WEBVTT

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So I'm guessing that most people on the call know

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who America is.

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Um, some of you may not know who I am, uh,

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'cause there's a few, few new names here from for, for us.

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So my name's Stuart Stuart Easton, um,

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and I run Transparent Choice, which is a, a software company

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that does portfolio management software.

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That's my day job.

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My part-time job is, I, I, I

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travel the world not quite as much as America does,

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but I travel the world, um, uh, doing lots of kind

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of volunteering and speaking, uh, to the,

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to the PMO community.

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And on that journey, it's been my great pleasure to get

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to know America Pinto.

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And, um, you know, we were, we were friends before.

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He was the great exalted one in, within the PMI, uh,

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when it was just the Humble PMO Global Alliance struggling a

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way in Brazil, right?

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We, we, we, we've been kind of collaborating, trying

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to build that, that community support that community.

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And it's fantastic to see it blossom and,

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and expand under the, under the PMI.

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Um, so America, you are most welcome to, to join us.

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Uh, and the trigger for, to, for, for this webinar

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was really the, the fact that we, that, you know, you, you,

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you guys have just released the, the practice guide.

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So why don't we kick off with just a little bit,

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just a couple of minutes of the journey, right?

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How did you get to the point where there's a practice

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guide, uh, what is it?

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And, and how did you get there?

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Alright. So thank you, uh, Stuart.

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Thank you for inviting me. It's a great pleasure.

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I'm sorry I'm a little blue, right?

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Because I'm close to, uh, a window that is,

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is a little blue, so you can see that I'm, uh,

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in this weird color, but everything is okay.

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So actually, uh, uh, I currently,

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I'm the management director

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of P-M-O-G-A-P-M-O Global Alliance.

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That is the PMI community of PMOs.

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So it's something quite new

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because actually, uh, PMO ga, uh, until 2023

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was an independent organization.

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I founded this organization, uh, eight, seven years ago.

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And then in 2023 PMI acquired PMOJ,

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and it became part of PMI actually.

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So PMOJ has an organization no longer exists now.

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It, it's the name, it's the brand of,

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of the PMI PMO community.

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And I still, uh, lead this community

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as its managing director part

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of the senior leadership team of PMI.

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So now we are PMI actually, uh, and, and then, uh,

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because of this acquisition, first of all, we brought many

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of our projects, many of our and initiatives.

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So we were a very vibrant community, I could say with 200,

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uh, 20,000, uh, members around the, the world,

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more than 100 countries.

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And where we, uh, uh, uh, uh, joined PMI, uh,

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joined PMI actually, uh, our reach, I could say, you know,

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uh, became much, much, uh, uh, uh, uh, uh, wider.

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And, and this way we had a chance to expand this project

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and create new ones and expand the community.

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And recently the results start, started to come up,

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for example, uh, the new P-M-I-P-M-O for guide,

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the first publication of PM location of PMI on the,

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on the topic, uh, the new certification,

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gold Standard Certification,

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and the V-M-I-P-M-O-C-P-P-M-O certified professional,

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and many other, uh, uh, interesting projects

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and initiatives.

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Uh, always develop it with the support

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of our community, our members.

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So basically, that's the, the whole story, right?

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And there is a lot of new things coming up by the way,

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in the next few months to benefit all the, the,

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the global community of PMOs and,

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and projects professionals in general.

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And, and this is the key thing is that, you know,

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everything that comes out of the, the PMO GA is driven

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by the community, right?

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And to Tony pre says on here, I saw Tony,

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I'm sure there are a few others as well,

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who are very active in that community

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and contributed to the creation of this practice guide.

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Um, also, you know, been running the, the PMO GA

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awards for the last few years.

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And that's, that's been a tremendous source of inspiration

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and insight into what works and what doesn't, right?

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Because when you, when you look at the winners, you start,

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you know, you and I, we, we have this conversation

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where you start to see the common themes across, right?

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Absolutely. Absolute. Yeah. This is, this is one

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of our most IPO important projects that now, uh,

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is part of the PMI awards program.

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So, uh, but we created years ago, in 2018,

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the PMO Global Awards that became the, the major, the

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most, uh, relevant award for TM os in the world, no doubt.

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Uh, not only because we were organizing that, but,

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but especially because it, it is

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very different in many ways, right?

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So first of all, uh, it looks like a a,

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a football World Cup, right?

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And I'm Brazilian, it can explain that,

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but it looks like a, a, a football World Cup,

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because each country is represented by one PMO.

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And we have, uh, uh, group stage round of 16th, uh,

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part of final semi-finals.

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And at the end we have regional winners,

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and then the world winner.

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Uh, we have also a very big judging committee

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with more than 500, uh, fantastic, uh, uh, uh,

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professionals, uh, from more than 150 countries.

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And it's something very important

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because, uh, it brings a lot of experience.

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Uh, and when you, when you, uh, uh, when your, when,

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you know, participate in this initiative,

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you receive feedback from these people, they are your peers,

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you know, so it's not like a group

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of 10 people that are doing that.

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You are doing a great job. I don't know.

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I'm talking about 500 people around the board, you know?

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So it's something very, I could say, meaningful.

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And, and finally, uh, uh, all these PMO,

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they provide the journey committee

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with videos, not documents.

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And it's something cool

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because all those videos, they are made available

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for the community at the end of the Constitution.

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So it means that it's not only for prevent it, you know,

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like, oh, I'm the winner.

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No, no, no. Your work, uh, will be, uh,

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will be something important for the community

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because people can watch the videos, uh, for free and, and,

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and understand what you are doing and learn from that.

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So it's not only, um, award,

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it's not only about being the winner,

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but it's a big learning process

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for everyone that is involved.

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The roof, this village. So it's a, it's a project

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that we are very, very proud of it, and, and,

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and we have, uh, the contribution literally

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of almost 1000 people, uh, in the total, uh, in terms

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of volunteers that participate in this fantastic initiative.

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Excellent. Thank you, America.

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Now, Ashok just asked a really quick question.

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So we're gonna talk a lot about the PMI stuff today,

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but Ashok, uh, is a member of the A PM

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and was wondering if, if there's, uh, any kind of partner,

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uh, partnership in the offering.

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And, and so last year, I think it was, uh, actually the PMI

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and the A PM did announce a partnership where,

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where there's a, there's a path now to chartered, uh,

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chartered, uh, project manager through the a PM

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for PMI members, for example.

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And I, I bumped into Adam, who's the, the CEO

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of the A PM last week.

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And, uh, he was telling,

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he was telling me there's even more coming, right?

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He was really excited about the, the relationship

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with Pierre and the rest of the team.

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Yeah, no, I fully, I fully believe on that.

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I, I, I remember in the very beginning, just

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after the, the opposition, I had a long conversation

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with Pierre or PICO, uh,

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and I was telling him that, I dunno, but,

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but the way that I see the future of our organization,

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like PMI, is that we can, we can become a, a kind of, uh,

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accelerator of communities, you know, uh, like a incubator,

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because there are many great, uh, uh,

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small communities doing a fantastic job, uh, uh,

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around the world like us, you know?

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Uh, but, but we have limitations.

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We have a lack of resources. It's not easy.

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Uh, so when PMI can make us part of this,

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uh, ecosystem, like what happened recently

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with Agile Alliance, and now

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with the Green Project Management, uh, at a first glance,

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it looks like, oh, PMI wants to take everything, but,

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but I see in a very different way.

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Because for example, now I have projects that I'm developing

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with GPM, I have projects

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that I'm developing with Agile Alliance.

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And in the past, close something almost impossible,

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because we, they didn't know me, I, I didn't know them

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or had, had, had no contact.

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Now we are at this same ecosystem.

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It means that it's not only about acquisitions

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and give to this smaller communities the possibility

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of doing better what they are doing,

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but it's about the synergy among them.

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You know, now we can work together and it makes all sense.

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So for, for the largest, uh,

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professional organization in the world, that is PMI, in our,

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in our landscape and project landscape,

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I believe there is a very big responsibility.

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Now, it's not only about, uh, uh, uh, uh, growing

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in a self contained way, you know,

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but it's, it's make all the community grow,

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and it includes other communities, those

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that are doing a good job, an ethical job, you know?

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So everything is part of, of this vision of future.

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I truly believe on that.

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And I see that in a, that's what BMI is doing a certain way,

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you know, and I'm happy with this.

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So I'll tell you what, America, we are in danger

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of doing exactly what Lenora for forecast that we would do.

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Uh, so when America and I get together, right?

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We just, we just go like this, right?

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It's talk, talk, talk, talk, talk, talk, talk. So,

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Oh, yeah, yeah, yeah. So,

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I've, I've prepared a few little,

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little breaks in this, in this stream

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of consciousness from you

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and me, um, that I would like to share with the audience.

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Um, so we're gonna talk about the, the PMO practice guide

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and some of the key insights from,

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from the practice guide, and to get us going.

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I'd, I'd love to do just a little, uh, a little poll.

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So that should have popped up on your screens now.

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And so the first question is, what level

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of support does your PMO have from the leadership team?

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Okay, so, you know, very often when,

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when I'm at conferences, the, the biggest question I get,

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you know, the question I get most often is,

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how can I get the execs to listen to me?

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How can they, how can I get them, you know,

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how can I sell the PMO?

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Um, so, uh, so jump on in.

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Let's, let's get as many votes in there as we can.

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If we get enough votes, we might even publish the results.

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And, and I'm not sure they'll be terribly meaningful,

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but we, we'll give it a go.

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So jump on in. Few more. Go on fingers on buttons. Let's go.

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Let's see if we can get to a hundred. Go, go, go, go, go.

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Nearly there. Nearly there. We're gonna do it. Come on.

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90 at least. If you haven't voted, get in there.

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Super. Keep going, keep going.

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We're gonna make it, we're gonna get

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to a hundred nearly there.

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Fantastic. And it's pretty clear what the answer is,

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is gonna be, I, I'm gonna end the poll there

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00:12:10.675 --> 00:12:11.775
and share the results.

246
00:12:12.045 --> 00:12:15.575
Okay. So what we can see from that is the, the,

247
00:12:15.635 --> 00:12:18.735
the vast majority of people, the answer to the question,

248
00:12:19.005 --> 00:12:20.975
what level of support do you have from the PMO, uh,

249
00:12:20.975 --> 00:12:23.495
from the leadership is they know I add value,

250
00:12:23.555 --> 00:12:25.695
but they're not quite sure what it is.

251
00:12:27.115 --> 00:12:30.015
So, Americo in, in the, you know, one

252
00:12:30.015 --> 00:12:31.895
of the key themes in the practice guide is,

253
00:12:31.955 --> 00:12:34.575
is like cu customer centricity, right?

254
00:12:34.875 --> 00:12:36.535
But making everything customer centric.

255
00:12:36.885 --> 00:12:39.575
Talk to us a little bit about that idea and,

256
00:12:39.795 --> 00:12:43.015
and how it can help, um, orient things

257
00:12:43.015 --> 00:12:44.335
around the leadership team and,

258
00:12:44.355 --> 00:12:47.565
and help win, win, buy-in and support.

259
00:12:48.265 --> 00:12:51.925
So, so first of all, I think it's important to say, uh,

260
00:12:52.125 --> 00:12:54.485
a little about how we develop this.

261
00:12:54.715 --> 00:12:59.215
Well, I, I, I, I create a, uh, an analogy

262
00:12:59.325 --> 00:13:02.655
that I think it can have, uh, uh, uh, helps to,

263
00:13:02.655 --> 00:13:05.615
to understand what will have, what we have in this.

264
00:13:06.235 --> 00:13:10.975
The point is, uh, we PMOs, they, they are different,

265
00:13:11.315 --> 00:13:13.215
and they have to be different, right?

266
00:13:13.555 --> 00:13:16.135
And, and I, I, and I say that they are like trees.

267
00:13:16.475 --> 00:13:18.095
You know, there are many trees.

268
00:13:18.145 --> 00:13:21.495
Trees are different trees in a forest. They are different.

269
00:13:21.915 --> 00:13:24.655
And, and, and they can be very beautiful.

270
00:13:24.885 --> 00:13:28.015
They can flourish in many different ways.

271
00:13:28.365 --> 00:13:30.935
They can be very successful trees, right?

272
00:13:31.075 --> 00:13:33.615
But each one is a different tree.

273
00:13:34.075 --> 00:13:38.735
And, and these trees, they cannot understand about the life

274
00:13:38.875 --> 00:13:40.375
of the other tree, you know,

275
00:13:40.375 --> 00:13:41.735
because they have their own life.

276
00:13:41.805 --> 00:13:44.975
They are different. They work in a, in a specific way.

277
00:13:44.975 --> 00:13:47.455
They have their challenges, their life.

278
00:13:48.235 --> 00:13:52.695
Uh, the way that we developed this guide was we brought many

279
00:13:52.715 --> 00:13:53.975
of these trees together.

280
00:13:54.235 --> 00:13:56.015
I'm talking about hundreds of them.

281
00:13:56.715 --> 00:14:01.695
And we couldn't ask them exactly what they believed

282
00:14:01.765 --> 00:14:04.295
that are their factors of success,

283
00:14:04.445 --> 00:14:07.855
because again, they cannot compare exactly

284
00:14:07.885 --> 00:14:10.255
what they're doing with other companies

285
00:14:10.255 --> 00:14:13.255
because they don't know too much about the other companies.

286
00:14:13.275 --> 00:14:16.535
So we work in a way that is very interesting.

287
00:14:16.735 --> 00:14:20.535
I say that we, we went up and we start to see the forest.

288
00:14:21.155 --> 00:14:24.615
And when we saw the forest, we said, okay, I can see that

289
00:14:24.805 --> 00:14:28.375
that group of trees, they are close to the,

290
00:14:28.595 --> 00:14:29.735
the river, right?

291
00:14:29.755 --> 00:14:31.495
So they have a source of water,

292
00:14:31.755 --> 00:14:34.775
and that's something that they have in common,

293
00:14:35.195 --> 00:14:36.815
and it's a factor of success.

294
00:14:37.065 --> 00:14:40.335
Those that, that other group of trees, uh, they,

295
00:14:40.335 --> 00:14:42.695
they get the, the sunlight in the morning,

296
00:14:43.085 --> 00:14:46.295
they cannot understand that this is one of the factors

297
00:14:46.435 --> 00:14:47.455
of Texas for them.

298
00:14:47.755 --> 00:14:50.775
But we can see that now because we see this group together.

299
00:14:51.185 --> 00:14:55.295
So when we see the forest, we can understand a lot of

300
00:14:55.955 --> 00:14:57.815
po potential aspects

301
00:14:57.885 --> 00:15:00.615
that can really contribute for their success.

302
00:15:01.075 --> 00:15:05.095
But if we ask them about them, not say, you know,

303
00:15:05.125 --> 00:15:06.775
that it's something important, maybe

304
00:15:06.775 --> 00:15:10.615
because it's like how their life is.

305
00:15:11.075 --> 00:15:13.335
So this is what is behind this guide.

306
00:15:13.595 --> 00:15:17.455
It came definitely from the experience of PMOs,

307
00:15:17.715 --> 00:15:19.775
but not exactly what they are doing,

308
00:15:20.195 --> 00:15:21.695
but what they have in common.

309
00:15:22.035 --> 00:15:25.975
So it means that if we get all these great things, you know,

310
00:15:25.975 --> 00:15:29.015
that are working well in different PMOs

311
00:15:29.015 --> 00:15:32.255
and put them together, that's what the guide is.

312
00:15:33.035 --> 00:15:36.935
And behind the guide, we have a heart, right?

313
00:15:36.995 --> 00:15:40.385
And the heart is PMOs are

314
00:15:40.575 --> 00:15:42.065
service providers.

315
00:15:42.735 --> 00:15:44.505
PMOs have customers,

316
00:15:45.125 --> 00:15:49.115
and the value will be perceived

317
00:15:49.215 --> 00:15:50.275
by these customers.

318
00:15:50.575 --> 00:15:52.715
So value is in the eye of the beholder.

319
00:15:53.525 --> 00:15:56.195
Value for each company will be something different.

320
00:15:56.495 --> 00:15:57.515
We cannot consider

321
00:15:57.515 --> 00:16:01.035
that value will be perceived in the same way in every single

322
00:16:01.035 --> 00:16:03.115
company, because customers are different.

323
00:16:03.115 --> 00:16:05.635
They have different needs, they have different demands.

324
00:16:06.095 --> 00:16:08.995
So the first point is, I need to understand

325
00:16:09.415 --> 00:16:12.355
who my customer is, and then the needs,

326
00:16:12.575 --> 00:16:15.475
and then the solution that will meet the needs.

327
00:16:15.935 --> 00:16:18.675
And then if they are perceiving the value

328
00:16:18.675 --> 00:16:21.035
that I'm generating for them, sometimes not.

329
00:16:21.615 --> 00:16:25.475
And that's the, the, the, the, the, the whole idea

330
00:16:25.865 --> 00:16:27.795
that will make us generate value.

331
00:16:28.055 --> 00:16:29.955
The way that each female MO can generate

332
00:16:30.045 --> 00:16:31.275
value will be different.

333
00:16:31.745 --> 00:16:34.155
That we, I cannot copy, I cannot copy

334
00:16:34.185 --> 00:16:35.515
what someone else is doing.

335
00:16:35.795 --> 00:16:39.795
I have to find my all way, my all journey of value.

336
00:16:40.335 --> 00:16:42.635
So this is the spirit behind the guide,

337
00:16:42.655 --> 00:16:46.195
and that's why it connects many perspectives.

338
00:16:46.255 --> 00:16:51.035
If you take off that, oh, o you can easily connect.

339
00:16:51.035 --> 00:16:54.315
Because three O is a specific perspective,

340
00:16:54.895 --> 00:16:59.035
and it, we understand that you, you shouldn't

341
00:17:00.015 --> 00:17:02.915
follow blindly any perspective.

342
00:17:03.255 --> 00:17:06.235
You have to learn from them and create yours.

343
00:17:06.345 --> 00:17:11.275
Because how can we, can someone create something, a solution

344
00:17:11.295 --> 00:17:13.595
for you without, without knowing you,

345
00:17:13.595 --> 00:17:15.035
without knowing your needs?

346
00:17:15.095 --> 00:17:18.795
It doesn't make any sense. Tony shouldn't believe in anyone.

347
00:17:19.015 --> 00:17:20.755
You should learn from all of them

348
00:17:21.175 --> 00:17:24.555
and then create your own solution, your PMO.

349
00:17:24.655 --> 00:17:26.355
And that's why PMOs are different.

350
00:17:27.095 --> 00:17:29.995
So, so Winston Churchill, I believe it was,

351
00:17:30.535 --> 00:17:32.875
Dan is on the call, maybe you can correct me if I'm wrong.

352
00:17:32.915 --> 00:17:34.955
I think it was Winston Churchill who said

353
00:17:34.955 --> 00:17:37.035
that history does not repeat itself,

354
00:17:37.735 --> 00:17:39.915
but it does rhyme, right?

355
00:17:39.935 --> 00:17:41.875
Mm-hmm. And PMOs are little bit the same.

356
00:17:42.055 --> 00:17:45.555
Not PMOs are not all, yeah, there's no two PMOs the same.

357
00:17:46.015 --> 00:17:48.395
But there are common themes, right? They rhyme.

358
00:17:49.345 --> 00:17:52.765
And so, so one of the, one of the common themes is this,

359
00:17:52.905 --> 00:17:55.085
you know, so, so you talked about who are the stakeholders,

360
00:17:56.305 --> 00:17:59.325
almost every PMO on the planet, the senior leadership team

361
00:17:59.945 --> 00:18:02.725
are, uh, are absolutely key stakeholders.

362
00:18:02.725 --> 00:18:04.925
They're generally paying the bills for a start.

363
00:18:05.665 --> 00:18:08.885
Um, but they're also the ones who are, who are kind

364
00:18:08.885 --> 00:18:11.165
of defining what success means.

365
00:18:12.025 --> 00:18:16.245
So are there any common themes that you've seen that, um,

366
00:18:17.395 --> 00:18:20.845
that come from the leadership team of, you know, complaints,

367
00:18:20.915 --> 00:18:24.085
they have observations, they have what they, things

368
00:18:24.085 --> 00:18:26.245
that they want from the PMO?

369
00:18:28.015 --> 00:18:30.145
Yeah, that, that's a, a very interesting point,

370
00:18:30.145 --> 00:18:33.425
because sometimes we, we think, okay,

371
00:18:33.605 --> 00:18:34.785
uh, they have their needs.

372
00:18:34.935 --> 00:18:36.945
Well, let's take the, the executives, right?

373
00:18:37.095 --> 00:18:38.185
They have their needs.

374
00:18:38.805 --> 00:18:42.425
So I have to provide something that is a solution for them.

375
00:18:42.725 --> 00:18:45.545
So the best way of doing that is asking them,

376
00:18:45.855 --> 00:18:46.945
yeah, you are, right?

377
00:18:47.405 --> 00:18:48.825
So asking them names.

378
00:18:49.065 --> 00:18:52.625
I could come with a kind of menu of things that I can do,

379
00:18:52.625 --> 00:18:57.345
like methodology training, mentoring reports portfolio,

380
00:18:57.525 --> 00:18:58.825
and say, Hey, what do you want?

381
00:18:59.445 --> 00:19:01.385
But it doesn't work like that. And why?

382
00:19:01.415 --> 00:19:04.185
Because it's not their language, actually.

383
00:19:04.185 --> 00:19:05.785
It's like when you go to a doctor

384
00:19:06.245 --> 00:19:10.105
or when you go to a doctor, the doctor doesn't ask you, Hey,

385
00:19:10.115 --> 00:19:11.625
which medicines do you want?

386
00:19:12.045 --> 00:19:15.025
No, the doctor tell says, Hey, what are you feeling?

387
00:19:15.485 --> 00:19:17.145
And based it on your language,

388
00:19:17.445 --> 00:19:19.065
the doctor will translate that.

389
00:19:19.485 --> 00:19:21.665
And medicines in solutions.

390
00:19:22.005 --> 00:19:24.505
And that's exactly what happened with BMO.

391
00:19:24.525 --> 00:19:27.785
We have to speak the language of our customers,

392
00:19:27.965 --> 00:19:31.545
and their, their language is based on needs

393
00:19:31.805 --> 00:19:35.345
and outcomes that are expected by these needs.

394
00:19:35.885 --> 00:19:37.265
But there is no important point

395
00:19:37.265 --> 00:19:40.145
because we just say, okay, so it, it's, let,

396
00:19:40.165 --> 00:19:41.305
let me give you an example.

397
00:19:41.585 --> 00:19:44.305
I say, um, they, their need is

398
00:19:44.305 --> 00:19:48.385
because they don't see a clear connection between projects

399
00:19:48.385 --> 00:19:51.225
and strategy, and then they cannot make good

400
00:19:51.425 --> 00:19:52.665
decisions, let's suppose.

401
00:19:53.005 --> 00:19:55.665
And you say, okay, so I will provide a

402
00:19:55.665 --> 00:19:56.825
good medicine for that.

403
00:19:56.945 --> 00:19:58.745
I will support p portfolio management.

404
00:19:59.085 --> 00:20:03.865
And then now we have a big map with all connections,

405
00:20:03.885 --> 00:20:06.385
you know, so they are supposed to make good decision,

406
00:20:06.845 --> 00:20:11.435
but when you ask them again, maybe they will say, no, I, I,

407
00:20:11.555 --> 00:20:16.035
I still don't really think that I can make the decisions.

408
00:20:16.375 --> 00:20:19.115
You can say, but come on, we deliver the value.

409
00:20:19.215 --> 00:20:21.435
The value is this map. Now we can do that.

410
00:20:21.815 --> 00:20:23.795
But an outcome is not the value.

411
00:20:24.295 --> 00:20:28.595
The value is when the outcome becomes a recognized benefits

412
00:20:28.895 --> 00:20:32.195
and benefits, they happen at the mind of your customer.

413
00:20:32.955 --> 00:20:35.955
Benefits are not a number. Benefits are a

414
00:20:35.955 --> 00:20:37.035
feeling, a recognition.

415
00:20:37.105 --> 00:20:39.075
It's when I say, Hey, that's good.

416
00:20:39.145 --> 00:20:41.715
When you provide it to me, now I'm able

417
00:20:41.735 --> 00:20:43.035
to make better decisions.

418
00:20:43.335 --> 00:20:45.995
And sometimes you have the numbers, sometimes you have the,

419
00:20:46.215 --> 00:20:48.085
the, the, the, the, the, the, the output.

420
00:20:48.545 --> 00:20:51.845
But the, the, the real outcome doesn't become a benefit

421
00:20:51.875 --> 00:20:53.685
because there is no recognition.

422
00:20:53.825 --> 00:20:55.725
If there is no recognition, there is no benefit,

423
00:20:56.105 --> 00:20:57.285
no benefit, no value.

424
00:20:58.825 --> 00:21:01.395
I'll give you a great example of that was, uh, our, our,

425
00:21:02.215 --> 00:21:05.315
our security guys, cyber guys were doing some upgrades,

426
00:21:05.805 --> 00:21:08.435
which of course made it much easier for all the users

427
00:21:08.535 --> 00:21:10.595
to do their day-to-day work, not,

428
00:21:11.735 --> 00:21:14.195
and, um, so I, I was speaking with 'em today

429
00:21:14.195 --> 00:21:16.435
and saying, great, you've just, you just bagged some value,

430
00:21:17.295 --> 00:21:19.235
but the users see the opposite, right?

431
00:21:19.265 --> 00:21:22.515
They see cost and lovely.

432
00:21:22.895 --> 00:21:24.075
And they said, well, I can come

433
00:21:24.075 --> 00:21:25.355
and I can tell 'em we're more secure.

434
00:21:25.355 --> 00:21:27.075
And I'm like, no, that's not enough.

435
00:21:27.135 --> 00:21:29.955
That's, that's not value to them.

436
00:21:30.615 --> 00:21:32.755
That's value to you, that's value to me

437
00:21:32.855 --> 00:21:34.035
as the ceo. O that's value to

438
00:21:34.135 --> 00:21:35.135
Me. Exactly. Exactly.

439
00:21:35.135 --> 00:21:35.475

440
00:21:35.755 --> 00:21:38.075
'cause that's reducing risk, but that's not value to them.

441
00:21:38.335 --> 00:21:42.075
So you've got to convert it to value to them, for them to,

442
00:21:42.175 --> 00:21:44.555
to understand that the value is useful. And, and

443
00:21:44.955 --> 00:21:45.955
Absolutely. Absolutely. And,

444
00:21:45.955 --> 00:21:47.875
and, and that's something really cool, uh,

445
00:21:47.875 --> 00:21:50.075
by the way, I I I, I just presented

446
00:21:50.075 --> 00:21:53.515
that in Barcelona last week, uh, in the EMI global Summit.

447
00:21:53.815 --> 00:21:56.275
The point is, we have two sites

448
00:21:57.095 --> 00:21:58.915
of this value measurement.

449
00:21:59.245 --> 00:22:02.475
There is no one that is an individual side.

450
00:22:02.705 --> 00:22:04.035
It's about each customer.

451
00:22:04.455 --> 00:22:07.515
So for make each customer recognize the benefit

452
00:22:07.775 --> 00:22:12.075
and see that as a value, it's, it's, it's a logical formula.

453
00:22:12.955 --> 00:22:17.795
Actually, that positive impact could be higher

454
00:22:18.065 --> 00:22:19.995
than the negative impact, right?

455
00:22:20.315 --> 00:22:23.755
A negative impact means all efforts, uh,

456
00:22:23.755 --> 00:22:25.235
including cost, right?

457
00:22:25.295 --> 00:22:28.315
So if I see that, okay, now I can make a decision,

458
00:22:28.775 --> 00:22:30.955
but, uh, it's a big mess.

459
00:22:31.135 --> 00:22:33.715
People, they are fighting each other.

460
00:22:34.135 --> 00:22:36.955
So the consequences, for example, they are like the,

461
00:22:37.005 --> 00:22:38.035
these benefits.

462
00:22:38.375 --> 00:22:40.915
And at the end, the balance between the benefits

463
00:22:40.935 --> 00:22:42.035
and the benefits

464
00:22:42.055 --> 00:22:44.235
and thoughts, it's not something good for you.

465
00:22:44.395 --> 00:22:46.395
I mean, you are not really happy with that.

466
00:22:46.775 --> 00:22:50.555
So it means that if you are delivering the positive, uh, uh,

467
00:22:50.875 --> 00:22:52.955
benefits, but if this, these benefits

468
00:22:52.975 --> 00:22:55.755
and thoughts are too high, maybe it's not a good deal.

469
00:22:56.255 --> 00:23:00.155
And the benefit for PMO as a whole is a balance

470
00:23:00.805 --> 00:23:02.235
among your customers.

471
00:23:02.265 --> 00:23:04.835
Because, for example, you are the executive, right?

472
00:23:05.095 --> 00:23:06.755
I'm providing you all this

473
00:23:07.325 --> 00:23:09.155
great information for make a decision.

474
00:23:09.295 --> 00:23:11.675
Now you are happy. But I have someone else,

475
00:23:11.865 --> 00:23:14.635
like a project manager, that is hating that,

476
00:23:14.635 --> 00:23:18.155
because now that person is being much more control.

477
00:23:18.735 --> 00:23:22.395
So that's why it's a big balance among all the customers,

478
00:23:22.395 --> 00:23:25.275
because sometimes what we were doing in a positive way

479
00:23:25.275 --> 00:23:27.915
for your customer is impacting in a negative

480
00:23:27.975 --> 00:23:29.195
way another customer.

481
00:23:29.375 --> 00:23:31.275
And you have to manage all of this together.

482
00:23:31.455 --> 00:23:33.595
You have to understand all the impacts

483
00:23:33.735 --> 00:23:34.835
of what you were doing.

484
00:23:35.015 --> 00:23:37.475
So it's not only about doing technical things,

485
00:23:37.475 --> 00:23:40.795
because if you are doing something technically perfect,

486
00:23:41.415 --> 00:23:43.155
people will recognize that.

487
00:23:43.335 --> 00:23:46.045
No, no, no, it's about people. It's not about techno.

488
00:23:46.385 --> 00:23:48.645
And all these people, they are connected

489
00:23:48.645 --> 00:23:50.085
because they are your customers.

490
00:23:50.105 --> 00:23:53.845
You are serving them. And the value of the PMO is the result

491
00:23:53.945 --> 00:23:57.005
of how all of them understand

492
00:23:57.385 --> 00:23:59.605
how important the PMO is for the organization.

493
00:24:00.955 --> 00:24:03.805
Beautiful. So, I, I think that's answered some

494
00:24:03.805 --> 00:24:05.165
of the questions actually, that,

495
00:24:05.165 --> 00:24:06.645
that have been queuing up in the chat.

496
00:24:06.755 --> 00:24:08.405
Yeah, I know. So if I'm looking this way,

497
00:24:08.465 --> 00:24:09.965
I'm looking at the questions in the chat.

498
00:24:10.145 --> 00:24:11.325
Um, so absolutely.

499
00:24:11.545 --> 00:24:12.965
So let's pick off some of the questions

500
00:24:12.965 --> 00:24:14.005
from the, from the audience.

501
00:24:14.305 --> 00:24:16.365
Um, so some of 'em are quite tactical.

502
00:24:16.365 --> 00:24:18.805
So for example, Lisa asks, uh, the says,

503
00:24:18.805 --> 00:24:21.325
the old PMO value ring had wonderful web tool.

504
00:24:21.355 --> 00:24:23.685
Will there be a web tool with a new value ring?

505
00:24:24.585 --> 00:24:27.095
Right? Right. Yes. But in a different way.

506
00:24:27.435 --> 00:24:30.335
In the past, we had a, a kind of transactional

507
00:24:31.255 --> 00:24:32.615
software that was cool.

508
00:24:32.915 --> 00:24:34.655
Uh, now the software is not aligned

509
00:24:34.725 --> 00:24:36.575
with the new PMO valuing framework

510
00:24:36.575 --> 00:24:38.015
anymore because it's different.

511
00:24:38.085 --> 00:24:40.495
It's much, uh, which was much.

512
00:24:41.635 --> 00:24:45.615
Uh, but, but, but, uh, we will do something different.

513
00:24:45.715 --> 00:24:47.735
We will create these small tools.

514
00:24:48.075 --> 00:24:51.935
So if you go to the P-M-O-G-A online C platform, you'll find

515
00:24:51.935 --> 00:24:56.055
that we'll start with simple tools like spreadsheets.

516
00:24:56.195 --> 00:24:59.775
We have one, for example, today to help you to select the

517
00:25:00.535 --> 00:25:05.015
services of your PMO BA based on the expectations of, uh,

518
00:25:05.275 --> 00:25:07.295
out outcomes from your customers.

519
00:25:07.295 --> 00:25:08.415
So it's available there.

520
00:25:08.965 --> 00:25:11.855
When we see that people are providing feedback,

521
00:25:11.995 --> 00:25:16.535
and it's quite, you know, ready to be improved,

522
00:25:17.035 --> 00:25:20.415
we will develop a specific small tool for this.

523
00:25:20.715 --> 00:25:24.535
So it won't become, again, a very big transaction

524
00:25:24.535 --> 00:25:26.535
of software because it's too complicated.

525
00:25:26.795 --> 00:25:29.295
And PMI doesn't offer software.

526
00:25:29.615 --> 00:25:30.895
Software is another business, you know,

527
00:25:30.895 --> 00:25:32.655
it's something really complicated.

528
00:25:32.795 --> 00:25:36.375
So I have to find a way of providing something

529
00:25:36.435 --> 00:25:37.495
to support people,

530
00:25:37.955 --> 00:25:41.975
but in a way that makes sense for PMI, my, my, my, my,

531
00:25:42.115 --> 00:25:46.375
my big, uh, uh, objective is to make these tools part

532
00:25:46.475 --> 00:25:49.415
of PMI infin, but we are working on this.

533
00:25:49.675 --> 00:25:52.255
We want to bring all these tools to PMI Infin,

534
00:25:52.725 --> 00:25:54.695
then you can use PMI Infin

535
00:25:54.795 --> 00:25:56.735
to generate everything that you need.

536
00:25:56.755 --> 00:25:59.175
It makes all sense. We can leverage ai.

537
00:26:00.725 --> 00:26:02.335
Another super tactical question,

538
00:26:02.515 --> 00:26:05.375
is there gonna be a printed version of the practice guide?

539
00:26:06.695 --> 00:26:09.035
No. And there is a reason for that, right?

540
00:26:09.455 --> 00:26:13.235
The reason is, uh, it's the first solution.

541
00:26:14.425 --> 00:26:16.205
We have great feedback.

542
00:26:16.345 --> 00:26:20.565
We have new ideas, we have pilots projects in, in,

543
00:26:20.625 --> 00:26:22.085
in progress in companies.

544
00:26:22.705 --> 00:26:27.365
If I print something right now, it'll be an excuse

545
00:26:28.185 --> 00:26:31.805
for don't make an update in the beginning of next year.

546
00:26:32.545 --> 00:26:34.325
And I don't want that actually in

547
00:26:34.405 --> 00:26:35.485
the beginning of next year.

548
00:26:35.515 --> 00:26:37.165
It's not usually PMI, you know,

549
00:26:37.165 --> 00:26:39.445
that usually guides and standards.

550
00:26:39.445 --> 00:26:41.365
They are updated every four years.

551
00:26:41.825 --> 00:26:45.205
But I see that it's, it's not an option.

552
00:26:45.265 --> 00:26:48.325
You know, we need an update in the beginning of next year.

553
00:26:48.325 --> 00:26:51.315
There are many new ideas, things

554
00:26:51.315 --> 00:26:53.995
that we can make adjustments, you know, and,

555
00:26:54.015 --> 00:26:58.035
and if I have printed books, people will say, oh,

556
00:26:58.135 --> 00:26:59.315
now we have printed books.

557
00:26:59.455 --> 00:27:04.035
You know, so, so believe me, we will

558
00:27:04.655 --> 00:27:08.235
get much more benefits if we wait a little.

559
00:27:08.535 --> 00:27:10.835
So probably in the second edition next

560
00:27:10.865 --> 00:27:12.195
year, we'll have a chance.

561
00:27:12.355 --> 00:27:15.715
I, I would love to have my printed version right in my

562
00:27:15.915 --> 00:27:17.035
a log books, right?

563
00:27:17.175 --> 00:27:19.835
But, but, but it's not the best strategy.

564
00:27:20.295 --> 00:27:24.635
Uh, updating it quickly with all this dynamic

565
00:27:24.865 --> 00:27:27.195
that we have is something much more important.

566
00:27:27.375 --> 00:27:30.395
So if it depends on me, this first ver version,

567
00:27:31.265 --> 00:27:33.955
only digital, because I believe it's the best thing

568
00:27:33.955 --> 00:27:36.275
that we can do for us, for our community.

569
00:27:37.365 --> 00:27:39.555
Super. Right? I've got two super quick things,

570
00:27:39.695 --> 00:27:41.435
and then we'll move on to the next poll.

571
00:27:42.015 --> 00:27:44.435
Um, so the, the first one is, uh,

572
00:27:44.435 --> 00:27:46.635
we've been talking a lot about how to get executives

573
00:27:46.635 --> 00:27:48.395
to support and buy into the PMO.

574
00:27:48.705 --> 00:27:50.475
This is, we get asked this so often

575
00:27:51.105 --> 00:27:53.475
that we've actually created, uh, something

576
00:27:53.475 --> 00:27:54.835
that we call the case for change.

577
00:27:54.945 --> 00:27:56.475
I've just dropped the link into the chat.

578
00:27:57.095 --> 00:28:01.435
Um, so this is a, a, a quick kind of workshop thing that we,

579
00:28:01.585 --> 00:28:05.435
that we do with, uh, PMO leaders, where we look at,

580
00:28:05.455 --> 00:28:07.995
you know, what's the pain from your leadership

581
00:28:07.995 --> 00:28:09.595
that your leadership team suffering?

582
00:28:09.625 --> 00:28:11.155
What are the root causes of that?

583
00:28:11.465 --> 00:28:12.475
What are the key services

584
00:28:12.475 --> 00:28:14.075
that you can deliver to solve the pain?

585
00:28:14.415 --> 00:28:17.275
And how do you communicate that so that you get the buy-in?

586
00:28:17.275 --> 00:28:19.475
It's a just a, it's just a way of getting buy-in.

587
00:28:19.475 --> 00:28:21.555
So if you are struggling with this, right?

588
00:28:22.105 --> 00:28:23.595
Book yourself a case for change.

589
00:28:24.015 --> 00:28:25.755
The, the first session just takes an hour,

590
00:28:26.295 --> 00:28:28.355
and then we'll figure out what we need to do after that.

591
00:28:29.785 --> 00:28:32.315
Yeah. And for that, yeah, we, we don't, for that first

592
00:28:32.955 --> 00:28:35.315
briefing session, that first session, which if you wanna go

593
00:28:35.315 --> 00:28:36.995
and do it yourself, you can just go and do it.

594
00:28:36.995 --> 00:28:40.315
There's no cost for that. Um, it's not tied to our software.

595
00:28:40.425 --> 00:28:41.995
It's not about our software.

596
00:28:42.185 --> 00:28:44.155
It's about PMO and,

597
00:28:44.335 --> 00:28:46.675
and establishing value with the leadership team.

598
00:28:46.775 --> 00:28:49.475
So if you've struggled with book a meeting,

599
00:28:49.885 --> 00:28:51.195
sorry, go ahead, America.

600
00:28:52.815 --> 00:28:53.955
No, yeah, I was saying

601
00:28:53.955 --> 00:28:55.315
that it's a, it is a, it is a great idea.

602
00:28:55.455 --> 00:28:59.585
All, all these opportunities can let us think or,

603
00:28:59.645 --> 00:29:02.145
or rethink our beliefs, you know,

604
00:29:02.405 --> 00:29:05.385
and this is exactly what made PMOs evolve.

605
00:29:05.765 --> 00:29:07.425
You know, if we, I usually say

606
00:29:07.425 --> 00:29:09.265
that if we have too many answers about

607
00:29:09.335 --> 00:29:12.465
what a PMOs should be, it's very possible

608
00:29:12.505 --> 00:29:13.785
that we are not in the right way.

609
00:29:14.125 --> 00:29:17.265
You know, because PMOs are so dynamic, you know?

610
00:29:17.285 --> 00:29:20.625
So if you believe that you are the most beautiful tree in

611
00:29:20.625 --> 00:29:23.425
the world, and all other trees should be like you,

612
00:29:24.285 --> 00:29:26.855
this is not the real word, my friend. Yeah. You know,

613
00:29:27.355 --> 00:29:28.735
Abs, a hundred percent, a hundred percent.

614
00:29:28.995 --> 00:29:30.495
Uh, Michael, thank you. Keep going.

615
00:29:30.805 --> 00:29:32.895
Keep doing what you're doing. Michael keeps dropping in

616
00:29:32.905 --> 00:29:34.975
links and things like that to the practice guide

617
00:29:34.975 --> 00:29:37.895
and PMO resources, so, brilliant. Thank you for that.

618
00:29:37.925 --> 00:29:40.895
Yeah. Member members, members can download by for free,

619
00:29:41.365 --> 00:29:42.925
actually, uh, at PMI website.

620
00:29:43.505 --> 00:29:44.525
Yep. Absolutely.

621
00:29:44.825 --> 00:29:46.765
Um, and then just one super quick point, uh,

622
00:29:46.785 --> 00:29:48.925
Rashad said something along the lines that, you know,

623
00:29:49.565 --> 00:29:52.285
communicating value that, uh, complying

624
00:29:52.285 --> 00:29:55.125
with the requirements and regulation is not value add as,

625
00:29:55.145 --> 00:29:56.365
as a CEO of a business.

626
00:29:56.985 --> 00:30:00.685
Uh, Rashad, I, I have to disagree with you respectfully.

627
00:30:01.245 --> 00:30:02.405
I disagree very strongly.

628
00:30:03.105 --> 00:30:06.365
Um, when you, you're doing compliance, right?

629
00:30:06.945 --> 00:30:10.125
It absolutely adds value because it is reducing risk.

630
00:30:10.415 --> 00:30:13.285
Compliance is all about reducing risk in the business,

631
00:30:13.745 --> 00:30:15.165
and risk does have value.

632
00:30:15.305 --> 00:30:19.365
So always, you know, don't think about what's the output.

633
00:30:19.865 --> 00:30:22.085
The output is we've ticked a compliance box.

634
00:30:22.665 --> 00:30:25.365
The value to the business is we have reduced the risk

635
00:30:25.365 --> 00:30:26.485
of something bad happening,

636
00:30:26.895 --> 00:30:27.895
Right? And sometimes

637
00:30:27.895 --> 00:30:28.685
you can be out

638
00:30:28.705 --> 00:30:30.965
of the business if you are not compliant, right?

639
00:30:31.205 --> 00:30:32.445
A absolutely. Yeah.

640
00:30:32.635 --> 00:30:37.615
Well, actually, a, actually, a again, don't,

641
00:30:37.615 --> 00:30:40.175
don't be too assertive when you are talking

642
00:30:40.175 --> 00:30:41.695
about pmo, right?

643
00:30:41.695 --> 00:30:44.975
Because it depends if, if you are, if, if the CEO

644
00:30:46.065 --> 00:30:49.095
truly believe and feel that it's something important

645
00:30:49.235 --> 00:30:51.615
for the business and for him or her, right?

646
00:30:52.315 --> 00:30:55.815
My friend, that's, that's it. That, that's a real word.

647
00:30:55.995 --> 00:30:58.815
You know? So that's what you have to understand.

648
00:30:59.365 --> 00:31:03.535
Sometimes it's something that you have all the right

649
00:31:03.715 --> 00:31:04.735
to disagree.

650
00:31:05.005 --> 00:31:07.295
It's, it's, it's okay, right?

651
00:31:07.315 --> 00:31:09.535
But, but it's not about if you agree

652
00:31:09.555 --> 00:31:12.375
or not, it's about what is needed or not.

653
00:31:13.175 --> 00:31:16.655
I usually say, if, if it's not illegal, immoral

654
00:31:16.835 --> 00:31:19.935
and will not get to fed, you can do it, right?

655
00:31:19.935 --> 00:31:22.535
Because it's needed, right? You can do it.

656
00:31:22.535 --> 00:31:23.575
So it's not a big deal.

657
00:31:23.835 --> 00:31:26.055
So, but, but we need this connection between

658
00:31:26.325 --> 00:31:29.015
what is really expected and what your adults,

659
00:31:29.285 --> 00:31:32.535
otherwise, there is no perception of value.

660
00:31:32.765 --> 00:31:34.215
Perfect. So, to the point

661
00:31:34.235 --> 00:31:37.415
of all the trees being different, I'd love to find out

662
00:31:37.445 --> 00:31:39.255
what kind of trees we've got in the audience.

663
00:31:40.595 --> 00:31:42.095
All right. So the next poll is open.

664
00:31:42.555 --> 00:31:45.375
Uh, where do you spend most of your time within the PMO?

665
00:31:45.875 --> 00:31:47.575
Is it fighting fires on projects?

666
00:31:47.795 --> 00:31:49.615
Is it pulling together reports?

667
00:31:50.595 --> 00:31:51.895
Uh, is it creating

668
00:31:51.955 --> 00:31:54.855
and enforcing methodologies, you know, process

669
00:31:55.075 --> 00:31:57.975
and, you know, the classic process police thing, uh,

670
00:31:57.995 --> 00:32:00.415
or is it optimizing delivery of business value?

671
00:32:00.555 --> 00:32:02.935
So where do you spend most of your time? Be honest.

672
00:32:03.065 --> 00:32:05.615
Don't tell us where you would like to spend most

673
00:32:05.615 --> 00:32:06.855
of your time, or

674
00:32:06.855 --> 00:32:09.335
where you think you should spend most of your time.

675
00:32:10.005 --> 00:32:13.055
Tell us where you actually spend most of your time.

676
00:32:14.245 --> 00:32:15.355
We'll just give it a few seconds.

677
00:32:15.485 --> 00:32:17.275
Let's see if we can get up to get up

678
00:32:17.275 --> 00:32:18.515
to a hundred people again.

679
00:32:19.375 --> 00:32:21.035
Um, once we get up to a hundred, we'll,

680
00:32:21.035 --> 00:32:22.675
we'll reveal the, reveal the answers.

681
00:32:24.265 --> 00:32:27.195
Here we go. 92, 93. Come on. A few more.

682
00:32:27.415 --> 00:32:29.195
Few more, a few more. Jump in in there.

683
00:32:30.865 --> 00:32:35.405
You gotta be in it to win it. All right. There we go.

684
00:32:36.275 --> 00:32:39.125
Will do. Let's, let's end. Paul, share the results.

685
00:32:39.255 --> 00:32:40.485
There we go. Can you see this?

686
00:32:40.905 --> 00:32:43.285
So it's reasonably evenly spread on this one.

687
00:32:43.285 --> 00:32:45.525
America, what do you, what do you think? Where,

688
00:32:46.275 --> 00:32:47.365
What, What, what do you think to that?

689
00:32:47.365 --> 00:32:48.365
What's your reaction?

690
00:32:51.215 --> 00:32:54.105
Well, the, the, the point is, uh,

691
00:32:54.695 --> 00:32:58.185
when we talk about needs, are, there are some needs

692
00:32:58.265 --> 00:33:00.425
that they are very common, right?

693
00:33:00.885 --> 00:33:03.985
So, uh, and because these needs are common, the,

694
00:33:04.005 --> 00:33:07.945
the medicines that you provide, they are also very common.

695
00:33:08.485 --> 00:33:11.185
So, for example, why do we have methodology?

696
00:33:12.295 --> 00:33:14.865
Many PMOs, they are involved with methodologies

697
00:33:15.055 --> 00:33:18.185
because methodologies is a kind of medicine

698
00:33:18.455 --> 00:33:22.745
that can address many different needs and expectations.

699
00:33:23.125 --> 00:33:25.625
Not all of them, but many of them, right?

700
00:33:26.125 --> 00:33:30.545
So what you are doing in terms of, of services,

701
00:33:30.595 --> 00:33:31.625
there is no right

702
00:33:31.685 --> 00:33:34.385
and wrong, actually, it's just a matter

703
00:33:34.385 --> 00:33:35.745
of doing what is needed.

704
00:33:36.205 --> 00:33:39.465
The problem is, p PMOs, they, they, there are many PMOs

705
00:33:39.465 --> 00:33:41.225
that they fail, uh, not

706
00:33:41.225 --> 00:33:43.385
because they, they are not doing a, a good job.

707
00:33:44.135 --> 00:33:46.545
They are not providing good services, but

708
00:33:46.545 --> 00:33:49.185
because they are providing wrong services,

709
00:33:49.415 --> 00:33:52.945
it's like you are providing a great Etsy

710
00:33:53.525 --> 00:33:55.905
for a pain that doesn't exist.

711
00:33:56.605 --> 00:33:58.665
So nobody can see value on that.

712
00:33:58.805 --> 00:34:00.185
My pain is in my head,

713
00:34:00.725 --> 00:34:02.945
and you are giving me the best match in

714
00:34:02.945 --> 00:34:04.025
the world for my stomach.

715
00:34:04.445 --> 00:34:07.785
How can I see value on that? And why are you doing this?

716
00:34:07.785 --> 00:34:10.825
Because you believe that every PMO should do that.

717
00:34:11.485 --> 00:34:13.185
You know what I'm saying? But, okay,

718
00:34:13.185 --> 00:34:15.665
but not here, here, my needs are different.

719
00:34:15.965 --> 00:34:17.065
And this is the big point.

720
00:34:17.325 --> 00:34:20.665
So PMOs, they're not like pre-established models

721
00:34:20.775 --> 00:34:22.345
that you just take them

722
00:34:22.445 --> 00:34:24.625
and say, okay, that's what we have to do.

723
00:34:24.845 --> 00:34:28.585
So the PMO, that was very successful, uh, in, in the past,

724
00:34:28.885 --> 00:34:32.585
in my company where I, where I was working,

725
00:34:32.685 --> 00:34:33.865
now I'm a consultant

726
00:34:34.205 --> 00:34:37.625
and I will try to implement the same PMO in all my clients.

727
00:34:38.625 --> 00:34:41.425
Probably all of them will have problems and maybe fail.

728
00:34:41.775 --> 00:34:42.785
Fail. And why?

729
00:34:42.785 --> 00:34:46.285
Because you are giving a medicine that was really good

730
00:34:46.305 --> 00:34:47.645
for your past company,

731
00:34:48.145 --> 00:34:51.125
but you have no idea if this medicine makes sense

732
00:34:51.545 --> 00:34:55.925
for this new companies, this new, new, new, new, new PMOs.

733
00:34:55.925 --> 00:34:58.965
You know what I mean? So, so this relationship between

734
00:34:59.035 --> 00:35:01.805
what we were doing and what is expected is the key.

735
00:35:02.305 --> 00:35:06.565
And, and you see that both, uh, items that were,

736
00:35:06.715 --> 00:35:09.045
were in the top, uh, of that list,

737
00:35:09.435 --> 00:35:11.765
they are not very strategic, right?

738
00:35:12.115 --> 00:35:14.925
They are quite tactical and operational,

739
00:35:15.145 --> 00:35:18.895
and you can say, oh, it's not correct.

740
00:35:19.115 --> 00:35:21.735
You know, PMOs should be more strategic.

741
00:35:22.895 --> 00:35:23.895
Actually, it depends,

742
00:35:23.895 --> 00:35:27.215
because sometimes the needs can be more operational,

743
00:35:27.355 --> 00:35:29.255
the needs can be more tactical,

744
00:35:29.395 --> 00:35:31.015
or they can be more strategic.

745
00:35:31.845 --> 00:35:33.935
It's okay, there is nothing wrong with that.

746
00:35:34.435 --> 00:35:37.285
But on the other side, sometimes PMOs,

747
00:35:37.285 --> 00:35:39.205
they are much more tactical

748
00:35:39.265 --> 00:35:42.005
and oppression than, than they could be in terms

749
00:35:42.105 --> 00:35:44.285
of strategic, uh, approach.

750
00:35:44.315 --> 00:35:49.045
Because there is a lack of maturity in the, in the, in the,

751
00:35:49.065 --> 00:35:51.725
in the organization, especially at the top level.

752
00:35:52.185 --> 00:35:55.925
So when we have people with a lack of maturity in our,

753
00:35:56.225 --> 00:35:57.925
in our topic, right?

754
00:35:57.945 --> 00:36:02.795
In project management at the top level, usually they

755
00:36:03.345 --> 00:36:07.475
require much more tactical operational aspects than

756
00:36:08.355 --> 00:36:10.555
strategic, uh, uh, uh, aspects.

757
00:36:10.555 --> 00:36:14.035
Because actually they cannot understand the value

758
00:36:14.175 --> 00:36:15.235
of these things yet.

759
00:36:15.575 --> 00:36:16.675
But it's a matter of time.

760
00:36:16.975 --> 00:36:18.955
That's why it's a journey of value.

761
00:36:19.095 --> 00:36:21.595
We have to educate our customers,

762
00:36:21.655 --> 00:36:25.035
and then they will be able to perceive the value of

763
00:36:25.065 --> 00:36:26.995
what we are doing in a exist way.

764
00:36:30.565 --> 00:36:32.145
Agreed. And the, so here's,

765
00:36:32.145 --> 00:36:33.465
here's the way I think about it, right?

766
00:36:34.065 --> 00:36:37.425
A actually, my view, my personal view is

767
00:36:37.425 --> 00:36:39.545
that every PMO on the planet should have the same job

768
00:36:39.545 --> 00:36:41.645
description, right?

769
00:36:41.705 --> 00:36:43.725
And that job description should be

770
00:36:43.725 --> 00:36:46.005
to maximize the return on investment from your

771
00:36:46.035 --> 00:36:47.045
portfolio, right?

772
00:36:47.045 --> 00:36:48.685
That's it. That's, that's the job description.

773
00:36:48.685 --> 00:36:50.845
That's all of it. You don't need more than that

774
00:36:51.315 --> 00:36:54.485
because part of your journey is to understand

775
00:36:54.895 --> 00:36:56.765
where is the organization today and,

776
00:36:56.825 --> 00:36:58.405
and America, to use your metaphor,

777
00:36:58.595 --> 00:37:00.285
what medicine do they need today?

778
00:37:01.425 --> 00:37:04.165
And fix that problem to improve the ROI.

779
00:37:04.865 --> 00:37:06.685
And then once you fix that problem, you say,

780
00:37:07.065 --> 00:37:08.605
what's the next most important problem?

781
00:37:08.955 --> 00:37:10.845
Then you fix that problem, right?

782
00:37:11.305 --> 00:37:14.045
And, and so it could be that on day one, you go in and,

783
00:37:14.045 --> 00:37:16.885
and you've got to do really basic stuff like, you know,

784
00:37:16.885 --> 00:37:20.125
help people understand what a risk register is, right?

785
00:37:20.225 --> 00:37:21.765
And think, you know, really basic stuff.

786
00:37:22.345 --> 00:37:23.685
But you know what, after six months,

787
00:37:24.395 --> 00:37:26.245
everybody knows what the risk register is.

788
00:37:26.245 --> 00:37:29.245
You don't need to do that anymore as a PMO, right?

789
00:37:29.345 --> 00:37:32.405
So you can go and do something further up that value chain.

790
00:37:32.905 --> 00:37:35.165
And so the, the key is every step, what you're trying

791
00:37:35.165 --> 00:37:39.725
to do is add more value to improve that, that ROI. Exactly.

792
00:37:40.435 --> 00:37:42.325
Exactly. And,

793
00:37:42.345 --> 00:37:43.525
and I think, so there's a couple

794
00:37:43.525 --> 00:37:45.045
of themes here coming out from the,

795
00:37:45.045 --> 00:37:46.885
from the practice guide, right?

796
00:37:46.945 --> 00:37:50.985
So the first one is the, actually projects are not about

797
00:37:51.705 --> 00:37:53.265
projects, actually, they're so,

798
00:37:53.285 --> 00:37:54.825
so we do this whole thing with ducks, right?

799
00:37:54.825 --> 00:37:56.305
So we've got, I dunno if you can see the ducks

800
00:37:56.305 --> 00:37:59.025
behind me here, but we, we do this thing with the, the,

801
00:37:59.025 --> 00:38:00.145
with ducks and eggs, right?

802
00:38:00.145 --> 00:38:03.145
Where the business doesn't care about your projects, right?

803
00:38:03.145 --> 00:38:04.985
They don't care if you have a boy duck or a gold duck.

804
00:38:04.985 --> 00:38:06.705
They don't care if it's waterfall, agile.

805
00:38:06.705 --> 00:38:08.465
They don't care about any of that, right?

806
00:38:08.735 --> 00:38:10.505
They don't care about boy duck or girl duck.

807
00:38:10.505 --> 00:38:13.425
They just want eggs. They want the value, okay?

808
00:38:13.425 --> 00:38:14.985
They want the value from the projects.

809
00:38:15.645 --> 00:38:17.865
So right at the heart, no matter where you are on

810
00:38:17.865 --> 00:38:20.225
that maturity curve, what kind of PMO you've got,

811
00:38:21.405 --> 00:38:23.465
it should be about delivering business value.

812
00:38:24.315 --> 00:38:27.445
Even if all you are doing is time sheets

813
00:38:27.705 --> 00:38:29.515
and reporting, right?

814
00:38:30.055 --> 00:38:32.875
You're doing that to help the business realize the value.

815
00:38:32.875 --> 00:38:34.675
You're not doing it because of the time sheets

816
00:38:34.695 --> 00:38:37.685
and the reporting in and of themselves are important.

817
00:38:38.105 --> 00:38:40.405
You're doing it to help the organization add value.

818
00:38:40.945 --> 00:38:43.085
And, and so that's one of the themes, Americo,

819
00:38:43.085 --> 00:38:44.725
that comes across very strongly in the,

820
00:38:44.945 --> 00:38:46.005
in the practice guide.

821
00:38:46.625 --> 00:38:49.325
And, and then the second theme, the second theme that,

822
00:38:49.325 --> 00:38:53.205
that Americo was talking about there, is that, that, uh,

823
00:38:54.275 --> 00:38:56.885
PMOs evolve over time, right?

824
00:38:56.955 --> 00:38:58.885
They evolve as the needs change.

825
00:38:58.915 --> 00:39:01.205
That agility is really important.

826
00:39:01.425 --> 00:39:04.725
So what I'd like to do is open up the third poll

827
00:39:07.035 --> 00:39:09.015
and just see how we're all doing on this.

828
00:39:09.015 --> 00:39:12.415
It's almost like we planned this America, which,

829
00:39:12.705 --> 00:39:16.855
which I have to say we didn't really, all right,

830
00:39:16.875 --> 00:39:18.575
so there's a third, third poll.

831
00:39:18.595 --> 00:39:20.615
Is there that should be open.

832
00:39:21.715 --> 00:39:24.215
So how well aligned are you guys all seeing that?

833
00:39:24.215 --> 00:39:25.975
Just gimme a quick thumbs up if you can see it.

834
00:39:26.555 --> 00:39:29.735
Um, how well aligned are you all? Yeah. Votes are coming in.

835
00:39:29.735 --> 00:39:31.135
Thank you very much. Uh,

836
00:39:31.195 --> 00:39:34.175
how well aligned are your PMO services to the strategy

837
00:39:34.235 --> 00:39:36.615
and pain of the business, which is

838
00:39:36.615 --> 00:39:38.815
what America was just talking about, right?

839
00:39:39.125 --> 00:39:43.695
Just talking about the, uh, um, uh, the alignment. Oh, wow.

840
00:39:44.035 --> 00:39:47.885
And again, vote for what reality is not

841
00:39:47.885 --> 00:39:50.565
what you think it should be or what you would like it to be,

842
00:39:50.705 --> 00:39:52.485
but where you actually are today.

843
00:39:57.615 --> 00:39:59.265
Fantastic. Keep going, keep going.

844
00:39:59.265 --> 00:40:01.065
We're up to about 70 votes. Keep going.

845
00:40:02.415 --> 00:40:03.665
Yeah, I'll see these. Thank you.

846
00:40:03.705 --> 00:40:05.265
I, I like that Stuart's motto.

847
00:40:05.785 --> 00:40:08.625
Companies want more eggs, bigger eggs, the right eggs,

848
00:40:08.625 --> 00:40:09.825
and fewer broken eggs.

849
00:40:11.225 --> 00:40:13.365
We had the whole of Barcelona shouting that last week.

850
00:40:13.675 --> 00:40:18.015
That was a lot of fun. Um, brilliant. All right, here we go.

851
00:40:18.015 --> 00:40:19.375
Let's see what the results look like.

852
00:40:19.375 --> 00:40:20.575
Still a few votes coming in.

853
00:40:20.575 --> 00:40:22.295
We'll leave it open just for a few more seconds.

854
00:40:23.435 --> 00:40:27.785
And that, there we go. That'll do. Okie dokie.

855
00:40:28.285 --> 00:40:33.145
So this one. Um, so, so this is a, this, this is great.

856
00:40:33.285 --> 00:40:36.905
We don't have very many people just saying, look, I'm a PMO,

857
00:40:36.925 --> 00:40:38.145
I'm gonna do what PMOs do,

858
00:40:38.145 --> 00:40:39.225
and I don't care about the business.

859
00:40:39.225 --> 00:40:42.305
That's brilliant. Well done. Uh, I'm delighted about that.

860
00:40:42.805 --> 00:40:45.065
But the, but the other three are, are,

861
00:40:45.205 --> 00:40:46.665
are fairly equal, right?

862
00:40:46.805 --> 00:40:51.505
So, so there's, uh, it's 30% of you

863
00:40:52.285 --> 00:40:54.225
say that you're a hundred percent aligned, that the,

864
00:40:54.285 --> 00:40:57.065
the services you're offering really support are aligned

865
00:40:57.065 --> 00:40:59.465
to the strategy and the pain of the business.

866
00:40:59.995 --> 00:41:03.065
About a third, think that it, you know, you, you're kind

867
00:41:03.065 --> 00:41:05.505
of syncing up every year or so with, with the, the business.

868
00:41:06.205 --> 00:41:07.345
Um, um,

869
00:41:07.445 --> 00:41:10.505
and then about another third of you are saying, you know,

870
00:41:10.505 --> 00:41:12.265
yeah, just kind of vaguely, we talk

871
00:41:12.265 --> 00:41:13.265
to business occasionally.

872
00:41:14.125 --> 00:41:16.545
So, so America, what does, what does, what,

873
00:41:16.545 --> 00:41:17.905
what does the practice guide say?

874
00:41:17.905 --> 00:41:20.825
And what does your experience tell you about this?

875
00:41:20.875 --> 00:41:22.785
About the need to align those services?

876
00:41:23.805 --> 00:41:26.335
Yeah, I, I, I, I think we need to expand

877
00:41:26.885 --> 00:41:29.615
this real little bit.

878
00:41:30.415 --> 00:41:34.165
The, the point is, uh, remember I, I said

879
00:41:34.165 --> 00:41:37.055
that value has two styles.

880
00:41:37.075 --> 00:41:39.535
We have the individual perception of value,

881
00:41:39.875 --> 00:41:42.935
and we have the collective perception of value,

882
00:41:42.955 --> 00:41:44.735
the organization as a whole, right?

883
00:41:45.155 --> 00:41:46.895
So, uh, I'm saying that

884
00:41:46.895 --> 00:41:51.535
because when we are delivering value benefits on them, value

885
00:41:51.765 --> 00:41:54.055
with the recognition, actually,

886
00:41:54.365 --> 00:41:57.295
sometimes it can be something very sophisticated.

887
00:41:57.885 --> 00:41:59.815
Sometimes it can be something simple.

888
00:41:59.955 --> 00:42:02.455
But we are delivering value in the same way.

889
00:42:02.715 --> 00:42:07.575
For example, actually we have, uh, uh, uh, the,

890
00:42:07.595 --> 00:42:10.255
the, someone at the C level, right?

891
00:42:10.475 --> 00:42:14.415
Is not very experienced on project management,

892
00:42:14.475 --> 00:42:16.215
for example, management.

893
00:42:16.475 --> 00:42:20.935
And this person at this moment needs some support, uh,

894
00:42:21.315 --> 00:42:24.295
to be able to make a good analysis of

895
00:42:24.565 --> 00:42:26.455
that information and make decision.

896
00:42:27.155 --> 00:42:30.535
So look, it, it's something quite simple, right?

897
00:42:30.835 --> 00:42:34.335
The PMO can help, and you are generating value on why,

898
00:42:34.335 --> 00:42:35.615
because there is a pain

899
00:42:35.955 --> 00:42:38.095
and you are handling that pain, right?

900
00:42:38.435 --> 00:42:41.615
So it's not something very sophisticated, you know,

901
00:42:41.615 --> 00:42:46.375
and oh, we are, uh, the, uh, the, uh, changing the, the,

902
00:42:47.355 --> 00:42:51.415
the, uh, something, the way that we are delivering projects.

903
00:42:51.435 --> 00:42:54.895
No, no, no, you are just supporting your customer.

904
00:42:54.955 --> 00:42:56.175
And this is something important

905
00:42:56.175 --> 00:42:58.375
because that's the way that we establish

906
00:42:58.905 --> 00:43:00.495
trust based relationships.

907
00:43:00.715 --> 00:43:03.975
One day, the same customer will be more mature,

908
00:43:04.355 --> 00:43:06.815
and we will need something more sophisticated.

909
00:43:07.155 --> 00:43:09.375
And that's, then you'll be there, you'll be there

910
00:43:09.395 --> 00:43:10.575
to support them.

911
00:43:11.115 --> 00:43:12.375
So this is the first point.

912
00:43:12.725 --> 00:43:16.175
Sometimes simple things can add a lot of value.

913
00:43:16.705 --> 00:43:19.695
There is another point that is when we say that, okay,

914
00:43:20.035 --> 00:43:25.015
the PMO is here to generate, uh, a better ROI

915
00:43:25.115 --> 00:43:27.855
for our portfolio, for example, it depends.

916
00:43:27.905 --> 00:43:29.455
There are some PMOs,

917
00:43:29.505 --> 00:43:33.135
especially if they are not an enterprise, PNO,

918
00:43:33.405 --> 00:43:37.455
that sometimes their proposed that value proposition is not,

919
00:43:37.475 --> 00:43:39.135
not tactical and oppression.

920
00:43:39.515 --> 00:43:43.575
So they are not really involved with the portfolio as a old,

921
00:43:43.835 --> 00:43:48.635
but it's okay, you are knitting your objectives as a PMO,

922
00:43:48.645 --> 00:43:50.115
which is part of the game.

923
00:43:50.295 --> 00:43:53.795
So PMOs are different, sometimes more strategics,

924
00:43:53.795 --> 00:43:57.355
sometimes more tactical, and, and you are doing great job.

925
00:43:57.855 --> 00:44:01.915
And thirdly, if we expand this view of value,

926
00:44:02.655 --> 00:44:06.315
we will see that there are many ways of

927
00:44:06.905 --> 00:44:09.035
understanding what value means.

928
00:44:09.695 --> 00:44:13.915
For example, sometimes it can be influenced not only, uh,

929
00:44:13.975 --> 00:44:16.755
by, by the customer, but, but even by the culture.

930
00:44:17.415 --> 00:44:19.675
For example, if you talk about value

931
00:44:20.395 --> 00:44:22.935
with an American company, okay,

932
00:44:23.025 --> 00:44:27.375
maybe ROI will be the most important point if everything's

933
00:44:27.375 --> 00:44:28.495
about money, right?

934
00:44:28.835 --> 00:44:32.165
But if should go to other cultures, for example, right?

935
00:44:32.375 --> 00:44:35.965
Where money is not exactly what drives them sometimes,

936
00:44:35.965 --> 00:44:37.925
because they have a lot of money, right?

937
00:44:38.315 --> 00:44:41.085
It's much not about visibility,

938
00:44:42.205 --> 00:44:44.085
prestige, you know what I mean?

939
00:44:44.225 --> 00:44:47.605
And that's what people really value at the end of the day.

940
00:44:47.785 --> 00:44:49.845
So it's not about the money, it's about,

941
00:44:50.265 --> 00:44:52.805
or sometimes, uh, in the government,

942
00:44:53.035 --> 00:44:55.605
it's about improving the chances

943
00:44:55.665 --> 00:44:58.325
of your most important customer

944
00:44:58.705 --> 00:45:00.845
to be reelected, for example.

945
00:45:01.145 --> 00:45:03.765
So it's not about the ROI, you know what I'm saying?

946
00:45:03.985 --> 00:45:07.845
So the way that people understand value will be different

947
00:45:08.345 --> 00:45:10.045
the way that that companies

948
00:45:10.045 --> 00:45:11.045
and sometimes the way

949
00:45:11.045 --> 00:45:14.605
that cultures will interpret value is different,

950
00:45:14.665 --> 00:45:16.125
and we have to be open for that.

951
00:45:16.505 --> 00:45:19.125
So again, many PMOs fail, not

952
00:45:19.125 --> 00:45:21.325
because they are not doing a good job, but

953
00:45:21.325 --> 00:45:24.405
because they believe that the technical aspects are the

954
00:45:24.405 --> 00:45:25.485
most important words.

955
00:45:25.825 --> 00:45:29.435
And sometimes it's all about people, you know?

956
00:45:29.615 --> 00:45:32.715
So if you don't deal with that,

957
00:45:33.255 --> 00:45:36.195
and you believe that the technical aspects are enough

958
00:45:36.535 --> 00:45:38.235
to generate perception of value,

959
00:45:39.555 --> 00:45:43.235
possibly you'll become very, very frustrated. Yeah.

960
00:45:43.655 --> 00:45:45.315
And, and your customers will become very,

961
00:45:45.515 --> 00:45:46.555
very frustrated as well.

962
00:45:47.715 --> 00:45:52.395
Absolutely. And it's cycle,

963
00:45:52.895 --> 00:45:55.475
you know, because the way that you respond

964
00:45:55.535 --> 00:45:57.995
to the frustration of your customers is

965
00:45:58.065 --> 00:45:59.555
with more technical stuff.

966
00:45:59.935 --> 00:46:01.635
You say, okay, I, I'm gonna do

967
00:46:01.635 --> 00:46:04.275
what I'm doing in a better way.

968
00:46:04.655 --> 00:46:06.955
But it's not about what you are doing,

969
00:46:06.955 --> 00:46:10.325
it's about why you are doing, you know? So, so

970
00:46:10.325 --> 00:46:12.605
Brings us right back, you'll point, brings us right back

971
00:46:12.605 --> 00:46:14.725
to that value is at the center, right?

972
00:46:15.025 --> 00:46:16.845
And and value in the eye of the beholder.

973
00:46:16.845 --> 00:46:17.885
Exactly. Yeah, exactly.

974
00:46:18.715 --> 00:46:20.135
And, and and value as,

975
00:46:20.155 --> 00:46:22.175
as beauty is in the eye of the beholder. Exactly.

976
00:46:22.455 --> 00:46:23.975
Absolute. Well, and, and so Reza has a

977
00:46:23.975 --> 00:46:25.015
related question to this.

978
00:46:25.275 --> 00:46:28.335
Um, so she's saying, you know, PMOs a service provider

979
00:46:28.885 --> 00:46:33.015
adds some value, but, um, uh, she's wondering why the,

980
00:46:33.015 --> 00:46:35.815
the PMOs potential role within the organization's broader

981
00:46:35.865 --> 00:46:38.295
value stream or value chain is, is kind of missing.

982
00:46:39.235 --> 00:46:43.495
And, and actually, I, I I, I, I'm not, I'm not sure it,

983
00:46:44.955 --> 00:46:46.375
it, I, I think it's in there.

984
00:46:46.645 --> 00:46:48.775
It's maybe just not using those languages

985
00:46:48.775 --> 00:46:50.135
because of, uh, that language.

986
00:46:50.335 --> 00:46:54.895
'cause if you're, if you are orienting your PMO

987
00:46:55.475 --> 00:46:58.925
around business value, then you have to think about

988
00:46:59.455 --> 00:47:00.965
value streams and value chains.

989
00:47:01.465 --> 00:47:02.645
You can't do it otherwise, right?

990
00:47:02.845 --> 00:47:05.695
I agree. I agree. I agree.

991
00:47:05.795 --> 00:47:07.215
So, so, so it's a super

992
00:47:07.535 --> 00:47:08.655
question, Reza, thank you for that.

993
00:47:09.035 --> 00:47:10.095
Um, but,

994
00:47:10.195 --> 00:47:12.935
but so, so I think this whole idea, this core theme in the,

995
00:47:12.935 --> 00:47:14.615
in the practice guide around, you know,

996
00:47:14.615 --> 00:47:18.535
being value centric is, is really embedded in, um, you know,

997
00:47:19.075 --> 00:47:22.575
not every organization is mature enough to think about

998
00:47:23.185 --> 00:47:25.215
clear value streams and know what they are.

999
00:47:25.355 --> 00:47:27.175
But if you do, just plug

1000
00:47:27.175 --> 00:47:28.255
into that and that's gonna help you.

1001
00:47:29.045 --> 00:47:30.165
I, I, I love the idea.

1002
00:47:30.265 --> 00:47:33.565
But, but, but the only point is the guide

1003
00:47:34.425 --> 00:47:35.925
is not talking about this

1004
00:47:35.925 --> 00:47:38.125
because there's this part of the solution,

1005
00:47:38.425 --> 00:47:41.165
and the solution will be different from company to company.

1006
00:47:41.545 --> 00:47:43.405
So if you feel, and this is the point,

1007
00:47:43.405 --> 00:47:46.565
because if you read a book about PMOs, for example,

1008
00:47:46.825 --> 00:47:50.325
if you read 10 books about PMOs, you won't find

1009
00:47:51.045 --> 00:47:52.045
anything talking about that.

1010
00:47:52.705 --> 00:47:56.335
And if you say, okay, I have to follow one of their, I'm

1011
00:47:56.335 --> 00:47:58.055
so sorry, there is nothing about that.

1012
00:47:58.395 --> 00:48:01.455
So it means that PMO are supposed that,

1013
00:48:01.725 --> 00:48:02.975
that they, they shouldn't do that.

1014
00:48:03.355 --> 00:48:06.655
But you need that in your company, in your scenario.

1015
00:48:07.275 --> 00:48:10.495
So what the guide says is, okay, it's not common,

1016
00:48:10.925 --> 00:48:14.495
it's not usual, but that's what you need, my friend.

1017
00:48:14.755 --> 00:48:16.255
So go ahead, do that.

1018
00:48:16.555 --> 00:48:18.535
You know, do it 'cause it's part of the solution.

1019
00:48:18.835 --> 00:48:23.015
You know, so the guide focused on providing a, a mindset,

1020
00:48:23.765 --> 00:48:28.335
open your mind saying, Hey, don't follow models,

1021
00:48:28.665 --> 00:48:30.055
types of PMOs.

1022
00:48:30.055 --> 00:48:31.335
You know, forget about it.

1023
00:48:31.715 --> 00:48:34.295
The way that you'll call your PMO doesn't matter.

1024
00:48:34.635 --> 00:48:36.615
You have to create something that can be

1025
00:48:37.475 --> 00:48:38.855
really, really unusual.

1026
00:48:39.315 --> 00:48:42.335
You'll not see anything like that anywhere.

1027
00:48:42.925 --> 00:48:45.215
It's okay if it's not what you need.

1028
00:48:45.935 --> 00:48:47.495
Absolutely. So, you know, you have directed

1029
00:48:47.725 --> 00:48:48.895
PMOs and this and that and the other, right?

1030
00:48:48.895 --> 00:48:51.855
You've got these different types of P-M-O-I-I was speaking

1031
00:48:51.885 --> 00:48:54.895
with, uh, Frederick Casagrande a little while ago.

1032
00:48:55.515 --> 00:48:58.095
Um, so Fred's, uh, you know, Fred was on the board

1033
00:48:58.095 --> 00:49:01.375
of PMO ga, and he, he's super experienced PMO leader.

1034
00:49:02.275 --> 00:49:04.875
And Fred said, no, no, no, no, no, no. Right?

1035
00:49:04.875 --> 00:49:06.835
We don't have all of these, you know, directive

1036
00:49:06.835 --> 00:49:08.235
and controlling and all these things, right?

1037
00:49:08.235 --> 00:49:09.715
We don't really have those. There are only two

1038
00:49:09.715 --> 00:49:10.835
types of PMO out there.

1039
00:49:12.065 --> 00:49:15.275
There's my PMO and everything else,

1040
00:49:15.845 --> 00:49:16.845
Right?

1041
00:49:19.095 --> 00:49:21.385
They're all different, right? So, so yeah,

1042
00:49:21.405 --> 00:49:22.405
That's true.

1043
00:49:22.485 --> 00:49:24.465
We, so we've been talking a bit about value

1044
00:49:24.645 --> 00:49:25.865
and all that kind of good stuff.

1045
00:49:25.885 --> 00:49:28.065
Here's what, uh, here's what we're gonna do.

1046
00:49:28.065 --> 00:49:29.825
We're gonna do one final poll.

1047
00:49:31.525 --> 00:49:34.905
And this one is, how do you measure project success?

1048
00:49:36.205 --> 00:49:39.345
Is it the, is it on time, on budget, right?

1049
00:49:39.925 --> 00:49:42.145
Is it we delivered on time on budget,

1050
00:49:42.405 --> 00:49:44.945
and we delivered the scope that was asked for?

1051
00:49:46.005 --> 00:49:49.945
Is it, uh, we delivered the originally intended benefits,

1052
00:49:50.605 --> 00:49:53.225
or is it we delivered the real value for money

1053
00:49:53.685 --> 00:49:54.905
and ROI to the business?

1054
00:49:55.725 --> 00:49:57.715
Those last two are subtly different, right?

1055
00:49:59.935 --> 00:50:03.475
And again, tell us, tell us what you actually do.

1056
00:50:03.535 --> 00:50:04.955
Not what you know you should do

1057
00:50:05.415 --> 00:50:06.595
or what you would like to do,

1058
00:50:06.655 --> 00:50:08.555
but what you are actually doing today.

1059
00:50:11.195 --> 00:50:12.255
And you can tell, look,

1060
00:50:12.255 --> 00:50:15.375
this talk America has attracted all the best PMOs,

1061
00:50:15.375 --> 00:50:16.495
right? Oh,

1062
00:50:16.495 --> 00:50:17.495
Yeah. Because there is

1063
00:50:17.495 --> 00:50:19.015
no way this is represent,

1064
00:50:19.015 --> 00:50:21.695
these answers are representative of the general population.

1065
00:50:22.735 --> 00:50:27.435
Absolutely. No way. Excellent.

1066
00:50:27.435 --> 00:50:29.795
Okay, here we go. I'm gonna, I'm gonna, I'm gonna, uh,

1067
00:50:30.255 --> 00:50:32.235
I'm gonna end the poll in just a few seconds.

1068
00:50:32.285 --> 00:50:34.595
We're nearly up at 90. Go on. Last couple of answers.

1069
00:50:35.455 --> 00:50:36.435
Go for it. Go for it.

1070
00:50:40.185 --> 00:50:43.255
There we go. Rattle, do. So let me share the results.

1071
00:50:43.915 --> 00:50:48.415
So, um, so there are very few people willing to admit that.

1072
00:50:48.675 --> 00:50:53.015
Um, uh, well, actually I'm delighted

1073
00:50:53.015 --> 00:50:57.175
to see some people did click on my first option, which was,

1074
00:50:57.475 --> 00:50:59.895
you know, any landing you can walk away from is a good

1075
00:50:59.895 --> 00:51:00.935
one, right?

1076
00:51:01.325 --> 00:51:02.535
Yeah. So any project

1077
00:51:02.535 --> 00:51:04.415
that doesn't kill you, that was a success.

1078
00:51:05.565 --> 00:51:09.855
Yeah, exactly. PPPM, I just, just renew, uh,

1079
00:51:10.285 --> 00:51:14.575
very interesting, uh, uh, research on project success.

1080
00:51:14.755 --> 00:51:18.655
And, and actually again, it's a formula, you know?

1081
00:51:18.655 --> 00:51:20.415
So it's not only about benefits,

1082
00:51:20.595 --> 00:51:24.175
but also about the effort, these benefits.

1083
00:51:24.595 --> 00:51:25.935
So again, it's the balance.

1084
00:51:26.555 --> 00:51:30.205
So what make people understand something

1085
00:51:30.345 --> 00:51:35.275
as successful is, okay, what I get in terms

1086
00:51:35.415 --> 00:51:40.315
of positive impact is higher than all efforts.

1087
00:51:40.495 --> 00:51:42.515
And other thing that I had to, you know,

1088
00:51:42.515 --> 00:51:43.955
to do to make it happen.

1089
00:51:44.625 --> 00:51:47.675
It's easy. Like that, of course, there will be part

1090
00:51:47.735 --> 00:51:50.035
of this formula that will be not tangible,

1091
00:51:50.935 --> 00:51:53.315
but there will be a big part of this formula

1092
00:51:53.425 --> 00:51:55.475
that can maybe intangible.

1093
00:51:55.655 --> 00:51:57.435
And that's what make it complex.

1094
00:51:57.435 --> 00:51:59.595
Because sometimes, again, you have the numbers,

1095
00:52:00.055 --> 00:52:02.595
but you don't have the perception of value.

1096
00:52:03.015 --> 00:52:04.475
And then success,

1097
00:52:04.855 --> 00:52:06.795
and this is for me, the, the big challenge.

1098
00:52:06.855 --> 00:52:09.275
You know, uh, if we can bring

1099
00:52:09.905 --> 00:52:13.995
some knowledge from other areas outside project management

1100
00:52:14.095 --> 00:52:17.715
to help us, we can understand this much better.

1101
00:52:17.715 --> 00:52:21.995
Because by nature we are much more technical people,

1102
00:52:22.135 --> 00:52:23.395
you know, and, and, and,

1103
00:52:23.495 --> 00:52:26.795
but the people side of all of this is something

1104
00:52:26.795 --> 00:52:30.755
that is becoming clearly more and more important,

1105
00:52:31.095 --> 00:52:32.435
and we cannot ignore that.

1106
00:52:32.535 --> 00:52:35.795
So how can we just drink from other sources

1107
00:52:35.935 --> 00:52:37.515
of knowledge from other areas

1108
00:52:37.655 --> 00:52:41.315
and complement the vision that we have about

1109
00:52:41.695 --> 00:52:43.835
how people perceive value and,

1110
00:52:43.855 --> 00:52:45.755
and success as a consequence. So,

1111
00:52:45.815 --> 00:52:48.115
So when we see, when I see you in Riyad, right?

1112
00:52:48.175 --> 00:52:49.235
Remind me of that point.

1113
00:52:49.475 --> 00:52:51.155
'cause I, I need to show you some, some things.

1114
00:52:51.955 --> 00:52:53.595
'cause that's, that's a large part of what we've done.

1115
00:52:53.615 --> 00:52:56.835
Big part of what we do is, um, so little flag wave

1116
00:52:56.835 --> 00:52:58.115
for transparent choice, right?

1117
00:52:58.815 --> 00:53:03.475
Um, is, um, is we bring, there's a whole body

1118
00:53:03.475 --> 00:53:05.835
of research into how to do things like that, right?

1119
00:53:05.835 --> 00:53:08.115
Around decision science and, and, and things.

1120
00:53:08.575 --> 00:53:11.675
So there are techniques that you can use to quantify

1121
00:53:11.745 --> 00:53:13.795
that unquantifiable stuff, right?

1122
00:53:13.795 --> 00:53:15.075
That sentiment stuff.

1123
00:53:15.815 --> 00:53:20.615
And so if you can quantify it, that gives you data.

1124
00:53:21.315 --> 00:53:23.895
And then what we, so the way I talk about it is, you know,

1125
00:53:23.895 --> 00:53:25.365
we want to win the head, the heart,

1126
00:53:25.985 --> 00:53:28.285
and we wanna solve the heartbreak, right?

1127
00:53:28.285 --> 00:53:30.925
So it's the head, heart heartbreak are the three components.

1128
00:53:30.985 --> 00:53:34.365
So the head is, is the data, the heart is the story

1129
00:53:34.365 --> 00:53:36.285
that kind of goes along with the data, right?

1130
00:53:36.345 --> 00:53:38.365
So, so, um, uh, you know,

1131
00:53:38.365 --> 00:53:40.285
we've made our people happier, right?

1132
00:53:40.425 --> 00:53:43.605
We we're measuring that we've improved our, our the sex,

1133
00:53:43.705 --> 00:53:46.965
the, the, the motivation of our people, whatever it is.

1134
00:53:47.435 --> 00:53:49.845
Then you can maybe tell, tell some stories about that.

1135
00:53:49.845 --> 00:53:51.965
And then you can tell a story about something

1136
00:53:51.965 --> 00:53:56.005
that went really badly or wrong because we, you know,

1137
00:53:56.005 --> 00:53:57.525
because it wasn't working, right?

1138
00:53:57.545 --> 00:53:58.965
So that's the heartbreak that we're fixing.

1139
00:53:59.505 --> 00:54:02.645
And when, when you do that, you can really take this data,

1140
00:54:02.665 --> 00:54:05.485
the data is the head, then the heart is what I'm feeling,

1141
00:54:05.825 --> 00:54:07.045
and then the heartbreak is

1142
00:54:07.515 --> 00:54:09.045
what impact does that have on the business?

1143
00:54:09.065 --> 00:54:12.045
And when you put all three of those together, you can really

1144
00:54:12.955 --> 00:54:15.925
clearly get that, that value out there, uh,

1145
00:54:15.925 --> 00:54:17.125
and get that definition Yeah.

1146
00:54:17.125 --> 00:54:20.265
In people's minds. So there's lots

1147
00:54:20.265 --> 00:54:21.665
of really good techniques out there.

1148
00:54:21.765 --> 00:54:23.825
And as you say, a lot of them are coming from outside

1149
00:54:24.285 --> 00:54:25.345
of project management.

1150
00:54:25.505 --> 00:54:27.185
'cause they're, they're not project management problems.

1151
00:54:27.185 --> 00:54:29.225
They're, they're psychology problems

1152
00:54:29.225 --> 00:54:30.705
or they're decision management problems,

1153
00:54:30.725 --> 00:54:32.585
or they're what, whatever it may be.

1154
00:54:32.885 --> 00:54:34.185
So all good stuff.

1155
00:54:34.725 --> 00:54:38.265
Um, so the, the point of the, the question there, uh,

1156
00:54:38.265 --> 00:54:40.665
America, you, you're very nicely led into it, is

1157
00:54:40.665 --> 00:54:45.305
that the PMI, after, um, uh, many years

1158
00:54:45.325 --> 00:54:48.145
of lots of people lobbying, changed the definition

1159
00:54:48.145 --> 00:54:50.505
of project success to include va the word value,

1160
00:54:50.675 --> 00:54:51.905
which I'm delighted about.

1161
00:54:52.485 --> 00:54:56.065
Um, for all of you guys who are sort of PMP people,

1162
00:54:56.595 --> 00:54:58.945
PMBOK eight is being developed as we speak.

1163
00:54:59.725 --> 00:55:02.705
And I think value is probably gonna be shining from

1164
00:55:02.775 --> 00:55:04.665
that even more brightly from

1165
00:55:04.665 --> 00:55:07.745
what I'm hearing from the people I know who are writing it.

1166
00:55:08.005 --> 00:55:09.825
So I'm really excited to see what

1167
00:55:09.825 --> 00:55:11.105
that looks like when it comes along.

1168
00:55:11.575 --> 00:55:14.705
Yeah. Um, so there's, there, there's,

1169
00:55:14.705 --> 00:55:17.385
there's a one last question, I think from the audience,

1170
00:55:17.695 --> 00:55:19.625
Americo, and then, and then, we'll, that'll get us

1171
00:55:19.625 --> 00:55:21.625
to the top of the hour, I suspect, uh,

1172
00:55:21.625 --> 00:55:23.625
and I'm trying to find it, I know it's back here somewhere,

1173
00:55:23.625 --> 00:55:26.305
but it was something to the effect of, um,

1174
00:55:26.685 --> 00:55:30.665
what's the difference between A PMO and a project manager?

1175
00:55:31.485 --> 00:55:34.025
And it's a really interesting question when you start

1176
00:55:34.025 --> 00:55:35.425
to dig into that one, right?

1177
00:55:35.425 --> 00:55:40.255
Because, because there is a fundamental difference,

1178
00:55:40.555 --> 00:55:41.855
uh, several fundamental differences.

1179
00:55:42.155 --> 00:55:43.415
So go, go for it. Why don't you,

1180
00:55:43.515 --> 00:55:44.855
why don't you pick on that one first?

1181
00:55:46.045 --> 00:55:49.575
Yeah. Th this, this, this point is really interesting and,

1182
00:55:49.595 --> 00:55:54.175
and honestly, this exactly why P-M-O-G-A was created.

1183
00:55:54.445 --> 00:55:58.575
Because for those people that work at PMOs, they know

1184
00:55:59.205 --> 00:56:02.575
that it's a totally different type of job, you know,

1185
00:56:02.975 --> 00:56:05.535
actually, okay, it's about projects,

1186
00:56:05.555 --> 00:56:09.135
and that's why many people believe that it's so similar.

1187
00:56:09.555 --> 00:56:13.405
But, but in terms of competencies, it's different.

1188
00:56:13.585 --> 00:56:15.045
We are very, very different.

1189
00:56:16.085 --> 00:56:18.805
I usually say that, uh, project managers,

1190
00:56:18.805 --> 00:56:20.565
they are those people that you say, okay,

1191
00:56:20.565 --> 00:56:21.605
that's what you have to do.

1192
00:56:21.675 --> 00:56:23.525
They, they, and they will say,

1193
00:56:23.555 --> 00:56:24.925
okay, I'm gonna make it to happen.

1194
00:56:25.955 --> 00:56:28.535
We have this side with BMO people also,

1195
00:56:28.595 --> 00:56:33.375
but BMO leaders especially, they have a step behind, uh,

1196
00:56:33.395 --> 00:56:37.655
behind this specific, uh, uh, uh, uh,

1197
00:56:37.845 --> 00:56:41.935
this specific action that is, from time to time, I have

1198
00:56:41.955 --> 00:56:43.335
to create solutions.

1199
00:56:43.395 --> 00:56:47.535
So I have to understand needs and design solutions.

1200
00:56:47.965 --> 00:56:51.015
It's not only about implementing them, but planning

1201
00:56:51.115 --> 00:56:52.135
and implementing them.

1202
00:56:52.165 --> 00:56:54.655
It's about creating them from the scratch,

1203
00:56:55.175 --> 00:56:56.615
creating something that can be tailored

1204
00:56:57.115 --> 00:56:58.895
and make sense for your customers.

1205
00:56:58.915 --> 00:57:01.495
So it's a different kind of competence.

1206
00:57:01.755 --> 00:57:05.055
So that's why in the guide we have something about that.

1207
00:57:05.115 --> 00:57:06.735
We have a, a kind of, uh,

1208
00:57:06.805 --> 00:57:09.655
initial competence model for PMO people.

1209
00:57:10.115 --> 00:57:12.655
Uh, and, and look, the competencies

1210
00:57:12.685 --> 00:57:17.255
that will be required will depend on the PMO

1211
00:57:17.255 --> 00:57:19.655
that you have, because services,

1212
00:57:19.965 --> 00:57:23.615
different services will require different competencies.

1213
00:57:23.755 --> 00:57:25.775
If you are providing training, for example,

1214
00:57:26.205 --> 00:57:29.095
some competencies will be required if you are providing

1215
00:57:29.095 --> 00:57:31.855
reports or if you are providing portfolio management

1216
00:57:31.995 --> 00:57:33.055
or project management.

1217
00:57:33.315 --> 00:57:35.535
All these different services can require

1218
00:57:35.765 --> 00:57:37.055
different competencies.

1219
00:57:37.115 --> 00:57:40.815
So A-A-A-P-M-O competence model is something much more

1220
00:57:40.815 --> 00:57:42.175
complex in a certain way,

1221
00:57:42.175 --> 00:57:45.535
because there are many different types of variations

1222
00:57:45.925 --> 00:57:48.655
that can, can influence what you need

1223
00:57:48.655 --> 00:57:50.415
to develop in terms of competencies.

1224
00:57:50.475 --> 00:57:55.415
But anyway, one thing is absolutely, uh, uh, uh,

1225
00:57:55.415 --> 00:57:58.855
uh, uh, I believe, uh, a reality that is,

1226
00:57:59.275 --> 00:58:01.655
we are talking about different types of professionals,

1227
00:58:01.685 --> 00:58:02.735
project managers.

1228
00:58:02.735 --> 00:58:05.735
They are not PMO leaders, PMO leaders,

1229
00:58:06.115 --> 00:58:08.255
not necessarily our project managers.

1230
00:58:08.475 --> 00:58:12.175
Of course, there are some points in common, but,

1231
00:58:12.315 --> 00:58:15.295
but there is a sense of each one

1232
00:58:16.095 --> 00:58:17.495
I believe is very, very good.

1233
00:58:18.915 --> 00:58:20.845
Yeah. The, and, and the way I I think

1234
00:58:20.845 --> 00:58:22.365
of it is really simple that, you know,

1235
00:58:22.365 --> 00:58:24.005
the project manager is responsible

1236
00:58:24.005 --> 00:58:25.925
for landing one project, right?

1237
00:58:25.925 --> 00:58:28.205
If you get it right, you deliver one project

1238
00:58:28.705 --> 00:58:30.085
and the value associated with it,

1239
00:58:30.085 --> 00:58:31.405
if you get it wrong exactly.

1240
00:58:31.585 --> 00:58:32.885
You, You crash one value.

1241
00:58:33.425 --> 00:58:36.445
The PMO is should be working a level above

1242
00:58:36.445 --> 00:58:37.565
that usually, right?

1243
00:58:37.665 --> 00:58:38.925
Not, not always. You know,

1244
00:58:38.925 --> 00:58:40.525
there are different kinds of trees, right?

1245
00:58:40.525 --> 00:58:42.325
We, we get that, there'll be some trees where that,

1246
00:58:42.325 --> 00:58:44.485
this doesn't apply, but generally the,

1247
00:58:44.505 --> 00:58:47.125
the PMO is sitting a level above that and there.

1248
00:58:47.185 --> 00:58:50.845
And so what they do impacts every project, right?

1249
00:58:50.845 --> 00:58:53.325
Whether it's resource capacity planning

1250
00:58:53.385 --> 00:58:56.125
or methodology templates, whatever it is

1251
00:58:56.125 --> 00:58:59.045
that you're creating, that affects every project.

1252
00:58:59.825 --> 00:59:00.885
So that means Absolutely.

1253
00:59:01.465 --> 00:59:03.285
So you have a higher level of responsibility.

1254
00:59:03.425 --> 00:59:07.005
And it, and, and it's very much being a PMO is not oddly

1255
00:59:07.005 --> 00:59:08.245
enough, I I don't think it's about

1256
00:59:08.245 --> 00:59:09.485
project management at all.

1257
00:59:09.515 --> 00:59:11.965
It's a business management function. Yeah.

1258
00:59:11.995 --> 00:59:14.645
It's about, Go ahead. Go

1259
00:59:14.645 --> 00:59:15.645
Ahead. No,

1260
00:59:15.645 --> 00:59:17.765
there an interesting point about that.

1261
00:59:18.235 --> 00:59:21.885
Yesterday night, I was, uh, event, uh,

1262
00:59:22.225 --> 00:59:24.485
and someone ask like, okay, but,

1263
00:59:24.625 --> 00:59:27.405
but PMO professionals, they will, they will,

1264
00:59:27.715 --> 00:59:30.285
they will be replaced by ai, right?

1265
00:59:30.305 --> 00:59:34.125
Or PMOs will be replaced by AIS and by ai.

1266
00:59:34.185 --> 00:59:37.085
And, and I see, especially when I'm talking about PMOs,

1267
00:59:37.245 --> 00:59:38.845
I see that in a different way.

1268
00:59:38.935 --> 00:59:41.485
First of all, I truly believe that PMOs,

1269
00:59:41.485 --> 00:59:45.645
they are the main drivers of AI in organizations

1270
00:59:45.795 --> 00:59:50.005
because project managers, they are the end users, right?

1271
00:59:50.875 --> 00:59:54.805
PMOs will introduce AI in the organizations.

1272
00:59:54.805 --> 00:59:55.925
Definitely, right?

1273
00:59:56.425 --> 00:59:58.645
And maybe we could think, okay,

1274
00:59:58.645 --> 01:00:02.245
but ai, can AI replace the PMO?

1275
01:00:03.565 --> 01:00:05.845
I don't believe so. Actually, there are two options.

1276
01:00:06.205 --> 01:00:10.305
PMI will improve PMOs a lot,

1277
01:00:10.725 --> 01:00:12.625
or they will destroy PMOs.

1278
01:00:13.015 --> 01:00:14.585
Many PMOs. And why?

1279
01:00:15.215 --> 01:00:18.685
Because AI is about

1280
01:00:19.465 --> 01:00:20.845
how you are doing things, right?

1281
01:00:20.945 --> 01:00:23.565
So in terms of automation, in terms of prediction,

1282
01:00:24.165 --> 01:00:25.605
actually I can support you a lot,

1283
01:00:26.065 --> 01:00:29.805
but if you are not aligning with the real needs,

1284
01:00:30.195 --> 01:00:33.365
it's like you are boosting the wrong medicine.

1285
01:00:33.905 --> 01:00:38.085
You know what I'm saying? So actually you'll do much better

1286
01:00:38.475 --> 01:00:40.445
something that you are not supposed to do,

1287
01:00:40.985 --> 01:00:44.005
and it'll appeal you very quickly, right?

1288
01:00:44.225 --> 01:00:48.845
So AI can bring you to another level, I believe,

1289
01:00:49.525 --> 01:00:52.085
I truly believe on that if you are aligned

1290
01:00:52.475 --> 01:00:54.365
with the real needs of value.

1291
01:00:54.705 --> 01:00:56.485
But if you are not, if you are doing

1292
01:00:56.755 --> 01:00:58.045
what you believe you have to do,

1293
01:00:58.045 --> 01:01:02.525
because that's how PMO works, you know, it'll just

1294
01:01:03.475 --> 01:01:08.145
improve something that has no value at the end of the day.

1295
01:01:08.325 --> 01:01:09.705
And all this lack

1296
01:01:09.845 --> 01:01:12.785
of alignment will become much more explicit.

1297
01:01:13.765 --> 01:01:16.185
And then you're gonna go, so

1298
01:01:17.085 --> 01:01:18.945
AI can be a great solution,

1299
01:01:19.085 --> 01:01:21.345
but can be your sentence of death.

1300
01:01:23.735 --> 01:01:26.625
Do you know what my friend, we've done it again.

1301
01:01:26.625 --> 01:01:29.225
We've used up all the time, Alec a allotted to us

1302
01:01:29.285 --> 01:01:30.545
and a couple of minutes more.

1303
01:01:31.245 --> 01:01:33.225
So we're, we're gonna have to bring it to an end.

1304
01:01:33.345 --> 01:01:35.225
I mean, it's a shame 'cause there are some fabulous

1305
01:01:35.585 --> 01:01:37.625
questions and comments and everything in the audience.

1306
01:01:38.165 --> 01:01:40.945
Um, yeah, big, big round of applause for America.

1307
01:01:41.085 --> 01:01:42.185
Really, really loved it.

1308
01:01:42.765 --> 01:01:44.145
Um, a couple

1309
01:01:44.145 --> 01:01:45.825
of people have said we should do this more often.

1310
01:01:46.185 --> 01:01:47.545
Absolutely. We do this every month, right?

1311
01:01:47.605 --> 01:01:50.425
So watch, watch for the newsletters from, from, uh,

1312
01:01:50.425 --> 01:01:51.945
from the transparent choice team.

1313
01:01:52.405 --> 01:01:55.785
We, we have a great thought leader on, uh, every month,

1314
01:01:56.335 --> 01:01:58.985
next month we've got somebody called Rebecca Reynolds who's

1315
01:01:58.985 --> 01:02:02.305
gonna be talking about the, the link to strategy, right?

1316
01:02:02.325 --> 01:02:06.825
So if, if, if your C-suite is, is the head and the,

1317
01:02:06.825 --> 01:02:09.425
and project execution is the body, right?

1318
01:02:10.105 --> 01:02:12.425
Strategic planning and, and the PMOs, you know, the,

1319
01:02:12.445 --> 01:02:14.505
the prioritization piece, it's the neck.

1320
01:02:14.615 --> 01:02:16.985
It's the bit that joins the two together, right?

1321
01:02:17.045 --> 01:02:19.165
So we're gonna be talking about the neck next month.

1322
01:02:19.225 --> 01:02:20.805
So come join the, join us for that.

1323
01:02:21.505 --> 01:02:26.125
Um, and again, if you were in the lower, um, the, the lower

1324
01:02:26.725 --> 01:02:29.485
rankings for some of those maturity questions earlier on,

1325
01:02:29.795 --> 01:02:30.925
book that case for change.

1326
01:02:31.125 --> 01:02:32.725
'cause if you're gonna improve things, you've gotta take the

1327
01:02:32.725 --> 01:02:34.365
executive team with you and the case

1328
01:02:34.365 --> 01:02:35.525
for change is how you do that.

1329
01:02:35.705 --> 01:02:39.485
So go and book that case for change, um, America, A million.

1330
01:02:39.485 --> 01:02:41.605
Thanks. I can't wait to see you in Riyad

1331
01:02:41.605 --> 01:02:46.125
and give you a proper hug, um, uh, in, in person. Uh,

1332
01:02:47.045 --> 01:02:47.525
Absolutely. Yeah.

1333
01:02:47.995 --> 01:02:49.485
Alright. Always a pleasure.

1334
01:02:49.825 --> 01:02:52.685
Uh, thank you very much for everyone that came with us.

1335
01:02:53.325 --> 01:02:57.165
Remember that, uh, May 13th is the

1336
01:02:57.835 --> 01:03:00.045
international PMO day, right?

1337
01:03:00.105 --> 01:03:03.805
And we have to celebrate the value of our PMOs, right?

1338
01:03:03.865 --> 01:03:07.925
That's why we, we, uh, created together with, with, with,

1339
01:03:07.985 --> 01:03:12.645
uh, uh, uh, the house of P-M-O-P-M-O, with, with, uh, uh, PM

1340
01:03:13.285 --> 01:03:15.405
officers, with the PO leader, all of us.

1341
01:03:15.465 --> 01:03:17.645
We created this, this important day.

1342
01:03:17.825 --> 01:03:20.125
We out together, not because of us, but

1343
01:03:20.125 --> 01:03:21.325
because of you, right?

1344
01:03:21.425 --> 01:03:24.845
So it's the day that we will celebrate the great job

1345
01:03:24.845 --> 01:03:28.845
that we are doing or reflect about what we are doing,

1346
01:03:29.305 --> 01:03:31.245
you know, and, and, and, and understand

1347
01:03:34.165 --> 01:03:38.625
what will be our

1348
01:03:39.255 --> 01:03:40.785
mission for now.

1349
01:03:40.805 --> 01:03:42.785
One, you know how our PMO users,

1350
01:03:43.495 --> 01:03:44.495
Awesome. And then

1351
01:03:44.495 --> 01:03:46.825
I have one more thank you, which is a personal one.

1352
01:03:46.825 --> 01:03:49.425
Americo, I wanna thank you for all of the effort

1353
01:03:49.425 --> 01:03:51.185
that you've put in over the last 10 years

1354
01:03:51.205 --> 01:03:54.785
or so, building the P-M-O-G-A, you've,

1355
01:03:54.845 --> 01:03:58.345
you've really brought the PMO community together.

1356
01:03:59.125 --> 01:04:02.825
And by landing in the PMI, you've given it a platform

1357
01:04:03.245 --> 01:04:06.025
to go mainstream and change the world, right?

1358
01:04:06.125 --> 01:04:07.745
And I know how hard you worked on that.

1359
01:04:07.805 --> 01:04:10.625
So I wanna thank you on behalf of everybody on this call

1360
01:04:10.845 --> 01:04:11.945
and all the other PMOs

1361
01:04:11.965 --> 01:04:13.745
who couldn't make it today. Thank you,

1362
01:04:13.745 --> 01:04:14.745
My friend. Absolutely.

1363
01:04:14.745 --> 01:04:16.905
Actually, I, I'm very grateful for good stuff.

1364
01:04:16.905 --> 01:04:19.545
You know, having, having the privilege of,

1365
01:04:19.605 --> 01:04:20.985
of counting on the support

1366
01:04:21.085 --> 01:04:24.505
and the trust of so many people around the world like you,

1367
01:04:24.945 --> 01:04:28.065
I see so many of them here to connected with us.

1368
01:04:28.125 --> 01:04:31.785
You know, for me it's a privilege to, to deserve, you know,

1369
01:04:32.085 --> 01:04:36.825
the stress of all of these people and,

1370
01:04:36.965 --> 01:04:40.505
and, and have a chance to voice the great community

1371
01:04:40.505 --> 01:04:44.025
that we have and develop PMOs that are something I believe

1372
01:04:44.125 --> 01:04:46.585
so important for companies, uh, and for each of us

1373
01:04:46.805 --> 01:04:48.825
and the projects professional.

1374
01:04:48.935 --> 01:04:52.025
That is what we are at. We are at the end of the day.

1375
01:04:52.125 --> 01:04:55.945
And now, PMI is also not only the home of project managers,

1376
01:04:56.085 --> 01:04:57.985
but the home of PMO professionals.

1377
01:04:58.005 --> 01:05:01.385
And this is something that I believe is a, a great legacy

1378
01:05:01.815 --> 01:05:05.995
that we are leaving to the,

1379
01:05:06.255 --> 01:05:07.435
the home community.

1380
01:05:08.565 --> 01:05:10.995
There we go. That's a great note to end on.

1381
01:05:11.245 --> 01:05:12.875
Thank you everybody. Thanks for joining

1382
01:05:13.455 --> 01:05:15.875
and, uh, do look out for, for next month's session.

1383
01:05:16.975 --> 01:05:19.765
Thank you guys. Thank you everybody. Thank you America.