WEBVTT 1 00:00:00.065 --> 00:00:00.885 So, welcome everybody. 2 00:00:01.385 --> 00:00:03.765 Uh, as I said, my name's Stuart Stuart Easton. 3 00:00:04.025 --> 00:00:07.045 I'm the CEO and one of the founders of Transparent Choice. 4 00:00:07.905 --> 00:00:12.845 And every month we do a guest webinar where we invite, 5 00:00:13.305 --> 00:00:15.805 uh, an industry thought leader, uh, someone 6 00:00:15.805 --> 00:00:19.165 with deep experience to come and talk to us. 7 00:00:19.505 --> 00:00:22.005 Um, now, we couldn't find one of those this month, 8 00:00:22.025 --> 00:00:23.045 so we've invited Tony. 9 00:00:23.145 --> 00:00:24.245 No, I'm kidding. I'm kidding. 10 00:00:25.425 --> 00:00:30.085 Um, so this, this month, uh, we've invited, uh, 11 00:00:30.195 --> 00:00:31.445 Tony, er, 12 00:00:32.025 --> 00:00:33.925 and we were, we were having fun earlier, uh, 13 00:00:33.925 --> 00:00:36.365 in the Green Room talking about pronunciation. 14 00:00:37.105 --> 00:00:39.205 So if you're gonna talk to Tony, right? 15 00:00:39.385 --> 00:00:42.165 You can't call him Dr. Tony. Everybody calls him Dr. Tony. 16 00:00:42.225 --> 00:00:45.125 You can't call him Dr. Tony. You've got to call him Dr. 17 00:00:45.495 --> 00:00:48.245 Preza. And you've got to make the sound right. 18 00:00:48.615 --> 00:00:52.285 Preza, uh, uh, we were laughing 19 00:00:52.405 --> 00:00:54.045 'cause I come from a Scottish family, so 20 00:00:54.045 --> 00:00:56.205 that sound is, is easy for me. 21 00:00:56.945 --> 00:00:58.805 But most English speakers struggle with that. 22 00:00:59.025 --> 00:01:02.485 So, uh, so Tony, uh, is a, is a good friend of mine. 23 00:01:02.665 --> 00:01:03.725 We first met, 24 00:01:05.075 --> 00:01:07.315 I think face-to-face was in Atlanta, wasn't it? 25 00:01:08.815 --> 00:01:10.955 Uh, the PMI Global Summit. Atlanta. 26 00:01:11.515 --> 00:01:14.035 I think that you went to Vegas in 2022. 27 00:01:14.095 --> 00:01:16.595 No, I didn't do Vegas. Didn't do Vegas wasn't there. 28 00:01:17.495 --> 00:01:19.915 Oh, so what, so I Think it was Atlanta. Yeah. 29 00:01:19.985 --> 00:01:21.275 Yeah. The first time. Yeah. 30 00:01:21.895 --> 00:01:23.235 And, um, uh, 31 00:01:23.295 --> 00:01:25.075 and in the, in the meantime, we, we've got 32 00:01:25.075 --> 00:01:26.275 to know each other pretty well. 33 00:01:26.455 --> 00:01:28.755 Tony's one of our partners, one of our consulting partners. 34 00:01:29.175 --> 00:01:31.235 Uh, we're very proud to have him as a consulting partner. 35 00:01:32.015 --> 00:01:35.715 Um, and he is a, a, a trainer 36 00:01:35.775 --> 00:01:38.115 and a consultant, uh, in the PMO space. 37 00:01:38.775 --> 00:01:41.755 Uh, clearly a very learned gentleman, uh, 38 00:01:41.975 --> 00:01:44.195 and a lot of fun just to hang out with, I've gotta say. 39 00:01:44.815 --> 00:01:49.235 Um, and, uh, so today we're gonna talk about how to develop 40 00:01:49.825 --> 00:01:52.675 high impact, uh, PMOs. 41 00:01:53.095 --> 00:01:55.555 Uh, Tony's gonna give you, give himself a bit more 42 00:01:55.555 --> 00:01:57.075 of a formal introduction later on. 43 00:01:57.815 --> 00:02:01.155 Um, and what, Joe, I like that. 44 00:02:01.345 --> 00:02:03.795 What, what happened in Vegas stays in Vegas. 45 00:02:04.825 --> 00:02:05.795 Heck, it must have been good 46 00:02:05.915 --> 00:02:06.995 'cause I didn't even make it to Vegas. 47 00:02:07.655 --> 00:02:12.395 Uh, What happened on the way to Vegas stays in Vegas. 48 00:02:13.335 --> 00:02:16.915 Um, so anyway, uh, Tony, Tony's gonna give us a bit 49 00:02:16.915 --> 00:02:18.235 of a presentation, uh, 50 00:02:18.295 --> 00:02:21.555 but as usual, I dare say, I will interrupt and ask questions 51 00:02:21.575 --> 00:02:23.235 and do all that kind of good stuff. 52 00:02:23.895 --> 00:02:27.235 So, Tony, why don't you, uh, pick up from there 53 00:02:27.975 --> 00:02:31.075 and, uh, introduce yourself and let's jump in. 54 00:02:31.685 --> 00:02:35.555 Thank you, uh, Stewart, for having me, uh, today. 55 00:02:37.015 --> 00:02:41.115 Um, and thank you to everyone, uh, taking the time to listen 56 00:02:41.295 --> 00:02:42.475 to Stewart and me. 57 00:02:43.295 --> 00:02:47.865 Um, let me, this is the title of the topics that we have, 58 00:02:48.185 --> 00:02:51.265 building a High Impact, PMO from framework 59 00:02:51.285 --> 00:02:53.225 to Enterprise Level Execution. 60 00:02:53.565 --> 00:02:56.065 Always like to, to start with a quote. 61 00:02:56.425 --> 00:02:59.765 Sometime I made a quote, so sometime I just put something 62 00:02:59.905 --> 00:03:03.965 to, uh, to set the tone for, for the meeting. 63 00:03:04.545 --> 00:03:09.205 So, high Impact, PMO is not about establishing, uh, 64 00:03:09.495 --> 00:03:11.805 governance, uh, departments 65 00:03:11.985 --> 00:03:13.725 or audit in depending organization. 66 00:03:14.875 --> 00:03:19.175 Um, when, when we say high impact, PMO is 67 00:03:19.195 --> 00:03:23.815 to empower strategy, um, I like, uh, 68 00:03:24.475 --> 00:03:28.055 is a friend of, uh, Stewart too, Laura, 69 00:03:29.035 --> 00:03:32.295 and she has a book, um, in Impact Engine. 70 00:03:32.795 --> 00:03:37.295 Um, uh, when we say, uh, high Impact, PMO, uh, 71 00:03:37.395 --> 00:03:41.575 taking what she said in her book is also, um, 72 00:03:42.595 --> 00:03:46.495 is the PMO to accelerate, um, a study delivery. 73 00:03:47.355 --> 00:03:50.015 So with that in mind, so that's 74 00:03:50.015 --> 00:03:51.215 how we are gonna be discussing. 75 00:03:51.815 --> 00:03:55.775 I always like to always share number, people like 76 00:03:55.775 --> 00:03:57.175 to have numbers story. 77 00:03:57.715 --> 00:04:01.575 So there is a couple of interesting numbers from PMI. 78 00:04:01.595 --> 00:04:04.175 For example, they say the PMOs that aligned 79 00:04:04.235 --> 00:04:09.135 to a study are 38% more likely to achieve project success. 80 00:04:10.165 --> 00:04:11.895 Another interesting number 81 00:04:11.965 --> 00:04:16.615 that came out recently in the report, uh, that PMI, uh, 82 00:04:16.985 --> 00:04:21.655 issue, uh, earlier, um, uh, this year, maximizing Projects. 83 00:04:21.655 --> 00:04:23.975 It says 91% 84 00:04:24.035 --> 00:04:27.015 of executive says delivering business value is more 85 00:04:27.015 --> 00:04:29.775 important than finishing on time, on budget. 86 00:04:30.125 --> 00:04:33.135 That was the all metrics a project was successful 87 00:04:33.245 --> 00:04:34.975 with deliver according to people. 88 00:04:35.755 --> 00:04:38.015 And there are other numbers that I, I'm gonna 89 00:04:38.675 --> 00:04:40.975 go into all the detail. So, 90 00:04:41.275 --> 00:04:43.135 And, and this is, this is really cool, right? 91 00:04:43.135 --> 00:04:45.735 Because the, that, that 90, 91% number 92 00:04:46.475 --> 00:04:47.815 is really important, right? 93 00:04:47.875 --> 00:04:50.415 If you remember nothing else today, remember that number, 94 00:04:51.305 --> 00:04:52.455 Right? Yeah. 95 00:04:53.165 --> 00:04:56.895 Because that number tells us, tells us 96 00:04:56.895 --> 00:04:59.655 that your executives actually don't care about your 97 00:04:59.655 --> 00:05:00.855 project, right? 98 00:05:00.855 --> 00:05:03.335 They don't care about your Gantt charts 99 00:05:03.335 --> 00:05:06.775 and your methodologies and agile versus waterfall versus 100 00:05:06.995 --> 00:05:10.335 banana scrum split, whatever, right? They don't care. 101 00:05:11.205 --> 00:05:14.375 Yeah. As you said, they don't care about the ducks. 102 00:05:14.375 --> 00:05:15.775 They care about the X. 103 00:05:20.575 --> 00:05:23.895 Absolutely. We got the Duck famous famous 104 00:05:24.195 --> 00:05:25.575 quotes from Stewart. 105 00:05:26.235 --> 00:05:30.055 So, um, look at the bottom, it a failure 106 00:05:30.155 --> 00:05:31.215 to demonstrate value. 107 00:05:31.555 --> 00:05:35.735 And we can have different, uh, line item to consider 108 00:05:35.735 --> 00:05:38.415 that it could be misalignment with strategic goals. 109 00:05:38.955 --> 00:05:42.655 It could be pool, stakeholder engagement, consistent use 110 00:05:42.795 --> 00:05:47.015 of processes, bureaucratic approaches, 111 00:05:47.515 --> 00:05:48.735 uh, lack of executive. 112 00:05:48.735 --> 00:05:52.215 Well, there's many reason why we consider 113 00:05:52.735 --> 00:05:54.295 PMO failed. 114 00:05:54.995 --> 00:05:58.165 But the only reason is 115 00:05:58.585 --> 00:06:00.805 to demonstrate value. 116 00:06:01.625 --> 00:06:06.565 And you can put different, uh, names to, to 117 00:06:06.565 --> 00:06:08.325 that, uh, kind of things. 118 00:06:09.305 --> 00:06:11.965 And, and so there's a first question then, uh, 119 00:06:12.075 --> 00:06:14.565 Tony from Guy, guy Wolf. 120 00:06:15.305 --> 00:06:18.525 Um, so guys, as in the instance where PMOs fail, 121 00:06:18.665 --> 00:06:20.325 and you haven't put a statistic for that, 122 00:06:20.465 --> 00:06:24.085 but, um, you know, two thirds fail within the first, the, 123 00:06:24.225 --> 00:06:26.085 or half fail within the first couple of years. 124 00:06:26.865 --> 00:06:30.205 Um, so in the instances where PMOs failed, um, 125 00:06:30.795 --> 00:06:33.045 what are the two or three most likely causes? 126 00:06:33.045 --> 00:06:35.165 And I think you've just hit the main one, right? 127 00:06:35.165 --> 00:06:37.125 Which is that they just don't deliver business value. 128 00:06:37.835 --> 00:06:39.655 Mm-hmm. Yeah. 129 00:06:40.015 --> 00:06:42.855 I I would say we, we can call it different name, 130 00:06:43.035 --> 00:06:44.975 but it is to demonstrate value, 131 00:06:45.885 --> 00:06:48.225 and nobody wanna invest on something 132 00:06:48.575 --> 00:06:50.665 that doesn't have any value for you. 133 00:06:50.845 --> 00:06:53.545 So if you pay for, uh, movie tickets 134 00:06:53.775 --> 00:06:57.625 because you think that movie going to add value, you wanna, 135 00:06:58.005 --> 00:06:59.545 uh, watch the movie. 136 00:07:00.245 --> 00:07:04.785 So, uh, the end of the day is, uh, failure 137 00:07:04.925 --> 00:07:09.575 to demonstrate value and what is value. 138 00:07:09.875 --> 00:07:11.175 That's an interesting question. 139 00:07:12.405 --> 00:07:13.615 Yeah. And, and, and, 140 00:07:13.615 --> 00:07:17.535 and I would say in vast majority of cases where A PMO fails, 141 00:07:18.165 --> 00:07:22.815 it's just because they haven't delivered the, the value 142 00:07:23.405 --> 00:07:25.095 that the business wants, right? 143 00:07:25.095 --> 00:07:26.695 Fundamentally, that's, that's it. 144 00:07:26.795 --> 00:07:27.855 So I don't think there are two 145 00:07:27.855 --> 00:07:29.415 or three reasons. I think there's one reason, 146 00:07:30.205 --> 00:07:33.455 Exactly, just one reason is to demonstrate the value. 147 00:07:33.995 --> 00:07:35.575 And you can have a lot of excuses. 148 00:07:35.595 --> 00:07:39.255 That's like, usually we, we, we do a lot of excuses just 149 00:07:39.315 --> 00:07:40.815 to feel well outselves. 150 00:07:40.955 --> 00:07:43.775 So at the end of the day, the second say, 151 00:07:43.775 --> 00:07:45.575 you don't have value, so we don't need you. 152 00:07:46.735 --> 00:07:50.315 Uh, a little bit about me, I don't going to say everything. 153 00:07:50.575 --> 00:07:53.155 So people that follow me in lending, they, 154 00:07:53.785 --> 00:07:54.875 they know me very well. 155 00:07:55.295 --> 00:08:00.275 So what I, I consider myself, I am a, a life, um, 156 00:08:01.755 --> 00:08:03.115 a lifelong learner. 157 00:08:03.695 --> 00:08:08.355 And, uh, so the other day, I, I got a couple of books 158 00:08:08.355 --> 00:08:11.515 that somebody suggested in a webinar that I attended. 159 00:08:11.975 --> 00:08:15.475 So I, all the books that if you come to my house, 160 00:08:16.335 --> 00:08:18.275 you are gonna see thousands of books. 161 00:08:19.465 --> 00:08:23.725 That's the, that I have passions about reading, learning, 162 00:08:24.625 --> 00:08:26.685 uh, exploring what other people think. 163 00:08:27.585 --> 00:08:31.845 And that helped me to, to have some, uh, eh, 164 00:08:31.875 --> 00:08:35.525 knowledge also, uh, to expand, um, 165 00:08:36.945 --> 00:08:38.125 my ability to write. 166 00:08:38.305 --> 00:08:41.885 So I wrote my own books, uh, that was launched, um, 167 00:08:42.115 --> 00:08:45.165 this march about the, uh, project management, 168 00:08:45.625 --> 00:08:49.805 if somebody interested in Amazon, uh, both, 169 00:08:50.505 --> 00:08:53.645 uh, papers and, and details. 170 00:08:53.865 --> 00:08:55.325 So that's, uh, me. 171 00:08:55.425 --> 00:08:58.645 So I have passion for project management, um, 172 00:08:59.025 --> 00:09:00.325 and digital transformation, 173 00:09:00.325 --> 00:09:03.565 because that's, uh, the only thing that I have done in, in, 174 00:09:03.785 --> 00:09:07.085 in my life since I was 17 years old. 175 00:09:07.545 --> 00:09:12.005 I'm working in, in the it, uh, so I have the opportunity. 176 00:09:12.225 --> 00:09:15.725 So I see that I have been blessed that I have opportunity to 177 00:09:16.275 --> 00:09:20.005 perform multiple roles in technology until 178 00:09:20.075 --> 00:09:21.405 that we consider the top. 179 00:09:21.585 --> 00:09:25.725 So I, I been the, uh, in capital organization, 180 00:09:25.825 --> 00:09:28.045 the chief information Officers, a lot 181 00:09:28.045 --> 00:09:31.125 of executive positions in, in it, 182 00:09:31.785 --> 00:09:36.485 but it is a heavy, um, uh, driven, 183 00:09:37.105 --> 00:09:40.125 uh, projects, uh, kind organization. 184 00:09:40.345 --> 00:09:45.035 So, uh, so now at this stage of my life, 185 00:09:45.255 --> 00:09:48.635 so for me, it's more, uh, giving back to the community, 186 00:09:48.785 --> 00:09:51.675 sharing knowledge, learning from a lot of people 187 00:09:52.475 --> 00:09:55.395 I see in the audience side, a lot of people that I know, 188 00:09:55.425 --> 00:09:57.475 some I have the opportunity to talk to them. 189 00:09:58.255 --> 00:10:00.595 Um, so it is learning from each other. 190 00:10:00.695 --> 00:10:04.395 That's my, my philosophy. So I am also a professor. 191 00:10:04.415 --> 00:10:07.995 So I teach project management leadership courses for, uh, 192 00:10:08.175 --> 00:10:10.515 uh, right now for one university 193 00:10:10.695 --> 00:10:13.595 before I have four university that I teach. 194 00:10:13.955 --> 00:10:17.515 I like to ride, so, and, and play golf. 195 00:10:19.195 --> 00:10:21.355 That's, uh, that, that's Tony's life. 196 00:10:22.075 --> 00:10:23.115 I didn't know you were a golfer. 197 00:10:23.855 --> 00:10:25.225 Yeah, I played, played. Oh, 198 00:10:25.245 --> 00:10:26.745 No, I've just gone off, you know? 199 00:10:27.255 --> 00:10:30.865 Yeah. I have so many trophies. So I like to win also. 200 00:10:31.945 --> 00:10:33.985 Excellent. Excellent. Love it. Love it. 201 00:10:34.455 --> 00:10:38.865 Okay. So, um, and so I just do some of the ideas, 202 00:10:39.245 --> 00:10:42.305 but I would like to gather some of the information 203 00:10:42.335 --> 00:10:43.345 with all the knowledge. 204 00:10:43.465 --> 00:10:48.025 I probably have, uh, 10, uh, thousand years of experience 205 00:10:48.545 --> 00:10:50.465 representing the audience and you and me. 206 00:10:51.085 --> 00:10:55.065 So, so what makes A-A-P-M-O high impact? 207 00:10:56.985 --> 00:11:00.685 So I, I just put those, uh, key threats, uh, 208 00:11:01.165 --> 00:11:03.285 strategic alignment, agility, 209 00:11:03.505 --> 00:11:06.205 and adaptability, value focused delivery 210 00:11:06.585 --> 00:11:08.285 and cross-functional influence. 211 00:11:08.785 --> 00:11:12.725 So, waters right in the chat. 212 00:11:14.535 --> 00:11:18.355 So when we talk about a high impact, uh, PMO, 213 00:11:20.045 --> 00:11:23.785 uh, PMO should operate around those, uh, fall, uh, 214 00:11:25.085 --> 00:11:27.795 uh, pillars of, of factors. 215 00:11:29.095 --> 00:11:32.235 So what, so can I just, what I, in your mind, 216 00:11:32.735 --> 00:11:34.835 Let me just check something, Tony, if I may. 217 00:11:35.215 --> 00:11:37.235 Uh, is anybody else suffering with an echo? 218 00:11:37.635 --> 00:11:38.635 Kareem's got an echo. 219 00:11:38.635 --> 00:11:42.135 I just wanna see if anybody else has that echo. No. 220 00:11:42.245 --> 00:11:44.655 Okay, perfect. It's fine for me. Um, yeah, 221 00:11:45.215 --> 00:11:46.335 I, I don't have it. Okay. 222 00:11:46.565 --> 00:11:48.935 Okay. That's fine. Super. Let's, let's keep going. 223 00:11:49.315 --> 00:11:51.855 Kareem, maybe, uh, I dunno if you've got a headset 224 00:11:52.035 --> 00:11:53.285 or drop off and rejoin 225 00:11:53.285 --> 00:11:54.805 or something, hopefully that'll fix it. 226 00:11:55.545 --> 00:11:56.725 Um, sorry about that. 227 00:11:57.965 --> 00:12:00.425 Yeah, Brilliant. Sorry, on Tony. 228 00:12:01.165 --> 00:12:02.785 So any other contribution? 229 00:12:02.885 --> 00:12:05.705 So alignment, so we know what it is. 230 00:12:06.045 --> 00:12:09.385 Uh, A PMO should be in alignment with the business. 231 00:12:09.685 --> 00:12:14.185 That's the only reason, uh, uh, to justify the systems 232 00:12:14.325 --> 00:12:19.185 of PM Did, you know, uh, align with the business, 233 00:12:19.485 --> 00:12:23.785 making sure, um, we support those strategic goals 234 00:12:24.005 --> 00:12:26.625 and the, the business pro prosper. 235 00:12:27.245 --> 00:12:31.825 So what you doing? So the other thing is about adaptability. 236 00:12:32.085 --> 00:12:36.145 So the day, uh, business change every day, the 237 00:12:36.735 --> 00:12:37.905 word change every day. 238 00:12:38.085 --> 00:12:40.025 So we need to move with the flow. 239 00:12:40.055 --> 00:12:43.025 It's like, I, I like a quote from Bruce Lee. 240 00:12:43.485 --> 00:12:45.065 Uh, you need to be like water. 241 00:12:46.235 --> 00:12:49.375 So I am also a martial artist, so I am Blackberry ari, 242 00:12:49.955 --> 00:12:51.295 so I love martial arts. 243 00:12:51.755 --> 00:12:54.895 So, uh, Bruce Lee has an interesting quote. 244 00:12:55.035 --> 00:12:58.975 You need to be like water, that means adaptability. Mm-hmm. 245 00:12:59.155 --> 00:13:02.335 And value focused delivery is not about outputs, 246 00:13:02.335 --> 00:13:03.495 and we are tired. 247 00:13:03.675 --> 00:13:05.375 So, uh, leasing the same thing. 248 00:13:05.635 --> 00:13:07.575 It is should be outcome based. 249 00:13:07.995 --> 00:13:10.255 It should be that everything that you do 250 00:13:10.275 --> 00:13:12.295 for the organization should add value. 251 00:13:12.555 --> 00:13:13.975 It doesn't matter what you do. 252 00:13:14.385 --> 00:13:17.935 Everything needs to add something that the company 253 00:13:18.555 --> 00:13:22.595 or organization, uh, eh, enjoy. 254 00:13:22.815 --> 00:13:26.755 And the other thing is the high impact PMO is not just 255 00:13:26.895 --> 00:13:29.035 for it, it's not just for finance. 256 00:13:29.495 --> 00:13:32.555 It should be a cross-functional influence. 257 00:13:33.255 --> 00:13:35.275 That's the high impact. PMO. 258 00:13:35.775 --> 00:13:36.875 Anyone that have a problem 259 00:13:37.295 --> 00:13:39.635 or an idea, they should go to the PMO. 260 00:13:41.245 --> 00:13:42.445 I have a ring last night. 261 00:13:42.785 --> 00:13:44.845 Oh, let me talk to the PMO director. 262 00:13:45.625 --> 00:13:50.325 That's the kind of things that I consider high impact PMO 263 00:13:50.665 --> 00:13:51.665 To me. So, so, 264 00:13:51.665 --> 00:13:52.925 so I'd love to come to some 265 00:13:52.925 --> 00:13:54.645 of the questions from the audience, Tony. 266 00:13:54.645 --> 00:13:57.605 Mm-hmm. If I may. So, so the first thing is, you know, 267 00:13:57.605 --> 00:13:59.045 we're, we're using this word value. 268 00:13:59.745 --> 00:14:03.445 Mm-hmm. And Angelique, um, uh, who I, 269 00:14:04.115 --> 00:14:05.365 good to see you Angelique. 270 00:14:05.625 --> 00:14:09.725 Um, uh, she asked the question, 271 00:14:09.785 --> 00:14:10.965 who defines the values? 272 00:14:12.105 --> 00:14:16.165 And there's a related question from Sarah, which is, um, 273 00:14:16.655 --> 00:14:19.205 whose responsibility is it to communicate the strategy 274 00:14:19.905 --> 00:14:21.405 to the, to the PMO? 275 00:14:21.425 --> 00:14:22.445 So, if 33% 276 00:14:22.445 --> 00:14:24.965 of execs believe the PMO don't understand the strategy, 277 00:14:25.795 --> 00:14:28.685 then surely the execs aren't communicating it clearly. 278 00:14:29.065 --> 00:14:31.725 So those, those questions are probably linked a little bit. 279 00:14:32.705 --> 00:14:34.805 Yes, sir. Um, so, so what do you think? 280 00:14:34.805 --> 00:14:35.805 What, what are your thoughts? 281 00:14:36.515 --> 00:14:40.525 Yeah. Well, so the first thing the value is, 282 00:14:41.105 --> 00:14:43.245 is very, uh, ambiguous. 283 00:14:43.425 --> 00:14:47.685 Uh, because values depends on the people 284 00:14:48.395 --> 00:14:51.925 that you serving, um, in, in that case. 285 00:14:52.185 --> 00:14:57.165 Um, uh, so America Pinto, uh, they come up with the concepts 286 00:14:57.165 --> 00:14:58.405 of perception of value. 287 00:14:58.825 --> 00:15:02.445 So what is value for your customers, 288 00:15:03.115 --> 00:15:04.205 your stakeholders? 289 00:15:04.675 --> 00:15:06.765 They are the one that they need to decide 290 00:15:07.155 --> 00:15:08.445 what is value for them. 291 00:15:09.585 --> 00:15:13.325 So if they consider value is to, uh, 292 00:15:14.475 --> 00:15:19.085 grow revenue, or that's value, if they consider value, 293 00:15:19.345 --> 00:15:24.005 is to, uh, increasing market share that's value 294 00:15:24.025 --> 00:15:28.325 for them, the operational efficiency, that value for them, 295 00:15:29.105 --> 00:15:31.485 uh, reputation, that value for them. 296 00:15:31.865 --> 00:15:34.165 So that's something that you need to figure out. 297 00:15:34.195 --> 00:15:38.325 What value for your customers, your PMO customers? 298 00:15:40.165 --> 00:15:42.505 And, and the, and there's two sides to this, right? 299 00:15:42.525 --> 00:15:46.265 The one side is about what's valuable to, 300 00:15:46.485 --> 00:15:49.945 to the PMOs customers as services, right? 301 00:15:50.005 --> 00:15:53.385 So, so the executives might want, you know, visibility 302 00:15:53.525 --> 00:15:57.145 and control, whereas the project managers might want a, 303 00:15:57.245 --> 00:15:59.425 you know, lightweight templates don't do too much, 304 00:15:59.425 --> 00:16:01.185 don't go over crazy with your templates, right? 305 00:16:01.205 --> 00:16:03.225 But they want a little bit of structure just 306 00:16:03.225 --> 00:16:04.745 to help 'em be more effective, right? 307 00:16:04.765 --> 00:16:07.385 And helpful. Or maybe they want some reporting help, 308 00:16:07.445 --> 00:16:09.265 or they want some other kind of help, right? 309 00:16:09.685 --> 00:16:11.785 So there's that kind of value. Mm-hmm. 310 00:16:11.925 --> 00:16:14.425 But the, but when, when Tony's talking about value focused 311 00:16:14.865 --> 00:16:17.745 delivery here, that's about the value of the, 312 00:16:17.745 --> 00:16:19.505 that the project's gonna deliver, right? 313 00:16:19.605 --> 00:16:21.425 So, not the outputs, not the deliverables, 314 00:16:21.805 --> 00:16:24.105 but the business impact, right? 315 00:16:24.325 --> 00:16:26.945 So, shift from being about the duck, right? 316 00:16:26.975 --> 00:16:29.025 It's not about the duck. We don't care about the duck, 317 00:16:29.045 --> 00:16:30.185 the boy duck or a girl duck. 318 00:16:30.185 --> 00:16:31.545 We don't care. We just want eggs. 319 00:16:31.965 --> 00:16:34.225 We want the value from the projects. 320 00:16:34.765 --> 00:16:37.065 And so this value focused delivery is all about 321 00:16:37.705 --> 00:16:40.585 focusing on the eggs, focusing on the business impact. 322 00:16:41.565 --> 00:16:43.985 Um, so, so there's a really, there, 323 00:16:43.985 --> 00:16:47.105 there's another statistic, Tony, which was, you know, 324 00:16:47.105 --> 00:16:48.785 because you're talking about strategic alignment 325 00:16:48.785 --> 00:16:51.145 and value focus there, uh, no. 326 00:16:51.305 --> 00:16:53.305 Brilliant. Do, do you know what, dive into this? 327 00:16:53.505 --> 00:16:55.225 'cause I think you're probably gonna answer the question I 328 00:16:55.225 --> 00:16:56.785 was about to ask, so I'll, I'll shut it. 329 00:16:57.135 --> 00:17:00.675 Okay. Go for it. Go, go, go. 330 00:17:01.185 --> 00:17:04.275 Yeah. I, I like frameworks, uh, um, uh, models. 331 00:17:04.735 --> 00:17:09.345 Um, so I trying to make a framework for everything 332 00:17:10.005 --> 00:17:12.465 or, uh, a models or everything. 333 00:17:13.005 --> 00:17:16.665 So, uh, what makes A-A-P-M-O high impact? 334 00:17:17.895 --> 00:17:22.315 So let me ask the audience, what do you think, what makes 335 00:17:23.325 --> 00:17:24.605 a PMO high impact? 336 00:17:27.635 --> 00:17:30.175 So this means that you, gu you guys need to jump into the, 337 00:17:30.275 --> 00:17:32.775 uh, uh, jump into the chat. 338 00:17:33.285 --> 00:17:37.215 What do you think, uh, what, what makes a PMO high impact? 339 00:17:38.895 --> 00:17:39.895 Any thoughts? 340 00:17:44.705 --> 00:17:47.565 Uh, I can see the, the chat too, 341 00:17:48.015 --> 00:17:51.045 Level of trust when you help organizations 342 00:17:51.045 --> 00:17:52.365 realize their strategic goals. 343 00:17:52.525 --> 00:17:53.525 I like that one, Ethan. 344 00:17:54.225 --> 00:17:55.765 Mm-hmm. That's nice. 345 00:17:59.825 --> 00:18:02.445 Uh, projects deliver on their promises, guy. 346 00:18:02.445 --> 00:18:04.925 That's a really interesting way of putting it. 347 00:18:06.555 --> 00:18:11.275 Yeah. Uh, value to the leaders, they're driving 348 00:18:11.775 --> 00:18:13.395 to the business needs and goals. 349 00:18:15.145 --> 00:18:17.035 Achieving business goals. I love it. 350 00:18:17.035 --> 00:18:19.835 Everybody's talking about eggs here. I'm loving it. 351 00:18:20.585 --> 00:18:25.315 Exactly. So, um, a framework, uh, 352 00:18:25.345 --> 00:18:26.595 that it can help. 353 00:18:26.615 --> 00:18:29.075 And, uh, so I would say, uh, nothing is perfect. 354 00:18:29.175 --> 00:18:31.915 And there are different approaches how to get there, 355 00:18:31.915 --> 00:18:35.875 because everybody knows what the, uh, c-suites are, 356 00:18:36.015 --> 00:18:38.875 are waiting, and everyone wanna be successful. 357 00:18:39.135 --> 00:18:41.115 Uh, I am a people person. 358 00:18:41.795 --> 00:18:46.515 I believe everyone wanna be, uh, successful, recognized 359 00:18:46.615 --> 00:18:48.715 for what they are to the organization, 360 00:18:48.855 --> 00:18:51.395 but sometimes we don't know how to do it. 361 00:18:52.175 --> 00:18:54.175 So, uh, 362 00:18:54.315 --> 00:18:57.975 and that's, uh, that I trying to, to create frameworks 363 00:18:57.975 --> 00:19:00.655 that facilitate the process to, to getting there. 364 00:19:01.275 --> 00:19:03.655 So, uh, I came up with this framework. 365 00:19:03.955 --> 00:19:08.255 So first you need to start with the vision and the mandate. 366 00:19:08.555 --> 00:19:10.535 So you need to have a mission. 367 00:19:11.355 --> 00:19:14.775 Uh, we are in a world, so what 368 00:19:15.655 --> 00:19:16.875 you gonna achieve? 369 00:19:17.345 --> 00:19:18.675 What, uh, you need 370 00:19:18.675 --> 00:19:20.595 to understand the purpose of what you're doing. 371 00:19:20.695 --> 00:19:22.555 So that's the, in the, the, the pick 372 00:19:22.555 --> 00:19:25.315 of the pyramid is the vision and mandate. 373 00:19:25.575 --> 00:19:29.675 So now you need to establish the mandate, why we assist. 374 00:19:31.305 --> 00:19:34.645 And also, but you need to start first with the organization. 375 00:19:34.745 --> 00:19:36.045 Why the company assist. 376 00:19:37.805 --> 00:19:42.185 Um, after you understand that, that, you know, I'm here 377 00:19:42.255 --> 00:19:45.465 because I going to contribute 378 00:19:45.565 --> 00:19:47.385 to the success of this organization. 379 00:19:47.585 --> 00:19:49.505 I know the business. One of the questions 380 00:19:49.505 --> 00:19:53.545 that I do when I do consulting first is on making sure if 381 00:19:53.565 --> 00:19:56.065 you understand the business, how we make money, 382 00:19:56.365 --> 00:20:00.145 how we consider, uh, the other day I was in a company, um, 383 00:20:00.285 --> 00:20:03.265 in a consulting for A PMO that they are establishing. 384 00:20:03.725 --> 00:20:06.785 And so I asked the audience, so how we make money? 385 00:20:07.045 --> 00:20:11.705 So, so what makes us the number one in our market? 386 00:20:12.285 --> 00:20:14.705 So you need to understand that if you understand that. 387 00:20:15.525 --> 00:20:18.185 So, uh, uh, you need to do something else. 388 00:20:18.725 --> 00:20:20.145 So then after that, 389 00:20:20.645 --> 00:20:24.265 the next step in the framework is you need to establish the, 390 00:20:24.565 --> 00:20:26.065 uh, governance structure. 391 00:20:26.885 --> 00:20:30.385 You need to be organized. It is, is like in the military. 392 00:20:30.485 --> 00:20:33.745 So you need to have the right people, the right structure 393 00:20:34.565 --> 00:20:35.945 to make you successful. 394 00:20:36.815 --> 00:20:40.835 And also, uh, you need to have a maturity path. 395 00:20:41.055 --> 00:20:45.355 The other days, uh, um, uh, we had, uh, an invited guest 396 00:20:45.495 --> 00:20:49.405 for, um, eh, in a webinar that we delivered, 397 00:20:49.545 --> 00:20:50.845 uh, Jenny Fowler. 398 00:20:51.305 --> 00:20:54.885 And, and she was talking about, uh, uh, 399 00:20:55.805 --> 00:20:58.205 sometime we wanna, um, start 400 00:20:58.955 --> 00:21:00.845 running without growing. 401 00:21:01.385 --> 00:21:03.125 So, eh, maturity path. 402 00:21:03.385 --> 00:21:06.205 So she was saying, so any things 403 00:21:06.205 --> 00:21:08.965 that you're gonna do in A PMO, you need to give your time, 404 00:21:09.795 --> 00:21:10.805 give it a year. 405 00:21:11.265 --> 00:21:15.885 Or if you wanna be on a level, uh, four 406 00:21:16.065 --> 00:21:21.005 or, uh, so first that takes us about three year, two, two 407 00:21:21.265 --> 00:21:22.525 to three year cycle. 408 00:21:23.145 --> 00:21:26.445 So maturity pastor, you need to have a Roma. 409 00:21:26.505 --> 00:21:30.965 How you going to grow and serve better the organization, uh, 410 00:21:30.985 --> 00:21:32.405 the value delivery model. 411 00:21:32.745 --> 00:21:35.645 So everything's need to be measured. 412 00:21:35.645 --> 00:21:38.925 If you can, uh, measure, you can control it. 413 00:21:39.145 --> 00:21:41.805 So you need to establish a KPIs. 414 00:21:41.915 --> 00:21:46.485 That KPIs not a a, a book of metrics 415 00:21:46.705 --> 00:21:47.725 and those kind of thing. 416 00:21:47.985 --> 00:21:50.845 Key KPIs. What make this organization successful? 417 00:21:51.075 --> 00:21:52.485 Like in the car, in the car, 418 00:21:52.725 --> 00:21:55.165 I take care about the heating other, the car, 419 00:21:55.275 --> 00:21:56.325 take care about the gas 420 00:21:56.425 --> 00:22:00.445 and in speed that there's a lot of other metrics, uh, 421 00:22:00.445 --> 00:22:03.645 when you driving a car that you focus on those three. 422 00:22:04.305 --> 00:22:07.125 So benefit tracking, the benefit realization, 423 00:22:07.145 --> 00:22:08.365 are you gonna measure that? 424 00:22:08.865 --> 00:22:12.645 And the other one. So it's a never ending story. 425 00:22:12.975 --> 00:22:14.365 Continuous evolution. 426 00:22:15.225 --> 00:22:18.645 Now, a lot of organization moving to ai, 427 00:22:19.205 --> 00:22:21.325 'cause that's that we should do. 428 00:22:21.745 --> 00:22:25.285 But tomorrow, I don't know what other things going, uh, 429 00:22:25.585 --> 00:22:26.765 uh, we're gonna have available. 430 00:22:27.265 --> 00:22:30.285 So, continuous improvement, not only, um, 431 00:22:30.785 --> 00:22:32.685 so think about the three things that, 432 00:22:32.795 --> 00:22:35.205 that are important in organizations are people, 433 00:22:36.845 --> 00:22:38.685 technologies, and processes. 434 00:22:39.585 --> 00:22:41.765 So all the improvements should be around that. 435 00:22:43.245 --> 00:22:46.865 So, uh, so this is a, a simple framework 436 00:22:47.215 --> 00:22:48.905 that you can implement. 437 00:22:49.605 --> 00:22:53.145 Um, so I have a, I think I have a case study that, 438 00:22:53.295 --> 00:22:54.305 that have a sample. 439 00:22:54.525 --> 00:22:56.145 So how can you draft that? 440 00:22:59.685 --> 00:23:04.465 And so I think that we don't gonna have time for SOI, 441 00:23:05.005 --> 00:23:09.585 but, uh, from this, uh, pyramid, so the SOI was 442 00:23:09.585 --> 00:23:13.025 to set assess your PMO across the issue of the, 443 00:23:13.805 --> 00:23:15.425 eh, the pillars. 444 00:23:16.045 --> 00:23:20.385 So, uh, you can implement this plan in your organization 445 00:23:20.645 --> 00:23:23.425 to establish a, a, a scalable, uh, 446 00:23:23.425 --> 00:23:25.265 project management, uh, office. 447 00:23:26.245 --> 00:23:30.425 So, um, the first is to assess, identify the strengths 448 00:23:30.925 --> 00:23:32.585 and place your PMO. 449 00:23:32.585 --> 00:23:36.345 Where are you right now in the maturity to start, uh, 450 00:23:37.055 --> 00:23:41.705 growing and, uh, moving that path to, to excellence, 451 00:23:43.085 --> 00:23:45.565 um, and then the proposed actions. 452 00:23:50.685 --> 00:23:52.465 So, so there's a couple of quick kind 453 00:23:52.465 --> 00:23:53.505 of comments and questions. 454 00:23:53.805 --> 00:23:56.305 Mm-hmm. Uh, I dunno if this is a good time just to pause 455 00:23:56.405 --> 00:23:57.985 for a second, right? 456 00:23:58.965 --> 00:24:03.185 So, so the, the first one is about, I wanna come back 457 00:24:03.185 --> 00:24:07.705 to the question from Cs about, um, whose job is it, right? 458 00:24:07.705 --> 00:24:11.145 Because we're talking about all these capabilities, and, 459 00:24:11.165 --> 00:24:14.585 and the top of that pyramid was about, you know, goals, 460 00:24:14.855 --> 00:24:17.185 understanding what are the goals, the, 461 00:24:17.245 --> 00:24:18.425 the, on the previous pages. 462 00:24:18.565 --> 00:24:19.665 So what are, what, um, 463 00:24:19.665 --> 00:24:21.265 understanding, you know, what are the goals? 464 00:24:21.365 --> 00:24:23.825 And you, you, when you said, uh, 465 00:24:23.845 --> 00:24:26.425 you said something like understanding the goals 466 00:24:26.425 --> 00:24:29.105 of the organization or the strategy of the organization, 467 00:24:29.485 --> 00:24:31.105 and there are a couple of comments going, oh, yeah. 468 00:24:31.105 --> 00:24:32.345 Like anybody understands that. 469 00:24:33.125 --> 00:24:37.825 Um, so Sirius asked the question, whose responsibility is it 470 00:24:38.565 --> 00:24:39.665 to cascade that vision? 471 00:24:40.095 --> 00:24:42.185 Well, I, I gotta say, in my opinion, 472 00:24:42.485 --> 00:24:44.585 and feel free to disagree, right? 473 00:24:45.825 --> 00:24:48.505 Actually, as a PMO leader, it's your responsibility 474 00:24:48.605 --> 00:24:51.225 to go out there and figure it out. 475 00:24:52.325 --> 00:24:53.505 No one's gonna give it to you. 476 00:24:54.565 --> 00:24:57.645 Nobody's going to magically hand you a book 477 00:24:57.645 --> 00:24:58.885 that tells you everything you need to do. 478 00:24:59.425 --> 00:25:01.125 You need to do exactly what Tony said. 479 00:25:01.145 --> 00:25:04.005 You need to go and understand what are the drivers 480 00:25:04.105 --> 00:25:06.845 of the business, what are the levers 481 00:25:06.845 --> 00:25:08.405 that help us be more successful? 482 00:25:08.405 --> 00:25:09.725 What are the goals that we're trying 483 00:25:09.725 --> 00:25:10.805 to achieve as a business? 484 00:25:11.545 --> 00:25:13.685 If that means you gotta go and take people out for lunch 485 00:25:13.785 --> 00:25:15.645 or a coffee and talk to them, 486 00:25:15.795 --> 00:25:16.845 then that's what you need to do. 487 00:25:17.945 --> 00:25:19.765 Um, food always helps. 488 00:25:19.865 --> 00:25:21.645 By the way, food and drink always helps. 489 00:25:22.785 --> 00:25:25.005 Um, uh, and, uh, 490 00:25:25.145 --> 00:25:27.645 but sometimes you gotta, you can do it more formally, right? 491 00:25:27.745 --> 00:25:30.285 You can go and, and actually talk to the leadership team 492 00:25:30.285 --> 00:25:32.365 and ask them and just say, and, 493 00:25:32.505 --> 00:25:34.405 or you can read the strategy documents. 494 00:25:34.505 --> 00:25:36.525 Uh, we've got a little AI agent that we use 495 00:25:37.175 --> 00:25:38.845 where when we're working with customers, 496 00:25:38.905 --> 00:25:41.525 we take all the strategy documents we can get our hands on, 497 00:25:41.945 --> 00:25:44.725 and we drop them into this little agent that's been trained 498 00:25:45.385 --> 00:25:46.445 to look for signals. 499 00:25:46.585 --> 00:25:49.605 And then it comes back with kind of the summary of 500 00:25:49.635 --> 00:25:53.645 what we think the prioritization criteria should be based 501 00:25:53.645 --> 00:25:55.565 off all the strategy documents, right? 502 00:25:55.615 --> 00:25:58.925 Great starting point. There's so much you can do to go 503 00:25:58.945 --> 00:25:59.965 and figure it out. 504 00:26:00.455 --> 00:26:02.085 Don't wait for someone to give it to you, 505 00:26:02.085 --> 00:26:03.085 would be my suggestion. 506 00:26:03.755 --> 00:26:05.285 Yeah, definitely. 507 00:26:05.705 --> 00:26:09.885 Uh, uh, so one of the things that I say, um, is 508 00:26:10.035 --> 00:26:12.045 that we need to switch. 509 00:26:12.385 --> 00:26:17.045 Um, uh, our mindset is not about, uh, 510 00:26:17.505 --> 00:26:21.395 asking is also, uh, helping 511 00:26:21.735 --> 00:26:22.835 to co-create. 512 00:26:24.185 --> 00:26:26.445 Uh, but how are you going to co-create, 513 00:26:26.465 --> 00:26:27.725 but you don't understand. 514 00:26:28.065 --> 00:26:31.925 So you need to be, become, uh, a student, uh, 515 00:26:32.015 --> 00:26:33.485 passionate about the business. 516 00:26:34.495 --> 00:26:37.725 Let's say, uh, most of my experience have been in the, uh, 517 00:26:37.725 --> 00:26:39.245 financial sector in banking, 518 00:26:41.025 --> 00:26:44.985 but I took the time to understand the business. 519 00:26:45.215 --> 00:26:47.545 It's like a, a, you need to pretend 520 00:26:47.545 --> 00:26:49.425 that you are the owner of the business. 521 00:26:50.165 --> 00:26:54.585 So you need to have the same, uh, passions about the, 522 00:26:54.855 --> 00:26:57.065 what the, the, the senior leadership have. 523 00:26:57.605 --> 00:27:00.985 So in that way, you are gonna be one of them, 524 00:27:01.805 --> 00:27:06.705 and you can, um, uh, ask them to help in the co-creation, 525 00:27:06.705 --> 00:27:09.225 because it's not like a, uh, I gonna go 526 00:27:09.225 --> 00:27:11.505 and talk to a steward, steward, the CEO, 527 00:27:11.725 --> 00:27:14.585 and just gonna take no, but what he thinking. 528 00:27:14.725 --> 00:27:18.385 So what you doing, that's a, a reactive way 529 00:27:18.805 --> 00:27:20.065 of, of management. 530 00:27:20.405 --> 00:27:21.865 So you need to be proactive. 531 00:27:22.325 --> 00:27:25.145 So I need to know, for example, uh, something 532 00:27:25.145 --> 00:27:28.585 that is happening in the world right now is the tariff from 533 00:27:29.085 --> 00:27:30.505 us, from our government. 534 00:27:31.125 --> 00:27:34.425 So, uh, how many, uh, leaders think, so 535 00:27:34.485 --> 00:27:37.505 how the tariff will impact my business? 536 00:27:38.245 --> 00:27:40.065 And that's the external factor. 537 00:27:40.205 --> 00:27:44.315 So you need to be aware what is going out of the, 538 00:27:45.015 --> 00:27:46.835 the four words that, I mean, 539 00:27:46.955 --> 00:27:48.835 I say the four of your own company. 540 00:27:49.015 --> 00:27:50.275 You need to go out 541 00:27:50.335 --> 00:27:52.955 and see the external factor that impact your business 542 00:27:53.095 --> 00:27:56.555 and understand that, because that's the, the, I would say 543 00:27:56.795 --> 00:27:58.475 that usually the pain points 544 00:27:58.615 --> 00:28:01.915 and the concerns that the senior leadership has, they are, 545 00:28:02.335 --> 00:28:03.595 uh, care about the market. 546 00:28:03.595 --> 00:28:06.835 They're about about policy, they're about compe competition. 547 00:28:07.375 --> 00:28:08.995 Um, they're about innovation, 548 00:28:08.995 --> 00:28:10.395 technology, all of those things. 549 00:28:10.495 --> 00:28:13.475 But you need to be a master of your own business to, 550 00:28:13.615 --> 00:28:16.755 in order to, to pitch the right message 551 00:28:17.095 --> 00:28:18.755 and connect with the C-suite. 552 00:28:19.415 --> 00:28:24.075 So the definition should come from them, but don't go as a, 553 00:28:24.465 --> 00:28:26.035 because sometimes they don't know. 554 00:28:27.115 --> 00:28:28.765 They don't know what they need. 555 00:28:29.665 --> 00:28:31.885 Uh, so if you go just taking notes, 556 00:28:31.945 --> 00:28:33.805 so you are taking the wrong notes. 557 00:28:36.205 --> 00:28:37.255 Yeah. And, 558 00:28:37.275 --> 00:28:39.295 and you mentioned a book earlier on, uh, 559 00:28:39.295 --> 00:28:41.135 the Impact Engine by Laura Barnard. 560 00:28:41.515 --> 00:28:43.855 Mm-hmm. Uh, Gregor kindly put the link 561 00:28:43.955 --> 00:28:45.415 to the book in the chat. 562 00:28:45.515 --> 00:28:47.695 Gregor, if you still have it, if you could do that again 563 00:28:47.695 --> 00:28:50.375 for everyone, um, if you want to know 564 00:28:50.375 --> 00:28:51.495 how to have that discussion. 565 00:28:51.965 --> 00:28:53.815 Yeah, that's the book. That's the one I usually 566 00:28:53.815 --> 00:28:55.015 have a copy lying around. 567 00:28:55.095 --> 00:28:56.935 I don't have one today for some reason. 568 00:28:57.215 --> 00:28:58.815 I think I gave it away, actually. 569 00:28:59.015 --> 00:29:00.375 I think I sent it to Angeliki. 570 00:29:00.995 --> 00:29:05.175 Um, anyway, the, um, uh, the point of that book is 571 00:29:05.175 --> 00:29:07.175 that one of the really good things in 572 00:29:07.175 --> 00:29:09.975 that book is it gives you a recipe, gives you a framework 573 00:29:10.755 --> 00:29:13.255 for having that conversation with the business, 574 00:29:13.955 --> 00:29:17.735 for discovering what are the pain points for discovering 575 00:29:17.885 --> 00:29:18.975 what is the strategy, 576 00:29:19.195 --> 00:29:22.695 and then structuring a PMO to maximize that. 577 00:29:22.835 --> 00:29:24.495 And not in three years, right? 578 00:29:24.635 --> 00:29:27.055 But doing it in, you know, 90 day sprints. 579 00:29:27.055 --> 00:29:30.055 So you're always delivering incrementally more value 580 00:29:30.475 --> 00:29:31.575 to the organization. 581 00:29:32.235 --> 00:29:36.695 Uh, and when you do that, you end up co-creating a vision 582 00:29:37.275 --> 00:29:39.975 for what the, the PMO is and what it should be 583 00:29:39.975 --> 00:29:42.220 and what it could be, and how it'll evolve over time. 584 00:29:43.105 --> 00:29:46.045 Um, so, uh, so I strongly recommend that book 585 00:29:46.045 --> 00:29:48.205 for anyone who's, who's on that journey. 586 00:29:48.915 --> 00:29:50.845 Yeah, brilliant. Tony, over, over to you. 587 00:29:50.845 --> 00:29:52.165 We, we have more questions in chat, 588 00:29:52.165 --> 00:29:53.725 but I'm gonna give you some more space now, 589 00:29:53.945 --> 00:29:54.885 and then we'll come back to these 590 00:29:54.885 --> 00:29:55.845 other questions in a while. 591 00:29:56.435 --> 00:30:00.165 Yeah. Uh, I believe in co-creation, um, 592 00:30:00.555 --> 00:30:05.165 because participation, uh, take you to, uh, 593 00:30:05.315 --> 00:30:09.405 committed people if I don't participate is 594 00:30:10.105 --> 00:30:13.885 you own decision is you own way of thinking. 595 00:30:14.425 --> 00:30:17.245 But if I participate, I take ownership. 596 00:30:18.215 --> 00:30:21.355 So that's a basic things in management. 597 00:30:21.655 --> 00:30:25.475 If I, um, eh, co-create, that means 598 00:30:25.785 --> 00:30:30.195 that I take people into a room and we have 599 00:30:30.375 --> 00:30:31.915 and made them important. 600 00:30:32.135 --> 00:30:34.355 So they are the, the one that deciding. 601 00:30:35.345 --> 00:30:37.285 So the other days, um, in that, 602 00:30:37.395 --> 00:30:41.085 that was in another countries that, uh, I just had a group 603 00:30:41.085 --> 00:30:42.765 of managers in the room 604 00:30:43.545 --> 00:30:45.725 and they decided what was the problem 605 00:30:45.825 --> 00:30:47.485 and what the potential solution. 606 00:30:47.545 --> 00:30:49.285 So I just put that in a papers 607 00:30:49.465 --> 00:30:52.085 and send it to, uh, the senior leadership. 608 00:30:52.105 --> 00:30:54.485 And they said, that's exactly that we were looking for, 609 00:30:55.025 --> 00:30:56.565 but I didn't do anything. 610 00:30:56.635 --> 00:31:01.395 They did it. That's the, we make a couple of exercises to, 611 00:31:01.975 --> 00:31:05.435 um, understand the pain points of the potential solution. 612 00:31:05.435 --> 00:31:06.635 They gave the solution. 613 00:31:06.655 --> 00:31:09.595 So I didn't, uh, recommend anything from my myself. 614 00:31:09.595 --> 00:31:12.715 They did it. So that's the, the thing of co-creation. 615 00:31:12.975 --> 00:31:15.475 And they are supporting those because they did it. 616 00:31:15.895 --> 00:31:18.475 It wasn't like a consultant came from somewhere 617 00:31:18.655 --> 00:31:20.835 and told me what I need to do. 618 00:31:21.065 --> 00:31:22.435 They know what I need to do, 619 00:31:22.855 --> 00:31:25.155 but the management is supporting them doing. 620 00:31:25.775 --> 00:31:27.915 So. I, high impact PMOs should 621 00:31:28.625 --> 00:31:31.115 deliver from functional portfolio visibility. 622 00:31:31.115 --> 00:31:33.875 Everybody need to know what's going on. 623 00:31:34.495 --> 00:31:37.275 Uh, executive decision support, um, 624 00:31:37.785 --> 00:31:41.675 risk mitigation is important from the S standpoint. 625 00:31:42.255 --> 00:31:46.035 And again, the value driven, or I could focus 626 00:31:46.255 --> 00:31:47.475 or value realization. 627 00:31:47.735 --> 00:31:51.315 So a lot of people, uh, talks about benefication, 628 00:31:51.495 --> 00:31:55.115 but are you actually doing ization in your organization? 629 00:31:55.735 --> 00:32:00.155 So, uh, that's a high impact PMO should deliver. 630 00:32:03.085 --> 00:32:04.105 So I have a question. 631 00:32:04.205 --> 00:32:06.505 Uh, I have many slides that, 632 00:32:06.685 --> 00:32:10.505 so you can answer those question is you, uh, PMO design just 633 00:32:11.045 --> 00:32:14.505 to manage or to execute. 634 00:32:16.555 --> 00:32:19.575 Ah, okay. So you're asking the audience, Tony. 635 00:32:20.285 --> 00:32:23.455 Yeah. So if they can just, uh, interact with us. 636 00:32:23.795 --> 00:32:28.735 So is your PMO design for administration or execution? 637 00:32:32.585 --> 00:32:36.165 So that's, uh, another things that, uh, I, 638 00:32:37.565 --> 00:32:40.125 uh, have over the, the year working 639 00:32:40.125 --> 00:32:43.445 with different organization, uh, the, uh, 640 00:32:43.735 --> 00:32:46.285 seven core components of PMO strategy. 641 00:32:47.335 --> 00:32:51.755 So you need to, uh, establish, so A PMO, what is a PMO? 642 00:32:51.895 --> 00:32:56.635 It is a, a department for, for me, uh, is a business unit. 643 00:32:57.015 --> 00:32:59.395 If you need to make a business units 644 00:32:59.395 --> 00:33:02.795 because you support the business, uh, 645 00:33:03.135 --> 00:33:05.275 it is not a support department for me. 646 00:33:05.275 --> 00:33:09.235 When people say, well, we are, uh, to, uh, we assist 647 00:33:09.255 --> 00:33:12.835 to support the project managers, um, the 648 00:33:13.395 --> 00:33:14.515 function manager, the business. 649 00:33:14.935 --> 00:33:17.755 So that's, uh, for me, that's reactive. 650 00:33:18.375 --> 00:33:21.955 So you are the business, like, uh, uh, 651 00:33:22.345 --> 00:33:26.715 when I started in technology, the data processing, uh, 652 00:33:26.735 --> 00:33:31.235 center, they will support now, uh, technology 653 00:33:31.745 --> 00:33:34.635 with all the digital transformation is the business 654 00:33:35.215 --> 00:33:36.315 no support function. 655 00:33:36.495 --> 00:33:37.595 We are the business. 656 00:33:38.015 --> 00:33:39.795 So the same thing that with PMO, 657 00:33:40.055 --> 00:33:42.715 but those are the seven components of the PMO strategy. 658 00:33:42.815 --> 00:33:44.115 You need to establish a vision 659 00:33:44.215 --> 00:33:47.795 and mission aligned with the vision 660 00:33:48.015 --> 00:33:49.235 and mission of the organization. 661 00:33:50.885 --> 00:33:55.495 Uh, organizational alignment and the maturity 662 00:33:55.675 --> 00:33:57.255 and the evolution roadmaps. 663 00:33:57.515 --> 00:34:01.495 So the value journey, uh, define the metrics, 664 00:34:02.245 --> 00:34:05.455 KPIs, OKRs, customer engagement. 665 00:34:05.875 --> 00:34:10.615 So the, uh, PMO practice guy from PMI, they have a lot 666 00:34:10.615 --> 00:34:13.455 of thing about customer centric organization. 667 00:34:13.555 --> 00:34:17.135 So you can learn from, from the, they have a roadmap, um, 668 00:34:17.515 --> 00:34:19.855 the PMO, uh, customer lifecycle. 669 00:34:20.395 --> 00:34:23.255 So I recommend you to, uh, take a look. 670 00:34:23.255 --> 00:34:25.855 Your are PMI member, you have access to the 671 00:34:26.535 --> 00:34:28.735 practice guide, uh, free. 672 00:34:30.965 --> 00:34:34.505 So this component, we had you to create a foundation 673 00:34:34.605 --> 00:34:36.505 for long-term value. 674 00:34:41.275 --> 00:34:43.735 So going to, I don't think 675 00:34:43.735 --> 00:34:45.135 that we're gonna have the time to go. 676 00:34:45.195 --> 00:34:48.095 So, uh, they're gonna have access to the slides. 677 00:34:48.155 --> 00:34:50.775 So I I shared it with you. Yeah, yeah. Mm-hmm. Yeah. 678 00:34:50.835 --> 00:34:54.655 So you, you can take for example, when I said that, um, 679 00:34:54.965 --> 00:34:57.215 this is the roadmap for aligning, 680 00:34:57.215 --> 00:34:59.295 because a lot of people talk about alignment. 681 00:34:59.595 --> 00:35:02.095 So, uh, PMO should be aligned 682 00:35:02.095 --> 00:35:03.535 with organizational strategies. 683 00:35:03.555 --> 00:35:07.735 But how I do that, so I created like a, a four steps 684 00:35:08.085 --> 00:35:11.255 that you can, uh, working alignment 685 00:35:11.725 --> 00:35:13.135 with the strategic goals. 686 00:35:14.195 --> 00:35:18.215 Um, so the first, uh, stage is the strategic discovery. 687 00:35:18.475 --> 00:35:20.935 So what activities you're gonna do there 688 00:35:21.235 --> 00:35:23.895 to review the strategic plan that you were saying. 689 00:35:24.075 --> 00:35:27.775 So you need to go into those document that 690 00:35:28.205 --> 00:35:31.015 what I figured out in certain country, 691 00:35:32.195 --> 00:35:33.535 that's like a top secret, 692 00:35:34.045 --> 00:35:38.765 because they say, I, I talked to one PMO, uh, manager, 693 00:35:39.025 --> 00:35:41.405 and I say, I don't have access to that information. 694 00:35:42.265 --> 00:35:45.125 My senior leadership that says it's not top secret. 695 00:35:45.355 --> 00:35:46.845 They, they don't share the strategy, 696 00:35:47.345 --> 00:35:51.525 but you need to look, if you don't have a formal written 697 00:35:52.045 --> 00:35:56.685 documentation, so do some observation 698 00:35:56.755 --> 00:35:58.725 finding, but you need to find it. 699 00:35:59.385 --> 00:36:04.085 So review the strategic plan, um, stakeholder engagement. 700 00:36:05.065 --> 00:36:07.485 So you need to, to talk to them. 701 00:36:07.665 --> 00:36:11.165 So you need to develop the connection, uh, 702 00:36:11.435 --> 00:36:13.485 with the stakeholder, with your customers. 703 00:36:15.525 --> 00:36:16.705 So a difference. 704 00:36:16.725 --> 00:36:18.985 So if you go into the PMO practice guide, 705 00:36:18.985 --> 00:36:21.185 there is a difference of PMO stakeholders 706 00:36:21.645 --> 00:36:23.425 and the PMO customers. 707 00:36:24.005 --> 00:36:27.345 And you can have one customer that also a stakeholder, 708 00:36:27.645 --> 00:36:29.065 but there are two different things. 709 00:36:30.325 --> 00:36:33.105 Um, there, uh, you need to assess where you are. 710 00:36:33.405 --> 00:36:37.225 So in order to establish a, uh, roadmap, so you need 711 00:36:37.225 --> 00:36:38.785 to understand where you are 712 00:36:38.925 --> 00:36:41.905 and where you wanna, uh, be to identify those gaps 713 00:36:42.485 --> 00:36:44.825 and define the, uh, some these things. 714 00:36:45.935 --> 00:36:48.675 So I like to keep the momentum. 715 00:36:48.895 --> 00:36:50.475 So you always need to have something. 716 00:36:51.215 --> 00:36:55.035 Um, uh, so I always suggest to, uh, 717 00:36:55.135 --> 00:36:56.315 the, the customers. 718 00:36:56.815 --> 00:37:01.355 So what we are doing, so we are in the innovation path, 719 00:37:01.735 --> 00:37:04.195 so that gonna be your strategic things. 720 00:37:05.165 --> 00:37:08.585 We are in growth, we are, uh, increasing, 721 00:37:09.195 --> 00:37:10.385 let's say, our reputation. 722 00:37:10.405 --> 00:37:13.985 So you need to, to understand that from the organization. 723 00:37:14.125 --> 00:37:18.765 So where you gonna be focused on, uh, 724 00:37:19.065 --> 00:37:22.645 the second stage is to define, uh, 725 00:37:22.705 --> 00:37:24.645 the objectives and alignments. 726 00:37:24.705 --> 00:37:26.285 And there are multiple. So, 727 00:37:26.665 --> 00:37:27.845 So Tony to Tony. 728 00:37:27.855 --> 00:37:29.605 Sorry, sorry to interrupt. So there's a, a bunch 729 00:37:29.605 --> 00:37:32.805 of chatter from various people, including guy and, 730 00:37:32.825 --> 00:37:34.325 and others, Michelle 731 00:37:34.425 --> 00:37:37.765 and others, um, on the, this issue of KPIs. 732 00:37:38.265 --> 00:37:42.165 So I think first of all, we need to be super, super clear. 733 00:37:42.665 --> 00:37:44.525 Mm-hmm. There, there are two types 734 00:37:44.545 --> 00:37:45.845 of KPI that we care about. 735 00:37:48.175 --> 00:37:51.885 There, there, there are the business KPIs. 736 00:37:52.105 --> 00:37:54.685 So these, this is things like revenue growth, market share, 737 00:37:54.965 --> 00:37:57.285 customer satisfaction, things like that, productivity. 738 00:37:59.275 --> 00:38:00.695 That's what the business cares about. 739 00:38:02.165 --> 00:38:05.065 And then there are PMO KPIs, right? 740 00:38:05.085 --> 00:38:07.585 So that might be things like project completions, 741 00:38:07.645 --> 00:38:09.945 and, you know, how many projects actually deliver the 742 00:38:10.065 --> 00:38:11.785 intended benefits and so on and so forth. 743 00:38:11.965 --> 00:38:15.225 Mm-hmm. So, so question from the audience, Tony, is, um, 744 00:38:15.725 --> 00:38:17.425 do you have any, any recommendations 745 00:38:17.645 --> 00:38:20.985 or a list you can share of sample KPIs 746 00:38:21.725 --> 00:38:23.345 for the PMO side of that? 747 00:38:23.345 --> 00:38:24.945 Right? Because every business has its own 748 00:38:25.865 --> 00:38:27.145 business KPIs, right? 749 00:38:27.145 --> 00:38:29.745 So we, there's no, there is no magic bullet, right? 750 00:38:29.805 --> 00:38:34.425 We, we've got a, we actually have a, a, a, an ebook, lenora, 751 00:38:34.425 --> 00:38:36.725 if you're on, perhaps you could share the ebook 752 00:38:36.725 --> 00:38:40.925 to the criteria, uh, ebook, which has, um, 753 00:38:41.615 --> 00:38:44.485 about 80 something criteria. 754 00:38:44.505 --> 00:38:47.285 The criteria are basically business KPIs, uh, 755 00:38:47.285 --> 00:38:50.645 when you're prioritizing, um, so you, so it's got about 80 756 00:38:50.645 --> 00:38:52.205 of them structured into groups. 757 00:38:52.385 --> 00:38:53.605 So if you're interested in that, 758 00:38:53.745 --> 00:38:55.685 that's great, download that ebook. 759 00:38:56.825 --> 00:39:00.325 But for the PMO, the, the, the KPIs for managing the KPO, 760 00:39:00.665 --> 00:39:02.885 for the managing the PMO, Tony, what, 761 00:39:02.915 --> 00:39:04.285 what would you recommend there? 762 00:39:05.745 --> 00:39:09.395 Yeah. So, and you said that, well, so, uh, 763 00:39:11.345 --> 00:39:13.835 KPIs, so I have seen, uh, books 764 00:39:14.295 --> 00:39:16.995 or KPIs that prepared by the PMO, 765 00:39:17.495 --> 00:39:20.835 but they have, uh, like you mentioned, uh, 766 00:39:20.905 --> 00:39:25.195 project management k uh, KPIs that only care, um, 767 00:39:25.375 --> 00:39:28.155 is they only add value to the project managers. 768 00:39:28.655 --> 00:39:32.275 Um, the, the PMO has their own KPIs, 769 00:39:33.055 --> 00:39:37.115 but, um, uh, the KPIs 770 00:39:37.115 --> 00:39:40.915 that the C-suite care about is the business KPIs. 771 00:39:40.935 --> 00:39:44.635 And you need to do the, the same that I'm saying, the, the, 772 00:39:44.855 --> 00:39:47.715 uh, value delivery outcome base. 773 00:39:48.055 --> 00:39:52.715 So you need to attach, um, the KPIs 774 00:39:52.735 --> 00:39:54.915 to the value that you add into the business, 775 00:39:54.985 --> 00:39:57.755 because who cares that you completed the projects? 776 00:39:57.855 --> 00:40:00.995 Uh, you have like, say a hundred percent, uh, 777 00:40:01.025 --> 00:40:03.955 success rate in, in complete projects. 778 00:40:03.955 --> 00:40:08.195 So who care? So, uh, that's the, the kind of 779 00:40:08.975 --> 00:40:11.355 of KPIs I have, um, the, 780 00:40:11.705 --> 00:40:15.675 that we go deeper in the workshop that, that we have 781 00:40:15.735 --> 00:40:19.155 of the certification as a certified business practitioner. 782 00:40:19.735 --> 00:40:24.035 So I have, um, um, menu, so KPIs that I can share 783 00:40:24.865 --> 00:40:28.075 with someones that you send me a, a connect 784 00:40:28.075 --> 00:40:29.235 with me in LinkedIn or, 785 00:40:29.295 --> 00:40:32.155 or send me an email so I can share the list. 786 00:40:32.215 --> 00:40:33.475 So, so you can pick 787 00:40:33.535 --> 00:40:36.275 and choose which one are applicable to you, 788 00:40:36.545 --> 00:40:39.395 because in order to establish KPIs, you also need 789 00:40:39.395 --> 00:40:41.995 to analysis, uh, make an analysis what things you, 790 00:40:42.025 --> 00:40:43.875 what behavior you want from your company. 791 00:40:45.535 --> 00:40:49.795 So, uh, that, that's the reason that I said KPI in a car. 792 00:40:49.895 --> 00:40:53.195 So I, I put too much attention to gas 793 00:40:53.195 --> 00:40:55.515 because I don't wanna my car 794 00:40:55.535 --> 00:40:56.915 to stop in the middle of the highway. 795 00:40:57.715 --> 00:40:59.835 I put, uh, attention to the speed 796 00:40:59.835 --> 00:41:03.795 because I don't wanna get in trouble with, uh, the police, 797 00:41:04.575 --> 00:41:06.115 uh, and those kind of things. 798 00:41:06.535 --> 00:41:11.195 So, uh, but I have a list of, of KPI sample KPIs 799 00:41:11.195 --> 00:41:12.515 that you can pick and choose 800 00:41:12.615 --> 00:41:15.275 and see if they apply to your organization. 801 00:41:18.265 --> 00:41:23.245 Um, the stage is execution enabled meant, uh, in that, 802 00:41:23.625 --> 00:41:25.245 um, a stage. 803 00:41:25.465 --> 00:41:27.285 So we have different activities. 804 00:41:27.705 --> 00:41:30.765 And so what I'm providing you is how you align 805 00:41:31.325 --> 00:41:33.725 a PMO objective with strategic goals. 806 00:41:33.825 --> 00:41:35.565 That's the connection with the business. 807 00:41:35.585 --> 00:41:36.685 So those are the steps. 808 00:41:37.225 --> 00:41:39.285 So activities in that, um, 809 00:41:39.735 --> 00:41:42.245 stage is the portfolio prioritization. 810 00:41:43.145 --> 00:41:47.685 So steward is the magician that with the solutions 811 00:41:48.205 --> 00:41:50.845 campaign choice, if you wanna talk a little bit about 812 00:41:51.905 --> 00:41:56.165 why portfolio prioritization is important in establishing, 813 00:41:56.785 --> 00:42:01.565 um, the alignment with, so I have results, um, eh, 814 00:42:01.705 --> 00:42:04.885 and capability alignment, go governance, calibration 815 00:42:05.585 --> 00:42:07.445 and communication, eh, plan. 816 00:42:08.295 --> 00:42:10.635 Do you have anything to say about the, the, 817 00:42:11.035 --> 00:42:12.675 Well, this is, it's a little unfair. 818 00:42:12.675 --> 00:42:15.235 We've got 10 minutes left. And Tony hands me portfolio 819 00:42:15.235 --> 00:42:18.555 prioritization, resource capacity alignment, right? 820 00:42:18.575 --> 00:42:21.955 That's, that, that's a two hour talk for me right there. 821 00:42:24.455 --> 00:42:26.395 So, I mean, look, we, we have 822 00:42:26.415 --> 00:42:28.635 so much stuff on our website about this. 823 00:42:29.055 --> 00:42:31.555 Um, perhaps Lenore, you could paste one 824 00:42:31.555 --> 00:42:33.955 or two juicy links to get people started. 825 00:42:34.775 --> 00:42:36.155 Um, but this is, 826 00:42:38.905 --> 00:42:41.395 when we look at the services that PMOs offer 827 00:42:41.395 --> 00:42:44.895 around the world, um, there are certain services 828 00:42:46.295 --> 00:42:51.175 that the good ones always offer, right? 829 00:42:51.235 --> 00:42:52.615 The ones that are the value leaders. 830 00:42:52.915 --> 00:42:55.375 Uh, so the PMI did some research a few years ago 831 00:42:55.785 --> 00:42:58.055 where they looked at the, the champions and the, 832 00:42:58.115 --> 00:43:00.775 and everybody else, and the champions were, were, 833 00:43:00.775 --> 00:43:04.935 were the ones who delivered the business benefit 92% 834 00:43:04.955 --> 00:43:07.015 of the time, I think it was, right? 835 00:43:07.555 --> 00:43:08.815 So if any of you are doing that, 836 00:43:08.815 --> 00:43:10.935 that then you're a champion, right? 837 00:43:11.395 --> 00:43:15.275 But the average is more like 65, right? 838 00:43:15.495 --> 00:43:20.475 And so what is it that the, the, that those leaders, 839 00:43:20.475 --> 00:43:22.475 those champions are doing that everybody else isn't 840 00:43:23.825 --> 00:43:26.075 this stuff, this is what they're doing. 841 00:43:26.925 --> 00:43:28.425 So they're doing all the project management 842 00:43:28.425 --> 00:43:29.625 stuff as well, right? 843 00:43:29.625 --> 00:43:31.745 That everybody does. But what they're doing 844 00:43:31.745 --> 00:43:33.825 that's different is this stuff. 845 00:43:33.925 --> 00:43:36.505 So this is the piece that'll take you from 846 00:43:36.745 --> 00:43:38.545 ordinary to extraordinary, 847 00:43:39.275 --> 00:43:40.275 Right? 848 00:43:40.295 --> 00:43:43.305 Yeah. So I, I think that gonna end with, with this. 849 00:43:43.605 --> 00:43:48.145 So in this presentation, when you get the the deck, uh, 850 00:43:48.245 --> 00:43:50.265 you will see there's many framework. 851 00:43:50.845 --> 00:43:54.425 So the idea is not, uh, in order to, uh, 852 00:43:54.455 --> 00:43:56.465 implement the high impact PMO, 853 00:43:56.695 --> 00:43:58.705 that you're gonna do everything at once. 854 00:43:59.635 --> 00:44:02.575 Um, so you need to have focus 855 00:44:02.795 --> 00:44:06.335 or what, what framework you want, uh, to have, for example. 856 00:44:06.635 --> 00:44:11.255 So you are struggling with aligning, uh, the PMO objectives 857 00:44:11.255 --> 00:44:14.735 with strategic goals, these yets organization. 858 00:44:15.155 --> 00:44:16.655 So you can take this framework. 859 00:44:17.075 --> 00:44:18.935 So, so the, the four stages, 860 00:44:19.875 --> 00:44:23.455 and you develop, so you see, um, in this slide, 861 00:44:23.475 --> 00:44:26.895 so I have the activity, the description, why are we doing 862 00:44:26.895 --> 00:44:28.335 that, the description of activity 863 00:44:28.435 --> 00:44:33.125 and also potential, uh, tools that you can use to accomplish 864 00:44:33.125 --> 00:44:34.405 that particular activity. 865 00:44:35.105 --> 00:44:37.485 And you can take all the four stages 866 00:44:38.225 --> 00:44:41.805 and create like a roadmap, uh, a project plan. 867 00:44:42.065 --> 00:44:44.845 And, uh, so one of the things that I, I 868 00:44:45.365 --> 00:44:47.885 recommend people think, uh, uh, 869 00:44:48.345 --> 00:44:50.485 in agile, a framework. 870 00:44:50.585 --> 00:44:53.205 So, so everything that you do is a sprint. 871 00:44:53.865 --> 00:44:55.925 So you need to deliver value often. 872 00:44:56.145 --> 00:44:59.605 So I have seen a lot of people that fail in the PMO 873 00:44:59.715 --> 00:45:02.245 because they, they want do thing perfect, 874 00:45:02.705 --> 00:45:05.005 and they only want to have one deliverable, 875 00:45:05.825 --> 00:45:07.965 but that's the word for approach. 876 00:45:08.825 --> 00:45:11.645 So take the other route, the agile approach, 877 00:45:12.025 --> 00:45:14.045 do springs and add value. 878 00:45:14.425 --> 00:45:15.685 So you need to make noise. 879 00:45:16.305 --> 00:45:20.245 So that one of the things and the PMOs to be relevant 880 00:45:20.705 --> 00:45:25.445 and also to be, uh, uh, I would say, uh, active. 881 00:45:25.905 --> 00:45:29.085 But if you do take too much to deliver something, 882 00:45:29.225 --> 00:45:31.685 but people, you're gonna lose the momentum. 883 00:45:32.185 --> 00:45:35.085 And people, they will forget what, what the PMOs is doing. 884 00:45:35.185 --> 00:45:38.365 So why do we need A PMO? We need better project managers. 885 00:45:38.505 --> 00:45:39.565 We don't need a pmo. 886 00:45:40.065 --> 00:45:44.725 So you need to, to work smart, uh, 887 00:45:44.945 --> 00:45:47.965 create spring and deliver values that, 888 00:45:48.115 --> 00:45:49.965 that are visible to your organization. 889 00:45:50.305 --> 00:45:54.005 So the last stage of this framework to align, uh, 890 00:45:54.245 --> 00:45:58.045 PMO objectives with strategic goals is the stage four is 891 00:45:58.045 --> 00:45:59.805 to review, refine, and evolve. 892 00:46:00.075 --> 00:46:01.285 Like, uh, we have said 893 00:46:01.285 --> 00:46:05.205 before, the continue improvement evolution 894 00:46:06.025 --> 00:46:08.445 and the activities of the perform monitoring. 895 00:46:08.585 --> 00:46:12.365 So we already talk about, um, uh, KPIs 896 00:46:12.425 --> 00:46:16.245 or what OKRs, whatever you use or balance scorecard. 897 00:46:16.865 --> 00:46:21.445 Um, it is a feedback loop, so regular sessions. 898 00:46:21.545 --> 00:46:25.725 So in order to, uh, to sit, uh, 899 00:46:26.155 --> 00:46:30.195 that table that everybody wanna see at the table, uh, 900 00:46:30.245 --> 00:46:31.515 continuous improvement 901 00:46:31.695 --> 00:46:35.635 and also future, uh, trends, integration that's there. 902 00:46:36.095 --> 00:46:39.675 So with those four stages, so you will do something to, 903 00:46:40.015 --> 00:46:42.355 to make more noise, to be more impactful. 904 00:46:42.655 --> 00:46:46.215 And so, uh, there are others, um, 905 00:46:46.445 --> 00:46:48.575 it's a framework in this presentation, 906 00:46:48.755 --> 00:46:51.175 but we run out of time. Yeah, 907 00:46:51.175 --> 00:46:52.335 We're, we're a bit low on time then. 908 00:46:52.365 --> 00:46:53.815 There's loads of really great stuff. 909 00:46:53.915 --> 00:46:55.135 So check out the slides. 910 00:46:55.635 --> 00:46:59.735 Um, Tony, there's, there's one discussion that I've sat on 911 00:46:59.855 --> 00:47:02.055 to the end, um, uh, 912 00:47:02.055 --> 00:47:04.895 because I suspect it could roll on for a little while, um, 913 00:47:05.065 --> 00:47:09.175 which is people have reacted to this idea 914 00:47:09.245 --> 00:47:13.855 that the PMO should be, uh, responsible for delivering the, 915 00:47:13.915 --> 00:47:14.975 the benefits, right? 916 00:47:15.025 --> 00:47:17.055 Isn't that what the SRO is for? Right? 917 00:47:17.055 --> 00:47:19.855 The SROs accountable for the benefits. Mm. 918 00:47:20.035 --> 00:47:21.575 I'm being quite careful in my language here. 919 00:47:22.195 --> 00:47:24.135 So talk, talk a little bit about that. 920 00:47:26.325 --> 00:47:29.365 Uh, the PMO respons of all delivering the benefit Yeah. 921 00:47:29.365 --> 00:47:32.165 Make it, you, you said earlier on about the, the, 922 00:47:32.165 --> 00:47:34.245 you know, that we should be value focused 923 00:47:34.305 --> 00:47:36.045 and we should be, you know, responsible 924 00:47:36.045 --> 00:47:37.645 for delivering the value. 925 00:47:38.145 --> 00:47:39.885 So talk, talk a little bit about that. 926 00:47:40.415 --> 00:47:42.365 Where do you see the responsibility? 927 00:47:43.015 --> 00:47:44.485 Where do you see it beginning and ending? 928 00:47:45.215 --> 00:47:46.245 Where does it hand over? 929 00:47:47.265 --> 00:47:49.805 Uh, I mean, my view on this is really simple, right? 930 00:47:50.545 --> 00:47:54.805 Um, if there's a car that's driving from Texas to New York, 931 00:47:55.715 --> 00:47:57.695 the driver of the car is responsible 932 00:47:57.695 --> 00:47:59.015 for getting you to New York. 933 00:48:00.395 --> 00:48:03.255 But the PMO, right? That's the, that's the SRO. Yeah. 934 00:48:03.795 --> 00:48:07.175 The PMO builds the road, right? The car runs on. 935 00:48:07.835 --> 00:48:10.815 And so it's the PMOs job to make sure the road connects, 936 00:48:11.195 --> 00:48:13.055 you know, is there that they, you can drive along 937 00:48:13.055 --> 00:48:15.255 and that you don't have to go via Alaska 938 00:48:15.675 --> 00:48:17.615 to get from Texas to New York, 939 00:48:18.065 --> 00:48:19.065 Right? Exactly. 940 00:48:19.065 --> 00:48:19.815 Yeah. 941 00:48:19.875 --> 00:48:22.255 So the, the PMO on the standing 942 00:48:22.745 --> 00:48:26.855 where the business is going to, so you need to, 943 00:48:27.555 --> 00:48:32.375 to develop or the, the role where and drive, but it is not 944 00:48:32.375 --> 00:48:36.135 because if you take the entire responsibility 945 00:48:36.315 --> 00:48:39.495 of doing everything, so now you 946 00:48:40.245 --> 00:48:41.415 getting disconnect. 947 00:48:42.115 --> 00:48:44.455 So the idea is that you are the driver, 948 00:48:44.795 --> 00:48:46.255 but soon you take an Uber, 949 00:48:46.395 --> 00:48:49.015 so you have a good conversation with the driver. 950 00:48:49.275 --> 00:48:53.815 So you need to be in that, uh, in that mode that always, 951 00:48:53.825 --> 00:48:56.735 there is a conversation, uh, the feedback loop. 952 00:48:57.355 --> 00:48:59.135 Um, but you are the driver. 953 00:48:59.395 --> 00:49:01.775 So you are saying, so let's go to the right 954 00:49:02.235 --> 00:49:04.535 and everybody's happy going to the right. 955 00:49:05.235 --> 00:49:09.695 But, um, but, uh, i, I believe in is 956 00:49:09.695 --> 00:49:13.575 that democratic system is, is a co-creation, 957 00:49:13.875 --> 00:49:15.895 is engagement participation. 958 00:49:15.895 --> 00:49:19.255 And we talk a lot about, uh, stakeholder engagement, 959 00:49:20.035 --> 00:49:24.775 but you need to have that, uh, that vibe, that 960 00:49:25.085 --> 00:49:27.855 that energy and that enthusiasms 961 00:49:28.005 --> 00:49:29.815 that should become continuous. 962 00:49:30.075 --> 00:49:31.375 So why we doing this? 963 00:49:31.375 --> 00:49:34.935 Because we are achieving great things for this organization. 964 00:49:35.075 --> 00:49:38.295 We taking the organization the in the right way. 965 00:49:39.755 --> 00:49:44.055 So, so think about why people say the SRO has the, the, 966 00:49:44.355 --> 00:49:46.815 the, you know, your exec sponsor has to be responsible 967 00:49:46.815 --> 00:49:49.175 for the accountable for the outcome. 968 00:49:49.925 --> 00:49:52.895 It's because they have the power within BAU 969 00:49:53.275 --> 00:49:54.695 to make change happen. 970 00:49:56.695 --> 00:49:59.275 But they are not change experts, 971 00:49:59.585 --> 00:50:01.155 they're experts in their business. 972 00:50:01.705 --> 00:50:03.755 It's not their job to be the change expert. 973 00:50:03.755 --> 00:50:05.515 Their job is to be the person with the power 974 00:50:05.865 --> 00:50:07.995 that tells people what to do, right? 975 00:50:08.775 --> 00:50:11.955 So the job as the PMO fundamentally is to do anything 976 00:50:11.955 --> 00:50:15.645 and everything from the, from the, from 977 00:50:16.395 --> 00:50:19.285 from capturing strategy to selecting projects, 978 00:50:19.345 --> 00:50:23.685 to delivering outcomes, to managing risks, to reporting, 979 00:50:24.225 --> 00:50:28.525 to tracking benefits, whatever you need to do to make sure 980 00:50:28.525 --> 00:50:29.885 that the business gets the benefit, 981 00:50:29.985 --> 00:50:31.845 that's your job, in my view. 982 00:50:32.625 --> 00:50:35.725 Now, the, of course, the, the, the 983 00:50:36.755 --> 00:50:38.445 exec sponsor is still accountable 984 00:50:39.145 --> 00:50:41.725 for banging heads together when they need to, right? 985 00:50:42.215 --> 00:50:44.915 But your job is to make sure that all that infrastructure 986 00:50:44.915 --> 00:50:48.075 and that process is in place and is working and is 987 00:50:48.175 --> 00:50:49.915 and is efficient, right? 988 00:50:49.915 --> 00:50:51.995 Having said that, having said that, 989 00:50:52.145 --> 00:50:54.475 what you were just saying, Tony, about co-creating, 990 00:50:55.695 --> 00:50:57.395 you can't jump to that end point 991 00:50:57.405 --> 00:50:59.645 where everything is amazing mm-hmm. 992 00:50:59.865 --> 00:51:02.085 On day in day in one day, right? 993 00:51:02.395 --> 00:51:04.285 It's a journey, it's an evolution. 994 00:51:04.885 --> 00:51:07.525 I loved what you had in your slides about that roadmap, 995 00:51:07.525 --> 00:51:09.165 having the evolution roadmap. 996 00:51:09.545 --> 00:51:12.845 Mm-hmm. So it's an evolution from where you are today to 997 00:51:12.845 --> 00:51:14.565 where, where you should be, 998 00:51:14.565 --> 00:51:16.365 where those benefits are being managed, right? 999 00:51:16.365 --> 00:51:18.605 The way through the business. Um, right. 1000 00:51:18.625 --> 00:51:20.965 And at the end of the day, right, the PMO has one job, 1001 00:51:22.095 --> 00:51:25.165 which is to increase, to maximize, I would say 1002 00:51:25.825 --> 00:51:27.365 the re the business return 1003 00:51:27.875 --> 00:51:30.685 from the investment in projects, right? 1004 00:51:30.685 --> 00:51:32.165 That's it. That's the job description. 1005 00:51:32.585 --> 00:51:35.685 Mm-hmm. And, you know, you need to do whatever you need 1006 00:51:35.685 --> 00:51:38.885 to do to maximize that return on investment. 1007 00:51:40.105 --> 00:51:42.605 And so every organization's gonna be different. 1008 00:51:42.905 --> 00:51:44.445 You know, the, Tony, you were involved 1009 00:51:44.445 --> 00:51:46.245 with the PMO value ring, right? 1010 00:51:46.345 --> 00:51:49.805 Not that, that whole PMO global Alliance thing, right? 1011 00:51:49.805 --> 00:51:51.445 The whole point of that is that it's a, 1012 00:51:51.445 --> 00:51:53.445 it's an iterative process mm-hmm. 1013 00:51:53.445 --> 00:51:56.325 Of, of driving towards what those PMO services should be 1014 00:51:56.865 --> 00:51:58.685 to enable that value creation, 1015 00:51:59.455 --> 00:52:00.455 Right? Yeah. 1016 00:52:00.455 --> 00:52:04.485 I have talked to a, a lot of, uh, PMO, uh, managers, 1017 00:52:04.485 --> 00:52:05.485 like director. 1018 00:52:05.625 --> 00:52:08.885 So, uh, uh, this is, uh, like I, 1019 00:52:09.005 --> 00:52:10.965 I said never ending story. 1020 00:52:11.845 --> 00:52:15.585 So they said, oh, so I have a PMO, uh, I already don't. 1021 00:52:15.645 --> 00:52:19.305 So they go into the operation mode, 1022 00:52:19.445 --> 00:52:22.985 so making sure the projects are running, et cetera. 1023 00:52:23.685 --> 00:52:26.925 But, um, so it is 1024 00:52:26.925 --> 00:52:30.365 that when I got my blood birth in IESs, I thought, 1025 00:52:30.565 --> 00:52:34.085 I graduated from SI already have my blood birth first time. 1026 00:52:34.825 --> 00:52:37.885 And so they, grandma said, uh, Tony, 1027 00:52:38.345 --> 00:52:40.005 you are ready to learn. 1028 00:52:41.215 --> 00:52:44.915 You don't, you don't know anything about martial arts now. 1029 00:52:44.915 --> 00:52:47.435 It's that you are ready to learn knowledge. 1030 00:52:47.655 --> 00:52:51.355 So when you establish your PMO, you are ready to learn. 1031 00:52:52.015 --> 00:52:54.715 And that's need to be reviewed constantly 1032 00:52:54.715 --> 00:52:56.435 because the organization change. 1033 00:52:56.655 --> 00:52:58.355 So I already have a Roma, 1034 00:52:58.695 --> 00:53:02.875 but that Romas need to be, uh, review, um, 1035 00:53:04.085 --> 00:53:07.715 every certain time, quarterly if the business change. 1036 00:53:07.855 --> 00:53:10.715 So you need to go back, let me see if my Roma makes sense 1037 00:53:11.575 --> 00:53:14.395 for the, uh, actual context 1038 00:53:14.745 --> 00:53:16.755 that the organization is, is leading. 1039 00:53:17.575 --> 00:53:20.835 So it's, as you mentioned, it's a evolving thing. 1040 00:53:20.965 --> 00:53:23.555 Everything changed. So you need to realign. 1041 00:53:23.555 --> 00:53:27.365 That's the adaptability, um, eh approach take place. 1042 00:53:28.685 --> 00:53:31.785 So some reflection for you. So we already talk about that. 1043 00:53:32.005 --> 00:53:34.705 So PMOs align with executive priorities, 1044 00:53:35.205 --> 00:53:37.585 the pain points, what they care about. 1045 00:53:38.495 --> 00:53:40.875 So that's, that's the, uh, relevancy. 1046 00:53:41.015 --> 00:53:44.395 The, for the PMO, uh, you need to speak the language. 1047 00:53:44.695 --> 00:53:48.195 Uh, they don't care about, uh, projects, metrics. 1048 00:53:48.585 --> 00:53:51.835 They care about, uh, business metrics. 1049 00:53:52.185 --> 00:53:55.355 Otherwise, are you always saying any case strategically? 1050 00:53:55.535 --> 00:53:57.675 So you need to prepare. 1051 00:53:57.775 --> 00:54:00.875 You say, I always talk about, uh, elevator speech. 1052 00:54:01.175 --> 00:54:03.875 You need to have the elevator speech ready 1053 00:54:03.875 --> 00:54:05.995 because you don't know when you gonna come across 1054 00:54:06.135 --> 00:54:07.515 who some other, the executives 1055 00:54:07.575 --> 00:54:09.115 and you gonna pitch the right way. 1056 00:54:10.085 --> 00:54:14.175 Um, and then do objections into opportunities. 1057 00:54:14.435 --> 00:54:17.695 So just practice the objections, what people gonna say. 1058 00:54:18.315 --> 00:54:22.375 So before you, uh, uh, start having discussion. 1059 00:54:22.995 --> 00:54:26.495 So with that being said, um, there's a lot of two lenses, 1060 00:54:26.685 --> 00:54:27.855 like continued learnings, 1061 00:54:27.855 --> 00:54:29.775 and we always learning from each other. 1062 00:54:30.275 --> 00:54:34.575 So if you have questions when you get the, the deck, um, 1063 00:54:35.115 --> 00:54:37.825 so we have passions about talking that. 1064 00:54:37.885 --> 00:54:40.345 So absolutely, if you wanna learn more specifically, 1065 00:54:40.885 --> 00:54:42.905 you can attend to our workshops 1066 00:54:42.925 --> 00:54:45.385 and the business practitioner workshops 1067 00:54:45.385 --> 00:54:46.465 and get a credential. 1068 00:54:47.125 --> 00:54:51.155 And we have six, uh, PMO leaders 1069 00:54:51.425 --> 00:54:53.635 that facilitate the entire contents. 1070 00:54:53.855 --> 00:54:57.875 Um, we workshop a scenarios, so, um, 1071 00:54:58.505 --> 00:55:00.755 that awesome. More about it. 1072 00:55:01.135 --> 00:55:02.515 And, and the one thing 1073 00:55:02.515 --> 00:55:05.915 that I would recommend everybody does is, um, if you, 1074 00:55:06.855 --> 00:55:09.955 so we have a, we have a little offering that's free, 1075 00:55:10.205 --> 00:55:13.395 which is around building the business case for, 1076 00:55:14.615 --> 00:55:17.355 for building a high, high impact PMO. 1077 00:55:18.155 --> 00:55:19.995 'cause this journey, you can't just do on your own. 1078 00:55:19.995 --> 00:55:22.355 You're gonna need support from the people around you and, 1079 00:55:22.355 --> 00:55:23.995 and especially from your leadership team. 1080 00:55:24.735 --> 00:55:28.035 Uh, so Lenora, if, if you have it there, there we go. 1081 00:55:28.295 --> 00:55:30.755 Um, you know, book yourself a business case 1082 00:55:30.755 --> 00:55:33.755 and we'll help you build that, uh, book yourself a meeting, 1083 00:55:33.955 --> 00:55:35.115 I should say, using that link. 1084 00:55:35.495 --> 00:55:38.155 And we'll help you build a business case, um, 1085 00:55:38.585 --> 00:55:41.355 that you can use to get support from your leadership team. 1086 00:55:42.095 --> 00:55:43.275 We may well involve Tony 1087 00:55:43.335 --> 00:55:47.315 or some of his guys in that as well, um, to, to help make 1088 00:55:47.315 --> 00:55:48.955 that case and, and turn it into a 1089 00:55:48.955 --> 00:55:50.315 roadmap and all that kind of good stuff. 1090 00:55:50.775 --> 00:55:53.275 So if you're struggling with what do I do next, 1091 00:55:54.345 --> 00:55:56.635 that would be a good next step. 1092 00:55:57.055 --> 00:56:00.875 Um, uh, as well, uh, it just remain remains for me 1093 00:56:00.875 --> 00:56:04.315 to thank you, Tony, for sharing your wisdom today. 1094 00:56:04.615 --> 00:56:06.915 That's awesome. You can see people are loving it. 1095 00:56:07.135 --> 00:56:10.035 So thank you very much. Um, as ever, 1096 00:56:10.055 --> 00:56:12.235 it was great catching up with you. Um, 1097 00:56:12.345 --> 00:56:15.995 Yeah, thank you for inviting me and thank you to everyone. 1098 00:56:16.315 --> 00:56:21.075 I saw some, uh, known names, so thank you for attending 1099 00:56:21.095 --> 00:56:22.275 and listening 1100 00:56:22.535 --> 00:56:25.045 And, and I want to thank everybody in the audience 1101 00:56:25.585 --> 00:56:26.885 for making time to join us, 1102 00:56:27.425 --> 00:56:29.205 but also for, for getting in there 1103 00:56:29.305 --> 00:56:31.925 and making comments, adding comments, um, 1104 00:56:32.425 --> 00:56:34.005 and joining in the conversation. 1105 00:56:34.705 --> 00:56:37.565 Uh, it makes it much more interesting, much more engaging 1106 00:56:37.785 --> 00:56:40.885 for us, and hopefully you're getting the kind 1107 00:56:40.885 --> 00:56:42.085 of conversation and the answers 1108 00:56:42.085 --> 00:56:43.405 to the questions that you care about. 1109 00:56:43.545 --> 00:56:46.165 So, uh, you, you guys did a great job today. 1110 00:56:46.165 --> 00:56:49.845 Thank you very much. Watch for the next webinars, Lenora 1111 00:56:50.225 --> 00:56:54.605 or Kath or Pretty will be sending out, uh, in, 1112 00:56:54.605 --> 00:56:56.725 in about a week, the next set of webinars. 1113 00:56:57.345 --> 00:56:58.525 Uh, the next one will be a, 1114 00:56:58.565 --> 00:57:00.365 a demo webinar towards the end of the month. 1115 00:57:01.185 --> 00:57:03.085 And, um, uh, 1116 00:57:03.105 --> 00:57:06.165 and then we'll have another guest webinar next month, just 1117 00:57:06.625 --> 00:57:07.845 so, Tony, great job. 1118 00:57:07.855 --> 00:57:10.365 Thank you very much. Yeah, thank you. 1119 00:57:10.625 --> 00:57:13.605 And nice to see you, and we'll see you all next time.