, yes,

1487
01:03:53.775 --> 01:03:56.855
that's a valuable project, it's great, tick, tick, tick,

1488
01:03:57.375 --> 01:04:01.145
because we wanna hold people to account for that projection

1489
01:04:01.145 --> 01:04:03.385
of value through the delivery cycle of the project.

1490
01:04:04.005 --> 01:04:05.705
And if that value doesn't materialize,

1491
01:04:05.725 --> 01:04:06.865
people are held to account.

1492
01:04:06.885 --> 01:04:09.425
If that value doesn't materialize, we can stop.

1493
01:04:09.925 --> 01:04:12.265
Um, because actually, you know, things change

1494
01:04:12.265 --> 01:04:13.945
and we need that kind of responsiveness.

1495
01:04:18.485 --> 01:04:20.505
And finally, I think on my slides,

1496
01:04:21.895 --> 01:04:23.625
just build it up, right?

1497
01:04:23.685 --> 01:04:27.385
So again, how do we maybe see this kind of P-M-O-E-P-M-O,

1498
01:04:27.605 --> 01:04:28.785
um, sort of division?

1499
01:04:28.885 --> 01:04:30.425
So, you know, as APMO,

1500
01:04:30.645 --> 01:04:34.305
we should be taking the criteria across different silos,

1501
01:04:34.305 --> 01:04:35.545
getting people to work together

1502
01:04:36.405 --> 01:04:39.625
and relating that to the backlog and creating value

1503
01:04:39.925 --> 01:04:41.625
and choice based on that data.

1504
01:04:41.625 --> 01:04:43.465
And that's that, again, huge progress.

1505
01:04:43.745 --> 01:04:47.025
Probably kind of 99% of, uh, of, of organizations out there.

1506
01:04:48.245 --> 01:04:51.205
EPML goes up a step again, where we say, actually we need

1507
01:04:51.205 --> 01:04:53.405
to understand the impact those projects are having on the

1508
01:04:53.405 --> 01:04:56.205
organization in the context of market behavior,

1509
01:04:56.345 --> 01:04:59.205
in the context of dumb luck, how things kind of work out,

1510
01:04:59.205 --> 01:05:01.925
because actually the outcomes are gonna be related

1511
01:05:02.225 --> 01:05:04.125
to the backlog and, and it's success,

1512
01:05:04.125 --> 01:05:05.485
but it's not a one-to-one relationship

1513
01:05:06.225 --> 01:05:08.685
and actually then owning the outcome for the p

1514
01:05:08.685 --> 01:05:10.245
and l, the non-financial KPIs, all

1515
01:05:10.245 --> 01:05:11.485
that stuff that pops out the end.

1516
01:05:12.345 --> 01:05:13.765
And then how that relates back

1517
01:05:13.765 --> 01:05:16.325
to those choices we made at the beginning is where we see

1518
01:05:16.325 --> 01:05:17.365
that EPMO connection

1519
01:05:17.585 --> 01:05:19.765
and it's really being not in charge of it.

1520
01:05:19.765 --> 01:05:20.965
That's someone else's job, right?

1521
01:05:20.965 --> 01:05:22.205
That's, that's the exec's job,

1522
01:05:22.465 --> 01:05:24.125
but it's being that support function

1523
01:05:24.505 --> 01:05:28.285
that's gonna make a data led process, a data led connection

1524
01:05:28.395 --> 01:05:29.525
between where you put your

1525
01:05:29.525 --> 01:05:31.165
betts and where you get your returns.

1526
01:05:33.025 --> 01:05:37.525
And the big spin here is, is, um, does, do you, uh,

1527
01:05:37.585 --> 01:05:38.965
do you grow up or,

1528
01:05:38.985 --> 01:05:41.765
or expand your, your EPMO from being something

1529
01:05:41.765 --> 01:05:43.085
that oversees the projects

1530
01:05:43.505 --> 01:05:45.325
to also having a greater connectivity

1531
01:05:45.875 --> 01:05:49.725
with the strategic pipeline, with the product portfolio and,

1532
01:05:49.725 --> 01:05:51.125
and your BBU workloads

1533
01:05:51.125 --> 01:05:54.325
and help prioritize across not just the project portfolios,

1534
01:05:54.325 --> 01:05:57.285
but, but the other workloads that you have as well. Mm-Hmm.

1535
01:05:58.185 --> 01:05:59.765
And, and, and to some extent, you know,

1536
01:05:59.785 --> 01:06:03.445
if you can prove it works in the project space, hopefully,

1537
01:06:03.795 --> 01:06:05.365
that the execs will kind of bite

1538
01:06:05.425 --> 01:06:08.165
and realize, Hey, I want that across more areas.

1539
01:06:08.315 --> 01:06:10.285
Because actually that ability to control

1540
01:06:10.625 --> 01:06:14.045
and that ability to make choices is, you know,

1541
01:06:14.045 --> 01:06:15.925
hopefully the basis of their success.

1542
01:06:21.095 --> 01:06:22.435
So we cut through a lot.

1543
01:06:22.735 --> 01:06:26.275
Um, the, what, what we covered today, well, we've, um, ex,

1544
01:06:26.295 --> 01:06:28.355
uh, offered you the vision that, uh, purpose

1545
01:06:28.535 --> 01:06:29.755
to strategic objectives

1546
01:06:29.755 --> 01:06:32.275
and effective deliveries is what, uh, uh,

1547
01:06:32.425 --> 01:06:33.555
defines us as business.

1548
01:06:34.005 --> 01:06:36.315
We've offered you the big framework, um,

1549
01:06:36.725 --> 01:06:38.435
which essentially help enables you

1550
01:06:38.435 --> 01:06:39.515
to connect all those things up.

1551
01:06:40.255 --> 01:06:42.835
Um, we've, we've, uh, explained how,

1552
01:06:42.975 --> 01:06:46.275
and Paul, we feel, uh, PMO is in the context of big

1553
01:06:46.455 --> 01:06:49.515
to certainly help us deliver, uh, projects.

1554
01:06:49.535 --> 01:06:52.995
And, and, uh, we, we've suggested how, how, uh,

1555
01:06:53.155 --> 01:06:55.995
PMO can benefit from being in a big context as opposed to,

1556
01:06:56.535 --> 01:06:59.395
uh, fighting for itself, uh, on it on its own.

1557
01:06:59.395 --> 01:07:03.755
Within the org. Um, we've, um, introduced prioritization

1558
01:07:04.055 --> 01:07:07.075
and capabilities, uh, that, that Dan's described.

1559
01:07:07.095 --> 01:07:08.355
We, we can systemize and,

1560
01:07:08.535 --> 01:07:12.555
and lift up prioritization from, uh, a simplistic, uh,

1561
01:07:12.705 --> 01:07:16.675
scoring to a more sophisticated, uh, discussion, uh, and,

1562
01:07:16.855 --> 01:07:18.755
and, uh, business enabling process.

1563
01:07:19.695 --> 01:07:21.355
Um, we, we asked what's stopping you?

1564
01:07:21.455 --> 01:07:25.195
And we, we took a whole bunch of things there, um, that, uh,

1565
01:07:25.195 --> 01:07:26.435
will summarize and play back to you.

1566
01:07:27.135 --> 01:07:31.835
Um, we, we we're gonna ask you about, uh, what, uh,

1567
01:07:32.305 --> 01:07:33.915
what your EPMO did or,

1568
01:07:34.015 --> 01:07:36.235
or whether, what it could, what it could do for you.

1569
01:07:36.815 --> 01:07:38.275
And instead of asking you,

1570
01:07:38.275 --> 01:07:39.755
we then said, well, you could do this.

1571
01:07:40.135 --> 01:07:41.875
And talked about the strategic process,

1572
01:07:42.135 --> 01:07:43.715
the strategy implementation process,

1573
01:07:44.375 --> 01:07:48.235
and the ongoing balance of BAU change and products.

1574
01:07:48.815 --> 01:07:51.675
And, and Dan's laterally wrapped up with, with the, the,

1575
01:07:51.675 --> 01:07:55.595
the showing how PMO and EPMO sit alongside and,

1576
01:07:55.615 --> 01:07:59.155
and how, how immediate term value can, can emerge from,

1577
01:07:59.155 --> 01:08:00.315
from those, those two bodies.

1578
01:08:01.735 --> 01:08:03.755
And, and like, like most things, I think with,

1579
01:08:03.755 --> 01:08:04.795
with whether it's big

1580
01:08:04.795 --> 01:08:06.915
or prioritization, um, hopefully we're starting

1581
01:08:06.915 --> 01:08:09.395
to give you a sense of there is a ton of stuff out there

1582
01:08:09.495 --> 01:08:11.555
and, and, and a world of possibilities

1583
01:08:12.215 --> 01:08:13.915
and lots of opportunities to improve.

1584
01:08:14.535 --> 01:08:16.565
And actually, actually don't be too intimidated

1585
01:08:16.565 --> 01:08:17.565
by the fact there's loads,

1586
01:08:17.565 --> 01:08:20.045
because there are some simple first steps you can make

1587
01:08:20.275 --> 01:08:21.965
that will send you in the right direction.

1588
01:08:22.465 --> 01:08:25.725
Um, and you know, this can be iterative over time

1589
01:08:25.865 --> 01:08:27.645
as you build up that value in layers.

1590
01:08:27.945 --> 01:08:30.685
Um, 'cause most organizations respond to success.

1591
01:08:31.025 --> 01:08:32.445
So if you can introduce one thing

1592
01:08:32.445 --> 01:08:34.005
successfully, it, it'll spread.

1593
01:08:35.855 --> 01:08:37.635
So the, the, uh, we'll send you some links

1594
01:08:37.635 --> 01:08:38.915
to the big body knowledge

1595
01:08:38.915 --> 01:08:40.595
so you can consume that at your leisure.

1596
01:08:41.015 --> 01:08:45.195
Um, there's deep team, we did a, uh, a session on how

1597
01:08:45.195 --> 01:08:46.235
to promote your PMO

1598
01:08:46.255 --> 01:08:48.595
and to, to grow it up with using Biggers,

1599
01:08:48.595 --> 01:08:49.715
the, the enabler to do that.

1600
01:08:50.455 --> 01:08:53.835
Uh, the, the links that, uh, Dan showed

1601
01:08:54.015 --> 01:08:56.315
to the prioritization criteria that's there,

1602
01:08:56.315 --> 01:08:57.475
we'll, we'll send that out too.

1603
01:08:58.825 --> 01:09:00.725
And, and the call, finally, the calls

1604
01:09:00.725 --> 01:09:05.125
to action are essentially, um, uh, if,

1605
01:09:05.145 --> 01:09:08.205
if you think Help Big can help you promote your PMO,

1606
01:09:08.315 --> 01:09:10.405
then we're more than happy to talk to you about that.

1607
01:09:11.025 --> 01:09:13.845
If you'd like to make, make a case for an EPMO or,

1608
01:09:13.865 --> 01:09:16.245
or a, something bigger than your EPMO,

1609
01:09:16.625 --> 01:09:17.925
we can help you make a case for that.

1610
01:09:19.075 --> 01:09:20.495
Um, if you'd like to have a strategy

1611
01:09:20.555 --> 01:09:23.495
to delivery conversation, if, if that's not something you,

1612
01:09:23.495 --> 01:09:26.055
your PMOs have got into so far, we can support that.

1613
01:09:26.675 --> 01:09:28.655
And as, as, uh, Stuart

1614
01:09:28.655 --> 01:09:30.495
and Dan have said, uh, if you want

1615
01:09:30.495 --> 01:09:32.895
to explore the capabilities of, of,

1616
01:09:32.955 --> 01:09:36.335
of systematic prioritization, if you, if you get it, if you,

1617
01:09:36.355 --> 01:09:39.695
if you really understand that, that, uh, it's, it's, it's,

1618
01:09:39.695 --> 01:09:42.255
it's a really good thing to, to make, make this systematic

1619
01:09:42.275 --> 01:09:45.295
as opposed to a BUN fight, then, uh, then certainly speak,

1620
01:09:45.385 --> 01:09:47.255
we'll, we'll have to have those conversations too.

1621
01:09:49.775 --> 01:09:51.705
Um, anything to add, chap?

1622
01:09:51.725 --> 01:09:53.705
So I think, I think that's pretty much us.

1623
01:09:53.845 --> 01:09:55.785
Um, if you wanted another picture

1624
01:09:56.005 --> 01:09:57.505
to look at us in a different way, there's,

1625
01:09:57.505 --> 01:09:58.865
there's the pictures again.

1626
01:09:59.365 --> 01:10:01.785
Uh, there, there's our email addresses and,

1627
01:10:01.845 --> 01:10:04.145
and websites if you, if you'd like to, uh,

1628
01:10:04.725 --> 01:10:06.065
to, to have a dig.

1629
01:10:06.405 --> 01:10:09.425
Um, we've talked about prioritization, the PMO

1630
01:10:09.425 --> 01:10:11.905
and the place of the EPMO Business Integrated

1631
01:10:11.905 --> 01:10:13.065
Governance and Business purpose.

1632
01:10:14.165 --> 01:10:15.825
Um, that, that's, that's it.

1633
01:10:15.885 --> 01:10:18.145
That's, that's all folks as the big bunny would say.

1634
01:10:19.125 --> 01:10:21.265
Um, are there, are there any questions, Stuart,

1635
01:10:21.265 --> 01:10:23.305
that you've spotted that we haven't picked

1636
01:10:23.325 --> 01:10:24.865
up, up on in, in the chat? There are a couple

1637
01:10:24.865 --> 01:10:26.785
Of interesting comments that we didn't really get a chance

1638
01:10:26.885 --> 01:10:30.825
to, to dig into, but I think we've answered most of them.

1639
01:10:31.165 --> 01:10:34.105
And so, David, I just wanna thank you, Dan, thank you

1640
01:10:34.125 --> 01:10:36.705
as well for putting the effort in to pull this together.

1641
01:10:37.365 --> 01:10:40.905
Um, I, I, I, I love it when, uh,

1642
01:10:41.135 --> 01:10:42.465
when you guys take over.

1643
01:10:42.745 --> 01:10:45.785
'cause normally I'm kind of ring ring leader for these,

1644
01:10:45.875 --> 01:10:48.025
these things, and, uh,

1645
01:10:48.085 --> 01:10:50.145
you just come at it from such a different

1646
01:10:50.145 --> 01:10:51.465
direction to, to me.

1647
01:10:51.925 --> 01:10:53.825
Uh, so I always learn a bunch of stuff, David,

1648
01:10:53.825 --> 01:10:55.305
when you're on in particular.

1649
01:10:55.405 --> 01:10:57.625
So thank you very much for, for, for doing that.

1650
01:10:58.125 --> 01:10:59.385
And thank you, Tiffany, for joining.

1651
01:10:59.845 --> 01:11:02.225
Uh, and for those of you stuck around to the end, well done.

1652
01:11:02.565 --> 01:11:04.545
And for those of those of you who didn't

1653
01:11:04.545 --> 01:11:07.025
and watching it on the recording, you losers.

1654
01:11:07.485 --> 01:11:10.825
All right. Thank you everybody. Take care.

1655
01:11:11.365 --> 01:11:11.585
Bye.