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So, hello folks.

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Um, welcome, welcome to The Crazy Party.

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Um, we're, we're gonna have a bit of fun.

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As I said, we've got, we've got some PML royalty today.

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Um, uh, we've got, we've got the Joker and the Queen.

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So Stewart, that would make you the joker in case

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you hadn't worked that one out.

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Oh. Um, and I'll let, I'll let the,

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I'll let the rest fight out who, who's gonna be the Queen.

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Um, so, uh, what we're gonna do today is, is really do kind

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of a yearend review what's been going on in PMO Land

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and what do we think is gonna happen in PMO Land.

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Is there, uh, you know, what's the point of A PMO?

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Do we still think there's a future in PMO?

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And if so, what does that look like?

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Those kind of questions.

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And to put that into context, I was, today, I was at one

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of the, one of the big four, big five,

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however many there are these days, consulting companies.

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And they, they very blankly kind of ask the question is,

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is there any point for having a PMO these days?

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So, um, so what I would love to do

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is I'm gonna introduce the team in a, in a second,

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I'll have them introduce themselves.

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Uh, but while I do that, what I would love you to do is

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to jump into chat and put your questions up there.

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What would you like this panel, this is,

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this is your opportunity to put questions directly to, um,

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uh, to the team

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and find out, uh, you know, to get an idea of

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where the world is going.

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Um, and Antoine straight in there. Thank you. Um, fantastic.

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Glad to see that. So,

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let's get some questions in there for the panel.

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Uh, I have a few of my own, but let's, let's jump in.

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So, to get started, uh, let's,

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let's kick off with some introductions.

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Um, let's start with double trouble. Eileen and Lindsay.

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So, so Eileen and Lindsay, if you, if you don't know,

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they are the double trouble that, that really are the,

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the powerhouse, the beating heart of the house

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of PMO here in the uk.

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So guys, why don't you just take a minute,

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introduce yourselves, house of PMO.

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We've got a very international audience.

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So some folks may not have discovered the wonderfulness

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that is House of

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Pmo. Well, if introduce me

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Lindsay,

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then Lindsay can introduce the House of pmo.

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Okay. So, uh, Lindsay and I have been, um, been friends

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and colleagues for over, well,

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we kept sitting now since last century.

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'cause it's been that long now. Uh, we met at a PMO event.

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Um, and I've stayed friends for all of that time

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and eventually done more

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and more events together till we created the house of PMO.

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Yeah. And the house of PMO is a membership based

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organization for people that are working in PMO.

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Um, and that's everything that you'd probably expect to see,

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which is things like, um, events, conferences,

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uh, resources,

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Certifications, Reports, publications, publications,

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competency framework assessment, everything

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and everything, uh, everything

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and anything to do with, with PMO.

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Um, so yeah, check it out, Alison, at pmo.com.

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If you're not already aware,

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it'd be lovely to see you there.

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And, and the, and,

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and has PMO runs a couple

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of conferences every year in the uk and,

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and I've gotta say, um, Laura, plug your is for a second

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that, uh, in, in terms of, actually no, in terms

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of in-person PMO conferences,

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Yes.

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Far and away the best. Yes.

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Um, they go to extreme lengths to

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curate the speakers.

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Um, I have spoken there.

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I managed to get in twice, but I

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don't quite know how that happened.

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But despite that, they a lot of effort. Neither do we.

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No, no, I know, I know. And you, you're still regretting it.

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Right? And, um, and, uh,

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and the food's always the best of any conference I go to.

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So, you know, between those two things, you can't lose.

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Can you, uh, fola over to you?

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Well, great to be here today.

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And for those who actually don't know me yet, I'm Fola Alby.

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And in the world of PMOs

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and project management,

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my role started about two decades ago from working

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as a project manager for the Department of Transport

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to going over to my PMO to New York Stock Exchange.

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I moved from England to North America as well.

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But we'd want vision

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to pretty much elevate the project environment discipline.

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I have seen the PM's perspective as well as being able

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to work with the project management office

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to help shape governance and strategy.

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And I launched my own business

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after working within the financial services, the oil

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and gas, to pretty much create strategic drivers who,

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leaders who move beyond just delivering

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to the triple constraints,

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but to be able to accelerate value for organizations.

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And I see the PMO as a catalyst for that.

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So where we create strategic machines

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that not only just think about what we want for our project,

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which is great, but

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what exactly does the organization truly want?

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And that's pretty much the foundation

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of my doctorate research as well, on

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how we can truly close the strategy to value gap.

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And so I'm all about this.

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For me, it's beyond just another project.

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It is a lifestyle for me.

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I integrate this at work, at home and in my business.

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And so I'm all about creating a movement

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where we can move on together

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and create truly successful organizations

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that are definitely sustainable,

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but ones that definitely create value.

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So hit me up for ology everywhere

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and let's talk strategic project management

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and let's elevate the discipline globally.

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So I cannot wait for us to dive in today.

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And, and, and I just have to say, right, so, so

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the weird world that we live in,

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I always meet Fola in places like Riyad in, in,

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in, um, Saudi Arabia.

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And any, any conference

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or any event that, that fola iss at, right?

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By definition, the temperature just drops three degrees

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every time she walks in.

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'cause she is that cool, right? And she just walks in.

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There's glamor. She never less than three

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cameras pointing at her.

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Um, the only person who can even remotely rival f

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on the selfie front is drum roll, please.

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Laura Barard.

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So Laura, over to you, the selfie queen. Thank you.

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Thank you. I'm well, yeah. Queen of PMO baby.

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Uh, um, so hi everyone.

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I'm so happy to see so many names

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that I recognize in the chat.

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Uh, thank you for being here.

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Uh, it's an honor to be with this group

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of thought leaders in this space.

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Um, I care very deeply about the work that each

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of them is doing because we all care very deeply about the

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work that all of you are doing.

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And, um, you know, we've, we've, we've all spent time, uh,

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in your shoes and supporting the work that you do for

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so long, because we know that the power

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and the future of organizations is

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in your ability to be successful.

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And so we will change the world together

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by supporting each other, um, as is seen

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by us all working together, partnering,

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and never even considering that there's any competition

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between us, because we're all here

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to raise the profile of the profession globally.

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Um, I personally, uh, have lots of battle scars to, um,

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to, to speak to, with respect to PMOs.

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I built my first PMO in 1999 in the middle

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of the dotcom insanity.

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And I had no idea what I was doing, by the way.

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Um, as, uh, is the case with many that are starting out now.

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Um, after spending 15 years inside organizations, uh,

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doing this PMO

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and transformation thing, I started PMO Strategies,

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the company that we've been running for 11 years.

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And the whole reason I started that company was

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to serve the people that are on this, uh, webinar today.

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And to help them have an easier time than I did, than many

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of us did when we were growing up in this space.

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So we're here to share our best kept secrets

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to make them not so secret so that all of you can, uh,

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have a faster path to success.

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Uh, I'm the author

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of the Impact Engine Accelerating Strategy Delivery for PMO

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and Transformation Leaders and the training

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and implementation program

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and mastermind coaching program that support the people

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that are doing this hard work.

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Um, so thank you all for having me here.

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I appreciate each and every one of you.

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Awesome. Thank you, Laura.

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And last but not least, it is the Joker. Stuart,

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I've decided not to wear makeup today, so

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I dunno why I'm getting labeled this. How

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Did we, I, I'm, if you're not careful,

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I'm gonna burst into song The Joker

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and the Queen Sheeran. Don't go wrong

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If you're not careful. I'm gonna

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put a filter on this

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and then I won't have to put makeup on all.

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Okay. Go. I thought you already had one on Stewart.

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I was talking to, uh, who? Mr. Stewart. You done this?

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Mr. Taylor.

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Oh, thanks. Thank you. Perfect.

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We, we found a system to avoid confusing us, by the way.

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Uh, instead of like calling the Stewart

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and Stewart, we now both answered to Bruce, so

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we can avoid confusion now on that front.

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Hey, before I, I, I get into anything, um, big thank you

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to Lenora for organizing this

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and for all the chasing range.

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She's, she's done on that. So big gratitude there.

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It's a, it's a tough, tough gig. Uh, I'm Stuart Taylor.

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I'm the creator of the influential PMO YouTube channel.

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And, uh, yeah, I, I basically ended up in, uh, PMO

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by accident, which doesn't seem

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to have necessarily been a unique, uh, way in where I,

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I basically was a project manager for a number of years,

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moved across sectors

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and took a role working in an insurance department.

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And then after two weeks of being there,

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they had a restructure and turned it into a PMO.

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And I thought, well, rather leave.

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Let's just see how these works out.

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And it worked out quite well.

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Um, so, uh, I'm glad to be here today with everybody's

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wonderful to see, to see you all.

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Um, yeah, looking forward to this. And,

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And, and Stuart's now kind of officially a,

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an almost full-time YouTuber right on,

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on all subjects, project management,

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and does a little bit of consulting on the side.

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So if you need, if you're looking for that kind

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of support in the uk, give him a shout.

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Um, fantastic. Great to meet you all.

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Now, anyone that doesn't know me tough,

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where have you been all your life?

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So, I'm Stuart, Stuart Easton, I'm the other Stewart.

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And, um, so I run a company called Transparent Choice.

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We do portfolio management software.

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But, but actually I, I spend at least as much time,

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um, doing this kind of thing.

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Lots of, you know, going to conferences,

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speaking just exactly what you said, Laura,

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actually just trying to raise the profile, raise awareness,

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get people thinking strategically so you know exactly

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what you said, Foer and,

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and, you know, making sure that as a profession,

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we're delivering the value that the business wants from us.

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So that's, that's, that's who I am.

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So I spend a load of time doing this kind of stuff,

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and it's, it's a lot of fun.

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00:10:47.515 --> 00:10:51.175
Um, now if you're wondering where I am actually, um, so, uh,

253
00:10:51.175 --> 00:10:52.615
are there any Harry Potter fans on,

254
00:10:52.615 --> 00:10:53.735
get your fingers on the keyboards.

255
00:10:53.855 --> 00:10:56.015
'cause I dare say this is gonna be quite, quite, uh,

256
00:10:56.195 --> 00:10:57.255
so where am I?

257
00:10:57.305 --> 00:11:00.715
Laura? I saw your hand go up. Yeah, I can't tell.

258
00:11:01.155 --> 00:11:04.915
I can't tell. So any Harry Potter fans, right?

259
00:11:04.975 --> 00:11:06.715
You see the Christmas tree? Just hang on.

260
00:11:06.715 --> 00:11:08.595
Where's the Christmas tree? Just here. All right.

261
00:11:08.595 --> 00:11:10.555
So there's a down a bit that way.

262
00:11:10.805 --> 00:11:12.995
Queue of people just here, a line of people just there.

263
00:11:14.665 --> 00:11:16.595
That is Platform nine and three quarters.

264
00:11:17.375 --> 00:11:21.435
Oh, cool. So I am at King's Cross Station.

265
00:11:21.855 --> 00:11:24.355
Uh, I didn't plan to be here today, so apologies

266
00:11:24.575 --> 00:11:26.155
for the, the strange background.

267
00:11:26.255 --> 00:11:28.035
Yes. And, uh, happy holidays to everyone.

268
00:11:28.105 --> 00:11:30.995
It's quite a beautiful tree. I, I, I'd rather like that.

269
00:11:31.335 --> 00:11:34.155
Um, now before we get going, I just have one quick

270
00:11:35.005 --> 00:11:36.595
award I would like to give out.

271
00:11:37.375 --> 00:11:41.555
Um, so, uh, we do a couple

272
00:11:41.555 --> 00:11:42.955
of webinars every month,

273
00:11:43.875 --> 00:11:47.455
and there is one person, oh, oh, Tony's on.

274
00:11:47.735 --> 00:11:51.295
Excellent. Uh, so there has been one person who I think

275
00:11:51.875 --> 00:11:53.605
has been to every single webinar

276
00:11:53.835 --> 00:11:55.725
that we have done this year.

277
00:11:56.545 --> 00:12:00.925
So I just wanna thank Ashok, um, hopefully you can see this,

278
00:12:01.585 --> 00:12:04.685
uh, thank Ashok for your support through the year.

279
00:12:05.145 --> 00:12:07.805
We love you and you're welcome. Anytime.

280
00:12:08.195 --> 00:12:09.205
Just give us a shout.

281
00:12:09.205 --> 00:12:11.645
You're virtually a member of the team at this point,

282
00:12:11.785 --> 00:12:13.765
so quick round of applause for our shot.

283
00:12:13.835 --> 00:12:17.705
Well done, mate. Thank you. Um, excellent.

284
00:12:17.725 --> 00:12:18.785
All right, let's jump into it.

285
00:12:19.125 --> 00:12:21.465
So, so first, the first question, uh,

286
00:12:21.465 --> 00:12:23.185
before I go to some of the questions from the,

287
00:12:23.185 --> 00:12:25.705
from the audience, first question is, um,

288
00:12:26.775 --> 00:12:30.075
what do you think is the biggest trend this year?

289
00:12:30.135 --> 00:12:32.115
Or what's the biggest theme

290
00:12:32.135 --> 00:12:34.355
that's been bubbling away around PMO?

291
00:12:35.185 --> 00:12:36.275
Fola? Do you wanna kick us off?

292
00:12:37.495 --> 00:12:38.665
Well, thank you for that.

293
00:12:39.095 --> 00:12:40.825
Yeah, that's right. I'll drop you at any time.

294
00:12:42.775 --> 00:12:45.225
When we think about the PMO business,

295
00:12:45.785 --> 00:12:47.905
I think the new key on the block is ai.

296
00:12:48.045 --> 00:12:50.425
You know, artificial intelligence has been buzzing,

297
00:12:50.925 --> 00:12:53.905
and everyone is talking about, is it gonna replace my role?

298
00:12:54.365 --> 00:12:56.145
Oh, how well, you know, how can we leverage that?

299
00:12:56.165 --> 00:12:58.345
And so artificial intelligence specifically

300
00:12:58.925 --> 00:13:01.545
has been the key driver across the business.

301
00:13:01.745 --> 00:13:03.345
I remember sitting at a meeting with a client

302
00:13:03.885 --> 00:13:05.545
and, um, someone else was saying that

303
00:13:05.545 --> 00:13:07.945
how we sprinkling AI in this, and like, seriously.

304
00:13:08.685 --> 00:13:10.145
But the thing is, executives

305
00:13:10.145 --> 00:13:11.385
and leaders are wondering, how can

306
00:13:11.385 --> 00:13:12.425
we truly be more efficient?

307
00:13:12.425 --> 00:13:15.665
And how can we leverage the tools that we actually have,

308
00:13:15.965 --> 00:13:16.985
you know, in front of us?

309
00:13:17.445 --> 00:13:20.105
And for me, I believe that be beyond AI

310
00:13:20.105 --> 00:13:21.905
or anything else that we have today,

311
00:13:22.335 --> 00:13:23.785
it's all about leveraging technology.

312
00:13:23.785 --> 00:13:25.385
Technology has been key.

313
00:13:25.585 --> 00:13:29.105
I remember when I did my MBA, that was like 15 years ago.

314
00:13:29.495 --> 00:13:31.785
That was a fundamental piece of my research as well.

315
00:13:31.825 --> 00:13:33.985
I, I spoke about the tric confluence

316
00:13:33.985 --> 00:13:36.025
between technology part environment,

317
00:13:36.025 --> 00:13:37.545
and actually business strategy.

318
00:13:38.085 --> 00:13:39.905
The key here is how are we leveraging

319
00:13:39.905 --> 00:13:40.985
the tools in front of us?

320
00:13:41.275 --> 00:13:44.345
Technology has to be a key catalyst for us to, you know,

321
00:13:44.345 --> 00:13:46.145
be more efficient for reporting.

322
00:13:46.655 --> 00:13:50.985
Just being able to really help become better at delivering

323
00:13:50.985 --> 00:13:52.425
the projects that we actually have today.

324
00:13:52.425 --> 00:13:56.185
So as PMO leaders, I believe that we need to start looking,

325
00:13:56.565 --> 00:13:57.865
you know, in our toolbox

326
00:13:57.885 --> 00:13:59.425
to understand, you know, what are we really doing?

327
00:13:59.425 --> 00:14:01.305
What kind of efficiencies can we leverage

328
00:14:01.575 --> 00:14:03.145
from artificial intelligence?

329
00:14:03.205 --> 00:14:05.665
And also, we've been talking about a lot of, you know,

330
00:14:05.665 --> 00:14:08.825
hybrid models and looking at value realization

331
00:14:08.825 --> 00:14:10.425
and becoming more strategic as well.

332
00:14:10.805 --> 00:14:12.065
That's been another key piece

333
00:14:12.065 --> 00:14:13.305
that people have been talking about.

334
00:14:13.935 --> 00:14:15.745
Integrating, you know, your role

335
00:14:16.165 --> 00:14:17.705
beyond just thinking about it from

336
00:14:17.705 --> 00:14:18.865
what we've seen in the textbook.

337
00:14:18.885 --> 00:14:20.745
So what you've obviously done every single day,

338
00:14:20.745 --> 00:14:23.785
but now thinking about it more from a business standpoint.

339
00:14:24.485 --> 00:14:25.785
How are you delivering the value

340
00:14:25.785 --> 00:14:27.065
that the business truly wants?

341
00:14:27.125 --> 00:14:30.305
And what I mean by that is sitting down with the executives

342
00:14:30.305 --> 00:14:32.825
to understand what are the pain points?

343
00:14:33.285 --> 00:14:35.905
Forget about what your job description actually says.

344
00:14:36.365 --> 00:14:38.945
You are there to provide value and become a solution.

345
00:14:39.485 --> 00:14:42.705
And being able to leverage ai, for instance,

346
00:14:42.805 --> 00:14:45.345
or maybe a hybrid model on how you actually deliver

347
00:14:45.855 --> 00:14:47.185
will become a catalyst

348
00:14:47.455 --> 00:14:49.745
that positions you from facing extinction.

349
00:14:50.385 --> 00:14:51.805
I have been within PMOs

350
00:14:51.805 --> 00:14:53.245
that have actually just gone like this, poof.

351
00:14:53.745 --> 00:14:55.125
And I still see them every day.

352
00:14:55.125 --> 00:14:56.325
And I want to hear the feedback from

353
00:14:56.325 --> 00:14:57.365
among all the leaders on the panel.

354
00:14:57.865 --> 00:15:00.885
But technology, you know, evolving to become more

355
00:15:00.885 --> 00:15:05.005
of a strategic force, being seen as a strategic catalyst

356
00:15:05.625 --> 00:15:06.645
is actually critical

357
00:15:06.985 --> 00:15:08.845
to actually differentiate you from those

358
00:15:08.845 --> 00:15:10.205
who are gonna be there today

359
00:15:10.545 --> 00:15:12.805
and those who are gonna be there longer term,

360
00:15:13.415 --> 00:15:15.365
leveraging tools that you have and the people.

361
00:15:15.985 --> 00:15:17.605
That's another thing, um, uh,

362
00:15:18.045 --> 00:15:20.085
I have actually seen like in the last couple of months,

363
00:15:20.105 --> 00:15:21.845
is the training and the support that you need

364
00:15:21.845 --> 00:15:24.605
to give your team members is also a differentiator as well.

365
00:15:24.605 --> 00:15:26.805
So I would say technology, which is ai, you know,

366
00:15:26.805 --> 00:15:27.885
the strategic mindset

367
00:15:27.945 --> 00:15:31.205
or strategic behavior is one that is actually key now

368
00:15:31.355 --> 00:15:32.765
that everyone needs to embrace.

369
00:15:33.365 --> 00:15:34.765
Brilliant. I think we're gonna be coming back to

370
00:15:34.765 --> 00:15:36.005
that theme again and again today.

371
00:15:36.065 --> 00:15:38.965
So, so, uh, uh, Lindsay, right?

372
00:15:38.985 --> 00:15:41.165
You, you guys run all sorts of events,

373
00:15:41.225 --> 00:15:43.925
not just the big events, but the, the flash mobs

374
00:15:43.925 --> 00:15:45.085
and all that kind of good stuff, right?

375
00:15:45.385 --> 00:15:46.965
So what are you hearing? What are,

376
00:15:46.965 --> 00:15:48.765
what are you hearing people talking about as the

377
00:15:49.305 --> 00:15:50.305
Um, okay. The big themes.

378
00:15:50.305 --> 00:15:51.325
Yeah.

379
00:15:51.355 --> 00:15:54.445
Well, I think from our perspective, the whole ai, uh,

380
00:15:54.625 --> 00:15:57.405
gen ai, predictive analytics, all of that kind of stuff,

381
00:15:57.915 --> 00:15:58.925
it's great talk.

382
00:15:59.505 --> 00:16:01.645
Um, there's not actually that much happening in terms

383
00:16:01.645 --> 00:16:04.805
of co in the corporations, in the organizations.

384
00:16:05.385 --> 00:16:09.725
Um, there's still a lot of, um, you know, um, ethics,

385
00:16:09.755 --> 00:16:10.765
fear, and aspiration.

386
00:16:10.825 --> 00:16:12.845
Yes, absolutely. Um, so in terms

387
00:16:12.845 --> 00:16:16.285
of actually utilizing it within the business, um,

388
00:16:16.575 --> 00:16:17.765
still not really there.

389
00:16:18.265 --> 00:16:19.845
Um, uh, yeah, sure,

390
00:16:19.845 --> 00:16:21.685
people are gonna be using it if it can in a,

391
00:16:21.685 --> 00:16:22.965
in their own personal space,

392
00:16:23.025 --> 00:16:26.445
but certainly not within the work environment as much

393
00:16:26.445 --> 00:16:27.645
as we'd be led to believe.

394
00:16:27.865 --> 00:16:30.365
Um, the other, the other thing that I would say

395
00:16:30.365 --> 00:16:33.925
that's probably more, more real is

396
00:16:33.925 --> 00:16:35.725
that word is that Yes, yes. More real. More

397
00:16:35.725 --> 00:16:36.725
Real. Yeah. You can, you

398
00:16:36.725 --> 00:16:37.485
look, you're going

399
00:16:37.485 --> 00:16:39.245
to America in January, you can say whatever you want.

400
00:16:40.325 --> 00:16:42.845
I would say, what? They can't speak English anyway.

401
00:16:42.845 --> 00:16:43.845
They won't understand it.

402
00:16:44.135 --> 00:16:45.485
There is this, this, um,

403
00:16:46.015 --> 00:16:48.045
there is still actually, it's the basics.

404
00:16:48.045 --> 00:16:51.525
Yeah. So it's stuff like, um, we've got project managers

405
00:16:51.525 --> 00:16:54.125
that are trying to deliver, but are not great.

406
00:16:54.345 --> 00:16:57.205
So they're not qualified. Well, we're, um, great experience.

407
00:16:57.785 --> 00:17:00.885
Uh, they're not really good at, um, doing the, the job

408
00:17:00.965 --> 00:17:02.405
that we need to be doing, which means

409
00:17:02.405 --> 00:17:05.165
that the PMO is doing a bit of a support

410
00:17:05.465 --> 00:17:08.525
and holding, mopping up all of that kind of stuff.

411
00:17:08.905 --> 00:17:12.205
Um, we still not really resolve the whole kind of, um,

412
00:17:12.605 --> 00:17:13.605
approaches to delivery.

413
00:17:14.025 --> 00:17:17.645
So bringing in, okay, some agile stuff is waterfall stuff.

414
00:17:17.645 --> 00:17:19.885
There's DevOps product management.

415
00:17:19.985 --> 00:17:21.685
And now we're like, okay, so how's

416
00:17:21.685 --> 00:17:23.365
that linking food business as usual?

417
00:17:24.225 --> 00:17:26.645
Uh, we've just done a session, uh, yesterday in London,

418
00:17:26.825 --> 00:17:28.085
um, resource management.

419
00:17:28.715 --> 00:17:30.485
It's, it's, it still a problem that's not called,

420
00:17:30.485 --> 00:17:31.685
it's the ba it's the basics.

421
00:17:31.705 --> 00:17:34.325
And these are when we get together in a community

422
00:17:34.425 --> 00:17:37.165
and we are listening to people or maybe over a drink

423
00:17:37.165 --> 00:17:39.925
or two in a pop, these are the kind of conversations.

424
00:17:40.155 --> 00:17:41.765
Yeah. So there's the hype stuff,

425
00:17:41.815 --> 00:17:43.605
which will always be the case.

426
00:17:44.145 --> 00:17:46.165
Um, but actually if you scratch beneath the surface,

427
00:17:46.315 --> 00:17:48.405
there's not actually that much going on.

428
00:17:49.705 --> 00:17:52.845
It is still, you know, the top five, isn't it?

429
00:17:53.125 --> 00:17:57.085
Business cases, nightmare benefits management, reporting,

430
00:17:57.515 --> 00:18:00.765
reporting nightmare. So, yeah,

431
00:18:01.245 --> 00:18:03.005
I, I, I think there's one thing that I,

432
00:18:03.005 --> 00:18:05.525
that I would think, I think that, that, that kinda is,

433
00:18:06.225 --> 00:18:08.885
is changing how PMOs think and it,

434
00:18:08.885 --> 00:18:13.205
and it does feed, um, fuller to your, uh, strategic message

435
00:18:13.905 --> 00:18:15.925
is that the, the kind

436
00:18:15.925 --> 00:18:19.285
of the service-based PMOI think is now people actually

437
00:18:19.285 --> 00:18:20.925
understand what that is, uh,

438
00:18:20.945 --> 00:18:22.565
and are starting to recognize that.

439
00:18:22.685 --> 00:18:26.205
I think people don't necessarily realize how difficult it is

440
00:18:26.265 --> 00:18:28.405
to do like a top down approach to

441
00:18:28.965 --> 00:18:30.045
actually I'm only gonna be doing

442
00:18:30.595 --> 00:18:32.805
what fits the objectives rather than all

443
00:18:32.805 --> 00:18:35.165
of the things project managers might want me to do.

444
00:18:35.225 --> 00:18:37.325
But I do think that that concept of a,

445
00:18:37.465 --> 00:18:40.445
of a service based PMO is where people are aiming for.

446
00:18:41.225 --> 00:18:42.725
And in order to get to that

447
00:18:43.445 --> 00:18:45.325
strategic position in the organization,

448
00:18:46.235 --> 00:18:48.565
they've recognized they can't have lots

449
00:18:48.565 --> 00:18:51.445
of little PMOs spread across the organization.

450
00:18:52.145 --> 00:18:55.565
And therefore, this concept of an integrated PMO

451
00:18:55.815 --> 00:18:58.565
where we recognize that actually there needs

452
00:18:58.565 --> 00:19:02.005
to be some joined up thinking at a kind

453
00:19:02.005 --> 00:19:05.445
of PMO director level to say, well, actually, we've got all

454
00:19:05.445 --> 00:19:06.525
of this stuff from delivery.

455
00:19:07.415 --> 00:19:09.365
We've got these PMO resources,

456
00:19:09.665 --> 00:19:11.925
how do we best use our PO resources

457
00:19:12.065 --> 00:19:13.965
to support the whole of delivery?

458
00:19:14.065 --> 00:19:16.125
So doing that kind of top down approach

459
00:19:16.665 --> 00:19:19.885
for looking at the structure of PMOs rather than, oh,

460
00:19:19.885 --> 00:19:22.325
I've got a program I'll fancy having a PMO, oh,

461
00:19:22.345 --> 00:19:24.365
I'm a department, oh, I fancy having a PMO.

462
00:19:24.635 --> 00:19:26.685
It's that kinda strategic allocation

463
00:19:26.685 --> 00:19:29.125
of PMO resources across the businesses

464
00:19:29.325 --> 00:19:30.805
becoming more of a thing.

465
00:19:31.855 --> 00:19:34.185
Yeah, that, that, that's very cool, Eileen.

466
00:19:34.185 --> 00:19:35.665
I mean, I, I recognize that completely.

467
00:19:35.665 --> 00:19:37.505
We've got a customer right now who's wrestling with that.

468
00:19:37.895 --> 00:19:39.185
They, they're, they're in the process

469
00:19:39.245 --> 00:19:40.625
of deploying our software

470
00:19:41.125 --> 00:19:43.545
and they've suddenly realized that it's, it's really hard

471
00:19:43.545 --> 00:19:45.665
to take advantage of a lot of the AI capabilities

472
00:19:45.665 --> 00:19:47.745
that we have because of the silos.

473
00:19:48.005 --> 00:19:50.635
And so they've got resources that are shared, but,

474
00:19:50.635 --> 00:19:52.275
and they don't have control of the resources

475
00:19:52.275 --> 00:19:53.755
that have visibility into the resources

476
00:19:53.985 --> 00:19:55.235
because it's not joined up.

477
00:19:55.455 --> 00:19:57.675
And, and model is

478
00:19:57.675 --> 00:20:00.435
Gonna be great for, um, for PO tool

479
00:20:00.755 --> 00:20:02.475
providers, you know, about having

480
00:20:03.035 --> 00:20:04.555
Paycheck Across the organization.

481
00:20:04.555 --> 00:20:05.475
Well, and, and that that's

482
00:20:05.475 --> 00:20:06.355
one of the things we love to do.

483
00:20:06.495 --> 00:20:08.435
But, but, uh, I'm not here to wave my flag.

484
00:20:08.485 --> 00:20:10.395
Let's not do that. Well, we could do that,

485
00:20:10.395 --> 00:20:11.555
but let's not do that today.

486
00:20:12.055 --> 00:20:15.395
Um, uh, I, I'll tell you, tell you what I'm gonna do.

487
00:20:15.555 --> 00:20:17.155
'cause I, I know Laura wants to jump in

488
00:20:17.275 --> 00:20:18.835
'cause we're getting into the strategy stuff,

489
00:20:18.835 --> 00:20:20.955
but there's a specific question that ties to that.

490
00:20:20.955 --> 00:20:22.675
So, Laura, I'm gonna come to you in a minute on that.

491
00:20:23.335 --> 00:20:26.355
Stuart, can you kill off the AI thing for us? Right?

492
00:20:26.475 --> 00:20:28.195
I don't wanna go down the AI rabbit hole,

493
00:20:28.215 --> 00:20:29.395
but I know you just did.

494
00:20:29.415 --> 00:20:30.915
So this is the last AI topic.

495
00:20:31.055 --> 00:20:32.315
I'm gonna allow anyone else

496
00:20:32.315 --> 00:20:34.395
who says AI is going on mute, right?

497
00:20:34.395 --> 00:20:37.635
Mm-Hmm. So, so last AI thing, um, Stuart,

498
00:20:37.935 --> 00:20:39.875
you did an experiment recently where you tried

499
00:20:39.875 --> 00:20:42.475
to have an AI run a project.

500
00:20:42.695 --> 00:20:44.955
How did that go? Yeah, it had

501
00:20:44.975 --> 00:20:45.975
Its limits. Uh,

502
00:20:45.975 --> 00:20:46.895
so

503
00:20:47.965 --> 00:20:51.805
I, I essentially tasked chat GPT

504
00:20:51.805 --> 00:20:53.165
with being the project manager

505
00:20:53.265 --> 00:20:55.245
and basically just followed its instructions.

506
00:20:55.745 --> 00:20:58.765
The, uh, the idea was it was the brains and I was the hands,

507
00:20:59.265 --> 00:21:01.365
and I just did, as it instructed me,

508
00:21:01.365 --> 00:21:05.715
and wanted to test it as far as it could go in,

509
00:21:05.735 --> 00:21:06.835
in this moment in time.

510
00:21:07.975 --> 00:21:11.315
Uh, it had its advantages, uh, as you can imagine,

511
00:21:11.715 --> 00:21:14.435
documentation, um, turning

512
00:21:15.165 --> 00:21:18.475
rough ideas into something useful and readable

513
00:21:18.475 --> 00:21:21.515
and understandable and communicatable, it was very good.

514
00:21:23.215 --> 00:21:26.755
But, uh, it also had the worst traits

515
00:21:26.755 --> 00:21:28.715
of the worst project managers.

516
00:21:29.015 --> 00:21:32.835
It was weak willed. It ha it was spineless.

517
00:21:33.615 --> 00:21:36.715
Um, if you challenged anything that it said,

518
00:21:36.715 --> 00:21:39.515
it would just fold and just, it couldn't make a decision.

519
00:21:40.095 --> 00:21:42.955
Uh, even though the project manager, I'll say to you,

520
00:21:42.975 --> 00:21:44.115
you are the decision maker.

521
00:21:44.215 --> 00:21:46.555
And it was like, do you think I should do this?

522
00:21:47.335 --> 00:21:51.235
So it was, it was very hard, even with repeated

523
00:21:51.945 --> 00:21:54.955
prompting to make it decisive

524
00:21:55.255 --> 00:21:57.155
and, uh, proactive.

525
00:21:57.155 --> 00:21:59.355
And not to mention the fact that it, it can't be proactive.

526
00:21:59.355 --> 00:22:02.395
It has to wait for you to log on and engage with it.

527
00:22:02.935 --> 00:22:06.515
So it, there is an evolution in AI

528
00:22:06.515 --> 00:22:09.555
that's coming in the next, uh, I think two to 10 years,

529
00:22:09.635 --> 00:22:11.995
I think Gartner said, where, um,

530
00:22:12.185 --> 00:22:15.115
automated AI is gonna come in where it won't sit

531
00:22:15.115 --> 00:22:16.955
around a way for you to ask you to do something.

532
00:22:16.955 --> 00:22:18.795
It'll be thinking for itself and doing things.

533
00:22:19.735 --> 00:22:23.915
So that'll be the next exciting evolutionary leap in ai.

534
00:22:24.455 --> 00:22:27.715
But from what I have seen in this year in the workplace,

535
00:22:29.115 --> 00:22:32.135
AI hasn't swept up through and replaced everybody.

536
00:22:32.555 --> 00:22:34.775
But what it's done is there is AI

537
00:22:34.775 --> 00:22:37.575
and automation that has replaced little

538
00:22:37.715 --> 00:22:38.855
chunks of what we do.

539
00:22:39.075 --> 00:22:40.255
And, you know, there's different kinds

540
00:22:40.255 --> 00:22:42.575
of PMOs everywhere you go, ranging from

541
00:22:43.135 --> 00:22:45.695
a very strategic level involvement all the way down

542
00:22:45.695 --> 00:22:47.895
to very simple adminy kind of tasks.

543
00:22:48.675 --> 00:22:50.495
And it covers the whole range of it.

544
00:22:50.795 --> 00:22:53.095
The people doing the adminy tasks will have noticed things

545
00:22:53.095 --> 00:22:57.015
like, uh, WebEx, uh, meetings now come

546
00:22:57.015 --> 00:22:58.375
with auto transcribing.

547
00:22:58.835 --> 00:23:00.855
So the need for, say somebody there

548
00:23:00.855 --> 00:23:04.735
to do eight hours a minute taking per week, that's gone.

549
00:23:05.355 --> 00:23:08.655
Um, the ability to create content really quickly,

550
00:23:09.875 --> 00:23:10.895
that's reduced.

551
00:23:11.675 --> 00:23:12.695
So anyone who's,

552
00:23:12.825 --> 00:23:15.575
who's seeing this happening live in their workplace

553
00:23:16.165 --> 00:23:17.935
shouldn't feel threatened by it,

554
00:23:17.935 --> 00:23:19.455
even though there's a potential danger there.

555
00:23:19.455 --> 00:23:23.935
If, if you're, uh, oblivious instead, I would suggest

556
00:23:24.085 --> 00:23:26.815
that you look to find ways to add greater value.

557
00:23:27.275 --> 00:23:28.775
Uh, if you're finding that you're not spending

558
00:23:28.835 --> 00:23:32.575
so much time working on these things, find something

559
00:23:32.575 --> 00:23:33.615
of greater value to do.

560
00:23:34.185 --> 00:23:35.695
Don't just sit there and feel lucky

561
00:23:35.695 --> 00:23:39.215
that you've got Tom on your hands there.

562
00:23:40.255 --> 00:23:41.735
Excellent. Excellent. All right.

563
00:23:41.915 --> 00:23:45.605
So, um, uh, that, that's fantastic. Thank you.

564
00:23:46.105 --> 00:23:48.445
Um, so, so Laura, I'm gonna come to you now

565
00:23:48.645 --> 00:23:51.045
'cause there there's a couple of, couple of questions.

566
00:23:51.145 --> 00:23:53.605
So Tony, I just spotted Tony Prince on.

567
00:23:53.985 --> 00:23:56.125
So Tony, I've just promoted you to a speaker.

568
00:23:56.185 --> 00:23:58.965
If you wanna unmute at any point and join in, feel free.

569
00:23:59.585 --> 00:24:00.725
Um, uh,

570
00:24:00.785 --> 00:24:01.885
but Tony asked the question,

571
00:24:01.995 --> 00:24:04.885
what key transformations do you believe PMOs must undergo

572
00:24:05.265 --> 00:24:07.685
to remain relevant and drive strategic impact?

573
00:24:08.625 --> 00:24:11.445
And, uh, and then there was another question,

574
00:24:11.615 --> 00:24:15.125
which if I can find a q and a, gimme a second was from Tom.

575
00:24:15.905 --> 00:24:19.805
And he says, you know, our organization, uh, PMO,

576
00:24:19.805 --> 00:24:21.245
that measured about three, three

577
00:24:21.245 --> 00:24:25.125
and a half level, um, I assume maturity, uh, they're looking

578
00:24:25.125 --> 00:24:27.405
to move to strategic portfolio, uh,

579
00:24:27.405 --> 00:24:28.805
project portfolio management

580
00:24:29.105 --> 00:24:30.845
and drive, trying to drive the change, looking

581
00:24:30.845 --> 00:24:32.525
for any opinions on how to move the program.

582
00:24:33.145 --> 00:24:35.645
So those are kind of the same question in some ways is,

583
00:24:35.705 --> 00:24:39.685
is sort of what do we do if we want to, if we, how do,

584
00:24:40.245 --> 00:24:42.285
'cause because I think the common theme from everybody

585
00:24:42.305 --> 00:24:45.405
so far has been to be relevant, you have to be strategic

586
00:24:45.405 --> 00:24:47.885
because ai, oops, I should mute myself now,

587
00:24:48.105 --> 00:24:51.245
but AI is gonna automate all the, all the dumb stuff, right?

588
00:24:51.265 --> 00:24:53.405
All the non-intelligent stuff, all the reporting,

589
00:24:53.425 --> 00:24:55.125
all the admin stuff, right?

590
00:24:55.125 --> 00:24:56.685
That's gonna get more and more automated.

591
00:24:56.865 --> 00:25:00.005
So if you wanna survive, I mean, you should do this

592
00:25:00.005 --> 00:25:01.885
for other reasons, but if you wanna survive, you have

593
00:25:01.885 --> 00:25:04.925
to become more strategic and focus on the value add.

594
00:25:04.925 --> 00:25:06.365
So, Laura, what, what are your thoughts?

595
00:25:07.675 --> 00:25:10.495
So first of all, um, it saddens me

596
00:25:10.495 --> 00:25:12.495
that we're even having a conversation about survival.

597
00:25:12.675 --> 00:25:15.815
It should be about how you thrive, not just survive.

598
00:25:16.495 --> 00:25:18.215
I think part of that is getting away from this

599
00:25:18.215 --> 00:25:20.575
fear-mongering about technology taking the jobs.

600
00:25:20.875 --> 00:25:22.215
If it is coming

601
00:25:22.215 --> 00:25:23.695
after the jobs in your PMO,

602
00:25:23.695 --> 00:25:25.535
then you're doing the wrong work, right?

603
00:25:25.685 --> 00:25:28.655
They we're all about accelerating strategy delivery.

604
00:25:28.955 --> 00:25:32.455
You want to use technology to accelerate the delivery

605
00:25:32.455 --> 00:25:33.895
of your organization's strategy.

606
00:25:34.515 --> 00:25:37.855
Um, and that leaves you all with the great opportunity

607
00:25:37.995 --> 00:25:39.575
to be the thinkers, right?

608
00:25:39.575 --> 00:25:41.175
You're hired for your experience,

609
00:25:41.595 --> 00:25:44.615
for your expertise in concepts, for your ability

610
00:25:44.635 --> 00:25:46.575
to critically think build relationships

611
00:25:46.675 --> 00:25:49.895
and solve business problems, not just project problems.

612
00:25:50.285 --> 00:25:53.175
That, so leverage technology of any sort

613
00:25:53.435 --> 00:25:54.815
and get out of this thinking

614
00:25:54.815 --> 00:25:57.295
and this mindset that what it's all about, survival

615
00:25:57.595 --> 00:26:01.055
and focus on how might we as a team

616
00:26:01.605 --> 00:26:04.175
help accelerate the delivery of our organization strategy.

617
00:26:04.605 --> 00:26:07.215
None of you are there to do project management.

618
00:26:07.685 --> 00:26:10.255
None of you are there to solve project problems.

619
00:26:10.515 --> 00:26:12.975
You're all there because your business leaders need

620
00:26:12.975 --> 00:26:14.855
to solve business problems.

621
00:26:15.315 --> 00:26:17.695
So I hear all the time people saying, well,

622
00:26:18.145 --> 00:26:22.135
we're not a strategic PMO or we are not focused on strategy.

623
00:26:22.405 --> 00:26:24.535
Well then you really shouldn't be there

624
00:26:24.645 --> 00:26:28.415
because the entire reason your organization exists is

625
00:26:28.415 --> 00:26:30.415
to achieve the business goals.

626
00:26:30.645 --> 00:26:32.175
What are those business goals? Well, it starts

627
00:26:32.415 --> 00:26:33.815
with the vision of the organization.

628
00:26:34.035 --> 00:26:35.735
You build the strategy from that, which is

629
00:26:35.735 --> 00:26:38.015
how are we gonna achieve that vision and serve our clients?

630
00:26:38.325 --> 00:26:40.575
From there, you build your products and your programs

631
00:26:40.575 --> 00:26:41.495
and your projects, and you

632
00:26:41.495 --> 00:26:42.855
manage 'em through these portfolios.

633
00:26:43.265 --> 00:26:44.285
All of it comes back

634
00:26:44.285 --> 00:26:46.205
to why are you there in the first place?

635
00:26:46.425 --> 00:26:47.845
And I think that's something that a lot

636
00:26:47.845 --> 00:26:50.405
of people are missing, is that they keep jumping to,

637
00:26:50.675 --> 00:26:52.365
it's all about the methodology and the tools

638
00:26:52.365 --> 00:26:53.485
and the templates and all that.

639
00:26:53.615 --> 00:26:56.245
Those are the means to the end, not the end and of itself.

640
00:26:56.625 --> 00:27:00.245
And so the, the real shift that is happening,

641
00:27:00.245 --> 00:27:01.885
whether PMO people want it

642
00:27:01.885 --> 00:27:04.285
or not, is it's not about the technology.

643
00:27:04.285 --> 00:27:07.805
It's not about the ai, it's not about the methodologies.

644
00:27:08.315 --> 00:27:11.405
It's about how are you positioning yourself within the

645
00:27:11.405 --> 00:27:14.845
organization to really address the business challenges

646
00:27:14.905 --> 00:27:18.085
and opportunities that your executives have been begging you

647
00:27:18.305 --> 00:27:21.165
to address all along, whether they've said it or not.

648
00:27:21.785 --> 00:27:23.525
Ask your executives why they hired you.

649
00:27:23.825 --> 00:27:25.285
And if they say it's

650
00:27:25.285 --> 00:27:27.445
because project management's broken, it's

651
00:27:27.445 --> 00:27:30.285
because they are playing whack-a-mole on a bunch

652
00:27:30.285 --> 00:27:33.085
of symptoms, and they have no idea what's actually going on.

653
00:27:33.465 --> 00:27:35.845
And most of it, frankly, is them, right?

654
00:27:36.025 --> 00:27:38.085
The executives are the ones that are causing the problems,

655
00:27:38.085 --> 00:27:39.365
but they don't even realize it.

656
00:27:39.745 --> 00:27:42.685
That's the cool role that all of you can play, is

657
00:27:42.685 --> 00:27:45.245
that you can help figure out where the real root causes

658
00:27:45.245 --> 00:27:46.325
of these challenges are.

659
00:27:46.665 --> 00:27:50.645
And it's not in better project management templates.

660
00:27:50.985 --> 00:27:52.565
You know, yes, you need those things,

661
00:27:52.865 --> 00:27:55.845
but that's not where the value you bring to the table is.

662
00:27:55.945 --> 00:27:58.565
You are the ones that can be the strategy navigator looking

663
00:27:58.565 --> 00:28:00.125
across all of the things

664
00:28:00.125 --> 00:28:01.885
that the organization's trying to accomplish.

665
00:28:02.075 --> 00:28:04.045
Help them get laser focused on the ones

666
00:28:04.045 --> 00:28:05.965
that are gonna achieve the biggest return on investment.

667
00:28:06.425 --> 00:28:09.045
And then figure out how you accelerate that, right?

668
00:28:09.045 --> 00:28:12.005
You build a strong foundation, not tech based on like,

669
00:28:12.315 --> 00:28:13.925
what are the right things for us to do

670
00:28:13.945 --> 00:28:16.125
to get those problems solved?

671
00:28:16.465 --> 00:28:19.085
And then from that, you add on things like the right,

672
00:28:19.185 --> 00:28:22.565
you know, uh, methodologies and technology to accelerate.

673
00:28:22.785 --> 00:28:25.205
But so many people are jumping to the fancy tools

674
00:28:25.265 --> 00:28:26.285
and the fancy stuff

675
00:28:26.545 --> 00:28:29.005
and not focusing on the basic fundamentals

676
00:28:29.005 --> 00:28:30.205
of why are we here?

677
00:28:30.235 --> 00:28:31.845
What is our business trying to do?

678
00:28:32.265 --> 00:28:33.325
So many people don't even know

679
00:28:33.325 --> 00:28:35.165
what the strategy is of their organization.

680
00:28:35.535 --> 00:28:36.765
Let's fix that first

681
00:28:37.105 --> 00:28:38.565
and make sure everybody understands

682
00:28:38.565 --> 00:28:40.365
what the business problems are you must solve,

683
00:28:40.745 --> 00:28:44.965
and then you'll find, and then help your leaders prioritize.

684
00:28:45.065 --> 00:28:46.845
And then you won't have a resource management problem.

685
00:28:47.145 --> 00:28:48.565
You won't have some of these other problems

686
00:28:48.565 --> 00:28:51.445
that were symptoms because you'll get to that root cause

687
00:28:51.545 --> 00:28:53.685
of my executives don't prioritize.

688
00:28:53.865 --> 00:28:55.925
My executives are not clear on what the strategy is.

689
00:28:56.345 --> 00:28:58.125
That's when you can unlock those things.

690
00:28:58.185 --> 00:29:00.565
You're going to, you will get your seat at the table.

691
00:29:00.765 --> 00:29:02.285
'cause you'll have no choice. They'll need you there.

692
00:29:04.085 --> 00:29:05.405
A hundred percent. A hundred percent.

693
00:29:05.865 --> 00:29:08.125
And, and so fola, what's, what's your take on

694
00:29:08.125 --> 00:29:09.405
that same, same question to you?

695
00:29:09.405 --> 00:29:10.405
Really?

696
00:29:13.295 --> 00:29:14.595
Can you repeat the question, please?

697
00:29:14.945 --> 00:29:18.195
Yeah, yeah. So it's what does, what, what do PMOs need

698
00:29:18.195 --> 00:29:21.115
to do to transform and keep, stay relevant?

699
00:29:21.775 --> 00:29:25.475
Uh, uh, uh, as, as things, things are changing so rapidly?

700
00:29:28.005 --> 00:29:29.535
Well, we go back to the basics.

701
00:29:30.135 --> 00:29:33.135
I ask the question, you know, to every csuite executive

702
00:29:33.135 --> 00:29:34.695
or any project manager act, you know,

703
00:29:34.775 --> 00:29:35.815
why are we truly in business?

704
00:29:36.995 --> 00:29:40.845
When you are hired for a role, you are a PMO director,

705
00:29:41.225 --> 00:29:43.725
and you know, you have the, the project, you know,

706
00:29:43.725 --> 00:29:45.085
that portfolio of maybe a hundred

707
00:29:45.085 --> 00:29:46.245
million dollars or whatever.

708
00:29:46.745 --> 00:29:47.885
But at the end of the day,

709
00:29:48.315 --> 00:29:52.285
that particular portfolio ties back to the business,

710
00:29:52.305 --> 00:29:54.005
the reason why they're in business, right?

711
00:29:54.005 --> 00:29:55.245
That's why you have a project to

712
00:29:55.405 --> 00:29:56.445
actually govern and all that.

713
00:29:57.065 --> 00:29:59.845
And so, at the end of the day, for you to stay relevant,

714
00:29:59.865 --> 00:30:01.285
we need to go back to understand

715
00:30:01.285 --> 00:30:02.365
the why behind the business.

716
00:30:02.885 --> 00:30:04.445
I tell AX a PM as well,

717
00:30:04.445 --> 00:30:06.205
and I said, you know, do you even understand the p

718
00:30:06.205 --> 00:30:07.405
and l that ties into this?

719
00:30:07.825 --> 00:30:10.165
Do you understand, you know, the cost of doing business?

720
00:30:10.225 --> 00:30:12.085
Do you understand, you know, ebitda?

721
00:30:12.085 --> 00:30:14.725
What are these elements, you know, when executives coming,

722
00:30:14.985 --> 00:30:17.965
uh, to the strategy meeting, what do they truly care about?

723
00:30:18.615 --> 00:30:20.685
Those are the things that you need to start thinking about.

724
00:30:21.255 --> 00:30:23.285
First of all, because at the end of the day,

725
00:30:23.635 --> 00:30:27.005
even if your products actually delivered on time, on budget,

726
00:30:27.145 --> 00:30:29.245
on schedule, it may still be a failure

727
00:30:29.275 --> 00:30:32.485
because business objectives could have actually moved.

728
00:30:32.655 --> 00:30:34.245
Technology could have actually changed.

729
00:30:35.245 --> 00:30:37.365
Regulatory stuff could have actually changed as well.

730
00:30:37.825 --> 00:30:39.125
So they are bigger drivers.

731
00:30:39.125 --> 00:30:40.685
They're the bigger rocks that you need

732
00:30:40.685 --> 00:30:43.045
to start thinking about, how does this piece affect me?

733
00:30:43.715 --> 00:30:45.765
That way you'll always stay relevant.

734
00:30:45.765 --> 00:30:47.445
As Laura said, you haven't got a choice.

735
00:30:47.445 --> 00:30:48.965
You'll definitely end a seat at the table.

736
00:30:49.555 --> 00:30:51.645
When I think about, you know, someone asks a question,

737
00:30:51.645 --> 00:30:53.325
as well said, at the maturity level

738
00:30:53.325 --> 00:30:55.685
that I am out at the moment, how do I really elevate

739
00:30:56.575 --> 00:30:58.405
every single time you need to ask a question?

740
00:30:59.025 --> 00:31:00.685
Am I surely adding value

741
00:31:01.065 --> 00:31:02.845
that's moving the needle for the organization?

742
00:31:02.845 --> 00:31:03.805
What does that mean? It's like,

743
00:31:03.805 --> 00:31:04.805
it starts with a self-assessment.

744
00:31:05.295 --> 00:31:06.805
Where am I at at the moment, right?

745
00:31:06.805 --> 00:31:09.085
What's the current state? What are we currently doing?

746
00:31:09.555 --> 00:31:10.725
What does the business want?

747
00:31:11.355 --> 00:31:13.445
What does the market want as well?

748
00:31:13.525 --> 00:31:14.685
That's another layer of it,

749
00:31:14.685 --> 00:31:17.245
because you may even business may want something,

750
00:31:17.245 --> 00:31:18.565
but the market may be changing.

751
00:31:19.265 --> 00:31:22.525
You as a PMO leader can actually be in front of

752
00:31:22.525 --> 00:31:23.565
that and say, guess what?

753
00:31:23.925 --> 00:31:25.925
I just found that in the healthcare industry,

754
00:31:26.485 --> 00:31:27.885
somebody's actually gonna, there's gonna be a shift.

755
00:31:28.185 --> 00:31:29.805
We have to start changing the way we do business.

756
00:31:30.515 --> 00:31:32.325
When you see what exactly you tell them

757
00:31:32.325 --> 00:31:33.565
that they're gonna say, listen,

758
00:31:33.725 --> 00:31:34.845
I wanna talk to you for a moment.

759
00:31:34.855 --> 00:31:36.045
Let's, let's have this conversation.

760
00:31:36.155 --> 00:31:38.645
This is wanna find what's the cost of, you know,

761
00:31:38.645 --> 00:31:40.405
even borrow money for our projects.

762
00:31:40.745 --> 00:31:42.205
How does that really impact our budget?

763
00:31:42.205 --> 00:31:44.965
Because when you say about your product cost $10 million,

764
00:31:45.235 --> 00:31:46.325
it's actually not $10 million.

765
00:31:46.325 --> 00:31:48.525
There's a cost of borrowing that money as well.

766
00:31:48.785 --> 00:31:51.685
That's gonna impact you saying something, Laura.

767
00:31:52.225 --> 00:31:54.405
No, I'm saying yes. I'm like, there's no way for me

768
00:31:54.405 --> 00:31:56.365
to clap in the the little icon thing.

769
00:31:57.035 --> 00:31:58.365
Okay. Icon, yes.

770
00:31:58.505 --> 00:32:00.925
So that there's so many things that come into play

771
00:32:00.925 --> 00:32:03.805
that actually determines how a business becomes successful.

772
00:32:04.265 --> 00:32:05.845
So we need preamble leaders.

773
00:32:05.945 --> 00:32:07.565
We need parameters who are gonna say beyond

774
00:32:07.565 --> 00:32:10.125
what the PM book actually says, I don't have to deliver

775
00:32:10.125 --> 00:32:12.925
that, but what really makes the business tick?

776
00:32:13.475 --> 00:32:15.005
What are the things I need to understand?

777
00:32:15.075 --> 00:32:16.885
What are those other deeper layers

778
00:32:17.275 --> 00:32:19.445
that really makes an organization successful?

779
00:32:19.785 --> 00:32:21.245
And people might say, it's really on my job

780
00:32:21.245 --> 00:32:22.485
description, that's fair.

781
00:32:23.025 --> 00:32:25.245
But the people who are gonna be able to stand the test

782
00:32:25.265 --> 00:32:27.885
of time, who are gonna also chat the parts executive

783
00:32:27.965 --> 00:32:29.285
leadership faster,

784
00:32:29.945 --> 00:32:31.245
and those one who are gonna say,

785
00:32:31.405 --> 00:32:32.805
I wanna become a strategic driver.

786
00:32:33.125 --> 00:32:36.005
I wanna become a strategic, I wanna add value.

787
00:32:36.305 --> 00:32:37.685
And that's the same reason why it

788
00:32:37.685 --> 00:32:38.765
gets narrow at the top, right?

789
00:32:39.105 --> 00:32:40.685
The people who earn up to a million dollars

790
00:32:41.065 --> 00:32:43.005
and the people went a hundred thousand pounds

791
00:32:43.025 --> 00:32:44.685
or less, there's a differential.

792
00:32:44.985 --> 00:32:47.485
But when you go study the skillset that they have,

793
00:32:47.835 --> 00:32:49.965
they are the ones who truly, you know,

794
00:32:50.305 --> 00:32:51.725
are invested in the business

795
00:32:51.985 --> 00:32:54.325
and can actually ask the questions, can build relationships,

796
00:32:54.825 --> 00:32:56.685
but can be seen as the ones

797
00:32:56.985 --> 00:32:58.965
who are truly making the right impact.

798
00:32:58.965 --> 00:33:01.525
As Laura always talks about. Just, I

799
00:33:02.335 --> 00:33:04.375
I, I, I do, I I, I just, I find

800
00:33:04.565 --> 00:33:05.775
what you're saying, absolutely.

801
00:33:05.775 --> 00:33:07.095
Fall. I absolutely agree with,

802
00:33:07.355 --> 00:33:09.775
and I understand the impact driver A

803
00:33:09.795 --> 00:33:10.855
and where we want to be,

804
00:33:11.155 --> 00:33:13.735
but I also think it's really important to remember

805
00:33:14.435 --> 00:33:18.615
the number of PMO leaders in an organization is small.

806
00:33:19.045 --> 00:33:20.695
Yeah. The number of work people

807
00:33:20.755 --> 00:33:23.735
who actually work in PMOs is enormous.

808
00:33:24.715 --> 00:33:27.055
And I, so we, we also need to remember,

809
00:33:27.635 --> 00:33:30.975
and to give something to those people who are new,

810
00:33:30.975 --> 00:33:32.695
coming into the PMO, who

811
00:33:33.365 --> 00:33:37.095
perhaps have moved from an executive assistant.

812
00:33:37.345 --> 00:33:39.415
Their first job in A PMO might

813
00:33:39.515 --> 00:33:41.615
be managing the risk register.

814
00:33:42.355 --> 00:33:45.295
And so all of this kind of strategic, we, we have

815
00:33:45.295 --> 00:33:47.335
to start bridging the gap in terms of

816
00:33:47.835 --> 00:33:49.455
how do we get to that position?

817
00:33:49.795 --> 00:33:50.815
How do we become

818
00:33:51.355 --> 00:33:53.855
and get in our position to be an impact driver?

819
00:33:54.355 --> 00:33:57.335
So if I'm starting off and I, I'm a new graduate

820
00:33:57.335 --> 00:33:59.455
and I've come into the world of business

821
00:33:59.455 --> 00:34:01.415
and I've come into the world of PMO,

822
00:34:02.135 --> 00:34:03.735
I can hear them listening to think, oh,

823
00:34:03.735 --> 00:34:05.055
that's really inspirational,

824
00:34:05.675 --> 00:34:09.015
but actually I'm 10 steps behind, so that's fine.

825
00:34:09.215 --> 00:34:13.095
I, where do I go from here to getting into

826
00:34:13.095 --> 00:34:14.255
that leadership position?

827
00:34:14.755 --> 00:34:18.175
And I just, you know, this kind of, this talk about kind of,

828
00:34:18.865 --> 00:34:22.375
we've just been saying the PMO um, profession,

829
00:34:22.375 --> 00:34:25.135
the PO division has to be strategic thinking,

830
00:34:25.395 --> 00:34:29.575
but there has to be room for people to come into the PMO

831
00:34:29.915 --> 00:34:33.735
and to do a junior role understanding that concept.

832
00:34:33.755 --> 00:34:35.615
And it's up to the leaders to share that with them

833
00:34:35.615 --> 00:34:37.015
and understand how they contribute.

834
00:34:37.315 --> 00:34:40.215
But I think there's still an awful lot of people who need

835
00:34:40.215 --> 00:34:42.295
to do a kind of a honest

836
00:34:42.355 --> 00:34:46.295
to goodness support project delivery job to oil the wheels.

837
00:34:46.295 --> 00:34:48.535
And as we often say by John McIntyre,

838
00:34:48.555 --> 00:34:52.775
to help organizations deliver projects with less energy

839
00:34:52.775 --> 00:34:53.775
and less adrenaline.

840
00:34:54.315 --> 00:34:56.215
So this strategic tool is great,

841
00:34:56.355 --> 00:34:59.095
but it's preaching to a small amount of people.

842
00:34:59.285 --> 00:35:00.575
There's a huge, but the different

843
00:35:00.765 --> 00:35:02.495
Tier, these are just jumping a little bit, Lisa,

844
00:35:02.495 --> 00:35:03.495
you're different tier, the same

845
00:35:03.495 --> 00:35:04.895
what we have in project management.

846
00:35:04.915 --> 00:35:06.215
The PM is actually there.

847
00:35:06.515 --> 00:35:08.175
You're gonna have a project admin,

848
00:35:08.175 --> 00:35:09.375
you're gonna have a coordinator,

849
00:35:09.375 --> 00:35:10.695
you're gonna have like a scheduler

850
00:35:10.995 --> 00:35:12.535
to different people doing different roles.

851
00:35:13.035 --> 00:35:15.895
But at the end of day, collectively, even if I'm an admin,

852
00:35:16.265 --> 00:35:18.375
right, you're a coordinator, you've actually been asked

853
00:35:18.375 --> 00:35:19.855
to go create an actual report.

854
00:35:20.235 --> 00:35:22.375
You see what a pm and you ask the pm a question,

855
00:35:22.395 --> 00:35:23.855
what's the status of your report today?

856
00:35:23.855 --> 00:35:25.415
And they tell you, you, everything is fine.

857
00:35:25.475 --> 00:35:26.815
I'm 20% complete.

858
00:35:27.555 --> 00:35:29.895
For an admin person who is thinking bit more strategic,

859
00:35:29.895 --> 00:35:31.655
they're gonna ask the question to say, you told me

860
00:35:31.655 --> 00:35:33.055
that two weeks ago.

861
00:35:34.215 --> 00:35:35.735
I can already see that there's probably a problem.

862
00:35:35.735 --> 00:35:37.645
Rather than just being the one who just takes the notes

863
00:35:37.645 --> 00:35:38.925
and just says, yes, check the box.

864
00:35:39.205 --> 00:35:41.725
I think I've done this. You could even ask questions to say,

865
00:35:42.085 --> 00:35:44.165
I actually saw this similar risk on a different project

866
00:35:44.165 --> 00:35:45.725
because I'm actually correlating the reports.

867
00:35:46.355 --> 00:35:48.445
Have you had a conversation with the other PM

868
00:35:49.185 --> 00:35:51.005
or is there something else we need to be thinking about?

869
00:35:51.305 --> 00:35:52.365
You don't actually need to be an

870
00:35:52.365 --> 00:35:53.765
executive actually thinks strategically.

871
00:35:54.505 --> 00:35:56.365
My 6-year-old can actually think strategically

872
00:35:56.365 --> 00:35:58.805
because every time they make decisions, they're gonna say,

873
00:35:59.155 --> 00:36:00.365
what are the connected layers?

874
00:36:00.475 --> 00:36:01.525
What else could be affected

875
00:36:01.545 --> 00:36:03.485
by the decisions I'm actually making today?

876
00:36:04.205 --> 00:36:06.445
I don't need to be the one who signs a $5 million check.

877
00:36:07.065 --> 00:36:08.165
But a, a a mindset

878
00:36:08.305 --> 00:36:10.285
or a behavior where we always think about

879
00:36:10.285 --> 00:36:11.365
like systems thinkers.

880
00:36:11.365 --> 00:36:14.125
We say, whatever I'm doing now, what else

881
00:36:14.815 --> 00:36:16.605
could be impacted by that decision?

882
00:36:17.395 --> 00:36:18.765
Just like a connected wheel.

883
00:36:19.305 --> 00:36:21.045
And so I'm not just saying that I need

884
00:36:21.045 --> 00:36:22.165
to do like the profitable loss

885
00:36:22.165 --> 00:36:23.645
and actually stand out all the bigger checks.

886
00:36:23.745 --> 00:36:27.205
No. But in everything we do always think

887
00:36:27.225 --> 00:36:28.405
beyond your current role

888
00:36:28.405 --> 00:36:29.925
and how does it really impact the next,

889
00:36:29.925 --> 00:36:33.165
even the next admin person, how does this actually connect

890
00:36:33.165 --> 00:36:34.405
to the next project manager?

891
00:36:35.345 --> 00:36:37.765
How can I make my PMO manager feel a little bit better?

892
00:36:38.145 --> 00:36:39.445
And then ask the question to say,

893
00:36:39.865 --> 00:36:40.965
why, why should we doing this?

894
00:36:40.965 --> 00:36:42.885
Maybe you had a conversation on the, at a train station

895
00:36:42.885 --> 00:36:45.325
that knows that the straight product might even be canceled.

896
00:36:45.985 --> 00:36:49.125
Why should we even do that? So at every level we are in the

897
00:36:49.125 --> 00:36:51.685
organization, I believe that there is a hat

898
00:36:51.685 --> 00:36:54.405
that we can always wear where we can question things,

899
00:36:54.405 --> 00:36:55.405
we can think critically.

900
00:36:55.825 --> 00:36:57.485
And being an admin person, even the person

901
00:36:57.485 --> 00:37:00.405
who sweeps the floor, I, there, there's a famous one

902
00:37:00.405 --> 00:37:03.325
where they say there was a cleaner when they had

903
00:37:03.325 --> 00:37:04.445
to put someone on the moon, right?

904
00:37:04.505 --> 00:37:07.325
And they ask them a question, he walks for nasa, I say, I,

905
00:37:07.425 --> 00:37:08.965
my food is cleaning every day

906
00:37:09.305 --> 00:37:11.245
to make sure we can get that man to the moon.

907
00:37:11.785 --> 00:37:14.125
How are they, what's that mindset that they come

908
00:37:14.125 --> 00:37:15.325
with every single day?

909
00:37:15.905 --> 00:37:18.165
The key here is we wanna make sure

910
00:37:18.165 --> 00:37:21.125
that everything we are doing connects to moving

911
00:37:21.345 --> 00:37:22.485
and creating bigger value.

912
00:37:22.785 --> 00:37:24.845
So I'm not saying that an admin person today has

913
00:37:24.845 --> 00:37:26.885
to start thinking about profitable losses and stuff,

914
00:37:26.905 --> 00:37:30.605
but in every decisions that we make, in every interaction

915
00:37:30.605 --> 00:37:32.645
that we are creating is that thinking about

916
00:37:32.645 --> 00:37:33.925
what are the repo effects?

917
00:37:34.465 --> 00:37:36.045
How can I be more efficient today?

918
00:37:36.105 --> 00:37:38.325
How can I collaborate so

919
00:37:38.325 --> 00:37:40.565
that I can actually create bigger and greater value?

920
00:37:40.565 --> 00:37:41.645
So I hope I answered that question.

921
00:37:43.155 --> 00:37:44.775
So I just wanna comment on this

922
00:37:44.855 --> 00:37:46.295
'cause I agree with both of you.

923
00:37:46.895 --> 00:37:50.855
I think Eileen is spot on, that we do need resources

924
00:37:50.875 --> 00:37:52.815
to support people that are just starting in their career.

925
00:37:53.635 --> 00:37:56.975
And also, I think that it's really important to make sure

926
00:37:56.975 --> 00:37:58.815
that people understand the context within their,

927
00:37:58.815 --> 00:38:00.295
which they're supposed to use these tools.

928
00:38:00.715 --> 00:38:04.095
Yes. Right? Yes. So 95% of the typical workforce, according

929
00:38:04.095 --> 00:38:05.215
to Harvard Business View,

930
00:38:05.245 --> 00:38:07.095
does not understand their company strategy.

931
00:38:07.715 --> 00:38:10.695
If anybody at any layer in the organization does not

932
00:38:10.695 --> 00:38:11.975
understand why they are there,

933
00:38:12.165 --> 00:38:13.575
they can't possibly help you

934
00:38:13.575 --> 00:38:14.935
accelerate getting to the outcomes.

935
00:38:15.435 --> 00:38:17.775
And that's what it's all about. So it's not just about

936
00:38:17.795 --> 00:38:19.015
how perfect your templates

937
00:38:19.015 --> 00:38:20.375
and your tools and your outputs are.

938
00:38:20.605 --> 00:38:22.015
It's making sure that they are tied

939
00:38:22.015 --> 00:38:23.455
to the better business outcomes the

940
00:38:23.455 --> 00:38:24.975
organization is trying to drive.

941
00:38:25.395 --> 00:38:28.495
And so everybody at every level can be taught, this is

942
00:38:28.495 --> 00:38:31.855
what you're doing and why you are doing it so

943
00:38:31.855 --> 00:38:34.095
that we can get to those better business outcomes.

944
00:38:34.365 --> 00:38:36.725
It's, it's shifting people's mindset from being order

945
00:38:36.785 --> 00:38:38.325
takers to impact drivers.

946
00:38:38.425 --> 00:38:40.045
So Eileen, thank you for the shout out on the

947
00:38:40.045 --> 00:38:41.165
impact driver term.

948
00:38:41.555 --> 00:38:42.845
It's in the book. Um,

949
00:38:42.945 --> 00:38:44.965
but the reason for that, that is important.

950
00:38:44.965 --> 00:38:47.445
Everybody can be an impact driver no matter

951
00:38:47.445 --> 00:38:50.565
how much experience you have, it's about a mindset shift.

952
00:38:50.665 --> 00:38:53.365
The impact driver mindsets are about shifting the way you

953
00:38:53.365 --> 00:38:55.165
think about the work you're doing.

954
00:38:55.225 --> 00:38:57.605
So even if you are doing administrative

955
00:38:57.745 --> 00:38:59.045
or junior level tasks

956
00:38:59.065 --> 00:39:02.165
or whatever you wanna call it, you know, then that's okay

957
00:39:02.305 --> 00:39:04.085
as long as you can connect the dots.

958
00:39:04.265 --> 00:39:07.965
We, decades ago I put a dashboard outside the door

959
00:39:08.265 --> 00:39:11.285
of my office with the portfolio of prioritized projects.

960
00:39:11.345 --> 00:39:12.685
It was the first time that people in

961
00:39:12.685 --> 00:39:13.805
this company ever saw it.

962
00:39:14.185 --> 00:39:18.245
And nobody said anything to these people other than exposing

963
00:39:18.345 --> 00:39:20.045
to them when things were read.

964
00:39:20.265 --> 00:39:23.365
And and so people, everybody from who answered the phones

965
00:39:23.945 --> 00:39:25.485
all the way to the c-suite,

966
00:39:25.545 --> 00:39:30.045
how they operated changed when they just simply saw, oh,

967
00:39:30.265 --> 00:39:31.605
I'm on this project, or Oh,

968
00:39:31.605 --> 00:39:33.205
this customer called and they're not happy.

969
00:39:33.645 --> 00:39:35.405
I wanna make sure to really jump on this quickly

970
00:39:35.405 --> 00:39:36.805
because their project's in red

971
00:39:36.825 --> 00:39:40.285
or whatever the reasons people will change their behaviors

972
00:39:40.285 --> 00:39:43.005
if they understand the context within which they are working

973
00:39:43.425 --> 00:39:44.765
and what success looks like.

974
00:39:44.865 --> 00:39:47.125
So we, and and this is, I I believe,

975
00:39:47.915 --> 00:39:50.205
focused on PMO leaders, right?

976
00:39:50.235 --> 00:39:52.485
This, this and this. The PMO, right?

977
00:39:52.865 --> 00:39:56.405
So, um, Eileen, I'm with you on, we need stuff

978
00:39:56.405 --> 00:39:57.565
to support those junior people,

979
00:39:57.585 --> 00:39:59.725
but it's all the contextual conversations

980
00:39:59.725 --> 00:40:02.885
that I think full is trying to get to that really help, uh,

981
00:40:02.885 --> 00:40:05.365
people truly get to those business outcomes faster.

982
00:40:05.425 --> 00:40:08.045
You're, and, and I wanna comment on this trends thing.

983
00:40:08.795 --> 00:40:12.165
This, okay, I built my first PMO in 1999.

984
00:40:12.505 --> 00:40:14.405
The same things executives were asking

985
00:40:14.405 --> 00:40:16.325
of me then are the things executives

986
00:40:16.325 --> 00:40:17.445
are asking for us to do.

987
00:40:17.625 --> 00:40:19.445
Now, these are not new trends.

988
00:40:19.545 --> 00:40:21.645
What's changing is there's more of us

989
00:40:21.915 --> 00:40:24.925
with the same messaging trying to elevate this industry

990
00:40:25.225 --> 00:40:26.845
and educate this industry,

991
00:40:27.105 --> 00:40:29.485
but the executives are asking for the same darn things.

992
00:40:29.485 --> 00:40:32.805
They've always been asking for SO'S not overcomplicate this

993
00:40:32.865 --> 00:40:34.125
and get too much into the buzz,

994
00:40:34.595 --> 00:40:35.595
Nothing's changed. Let's,

995
00:40:35.595 --> 00:40:37.365
and, and let's be really clear, right?

996
00:40:38.375 --> 00:40:40.025
It's, it's 2024

997
00:40:40.945 --> 00:40:42.005
and it's this year

998
00:40:42.865 --> 00:40:45.915
that the PMI has actually changed the definition

999
00:40:45.915 --> 00:40:47.755
of project success to be about value.

1000
00:40:48.465 --> 00:40:51.875
That is shameful. I mean, that is shameful.

1001
00:40:52.225 --> 00:40:53.675
Well, we know some of the people

1002
00:40:53.675 --> 00:40:55.235
that are in there that are pushing this.

1003
00:40:55.265 --> 00:40:56.595
Yeah, we do, we do to make that happen.

1004
00:40:56.815 --> 00:40:59.035
And there's a and there's a whole bunch of people, you know,

1005
00:40:59.535 --> 00:41:00.795
so, so, so it's great.

1006
00:41:00.795 --> 00:41:04.075
We're shifting to, so, so just one quick thought

1007
00:41:04.075 --> 00:41:05.715
and then let's, let's move on to a different topic.

1008
00:41:05.935 --> 00:41:07.475
Uh, Stuart, I wanna come to you in a second.

1009
00:41:07.975 --> 00:41:11.355
Um, so, so one quick thought on this is, so, so I have this,

1010
00:41:11.355 --> 00:41:13.665
this sort of theory that, um,

1011
00:41:13.675 --> 00:41:16.985
every PMO should actually have the same job description,

1012
00:41:17.155 --> 00:41:19.785
which is to maximize the ROI from,

1013
00:41:19.855 --> 00:41:21.785
from the portfolio projects.

1014
00:41:21.925 --> 00:41:25.145
So simple as that. Now, in some cases that, you know,

1015
00:41:25.145 --> 00:41:28.345
if you're really low maturity and, and there is no structure

1016
00:41:28.365 --> 00:41:30.945
or anything, then just putting in place some supporting

1017
00:41:31.145 --> 00:41:33.025
structure is gonna help, right?

1018
00:41:33.125 --> 00:41:34.325
It's gonna move you towards your

1019
00:41:34.325 --> 00:41:35.565
ability to execute strategy.

1020
00:41:36.025 --> 00:41:38.325
If you've got that basic, you know, control

1021
00:41:38.325 --> 00:41:41.005
around projects in place, then it's some

1022
00:41:41.005 --> 00:41:43.125
of the more value added portfolio management is stuff

1023
00:41:43.125 --> 00:41:44.685
that that'll probably drive the impact.

1024
00:41:44.705 --> 00:41:48.125
But the key thing is to really look at what are the

1025
00:41:48.685 --> 00:41:50.805
business problems you the leadership has?

1026
00:41:51.425 --> 00:41:53.445
What's the root cause of those problems?

1027
00:41:53.585 --> 00:41:55.125
And fix those root causes.

1028
00:41:55.615 --> 00:41:59.125
Don't just reflexively fix whatever it is

1029
00:41:59.125 --> 00:42:02.195
that they complain about, because chances are there's

1030
00:42:02.195 --> 00:42:06.995
something fundamentally deeper that needs the work.

1031
00:42:07.015 --> 00:42:08.995
And if you fix that, you're gonna fix a bunch

1032
00:42:08.995 --> 00:42:10.155
of things all at once.

1033
00:42:10.775 --> 00:42:14.475
So, um, so, you know, the, the, the, the role

1034
00:42:14.475 --> 00:42:16.155
of the PMOI think should change over time.

1035
00:42:16.155 --> 00:42:19.835
We've got Stuart Dixon on who, who wrote the, you know, the,

1036
00:42:19.855 --> 00:42:23.795
the mega service catalog of 250 odd different services

1037
00:42:23.795 --> 00:42:24.835
that A PMO should have.

1038
00:42:25.075 --> 00:42:27.315
I don't think anyone on this call would recommend you go out

1039
00:42:27.315 --> 00:42:30.955
and buy Stuart's book and then implement all 250

1040
00:42:30.975 --> 00:42:32.075
of those services, right?

1041
00:42:32.075 --> 00:42:33.275
That's not the right answer.

1042
00:42:34.055 --> 00:42:36.315
So focus on what are the problems the business has

1043
00:42:36.615 --> 00:42:37.835
and start knocking them down.

1044
00:42:37.835 --> 00:42:41.195
Look at the root cause. And sometimes the root cause will

1045
00:42:41.195 --> 00:42:42.475
be, we just need some support.

1046
00:42:42.535 --> 00:42:44.635
And other times it'll be, we need to do some real

1047
00:42:45.515 --> 00:42:47.355
strategic alignment, resource allocation.

1048
00:42:47.545 --> 00:42:49.595
Usually it's that, by the way, that's normally

1049
00:42:49.595 --> 00:42:50.915
where you end up pretty quickly.

1050
00:42:52.055 --> 00:42:53.675
Um, Stewart, there was a question. Mr.

1051
00:42:53.915 --> 00:42:58.355
Q asked a question earlier on about, um, about agile

1052
00:42:58.975 --> 00:43:01.795
and change management, and surely they're dead.

1053
00:43:01.935 --> 00:43:04.995
You know, the presses the mainstream press is full of, uh,

1054
00:43:04.995 --> 00:43:07.715
or the, the executive press is full of the fact that,

1055
00:43:07.715 --> 00:43:09.595
you know, Agile's dead change

1056
00:43:09.595 --> 00:43:11.155
management's yesterday's story.

1057
00:43:11.505 --> 00:43:12.875
What do you think? Is that right?

1058
00:43:14.975 --> 00:43:18.645
Maybe it's, uh,

1059
00:43:21.705 --> 00:43:26.615
there are, right, right now we've got so much best practice,

1060
00:43:26.715 --> 00:43:29.055
so much good practice, so much good knowledge going on.

1061
00:43:29.155 --> 00:43:30.615
And again, a lot of that come

1062
00:43:30.615 --> 00:43:31.855
through this call at the moment.

1063
00:43:33.555 --> 00:43:38.145
And where it smashes into the real world is the point

1064
00:43:38.145 --> 00:43:39.665
where you've got boards

1065
00:43:40.405 --> 00:43:42.665
and execs making decisions and making cuts.

1066
00:43:42.885 --> 00:43:46.345
And we've seen so many people lose their jobs this

1067
00:43:46.345 --> 00:43:48.165
year, myself included.

1068
00:43:48.825 --> 00:43:49.965
You know, that was the,

1069
00:43:49.965 --> 00:43:52.365
that was the transition into full-time creator.

1070
00:43:53.945 --> 00:43:55.465
I thought they needed a full-time.

1071
00:43:55.965 --> 00:43:59.145
Uh, PMO with a lot of experience, they disagreed.

1072
00:44:00.775 --> 00:44:02.185
That was also the case for the change

1073
00:44:02.185 --> 00:44:03.665
manager that was working there.

1074
00:44:04.645 --> 00:44:06.305
And it was also the case for the person

1075
00:44:06.325 --> 00:44:08.065
who was advocating agile there,

1076
00:44:08.065 --> 00:44:10.225
or discovered from a different team from data and analytics.

1077
00:44:11.165 --> 00:44:13.855
And this is not unique.

1078
00:44:14.725 --> 00:44:17.495
Essentially, people are being let go of who,

1079
00:44:17.505 --> 00:44:20.975
whose roles are not understood when they're having

1080
00:44:20.975 --> 00:44:22.375
to fight over every penny

1081
00:44:23.005 --> 00:44:25.455
when departments are being told you gotta make cuts.

1082
00:44:26.325 --> 00:44:28.375
It's the people whose role isn't clear

1083
00:44:28.435 --> 00:44:30.415
and the value that they're bringing isn't

1084
00:44:30.415 --> 00:44:31.660
clearly understood.

1085
00:44:32.715 --> 00:44:34.285
They're the ones who are being let go.

1086
00:44:34.385 --> 00:44:37.925
So, oh, yes, is there a future for Agile and Change mind?

1087
00:44:38.405 --> 00:44:41.925
Absolutely there is, and have no doubt there's a big future

1088
00:44:41.945 --> 00:44:43.365
for PMOs of all levels.

1089
00:44:45.555 --> 00:44:46.695
But it always comes back.

1090
00:44:46.805 --> 00:44:50.415
It's, it's, the central theme of this conversation is value.

1091
00:44:52.035 --> 00:44:54.455
And it's not just about the value you bring,

1092
00:44:54.455 --> 00:44:57.495
it's the better value you can demonstrate that you bring.

1093
00:44:58.035 --> 00:44:59.215
If you bring in agile

1094
00:44:59.215 --> 00:45:02.015
and you, you're, you are changing the way the organization

1095
00:45:02.015 --> 00:45:03.695
works and you're delivering projects better,

1096
00:45:03.695 --> 00:45:05.055
and you're making huge savings for them,

1097
00:45:05.055 --> 00:45:06.775
you're getting them, you're releasing value

1098
00:45:06.775 --> 00:45:07.815
from the projects even quicker.

1099
00:45:08.925 --> 00:45:10.695
They're gonna love you. You're gonna be safe.

1100
00:45:11.635 --> 00:45:14.535
If you are the change manager who knows everybody

1101
00:45:14.675 --> 00:45:19.295
who embeds everything, who is the trusted person who's

1102
00:45:19.445 --> 00:45:23.215
that interface between the project delivery

1103
00:45:23.395 --> 00:45:26.495
and the business itself, they'll be afraid

1104
00:45:27.355 --> 00:45:28.455
to let go of you.

1105
00:45:28.635 --> 00:45:30.015
Mm-Hmm. If you are the PMO

1106
00:45:30.015 --> 00:45:33.335
who can demonstrate we have brought control to

1107
00:45:33.405 --> 00:45:36.015
what previously was, maybe they won't like to hear,

1108
00:45:36.015 --> 00:45:39.455
it was chaotic, but let's say it's all disorderly,

1109
00:45:40.815 --> 00:45:42.435
you make yourself indispensable, then

1110
00:45:44.085 --> 00:45:45.625
that's the real challenge here.

1111
00:45:46.245 --> 00:45:50.505
So agile change management and PMOs all have a future,

1112
00:45:50.505 --> 00:45:52.945
because if we lost them now, someone would have

1113
00:45:52.945 --> 00:45:54.345
to reinvent them in a year's time

1114
00:45:54.655 --> 00:45:56.545
because they're needed, they're essential.

1115
00:45:57.445 --> 00:45:59.825
Um, excellent. So, no, they're not, they're not gonna

1116
00:45:59.825 --> 00:46:00.825
Go back, not gone. So,

1117
00:46:00.825 --> 00:46:02.505
so here's one quick thought, right?

1118
00:46:02.645 --> 00:46:04.505
So we, we talk a lot, uh, Eileen Lindsay,

1119
00:46:04.505 --> 00:46:05.625
thank you for posting that.

1120
00:46:05.625 --> 00:46:06.825
There's the, the link to the book.

1121
00:46:07.205 --> 00:46:09.465
Um, so the one quick thought, right?

1122
00:46:09.485 --> 00:46:12.385
So we talk about ducks a lot, and the reason we do that is

1123
00:46:12.385 --> 00:46:15.425
because your executives really don't care about your

1124
00:46:15.425 --> 00:46:16.665
projects, right?

1125
00:46:16.665 --> 00:46:17.905
Your projects are like ducks.

1126
00:46:18.095 --> 00:46:20.345
They don't care if you've got a boy duck or a girl duck.

1127
00:46:20.695 --> 00:46:22.105
They just want eggs.

1128
00:46:22.725 --> 00:46:25.545
So actually your executives shouldn't care

1129
00:46:26.315 --> 00:46:29.225
about the details about whether it's agile

1130
00:46:29.925 --> 00:46:32.745
or waterfall or what did we come up with the other week?

1131
00:46:32.895 --> 00:46:35.385
What water, scrum, scrum on a split Cru,

1132
00:46:35.385 --> 00:46:37.345
but a Cru, or, yeah, that was it.

1133
00:46:37.345 --> 00:46:39.865
Yeah. Right? They, they really don't care what it is.

1134
00:46:40.015 --> 00:46:42.385
They, they really don't care what that methodology is.

1135
00:46:42.525 --> 00:46:44.545
All they care about is, are we getting the eggs at the end?

1136
00:46:44.545 --> 00:46:46.625
Are we gonna get the value at the end?

1137
00:46:47.245 --> 00:46:50.225
So, um, you know, I, it, it's an interesting question.

1138
00:46:50.335 --> 00:46:51.385
Lots of people talking about it.

1139
00:46:51.385 --> 00:46:53.305
We had a good conversation with Jesse Fuel about

1140
00:46:53.305 --> 00:46:54.625
this out in LA Laura.

1141
00:46:55.325 --> 00:46:58.185
Um, but at the end of the day, it's about delivering value.

1142
00:46:58.325 --> 00:46:59.785
And Stuart, you nailed it, right?

1143
00:47:00.005 --> 00:47:03.385
If you're delivering that value, it's not, oh, by the way,

1144
00:47:03.445 --> 00:47:05.345
it, it's not enough to deliver value.

1145
00:47:06.285 --> 00:47:08.705
You've gotta make sure everybody knows you've delivered

1146
00:47:08.705 --> 00:47:10.435
that value, right?

1147
00:47:10.585 --> 00:47:12.875
It's gotta be visible. You've gotta go and wave the flag.

1148
00:47:12.875 --> 00:47:15.395
You've gotta market the value that you, you've delivered.

1149
00:47:15.895 --> 00:47:17.875
Um, Eileen and Lindsay,

1150
00:47:17.875 --> 00:47:19.235
you're gonna come over to you for a second.

1151
00:47:19.335 --> 00:47:21.635
So, there've been a few questions about training

1152
00:47:22.135 --> 00:47:23.435
and developing people

1153
00:47:24.255 --> 00:47:26.235
and, you know, whether it's PMs,

1154
00:47:26.235 --> 00:47:27.995
there have been different questions about, you know,

1155
00:47:27.995 --> 00:47:32.765
young early career PMO people or PMs and the role of PMO

1156
00:47:32.785 --> 00:47:34.525
and, and bring PMs on.

1157
00:47:35.185 --> 00:47:38.005
Um, you guys spend a lot of time in this area of sort

1158
00:47:38.005 --> 00:47:39.485
of helping develop people.

1159
00:47:39.835 --> 00:47:42.845
What are your thoughts of, in terms of the role of the PMO,

1160
00:47:43.425 --> 00:47:45.765
um, what the boundaries are, what the goals of

1161
00:47:45.765 --> 00:47:48.365
that should be when intervention is appropriate?

1162
00:47:48.425 --> 00:47:50.325
All that kind of good stuff. Just give you a few

1163
00:47:50.325 --> 00:47:51.445
minutes to talk on that topic.

1164
00:47:51.755 --> 00:47:53.005
Well, there's a, I think there's a,

1165
00:47:53.005 --> 00:47:54.045
there's a couple of things though.

1166
00:47:54.385 --> 00:47:56.685
Uh, Lindsay and I, um, as, as we said,

1167
00:47:56.685 --> 00:47:58.125
we've known each other a long time and,

1168
00:47:58.125 --> 00:48:00.325
and a long time ago we talked about, um,

1169
00:48:00.905 --> 00:48:03.125
the mythical PMO competency framework

1170
00:48:03.125 --> 00:48:06.485
because an awful lot of PMO people, um,

1171
00:48:06.495 --> 00:48:09.005
ended up getting lots of project management qualifications

1172
00:48:09.075 --> 00:48:10.845
that taught 'em how to be a project manager,

1173
00:48:11.265 --> 00:48:12.285
and then had to try

1174
00:48:12.285 --> 00:48:15.445
and distill from that what it was like to be a PMO person.

1175
00:48:16.145 --> 00:48:18.765
Um, and so we used the community

1176
00:48:19.025 --> 00:48:22.645
and released, um, five years ago now some time like that,

1177
00:48:23.105 --> 00:48:25.565
um, the first pay more competency framework

1178
00:48:25.665 --> 00:48:30.365
and recognized that actually there's a, we, we, you know,

1179
00:48:30.425 --> 00:48:34.365
we move people from an administrator role to an analyst role

1180
00:48:34.705 --> 00:48:35.805
to a manager role.

1181
00:48:36.265 --> 00:48:38.125
And we did to suggest,

1182
00:48:38.125 --> 00:48:40.205
because we know people exist at the director role,

1183
00:48:40.505 --> 00:48:43.965
and looking at how the various competencies change

1184
00:48:44.425 --> 00:48:45.725
as you move through those roles,

1185
00:48:46.345 --> 00:48:48.405
but also focusing on the different types

1186
00:48:48.405 --> 00:48:49.645
of PMO that you are working.

1187
00:48:49.785 --> 00:48:50.925
So whether you work in a project

1188
00:48:51.105 --> 00:48:52.765
or program portfolio office,

1189
00:48:53.185 --> 00:48:55.805
but then also looking at not just the competencies,

1190
00:48:55.825 --> 00:48:58.205
but also the behaviors that sat behind that.

1191
00:48:58.865 --> 00:49:03.245
And so we, we have done a series of qualifications

1192
00:49:03.245 --> 00:49:05.485
that are delivered by a, a number of, uh,

1193
00:49:05.685 --> 00:49:08.445
training organizations across the globe aligned to

1194
00:49:08.445 --> 00:49:09.645
that competency framework.

1195
00:49:09.705 --> 00:49:14.105
So there is now a very clear, um, um,

1196
00:49:14.125 --> 00:49:17.145
career path for people who work in PMOs

1197
00:49:17.205 --> 00:49:19.865
and House of PMO members also have the ability

1198
00:49:19.885 --> 00:49:23.145
to do in a self-assessment, so they can see where the,

1199
00:49:23.175 --> 00:49:25.345
that development is actually required.

1200
00:49:25.535 --> 00:49:27.145
Yeah. And we recognize

1201
00:49:27.145 --> 00:49:29.905
that you can learn risk management in a project

1202
00:49:30.005 --> 00:49:32.865
and program office, but actually learn a risk management

1203
00:49:32.925 --> 00:49:35.345
for a portfolio office at a director level

1204
00:49:35.595 --> 00:49:36.825
might be completely different.

1205
00:49:36.845 --> 00:49:39.705
So we kind of take people through that journey.

1206
00:49:40.055 --> 00:49:41.945
There's been a question actually brilliant, um,

1207
00:49:42.425 --> 00:49:43.425
which is about, um,

1208
00:49:43.425 --> 00:49:45.585
which actually dovetails quite nicely with this.

1209
00:49:45.975 --> 00:49:48.985
It's put, um, believe a major part of PMOs dilemma is

1210
00:49:48.985 --> 00:49:51.105
that they're often asked to perform tasks without any

1211
00:49:51.105 --> 00:49:54.065
of the authority or powers to actually get things done.

1212
00:49:54.525 --> 00:49:55.625
If we fix this part,

1213
00:49:56.025 --> 00:49:59.065
I think PMOs will get better at trying get,

1214
00:49:59.285 --> 00:50:00.425
get further along the line

1215
00:50:00.425 --> 00:50:01.905
with the whole value delivery stuff.

1216
00:50:02.165 --> 00:50:04.025
What's the team's view on this aspect, right?

1217
00:50:04.025 --> 00:50:05.985
And that's exactly what we're talking about is

1218
00:50:05.985 --> 00:50:07.865
because there's competency, there's knowledge,

1219
00:50:07.865 --> 00:50:09.505
there's skills and behaviors,

1220
00:50:09.765 --> 00:50:11.625
and it's that combination of all of those.

1221
00:50:12.045 --> 00:50:15.345
But yeah, sure, some of it is gonna be in terms of what kind

1222
00:50:15.345 --> 00:50:16.425
of PMO it is and

1223
00:50:16.425 --> 00:50:18.585
where it's position positioned in the organization.

1224
00:50:18.895 --> 00:50:21.185
However, there's also be gotta be

1225
00:50:21.185 --> 00:50:23.625
that development per on individuals.

1226
00:50:23.785 --> 00:50:27.485
'cause not everybody is gonna be leading PMOs is perfectly

1227
00:50:27.895 --> 00:50:31.605
happy people that are quite happy to be in the PMO and,

1228
00:50:31.665 --> 00:50:33.885
and turning those cogs and, and what have you.

1229
00:50:34.425 --> 00:50:37.445
It is purely around, I think from a PMO leadership point

1230
00:50:37.445 --> 00:50:39.765
of view, this kind of stuff where,

1231
00:50:40.105 --> 00:50:41.245
you know, it becomes more crucial.

1232
00:50:41.425 --> 00:50:45.325
And I think before we put together the competency framework,

1233
00:50:45.325 --> 00:50:47.525
which again, has been put together with people all

1234
00:50:47.525 --> 00:50:51.325
around the globe, is to make sure that the skills

1235
00:50:51.385 --> 00:50:55.365
and certainly the behavioral side of it is gonna be able to,

1236
00:50:55.425 --> 00:50:57.725
and does address some of this kind of stuff around,

1237
00:50:57.865 --> 00:51:00.565
you know, the, can you remember off the top

1238
00:51:00.565 --> 00:51:03.645
of your head some of the, the behavior stuff that we talk

1239
00:51:03.645 --> 00:51:04.645
About? Well terms, we, we

1240
00:51:04.645 --> 00:51:07.695
certainly talk about being, um, some

1241
00:51:07.695 --> 00:51:10.535
of the things that kinda Laura and f were talking about

1242
00:51:10.535 --> 00:51:12.935
before about challenge professionally.

1243
00:51:13.355 --> 00:51:14.775
Yes. Yeah. Um, but I,

1244
00:51:14.775 --> 00:51:16.535
but I think the other thing is as well is that, you know,

1245
00:51:16.535 --> 00:51:19.215
what, what's embedded through that competency framework is,

1246
00:51:19.275 --> 00:51:20.335
is best practice

1247
00:51:20.395 --> 00:51:23.655
and certainly perhaps an area

1248
00:51:23.675 --> 00:51:27.655
that's not been addressed previously, is recognizing

1249
00:51:27.655 --> 00:51:30.415
that when you are setting services up in A PMO

1250
00:51:30.875 --> 00:51:32.375
to establish the right governance

1251
00:51:32.575 --> 00:51:33.695
structure to support that service.

1252
00:51:34.115 --> 00:51:37.935
Yes. So I think PMOs do things without thinking, well,

1253
00:51:38.175 --> 00:51:41.015
actually what governance structure needs to be around that?

1254
00:51:41.475 --> 00:51:44.015
And I know a number of PMO managers who've said, right,

1255
00:51:44.015 --> 00:51:45.295
we're gonna do monthly reporting.

1256
00:51:45.365 --> 00:51:47.295
They've not spoken to the project managers

1257
00:51:47.295 --> 00:51:49.855
because what they've done now is commit the supply chain,

1258
00:51:50.065 --> 00:51:52.335
which is the project managers to say,

1259
00:51:52.825 --> 00:51:54.135
we've just volunteered you

1260
00:51:54.475 --> 00:51:56.175
to complete reports on a monthly basis.

1261
00:51:56.715 --> 00:51:59.175
You know, so that, you know, that whole concept

1262
00:51:59.235 --> 00:52:01.495
of setting up a service correctly

1263
00:52:02.375 --> 00:52:04.575
includes ensuring we've got the right governance,

1264
00:52:04.635 --> 00:52:06.695
so the right behaviors doing that role,

1265
00:52:06.695 --> 00:52:09.255
the right governance, but also the right use

1266
00:52:09.255 --> 00:52:12.335
of our stakeholders in them understanding what we're doing,

1267
00:52:12.395 --> 00:52:15.095
why we're doing, and who's gonna be, you know, kind of, uh,

1268
00:52:15.095 --> 00:52:16.175
what the, the benefits

1269
00:52:16.175 --> 00:52:17.935
and the value of that is to the organization.

1270
00:52:18.035 --> 00:52:20.175
So that whole kinda service setup

1271
00:52:20.315 --> 00:52:22.935
and your, your role in that from administrator

1272
00:52:22.995 --> 00:52:25.735
to directors is also the things that are covered

1273
00:52:25.835 --> 00:52:27.815
and underpinned through that competency framework.

1274
00:52:28.725 --> 00:52:29.975
Nice, nice. I just,

1275
00:52:30.215 --> 00:52:32.455
I just wanna comment that I think there was a huge gap in

1276
00:52:32.455 --> 00:52:33.895
the industry before they created this

1277
00:52:33.925 --> 00:52:35.295
with this competency framework.

1278
00:52:35.395 --> 00:52:38.735
And I think, so thank you to you both for all the work

1279
00:52:38.735 --> 00:52:40.175
that went into creating this,

1280
00:52:40.175 --> 00:52:42.895
because I think that's, as people were commenting,

1281
00:52:42.895 --> 00:52:44.775
there's not enough of career path.

1282
00:52:44.835 --> 00:52:47.255
And what does success look like at every layer

1283
00:52:47.915 --> 00:52:48.935
in, uh, the journey?

1284
00:52:49.065 --> 00:52:51.575
Maybe not everyone is starting at, you know, at the top.

1285
00:52:52.035 --> 00:52:53.615
How do you get there? And not just

1286
00:52:53.615 --> 00:52:54.895
what are the things you should do,

1287
00:52:55.435 --> 00:52:56.895
but how you should do them.

1288
00:52:56.915 --> 00:52:58.535
And I think that's a really important point

1289
00:52:58.535 --> 00:53:01.015
of this competency framework, is it's the leadership

1290
00:53:01.015 --> 00:53:03.215
and the influence and all of the other things

1291
00:53:03.215 --> 00:53:04.495
that surround what to do.

1292
00:53:04.765 --> 00:53:07.575
There's a way to do it that will help you with that more,

1293
00:53:07.715 --> 00:53:09.815
um, you know, be more influential

1294
00:53:09.815 --> 00:53:10.935
and understanding the business

1295
00:53:10.955 --> 00:53:12.535
and challenging, asking the right questions.

1296
00:53:12.535 --> 00:53:14.815
So thank you to you all

1297
00:53:14.835 --> 00:53:17.095
and all the work you did to finally make that, uh,

1298
00:53:17.095 --> 00:53:18.535
competency framework a reality.

1299
00:53:18.655 --> 00:53:20.055
I think it's huge for the PMO space.

1300
00:53:20.865 --> 00:53:23.405
Agreed. A hundred percent. Agreed. So we've got time.

1301
00:53:23.565 --> 00:53:25.325
I can't believe the hour is almost up, right?

1302
00:53:25.345 --> 00:53:27.405
So we've got time, I think for one more question

1303
00:53:27.905 --> 00:53:31.525
and you're each allowed one answer.

1304
00:53:32.185 --> 00:53:35.885
So the question is, what one thing,

1305
00:53:35.945 --> 00:53:37.885
can everybody on this call do differently?

1306
00:53:38.065 --> 00:53:41.645
Change that will make their job the world,

1307
00:53:42.055 --> 00:53:44.565
their workplace better?

1308
00:53:44.985 --> 00:53:46.085
You're allowed one thing

1309
00:53:46.085 --> 00:53:48.005
and it's gotta be something they personally can do.

1310
00:53:48.005 --> 00:53:50.685
So you can't say, you know, they would change the mindset

1311
00:53:50.785 --> 00:53:51.885
of the executives, right?

1312
00:53:51.885 --> 00:53:53.325
They don't have, they're not empowered to do that.

1313
00:53:53.355 --> 00:53:55.125
It's gotta be something that they can control

1314
00:53:55.145 --> 00:53:56.645
and that they can, that they can do.

1315
00:53:57.185 --> 00:54:00.045
And, and so mine is gonna be get out there

1316
00:54:00.665 --> 00:54:03.605
and learn about the strategy of your business.

1317
00:54:03.675 --> 00:54:06.045
What does strategy mean? What are the goals of the business?

1318
00:54:06.425 --> 00:54:08.405
And how do the people around you think

1319
00:54:08.405 --> 00:54:09.645
you're gonna execute it?

1320
00:54:10.025 --> 00:54:12.525
And what are the barriers? If you do nothing else,

1321
00:54:12.785 --> 00:54:15.045
you have total control on whether or not you do that.

1322
00:54:15.425 --> 00:54:17.045
You can go out and you can talk to people,

1323
00:54:17.465 --> 00:54:19.325
you can get strategy documents.

1324
00:54:19.425 --> 00:54:22.325
You can ask your boss. You can ask people two levels

1325
00:54:22.335 --> 00:54:25.205
above you, just for a cup of coffee and ask them questions.

1326
00:54:25.665 --> 00:54:26.965
You can do that on your own.

1327
00:54:26.985 --> 00:54:28.605
You don't need permission, you don't need a program.

1328
00:54:28.745 --> 00:54:32.825
You don't need budget. Just do it. Uh, Stuart, over to you.

1329
00:54:34.655 --> 00:54:38.595
Wow. I, I, I think I'll make a, a,

1330
00:54:38.675 --> 00:54:43.275
a better effort, um, to, to get

1331
00:54:43.275 --> 00:54:44.355
to know more people.

1332
00:54:45.135 --> 00:54:50.025
Uh, I've maybe been a little bit, uh, not self-focused,

1333
00:54:50.685 --> 00:54:52.305
uh, or self-obsessed

1334
00:54:52.365 --> 00:54:53.225
or any of the other things

1335
00:54:53.225 --> 00:54:54.385
that I get accused of around here.

1336
00:54:55.445 --> 00:54:59.915
Um, it's more a case that, uh, perhaps have tended

1337
00:54:59.915 --> 00:55:03.675
to be a little too transactional, uh, in the last few years.

1338
00:55:03.735 --> 00:55:04.955
And perhaps I need to be a little bit

1339
00:55:04.955 --> 00:55:06.075
more relationship focused.

1340
00:55:07.435 --> 00:55:08.435
I think that would help.

1341
00:55:10.755 --> 00:55:12.875
Excellent. Where do you wanna go next? Stuart?

1342
00:55:12.935 --> 00:55:14.555
You, you send us onto the next person.

1343
00:55:15.295 --> 00:55:16.355
Oh, Laura.

1344
00:55:18.475 --> 00:55:23.055
Um, uh, so I, I think it's, uh, um, in,

1345
00:55:23.375 --> 00:55:25.575
I think you should be a little self-focused, some of you,

1346
00:55:25.715 --> 00:55:27.095
and invest in yourself.

1347
00:55:27.635 --> 00:55:30.215
Invest in learning how

1348
00:55:30.395 --> 00:55:32.415
to do the things we've been talking about here.

1349
00:55:33.025 --> 00:55:35.815
Learn how to shift your focus from outputs to outcomes.

1350
00:55:36.065 --> 00:55:38.015
Learn how to be an impact driver.

1351
00:55:38.265 --> 00:55:39.735
Those are all things that we've,

1352
00:55:39.735 --> 00:55:40.975
we've all been writing

1353
00:55:40.975 --> 00:55:42.255
about, teaching, about, talking about.

1354
00:55:42.255 --> 00:55:45.055
Have resources for a shameless plug for the book.

1355
00:55:45.395 --> 00:55:46.975
Go, go read the Impact Engine

1356
00:55:46.975 --> 00:55:47.935
and it'll tell you how to do all

1357
00:55:47.935 --> 00:55:48.975
the things we're talking about here.

1358
00:55:50.835 --> 00:55:53.405
Shameless plug for the book there, but absolutely.

1359
00:55:53.555 --> 00:55:55.525
I've poured my heart, soul into it, right?

1360
00:55:55.955 --> 00:55:57.845
Just like all of us have for all of our resources.

1361
00:55:58.185 --> 00:56:00.445
The answers are there and it's not as hard as you think.

1362
00:56:02.655 --> 00:56:04.695
Excellent. Right. Where are we going next, Laura?

1363
00:56:06.505 --> 00:56:08.715
Well, I think we should go to Eileen and Lindsay.

1364
00:56:10.195 --> 00:56:12.205
Okay. Uh, well, I'll just do one from a, uh,

1365
00:56:12.225 --> 00:56:13.285
we had a session a couple

1366
00:56:13.285 --> 00:56:15.725
of weeks ago about accidental project managers

1367
00:56:15.725 --> 00:56:18.965
and we know everybody, everybody on this call has got them

1368
00:56:18.965 --> 00:56:20.125
within their organization.

1369
00:56:20.625 --> 00:56:23.725
So, um, one of the outcomes from that was, um,

1370
00:56:23.755 --> 00:56:25.045
that some organizations

1371
00:56:25.145 --> 00:56:29.205
and some PMOs do a lot more to help their

1372
00:56:29.925 --> 00:56:31.325
accidental, or in their words,

1373
00:56:31.395 --> 00:56:33.645
unintentional project managers, um,

1374
00:56:33.645 --> 00:56:35.725
which really sparked a lot of, um, talk

1375
00:56:35.725 --> 00:56:37.885
and energy with people, um, on the session.

1376
00:56:38.345 --> 00:56:41.285
So what about thinking for 2025?

1377
00:56:41.915 --> 00:56:44.525
What could you do differently with these people

1378
00:56:44.595 --> 00:56:48.125
that are accidental project managers in terms of Sure.

1379
00:56:48.145 --> 00:56:51.765
Do they need from that PMO, um, and, um,

1380
00:56:51.765 --> 00:56:52.845
and from you personally.

1381
00:56:53.145 --> 00:56:55.405
Um, 'cause I think if we can work on that,

1382
00:56:55.975 --> 00:56:59.045
we'll probably start to see, uh, an increase in maturity

1383
00:56:59.305 --> 00:57:00.485
around our projects,

1384
00:57:01.095 --> 00:57:02.095
Right? J So James Evans,

1385
00:57:02.095 --> 00:57:05.365
I know you're on James, if you heard

1386
00:57:05.365 --> 00:57:06.605
that, that's one for you.

1387
00:57:06.805 --> 00:57:10.365
'cause you've got a million of those dotted around. Awesome.

1388
00:57:10.665 --> 00:57:13.765
Uh, I get on as well. Yeah, yeah, yeah. Go for it.

1389
00:57:14.225 --> 00:57:16.725
So I'm gonna, I'm gonna pick up on, um, the session

1390
00:57:16.725 --> 00:57:19.165
that I did at PM Learn Edinburgh conference,

1391
00:57:19.335 --> 00:57:22.405
which is about reflection about, you know, um,

1392
00:57:22.745 --> 00:57:24.445
people don't learn from experience.

1393
00:57:24.445 --> 00:57:27.285
People only learn about reflection on experience.

1394
00:57:27.745 --> 00:57:30.205
And so a a bit of what Stuart said

1395
00:57:30.205 --> 00:57:32.965
and a bit what Laura said, actually think about

1396
00:57:33.075 --> 00:57:34.885
what you are learning as you go through

1397
00:57:35.065 --> 00:57:36.405
and plan your development

1398
00:57:36.425 --> 00:57:39.125
and plan your activities to help you grow.

1399
00:57:39.715 --> 00:57:42.975
Yeah, love it. Love it.

1400
00:57:43.325 --> 00:57:45.055
Fola, I've left you to last just

1401
00:57:45.055 --> 00:57:47.455
to leave everyone a real adrenaline high.

1402
00:57:49.075 --> 00:57:51.335
Oh my goodness. What I was, Sam, I'm gonna bring it all in

1403
00:57:51.355 --> 00:57:52.895
and I'm gonna let you remember this.

1404
00:57:53.175 --> 00:57:54.855
I want you all to strap up.

1405
00:57:55.555 --> 00:57:57.975
And what I mean by that, it's bringing in

1406
00:57:58.045 --> 00:57:59.975
what Laura has said, what Lindsay has said.

1407
00:58:00.315 --> 00:58:03.015
It starts with a self-assessment. Go away.

1408
00:58:03.165 --> 00:58:05.375
It's the end of the year self-assessment.

1409
00:58:05.375 --> 00:58:08.575
Understand what's my current state? Where am I at today?

1410
00:58:08.805 --> 00:58:10.495
What are my strengths? What are my weaknesses?

1411
00:58:10.525 --> 00:58:13.255
What are my fears? What are limiting factors that I have?

1412
00:58:13.995 --> 00:58:16.055
The next key is the tactical research.

1413
00:58:16.595 --> 00:58:18.095
Go off and understand the market.

1414
00:58:18.675 --> 00:58:20.255
You know where you are now.

1415
00:58:20.255 --> 00:58:22.095
You wanna understand the business. If you're in healthcare,

1416
00:58:22.275 --> 00:58:25.735
if you're in tech, what exactly in the industry trends,

1417
00:58:26.125 --> 00:58:28.495
what are the key things that are in demand right now?

1418
00:58:28.495 --> 00:58:30.335
Because at the end of day, if you don't actually know

1419
00:58:30.335 --> 00:58:31.815
that is, it doesn't make any sense.

1420
00:58:31.815 --> 00:58:34.535
That's the t the R is actually re-engineering.

1421
00:58:34.535 --> 00:58:36.335
You wanna take what you've done from a self-assessment

1422
00:58:37.035 --> 00:58:38.615
and the tactical research

1423
00:58:39.115 --> 00:58:40.935
and re-engineer to understand the gap.

1424
00:58:41.185 --> 00:58:42.335
Where does the gap exist?

1425
00:58:42.355 --> 00:58:43.975
You may actually be good at reporting this.

1426
00:58:44.075 --> 00:58:46.135
Um, see what said he wants to build more relationships.

1427
00:58:46.155 --> 00:58:47.975
He wants, it might be more communication.

1428
00:58:48.285 --> 00:58:51.495
What you wanna actually build on. Where does the gap exist?

1429
00:58:51.755 --> 00:58:54.855
And then the next step is, is an A assets align.

1430
00:58:55.145 --> 00:58:58.775
Bring all of that together and align them and create a plan.

1431
00:58:59.355 --> 00:59:01.255
So 2025 is gonna be different.

1432
00:59:01.375 --> 00:59:03.575
I wanna earn 50,000 pounds more,

1433
00:59:03.955 --> 00:59:05.255
or I wanna start my business.

1434
00:59:05.535 --> 00:59:07.135
Whatever that is, create a plan.

1435
00:59:07.435 --> 00:59:10.215
And when you have a plan, the next piece for you to optimize

1436
00:59:10.235 --> 00:59:14.615
and project manage your career in the library you crave is

1437
00:59:14.615 --> 00:59:15.615
just one project away.

1438
00:59:16.145 --> 00:59:19.375
Strap up, take it to the next level. It's super easy.

1439
00:59:19.695 --> 00:59:21.965
I did this. I just wanna leave you one story.

1440
00:59:22.045 --> 00:59:25.565
I remember the first job I ever got as a pm it was

1441
00:59:25.565 --> 00:59:26.725
for the department for transport.

1442
00:59:26.725 --> 00:59:28.725
That was a job I thought I was never gonna get.

1443
00:59:29.395 --> 00:59:31.205
Believe it or not. I stepped into the room,

1444
00:59:31.285 --> 00:59:32.925
I had about 10 people on the panel.

1445
00:59:33.065 --> 00:59:35.405
I'm like 10 people just for a PM role.

1446
00:59:35.405 --> 00:59:38.045
It was even a contract role. I'm like, just forget it.

1447
00:59:38.045 --> 00:59:39.085
Right? It's never gonna happen.

1448
00:59:39.665 --> 00:59:41.445
So I dropped my bag, you know,

1449
00:59:41.445 --> 00:59:43.205
and I asked them for a coffee, do you want tea or coffee?

1450
00:59:43.225 --> 00:59:44.885
I'm like, yes, I want tea, coffee, and water.

1451
00:59:44.945 --> 00:59:47.525
And I sat down, I'm like, you know, let's just have fun.

1452
00:59:47.985 --> 00:59:49.365
And then they asked so many questions,

1453
00:59:49.825 --> 00:59:51.245
but at the end of that interview,

1454
00:59:51.585 --> 00:59:53.725
rather than me being interviewed, I was interviewing them,

1455
00:59:53.805 --> 00:59:56.725
I was asking questions like, how is this IT infrastructure?

1456
00:59:56.745 --> 00:59:58.845
How does it impact, you know, the other business,

1457
00:59:58.865 --> 01:00:01.245
how we looked, the national real, this, you know, how,

1458
01:00:01.245 --> 01:00:03.685
what are we doing when it comes to this technology?

1459
01:00:04.185 --> 01:00:06.365
And it was interesting, the SRO at the point at

1460
01:00:06.365 --> 01:00:09.165
that time was like, I haven't seen any other person

1461
01:00:09.345 --> 01:00:12.125
who was more, you know, interested in all the elements

1462
01:00:12.125 --> 01:00:13.645
of the business, what we could actually leverage.

1463
01:00:14.105 --> 01:00:17.405
He said, you were different. And I was just curious.

1464
01:00:17.995 --> 01:00:19.765
Curiosity was what landed me that job.

1465
01:00:19.765 --> 01:00:20.845
Before I got out of that

1466
01:00:20.845 --> 01:00:22.325
to the transition at chairing cross,

1467
01:00:23.005 --> 01:00:25.325
I got a call from the agency when we wanting

1468
01:00:25.325 --> 01:00:28.645
to start immediately being curious, being, wanting to learn

1469
01:00:29.385 --> 01:00:30.525
is the key differentiator.

1470
01:00:31.195 --> 01:00:33.765
Just being open to say, you know, a beginning of mindset.

1471
01:00:34.125 --> 01:00:35.405
I just wanna learn today.

1472
01:00:35.755 --> 01:00:36.725
This is kind of what I'm good

1473
01:00:36.725 --> 01:00:37.805
at and it's what a business needs.

1474
01:00:37.825 --> 01:00:40.005
How can I help? That has been a game

1475
01:00:40.005 --> 01:00:41.245
changer for you, for me.

1476
01:00:41.465 --> 01:00:42.525
And I wish you all the best.

1477
01:00:42.525 --> 01:00:44.725
And I wanna say thank you so much, ward, for the opportunity

1478
01:00:44.725 --> 01:00:45.765
to actually serve today.

1479
01:00:46.275 --> 01:00:47.885
It's been a great joy. So,

1480
01:00:48.155 --> 01:00:49.155
Well, thank you. Thank you. Thank

1481
01:00:49.155 --> 01:00:50.605
you, FOLA. That, that, that's brilliant.

1482
01:00:50.605 --> 01:00:52.325
That, that did summarize it all beautifully.

1483
01:00:52.505 --> 01:00:55.445
So, so I, I, I wanna thank the panelists.

1484
01:00:56.065 --> 01:00:58.445
Uh, but, but first I wanna thank everybody who's turned up

1485
01:00:58.445 --> 01:00:59.925
and given an hour to this session.

1486
01:01:00.685 --> 01:01:01.805
Y you, Laura,

1487
01:01:01.805 --> 01:01:04.005
Laura said it just a second ago in the chat, right?

1488
01:01:05.875 --> 01:01:09.045
PMOs are changing the world, hopefully for good, right?

1489
01:01:09.785 --> 01:01:12.965
And coming to sessions like this is a, is an investment.

1490
01:01:13.745 --> 01:01:15.365
We appreciate you to making the investment.

1491
01:01:15.495 --> 01:01:16.685
We'll make the investment as long

1492
01:01:16.685 --> 01:01:18.965
as you keep making the investment to come to learn

1493
01:01:19.225 --> 01:01:20.605
and to make the world better.

1494
01:01:21.265 --> 01:01:22.325
That's why we do it.

1495
01:01:22.745 --> 01:01:25.365
So, so a million thanks to you all for coming first,

1496
01:01:25.785 --> 01:01:27.645
but then I, I really do wanna thank the panelists.

1497
01:01:27.685 --> 01:01:28.965
I know it's a crazy time of year

1498
01:01:29.665 --> 01:01:31.205
and people are whizzing

1499
01:01:31.205 --> 01:01:33.045
around all over the place trying to close the year out.

1500
01:01:33.055 --> 01:01:34.965
Laura, you are on and off airplanes.

1501
01:01:35.465 --> 01:01:37.445
Um, and, uh, Eileen

1502
01:01:37.445 --> 01:01:40.845
and Lindsay going out buying swimwear,

1503
01:01:41.405 --> 01:01:42.845
I suspect first Yeah, come visit me

1504
01:01:42.985 --> 01:01:45.085
In south Florida To, to Florida, right?

1505
01:01:45.615 --> 01:01:47.205
Which is a good place to be in January.

1506
01:01:47.205 --> 01:01:49.205
Certainly better than the uk I gotta say that.

1507
01:01:49.435 --> 01:01:50.725
I'll, I'll give you that one, Laura.

1508
01:01:51.345 --> 01:01:55.965
Um, so, so, uh, Bruce, thank you, uh, FOLA,

1509
01:01:56.265 --> 01:01:57.845
Eileen, Lindsay, uh,

1510
01:01:58.065 --> 01:02:00.405
and Laura, thank you for making the time

1511
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and sharing your knowledge, your special people.

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And it's always fun doing this with you guys.

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So thank you guys

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and uh, happy holidays to everyone out there.