00:00:03.993 --> 00:00:08.179 So critical project life cycle steps. I'm assuming all of you
00:00:08.179 --> 00:00:12.364 have seen and or are at least familiar with the SDLC playbook
00:00:12.364 --> 00:00:16.617 in Miro. If you guys want I can absolutely pull that up, but I
00:00:16.617 --> 00:00:20.870 think most of us have probably seen it at this point, as it is
00:00:20.870 --> 00:00:22.963 kind of part of the onboarding.
00:00:23.593 --> 00:00:27.793 And Daniel has gone through it in prior trainings, so if we're
00:00:27.793 --> 00:00:31.926 good. That's basically what this next section is gonna cover.
00:00:31.926 --> 00:00:35.726 We're gonna talk about the handoff from sales and the BA
00:00:35.726 --> 00:00:39.593 team. We're gonna talk about discovery. Rd maps and Gantt
00:00:39.593 --> 00:00:43.793 charts. The development cycle meetings? What happens at Sprint
00:00:43.793 --> 00:00:47.793 start and Sprint end and then how the projects kind of wrap
00:00:47.793 --> 00:00:47.993 up.
00:00:49.623 --> 00:00:53.787 And the goal here is that all of us are familiar with the SDLC
00:00:53.787 --> 00:00:57.554 playbook to help drive our projects through that process
00:00:57.554 --> 00:00:58.413 step by step.
00:00:59.073 --> 00:01:02.921 Umm it's proven cycle and it does work. There's always gonna
00:01:02.921 --> 00:01:06.769 be bumps along the way. But if we stick to the plan stick to
00:01:06.769 --> 00:01:10.933 the path as best as possible and believe in it. It's gonna get us
00:01:10.933 --> 00:01:14.339 through pretty much every project. I can't think of a
00:01:14.339 --> 00:01:17.683 single one that wouldn't fall into this unless it's.
00:01:18.733 --> 00:01:23.673 I don't know some completely random building a invisibility
00:01:23.673 --> 00:01:28.283 cloak or something where the technology does not exist.
00:01:30.953 --> 00:01:35.172 So of course, the handoff from the sales and BA team. The
00:01:35.172 --> 00:01:39.609 intent behind this step is that this step is fully completed
00:01:39.609 --> 00:01:39.973 when.
00:01:40.103 --> 00:01:45.318 Uh we understand what it is that the client wants the question,
00:01:45.318 --> 00:01:50.451 we need to be asking ourselves is what is the problem that the
00:01:50.451 --> 00:01:55.503 client is trying to solve? Why are they coming to us? What is
00:01:55.503 --> 00:02:00.473 the business pain point that they are needing either connect
00:02:00.473 --> 00:02:05.770 or pay hub or a HIPAA site or a HIPAA portal or a full ecommerce
00:02:05.770 --> 00:02:10.903 platform for if we can get to the root of what their business.
00:02:10.973 --> 00:02:15.058 Need is that's going to help drive and define the entirety of
00:02:15.058 --> 00:02:19.209 the rest of the project from the way that we architect the way
00:02:19.209 --> 00:02:23.096 that we Sprint plan the way that we prioritize all the way
00:02:23.096 --> 00:02:27.247 through delivery and if we can solve the major pain points for
00:02:27.247 --> 00:02:31.200 them. That means that we are meeting this critical step. So
00:02:31.200 --> 00:02:35.482 when we go through the discovery process that's our #1 take away
00:02:35.482 --> 00:02:39.699 as project managers. What is it that we are trying to solve and
00:02:39.699 --> 00:02:42.993 do we fully understand what it is that they want.
00:02:43.843 --> 00:02:47.958 Once the client confirms that FSD is filled out and verified
00:02:47.958 --> 00:02:52.207 that they've provided all of the credentials that we need, and
00:02:52.207 --> 00:02:56.457 everything has been signed off that process is done and we can
00:02:56.457 --> 00:03:00.842 kick things into development any questions or thoughts about the
00:03:00.842 --> 00:03:04.619 sales handoff and kind of discovery process and we know
00:03:04.619 --> 00:03:06.373 what it is that they want.
00:03:10.393 --> 00:03:13.886 Umm like I just have kind of a question or I guess a comment
00:03:13.886 --> 00:03:17.265 you're saying This is the This is the thing that initially
00:03:14.403 --> 00:03:14.693 Yeah.
00:03:17.265 --> 00:03:19.613 happens before discovery is the handoff.
00:03:19.023 --> 00:03:22.862 Uh-huh. Yeah, we, we need to figure out like prior to
00:03:22.862 --> 00:03:23.573 discovery.
00:03:24.333 --> 00:03:25.583 What it is?
00:03:26.793 --> 00:03:31.067 That, they're trying to solve so that as we guide the process
00:03:29.493 --> 00:03:29.793 Got.
00:03:29.863 --> 00:03:30.173 Chat.
00:03:31.067 --> 00:03:35.618 through discovery. We know where to kind of focus them so that we
00:03:35.618 --> 00:03:40.030 don't end up in a situation that Clint and Liam will definitely
00:03:35.843 --> 00:03:36.143 OK.
00:03:40.030 --> 00:03:42.443 understand which would be soaring.
00:03:43.863 --> 00:03:48.441 So for a little a little background at just to kind of
00:03:44.173 --> 00:03:44.753 Yeah.
00:03:48.441 --> 00:03:53.020 explain the high level importance of this. Soarin is a
00:03:53.020 --> 00:03:57.765 client that is doing an integration project as well as a
00:03:57.765 --> 00:03:59.513 build out of HubSpot.
00:04:00.313 --> 00:04:01.123 And.
00:04:02.143 --> 00:04:05.584 As we've kind of kicked off discovery and gotten into the
00:04:05.584 --> 00:04:06.533 weeds with them.
00:04:07.753 --> 00:04:10.879 They don't really fully understand what it is that
00:04:10.879 --> 00:04:14.556 they're trying to build out. They don't really know what it
00:04:14.556 --> 00:04:18.417 is that they want and so there's a lot of hand holding that is
00:04:18.417 --> 00:04:22.216 kind of going on there and so these are the kind of questions
00:04:22.216 --> 00:04:25.894 that we need to be asking the sales and BA team during that
00:04:25.894 --> 00:04:29.326 sales handoff. What is the client's biggest pain point?
00:04:29.326 --> 00:04:33.248 What did they come to us for so that we can really help kind of
00:04:33.248 --> 00:04:35.393 drive them in the right direction.
00:04:36.013 --> 00:04:40.933 Uh for Sorin right now, I think we are, we have started some
00:04:40.933 --> 00:04:46.014 work on the connector pieces and some small amounts of work on
00:04:46.014 --> 00:04:50.934 HubSpot. But just for a little background. They gave us a 50
00:04:50.934 --> 00:04:51.983 hour invoice.
00:04:52.853 --> 00:04:56.929 At the onset of the project and we're currently - 39 hours and
00:04:56.929 --> 00:05:00.875 we don't have hardly anything built out for them. So they're
00:05:00.875 --> 00:05:05.145 the more we understand about the client upfront the easier. It is
00:05:05.145 --> 00:05:09.091 to get in front of issues that can come up during discovery.
00:05:09.091 --> 00:05:13.167 This particular client. I don't think there's anything anybody
00:05:13.167 --> 00:05:16.919 could have done just being perfectly honest because we've
00:05:16.919 --> 00:05:20.671 got about 16 people in every discovery meeting and nobody
00:05:20.671 --> 00:05:22.353 really knows who's on 1st.
00:05:22.803 --> 00:05:24.433 So it's a little bit tricky.
00:05:25.753 --> 00:05:29.533 And a lot of the meetings end up being cyclical between them
00:05:29.533 --> 00:05:33.189 talking and us not really getting anywhere, so that's kind
00:05:33.189 --> 00:05:37.155 of a different scenario, but the more that we know the more you
00:05:37.155 --> 00:05:41.183 know queue. The Rainbow and the star and that cheesy 80s graphic
00:05:41.183 --> 00:05:44.777 the more we know up front, the better off we can be while
00:05:44.777 --> 00:05:48.433 guiding that process does that kind of clear that up Kyle.
00:05:50.093 --> 00:05:53.215 Yeah, yeah, most definitely I just think something that's
00:05:53.215 --> 00:05:56.714 instrument. In doing that is the initial estimations that I used
00:05:56.714 --> 00:05:59.083 to usually create during the sales process.
00:06:00.023 --> 00:06:03.675 I'm currently working with Phil right now and and the guys over
00:06:03.675 --> 00:06:07.041 there to try to get added to that handoff meeting for like
00:06:07.041 --> 00:06:10.407 every single handoff so that I can you know go through the
00:06:10.407 --> 00:06:13.945 notes that I already have for them basically walk you through
00:06:13.945 --> 00:06:17.711 all the conversations we've had, and exactly what our expectation
00:06:17.711 --> 00:06:21.419 is going into discovery because, like you said there's some guys
00:06:21.419 --> 00:06:24.957 that have absolutely no idea what they're gonna be doing, but
00:06:24.957 --> 00:06:27.981 we have some that have a whole team that can provide
00:06:25.083 --> 00:06:25.623 Uh-huh.
00:06:27.981 --> 00:06:29.293 documentation and then.
00:06:29.493 --> 00:06:34.752 Literally do our job for us. At least in discovery and they do
00:06:34.752 --> 00:06:39.426 differ and hopefully the estimations and the notes that
00:06:39.426 --> 00:06:41.763 we have coming out in sales.
00:06:42.503 --> 00:06:46.353 Uh will be instrument and kind of getting you guys ramped up as
00:06:46.353 --> 00:06:49.842 soon as possible, ideally during this meeting during this
00:06:49.842 --> 00:06:50.323 handoff.
00:06:50.873 --> 00:06:55.006 Awesome so project management team that's uh call out and I
00:06:55.006 --> 00:06:58.243 will add that to the notes in here as well as.
00:06:59.193 --> 00:07:02.394 A ping it in the project management channel, which I
00:07:02.394 --> 00:07:06.140 think I have already done at least once but also get it added
00:07:06.140 --> 00:07:09.764 to the SDLC playbook where we need to make sure that we are
00:07:09.764 --> 00:07:13.268 including Kyle in the sales handoff meetings and probably
00:07:13.268 --> 00:07:17.194 Ron as well. Kyle what are your thoughts on that if he's the one
00:07:17.194 --> 00:07:20.033 that originally did the demos with the client?
00:07:21.053 --> 00:07:24.432 If it's uh, yeah, if it's anything but connect I'm taking
00:07:24.432 --> 00:07:27.985 over all the connect demos. So I'll be responsible for doing
00:07:27.985 --> 00:07:30.840 those estimations. But oftentimes I still do the
00:07:30.840 --> 00:07:32.063 estimations with Ron.
00:07:33.263 --> 00:07:39.807 On his demos so I would say connect can just be me and
00:07:39.807 --> 00:07:41.473 anything else.
00:07:42.143 --> 00:07:45.241 It would be good to include Ron on it, but if you don't. If you
00:07:45.241 --> 00:07:48.340 can't find him available. It's totally fine. I've at that point
00:07:48.340 --> 00:07:51.535 I've already talked with Ron I'm already been through the numbers
00:07:48.463 --> 00:07:48.783 OK.
00:07:51.535 --> 00:07:54.439 and I can give you everything that Ron will be able to give
00:07:54.439 --> 00:07:54.633 you.
00:07:55.413 --> 00:07:59.113 OK, awesome, thanks good thank you. Thank you Sir.
00:07:59.843 --> 00:08:03.113 Alright the next bit is discovery. Uh from the PM
00:08:03.113 --> 00:08:06.644 standpoint, we need to be setting. These meetings and
00:08:06.644 --> 00:08:10.764 driving the process by guiding the client through the areas of
00:08:10.764 --> 00:08:14.360 the FSD the PM should be greeting them actively taking
00:08:14.360 --> 00:08:18.545 notes and asking questions that they may have during the course
00:08:18.545 --> 00:08:22.534 of the meeting that would help uncover business issues. They
00:08:22.534 --> 00:08:26.719 should be posting the version of the FSD to Basecamp along with
00:08:26.719 --> 00:08:30.643 the meeting notes and any action items that came from that.
00:08:31.513 --> 00:08:35.686 Throughout the process and recapping those action items and
00:08:35.686 --> 00:08:39.928 next steps at the end of each call so one of the things that
00:08:39.928 --> 00:08:43.753 historically has tended to happen and I don't see this
00:08:43.753 --> 00:08:47.857 really being an issue with anybody in this particular call
00:08:47.857 --> 00:08:52.099 that just overall, one of the things that tends to happen is
00:08:52.099 --> 00:08:53.003 that the PFM.
00:08:53.763 --> 00:08:58.042 Goes into those discovery meetings and oftentimes it's the
00:08:58.042 --> 00:09:02.394 BA that is really running the call and that is expected and
00:09:02.394 --> 00:09:06.818 that's good, but that doesn't mean that that that the PM can
00:09:06.818 --> 00:09:07.543 check out.
00:09:08.463 --> 00:09:13.151 It is absolutely vital that we know everything that is going on
00:09:13.151 --> 00:09:17.912 in that call because at the end of the discovery process. the BA
00:09:17.912 --> 00:09:22.746 is moving on to the next list of incoming projects that they have
00:09:22.746 --> 00:09:26.921 and while they're available to ask questions to it's our
00:09:26.921 --> 00:09:31.096 responsibility, as project managers to really understand
00:09:31.096 --> 00:09:35.710 every piece of scope that went into that discovery and to know
00:09:35.710 --> 00:09:40.545 what those conversations were in order to effectively speak to it
00:09:40.545 --> 00:09:41.863 and break it down.
00:09:41.933 --> 00:09:45.635 For the development team, so while the BA is going to be the
00:09:45.635 --> 00:09:49.397 one doing the documenting and filling out the FSD and kind of
00:09:49.397 --> 00:09:53.342 driving the the call itself. We really need to make sure that we
00:09:53.342 --> 00:09:57.104 are actively listening. Active listening is the key take away
00:09:57.104 --> 00:10:00.685 that I want from you guys. I want to make sure that you're
00:10:00.685 --> 00:10:03.901 taking notes. I want to make sure that you're asking
00:10:03.901 --> 00:10:04.933 questions if you.
00:10:05.843 --> 00:10:10.034 If you sense a red flag that maybe the BA is focused on
00:10:10.034 --> 00:10:14.823 gathering the requirements and they're taking notes and getting
00:10:14.823 --> 00:10:19.388 the FSD filled out and maybe skipped over this risk. Call it
00:10:19.388 --> 00:10:23.954 out. If you see something say something discovery is just as
00:10:23.954 --> 00:10:28.593 much yours as it is the B gas. It's vital and imperative that
00:10:28.593 --> 00:10:33.084 we help to drive that process and make sure that the client
00:10:33.084 --> 00:10:35.703 begins to build that relationship.
00:10:35.763 --> 00:10:39.928 And that report with us as well as the BA because otherwise when
00:10:39.928 --> 00:10:43.900 we get into development and the BA isn't on that call with us
00:10:43.900 --> 00:10:47.937 anymore, and now we're the ones that are dealing with blockers
00:10:47.937 --> 00:10:51.717 dealing with risk mitigation dealing with slip timeline or
00:10:51.717 --> 00:10:55.882 change requests or anything, and they've built that rapport with
00:10:55.882 --> 00:10:59.855 your business analyst and they only really see you is kind of
00:10:59.855 --> 00:11:03.827 this person in the background that occasionally sends invites
00:11:03.827 --> 00:11:05.173 for meeting requests.
00:11:05.773 --> 00:11:10.281 It's not gonna go well use this time build that rapport and
00:11:10.281 --> 00:11:14.865 start getting involved with that client call out those risks
00:11:14.865 --> 00:11:19.073 build report be a part of the discussion Kyle go ahead.
00:11:20.643 --> 00:11:23.730 Well, I'm just gonna ask is re estimates a different slide or
00:11:23.730 --> 00:11:25.273 is it encompassed in discovery.
00:11:25.703 --> 00:11:30.950 I believe it is just kind of encompassed here, but that's a
00:11:26.813 --> 00:11:27.703 In in this slide.
00:11:30.950 --> 00:11:36.459 good point like I don't think I actually have a slide specific
00:11:36.459 --> 00:11:38.033 to re estimations.
00:11:36.693 --> 00:11:37.153 Well.
00:11:38.323 --> 00:11:42.064 Wait wait you said definitely applies because I would say the
00:11:42.064 --> 00:11:45.685 discovery. Yes, definitely be tuned into the discovery. But
00:11:45.685 --> 00:11:49.125 more than anything, the re estimates because even though
00:11:49.125 --> 00:11:52.926 like Shelton or myself will be going through and getting those
00:11:52.926 --> 00:11:56.366 estimations from the developers and like setting out the
00:11:56.366 --> 00:12:00.228 implementation paths. We're also gonna be doing the re estimate
00:12:00.228 --> 00:12:03.970 spreadsheet and when we hand that off to you guys you. You'll
00:12:03.970 --> 00:12:07.651 have to be able to talk to every single line item on that re
00:12:07.651 --> 00:12:09.823 estimate spreadsheet so being very.
00:12:10.043 --> 00:12:13.890 Present during the re estimates meeting is I think paramount. I
00:12:13.890 --> 00:12:17.257 mean of course, the The discovery meetings as well, but
00:12:17.257 --> 00:12:20.744 knowing what options are developers are putting forth the
00:12:20.744 --> 00:12:24.411 different implementation. Paths you can take and kind of you
00:12:24.411 --> 00:12:28.258 know being very present during that meeting. I think is is huge
00:12:28.258 --> 00:12:31.865 during the discovery process that's the only kind of bit. I
00:12:31.865 --> 00:12:35.592 would throw in there, but what you said definitely applies to
00:12:33.933 --> 00:12:34.703 Umm.
00:12:35.592 --> 00:12:35.893 that.
00:12:36.583 --> 00:12:41.384 So the next the next one is kind of going into the architecture
00:12:41.384 --> 00:12:46.185 and planning which is where that would really be focused and on
00:12:46.185 --> 00:12:51.061 because my expectation from the real estimations meeting is that
00:12:51.061 --> 00:12:55.562 while it may be handy to have your business analyst on that
00:12:55.562 --> 00:12:59.837 call with you to answer any technical questions that you
00:12:59.837 --> 00:13:03.513 can't speak to with a high degree of confidence.
00:13:04.943 --> 00:13:09.182 Ultimately, it's your meeting this is one of the first kind of
00:13:09.182 --> 00:13:13.489 pivot points of a project where things can either go very, very
00:13:13.489 --> 00:13:17.863 well for you, or they can go way off the rails. Most of the time
00:13:17.863 --> 00:13:22.035 it's kind of middle of the road and everybody's just kind of.
00:13:22.035 --> 00:13:26.073 They're not they're not super thrilled but they're not mad.
00:13:27.543 --> 00:13:31.790 But it is definitely a pivot point of the project where we
00:13:31.790 --> 00:13:36.324 really want to put our best foot forward. So yes, 100% agreed.
00:13:36.324 --> 00:13:40.787 Kyle we it's our responsibility going through this process to
00:13:40.787 --> 00:13:45.033 ensure that we can speak to everything and we can speak to
00:13:45.033 --> 00:13:49.424 it with a degree of confidence so if you don't know ask so I
00:13:49.424 --> 00:13:53.599 think Kyle can probably attest to this better than anyone
00:13:53.599 --> 00:13:57.629 because when I first started he was running most of the
00:13:57.629 --> 00:13:58.493 discoveries.
00:13:58.693 --> 00:14:02.953 And throughout that process, while I was kind of ramping up,
00:14:02.953 --> 00:14:07.492 I don't know if it was more of a hindrance to him or what, but I
00:14:07.492 --> 00:14:11.752 asked just as many questions of the clients as I did of Kyle
00:14:11.752 --> 00:14:15.802 trying to figure out the systems and how everything plays
00:14:15.802 --> 00:14:20.132 together, so not only is it a great time for you to build the
00:14:20.132 --> 00:14:24.391 rapport with your client. But it's also a great time for you
00:14:24.391 --> 00:14:27.883 to really learn how things kind of work together.
00:14:28.643 --> 00:14:32.903 I'm kind of figuring out where those risks are this like.
00:14:34.043 --> 00:14:37.430 If you think about it the business analyst and the
00:14:37.430 --> 00:14:40.883 discovery process are essentially designed to teach
00:14:40.883 --> 00:14:45.067 the client how we are going to accomplish what it is that they
00:14:45.067 --> 00:14:49.118 want and what better way to really wrap your head around our
00:14:49.118 --> 00:14:53.434 platforms. Our processes then to put yourself in their shoes and
00:14:53.434 --> 00:14:57.286 learn from these meetings, rather than using it as a time
00:14:57.286 --> 00:14:58.083 to left ear.
00:15:00.183 --> 00:15:03.535 So that's that's my main goal. This step is completed is
00:15:03.535 --> 00:15:07.004 considered finished when the client has signed off on that
00:15:07.004 --> 00:15:10.650 FSD and the designs and the full scope of the project if they
00:15:10.650 --> 00:15:14.179 say. Yep, This Is It. We don't have any other questions. We
00:15:14.179 --> 00:15:15.943 don't have any other you know.
00:15:16.633 --> 00:15:19.753 Processes that we need to add in there that we know of at the
00:15:19.753 --> 00:15:22.772 moment because we all know it will change, but nothing that
00:15:22.772 --> 00:15:25.992 they know of at that moment and they say that this is the scope
00:15:25.992 --> 00:15:29.011 of work. That's when we launch into the next step, which is
00:15:29.011 --> 00:15:30.823 gonna be architecture and planning.
00:15:33.913 --> 00:15:38.091 So this is a series of meetings where leadership the senior
00:15:38.091 --> 00:15:41.991 development team and your business. Analysts as well as
00:15:41.991 --> 00:15:46.030 the PMS are going to review all of the documentation from
00:15:46.030 --> 00:15:49.790 discovery. They're gonna be going through the FSD and
00:15:49.790 --> 00:15:53.829 provide tasks as well as estimations for the user stories
00:15:53.829 --> 00:15:58.216 and ideally during this process as we are going to continue to
00:15:58.216 --> 00:16:02.603 build it out really organize it and structure. This we're also
00:16:02.603 --> 00:16:04.483 going to be defining risks.
00:16:04.683 --> 00:16:08.324 We're going to be defining dependencies and the order of
00:16:08.324 --> 00:16:12.221 operations for projects along with the BA and the PM to make
00:16:12.221 --> 00:16:16.118 sure that you can answer those questions when those meetings
00:16:16.118 --> 00:16:18.993 come up with the the re estimations process.
00:16:20.453 --> 00:16:23.869 Once the full document and all of the features have been
00:16:23.869 --> 00:16:27.285 estimated the BA and the PM will create the reestimating
00:16:27.285 --> 00:16:30.461 worksheet for review with the leadership team before
00:16:30.461 --> 00:16:34.057 scheduling a meeting to present these re estimations to the
00:16:34.057 --> 00:16:37.293 client. This step is going to be absolutely required.
00:16:38.713 --> 00:16:42.723 The re estimates documentation worksheet.
00:16:43.693 --> 00:16:48.209 Has some nuances it's excel? Whatever formulas get broken
00:16:48.209 --> 00:16:52.882 things get wonky. We wanna make sure that we are putting an
00:16:52.882 --> 00:16:57.865 extra set of eyes and a bit more attention on to this before it
00:16:57.865 --> 00:17:02.460 gets delivered to the client. Micki's gonna put you on the
00:17:02.460 --> 00:17:06.353 spot. Let's talk about how that went with Rei re.
00:17:06.013 --> 00:17:10.109 All I was hoping you do that. Yeah, that was not fun. I we
00:17:10.109 --> 00:17:14.414 ended up with five formulas. Breaking I having about 20 grand
00:17:14.414 --> 00:17:18.372 not present on the three estimates that should have been
00:17:18.372 --> 00:17:22.468 and then having to go to the client and be like, Whoopsies
00:17:22.468 --> 00:17:26.356 and then having done that realized a couple more things
00:17:26.356 --> 00:17:30.730 didn't populate and having to like readjust hours to hopefully
00:17:30.730 --> 00:17:34.896 cover it. It was not fun check your math friends check your
00:17:33.163 --> 00:17:33.403 Yep.
00:17:34.896 --> 00:17:35.243 math.
00:17:36.413 --> 00:17:40.042 Absolutely so it's gonna be an absolute requirement coming out
00:17:40.042 --> 00:17:43.499 of the discovery phase that leadership has a review of that
00:17:43.499 --> 00:17:47.128 documentation with the BA and the PM before. This is presented
00:17:47.128 --> 00:17:50.758 to the client just for our final sign off the other thing that
00:17:50.758 --> 00:17:54.214 can happen during this meeting with the with the leadership
00:17:54.214 --> 00:17:54.963 team is that?
00:17:55.323 --> 00:17:56.523 And you know.
00:17:57.433 --> 00:18:00.224 There is a potential that once we get into there and we kind of
00:18:00.224 --> 00:18:02.840 discuss and we're going through and we're talking about the
00:18:02.840 --> 00:18:05.500 temperature of the client as well as their expectations that
00:18:05.500 --> 00:18:07.593 have been set throughout the discovery process.
00:18:09.153 --> 00:18:12.887 You know if we're looking at this and it is an extreme
00:18:12.887 --> 00:18:16.893 variation from where sales originally estimated something.
00:18:17.863 --> 00:18:22.032 And the leadership team is like ah this may not be taken well.
00:18:22.032 --> 00:18:26.002 You know that's our time to sharpen our pencils and kind of
00:18:26.002 --> 00:18:30.104 figure out maybe we can present this as a you know, obviously
00:18:30.104 --> 00:18:34.206 we're moving into the phased approach, anyway with phase. One
00:18:34.206 --> 00:18:37.780 phase two being the out of box stand up, and then the
00:18:37.780 --> 00:18:41.882 customizations. But this would be our time to break out those
00:18:41.882 --> 00:18:45.984 customizations into multiple phases or talk to them about you
00:18:45.984 --> 00:18:49.822 know what is minimum viable product to solve the business
00:18:49.822 --> 00:18:50.153 need?
00:18:50.243 --> 00:18:53.614 That you came to us for going back to that first slide that we
00:18:53.614 --> 00:18:54.203 started on.
00:18:55.233 --> 00:18:59.223 So it's all kind of grouping this whole process together.
00:19:03.333 --> 00:19:06.962 Notes and follow-ups need to be taken during the course of these
00:19:06.962 --> 00:19:10.480 meetings, so the architecture and planning meetings what tends
00:19:10.480 --> 00:19:12.713 to happen is that our development team.
00:19:13.843 --> 00:19:17.852 As they're going through this are going to uncover more
00:19:17.852 --> 00:19:22.434 questions that we didn't think of during the discovery process.
00:19:22.434 --> 00:19:26.443 There's oftentimes going to be a series of meetings of.
00:19:27.223 --> 00:19:31.062 You know, maybe they wanna do it this way. Or maybe they wanna do
00:19:31.062 --> 00:19:34.261 it. This way, and kind of choosing the different paths
00:19:34.261 --> 00:19:37.809 that Kyle was talking about and that is another one of those
00:19:37.809 --> 00:19:41.067 meetings where we have to be accountable. We have to be
00:19:41.067 --> 00:19:44.440 present, and actively listening so that we can take those
00:19:44.440 --> 00:19:48.163 follow-ups. Those action items back to our clients and press on
00:19:48.163 --> 00:19:51.362 them to get that information back to us so that we can
00:19:51.362 --> 00:19:54.503 estimate that line item and get through this process.
00:19:55.563 --> 00:19:58.157 Re estimations and uh architecture and planning are
00:19:58.157 --> 00:20:01.051 considered complete when the client has signed off on the
00:20:01.051 --> 00:20:03.894 reestimating wns and has given us, the go ahead to begin
00:20:03.894 --> 00:20:04.493 development.
00:20:05.913 --> 00:20:06.443 Make sense.
00:20:09.753 --> 00:20:10.113 OK.
00:20:11.343 --> 00:20:12.763 Road maps and Gantt charts.
00:20:13.403 --> 00:20:16.936 Before development truly begins we must import all of the
00:20:16.936 --> 00:20:20.469 features user stories and tasks into Azure and follow the
00:20:20.469 --> 00:20:23.759 documentation from the architecture meetings, so that
00:20:23.759 --> 00:20:27.109 we can begin planning. The features and planning. What
00:20:27.109 --> 00:20:30.825 needs to be worked first based on any dependencies that were
00:20:30.825 --> 00:20:32.653 uncovered from our developers.
00:20:33.643 --> 00:20:37.153 Using nuclino articles and the Gantt chart template map out
00:20:37.153 --> 00:20:40.780 those features and estimated start dates and completion dates
00:20:40.780 --> 00:20:44.582 for each of them a best practice is gonna be to create the Tasks
00:20:44.582 --> 00:20:48.092 in Azure and have those match. The Gantt chart dates as you
00:20:48.092 --> 00:20:51.426 start to go through this is gonna save you a ton of time
00:20:51.426 --> 00:20:55.112 down the road. Sprint planning out all of those features right
00:20:55.112 --> 00:20:58.856 in the beginning, you're already making the Gantt chart. You're
00:20:58.856 --> 00:21:02.190 already trying to kind of estimate when these things are
00:21:02.190 --> 00:21:04.413 going to start and stop why not just.
00:21:04.683 --> 00:21:07.769 Do the same thing with Azure and get your tasks and features
00:21:07.769 --> 00:21:10.957 planned out through the life of the project with the knowledge
00:21:10.957 --> 00:21:13.993 that you're going to have to adjust it throughout as things
00:21:13.993 --> 00:21:17.130 change, but that way. The bulk of the lift is done and you're
00:21:17.130 --> 00:21:19.053 really just changing iteration paths.
00:21:21.003 --> 00:21:24.511 This step is considered complete when the Git chart and the road
00:21:24.511 --> 00:21:25.213 map outlines.
00:21:25.313 --> 00:21:25.913 Uh.
00:21:27.673 --> 00:21:31.479 When the Gantt chart and or road map outlines what features we'll
00:21:31.479 --> 00:21:34.996 be begin being worked on and it's been shipped to the client
00:21:34.996 --> 00:21:38.283 doesn't necessarily mean the client needs to approve it.
00:21:39.723 --> 00:21:41.773 But they need to at least be aware.
00:21:43.263 --> 00:21:45.643 And he thoughts questions or concerns about that piece.
00:21:47.213 --> 00:21:47.513 Hi.
00:21:48.453 --> 00:21:51.559 I just I mean, it might be something I just need to change
00:21:51.559 --> 00:21:54.613 up in my pitch cause usually when I talk about discovery.
00:21:55.933 --> 00:21:59.457 Re estimates and Gantt chart are usually the last two so that
00:21:59.457 --> 00:22:02.981 usually the way I explain it, and based on this process here,
00:22:02.981 --> 00:22:06.448 I might need to change it a little bit, but I usually say at
00:22:06.448 --> 00:22:10.029 the end of discovery. We'll have your scope document completed
00:22:10.029 --> 00:22:13.211 we'll have gone through a re estimates. We'll have time
00:22:13.211 --> 00:22:16.735 associated with all of those customizations and then based on
00:22:16.735 --> 00:22:20.146 the re estimates the total amount of hours that we know our
00:22:20.146 --> 00:22:23.726 development team is gonna have to do in order to just complete
00:22:23.726 --> 00:22:24.863 your project we can.
00:22:25.143 --> 00:22:28.864 Basically spread that out over multiple two week sprints and
00:22:28.864 --> 00:22:32.523 tell you roughly not not really in which the order in which
00:22:32.523 --> 00:22:35.939 things are gonna be done but like this is how long your
00:22:35.939 --> 00:22:39.782 project's gonna take like I have 50 hours a week or 50 hours a
00:22:39.782 --> 00:22:43.625 Sprint whatever it is over. This many sprints equals the total
00:22:43.625 --> 00:22:47.406 amount of hours for you so I mean, it might be something that
00:22:47.406 --> 00:22:51.188 I just say we'll get done with the discovery and then this is
00:22:51.188 --> 00:22:54.787 kind of like a a pre planning phase like a pre development
00:22:54.787 --> 00:22:55.153 phase.
00:22:55.233 --> 00:22:59.753 Almost to where they have, I I kind of ball bundle it into one
00:22:56.363 --> 00:22:56.823 Umm.
00:22:59.753 --> 00:23:03.483 for phase one which we call discovery and planning.
00:23:03.893 --> 00:23:07.991 I mean, we're talking a matter of like days difference here, so
00:23:07.991 --> 00:23:11.961 I don't know that it's a big deal. Typically, I wait to build
00:23:11.961 --> 00:23:15.610 out the Gantt chart until they actually approve the real
00:23:15.610 --> 00:23:19.644 estimates so that way. We don't have to go back to the drawing
00:23:19.644 --> 00:23:23.806 board. Rego through a couple of discovery meetings to trim scope
00:23:23.806 --> 00:23:27.520 or whatever based on the estimates not being approved but
00:23:27.520 --> 00:23:31.426 usually like the first step as soon as they approve those re
00:23:31.426 --> 00:23:34.243 estimates is building out that Gantt chart.
00:23:34.333 --> 00:23:34.743 Group.
00:23:35.593 --> 00:23:38.990 So it's like a matter of days so I don't think that you really
00:23:36.483 --> 00:23:37.423 Gotcha.
00:23:38.990 --> 00:23:40.823 need to change anything up there.
00:23:40.013 --> 00:23:40.703 It might be.
00:23:42.003 --> 00:23:44.905 It might be something we just add to the reestimating
00:23:44.905 --> 00:23:47.915 spreadsheet because in the initial estimates it has a a
00:23:47.915 --> 00:23:51.086 draw. Schedule config over there. We'll tell you basically
00:23:51.086 --> 00:23:54.419 how many weeks, it would take to to complete your project. It
00:23:54.193 --> 00:23:54.753 Umm.
00:23:54.419 --> 00:23:57.536 just doesn't. It doesn't work with the estimate or the re
00:23:57.536 --> 00:24:00.868 estimated values that we put in there after sales so it would
00:24:00.868 --> 00:24:03.878 just be very simple to add something like that. It just
00:24:01.583 --> 00:24:01.923 Right.
00:24:03.878 --> 00:24:07.211 does it in the spreadsheet like hey. This is how much time it
00:24:07.211 --> 00:24:10.758 will take like you know based on the total amount of hours, so we
00:24:10.758 --> 00:24:11.833 could do that. 100%.
00:24:11.383 --> 00:24:15.271 Yeah, yeah that'd be awesome. If we can make sure actually that's
00:24:15.271 --> 00:24:19.041 a really good point. If we could update the draw schedule to be
00:24:19.041 --> 00:24:22.693 reflective of the re estimates rather than just the original.
00:24:23.153 --> 00:24:28.276 Uh estimations, I think that that would go a long way to
00:24:28.276 --> 00:24:30.973 resolving like it's very rare.
00:24:32.183 --> 00:24:35.604 At least from my perspective and you know, Clinton Ben. You've
00:24:35.604 --> 00:24:38.374 been around a bit longer than me. At least from my
00:24:38.374 --> 00:24:41.958 perspective, I can think of only maybe two clients that I've ever
00:24:41.958 --> 00:24:45.325 actually called me out on the draw schedule from the original
00:24:45.325 --> 00:24:47.443 estimations versus the real estimates.
00:24:48.123 --> 00:24:51.185 And tried to hold that accountable, but what are your
00:24:51.185 --> 00:24:52.603 guys's experiences there?
00:24:54.523 --> 00:24:58.207 I I've never had an issue with it because I'm constantly
00:24:56.483 --> 00:24:56.653 OK.
00:24:58.207 --> 00:24:58.853 reminding.
00:25:00.213 --> 00:25:04.523 The clients how hard it is to estimate timing and even cost on
00:25:04.523 --> 00:25:08.286 on certain pieces in that I mean. This is just a guide
00:25:08.286 --> 00:25:11.980 guideline for us to try to follow and keep each other
00:25:11.980 --> 00:25:16.017 accountable. But this will undoubtedly change over time as
00:25:16.017 --> 00:25:20.190 the project unfolds, so I just try to set the expectation up
00:25:19.953 --> 00:25:20.313 Uh-huh.
00:25:20.190 --> 00:25:24.295 front that this is sort of a a guidepost. But as far As for
00:25:20.823 --> 00:25:21.173 But.
00:25:24.295 --> 00:25:28.605 payment. Specifically, I make them stick to it like regardless
00:25:28.605 --> 00:25:29.563 in most cases.
00:25:28.733 --> 00:25:29.783 The the flip.
00:25:30.763 --> 00:25:34.899 Flip side of that is that WBS was focused on the draw schedule
00:25:34.899 --> 00:25:38.773 and talking about it the day. I met them so it can happen.
00:25:39.203 --> 00:25:43.446 Oh yeah, yeah that's just an example in most likely of either
00:25:39.273 --> 00:25:39.813 Yes.
00:25:43.446 --> 00:25:47.620 the client didn't and we've talked about it and they didn't.
00:25:47.620 --> 00:25:51.999 They acknowledge it or it. They just you know were interpreting
00:25:51.999 --> 00:25:56.447 whatever they wanted or it just wasn't like managed initially up
00:25:56.447 --> 00:26:00.758 front like in in the proper way, which is to bring it up early
00:26:00.758 --> 00:26:03.153 and often throughout your project.
00:26:06.043 --> 00:26:07.593 Wow, Yeah sucks.
00:26:06.973 --> 00:26:11.006 On on connected doesn't typically come up. However, I
00:26:11.006 --> 00:26:15.487 will say, and Kyle Correct me. If this is changed. We don't
00:26:15.487 --> 00:26:20.042 generally use draw schedules. It's it's always a I think the
00:26:20.042 --> 00:26:23.403 general code is anywhere from 6 to 12 weeks.
00:26:24.413 --> 00:26:27.579 Is the general project timeline? I think that's been since
00:26:27.579 --> 00:26:30.691 adjusted to clarify that that doesn't always include user
00:26:30.691 --> 00:26:33.803 acceptance testing because we don't control that portion.
00:26:33.853 --> 00:26:34.393 Correct.
00:26:35.673 --> 00:26:40.067 So yeah, it's not draw schedule, but the timeline you come up
00:26:38.973 --> 00:26:40.153 Connect projects yeah.
00:26:40.067 --> 00:26:41.343 from time to time.
00:26:42.033 --> 00:26:42.453 Mm-hmm.
00:26:44.503 --> 00:26:48.404 So it's one of those areas that we should definitely be mindful
00:26:48.404 --> 00:26:51.635 of and just kind of make sure that we're having that
00:26:51.635 --> 00:26:55.049 conversation with our clients and reminding them of the
00:26:55.049 --> 00:26:58.706 expectation set. Early often repeatedly and using that salt
00:26:58.706 --> 00:27:02.485 Shaker reference from the last meeting, where we talked about
00:27:02.485 --> 00:27:04.253 the constant gentle pressure.
00:27:06.243 --> 00:27:07.173 The more
00:27:06.363 --> 00:27:10.094 And I chime in one more time real quick on something on on
00:27:08.893 --> 00:27:09.683 yeah of course.
00:27:10.094 --> 00:27:14.204 the on the draw schedule like I mean that there's one that comes
00:27:14.204 --> 00:27:17.934 out in the initial proposal right. But that should also be
00:27:17.934 --> 00:27:21.854 re estimated I guess typically right along with re estimates,
00:27:21.854 --> 00:27:25.395 especially if it's more more higher dollar amount and I
00:27:25.003 --> 00:27:25.673 Right.
00:27:25.395 --> 00:27:29.063 usually run that by you know like Kristen or Stephanie or
00:27:29.063 --> 00:27:32.920 we'll all confirm it with other folks like OK. Hey does this
00:27:32.920 --> 00:27:36.777 seem logical does this work because we wanna make it so that
00:27:36.777 --> 00:27:39.053 basically we, we have the funds to.
00:27:39.363 --> 00:27:43.484 Pay for the development team to work on their project is the
00:27:43.484 --> 00:27:44.633 ultimate goal so.
00:27:44.173 --> 00:27:44.483 Yeah.
00:27:45.053 --> 00:27:49.653 And I think Kyle and I Yeah, Kyle, it would probably take us.
00:27:45.213 --> 00:27:46.593 That's what I was saying like.
00:27:45.403 --> 00:27:46.493 Just keeping that in mind.
00:27:47.663 --> 00:27:50.433 Yeah, that's what I was saying, is like I can just include that.
00:27:50.863 --> 00:27:54.060 Yeah, probably take us what 30 minutes just to get the re
00:27:54.060 --> 00:27:57.697 estimates worksheet updated with the proper formulas to make sure
00:27:57.697 --> 00:27:57.973 that.
00:27:58.013 --> 00:27:58.423 Mm-hmm.
00:27:58.713 --> 00:27:59.203 Paulsen.
00:27:59.613 --> 00:28:02.653 Yeah, yeah, because I usually do that anyway, you know.
00:28:00.173 --> 00:28:01.613 Yeah, I would just duplicate.
00:28:04.623 --> 00:28:07.814 Duplicate the tab and repoint it at the re estimated values it
00:28:07.814 --> 00:28:08.523 would be easy.
00:28:09.353 --> 00:28:12.797 Yep, and then like here's your updated draw schedule based on
00:28:12.797 --> 00:28:16.242 the updated estimates you know make sure you get the approval
00:28:16.242 --> 00:28:19.909 from the client right along with the approval on the actual scope
00:28:19.909 --> 00:28:21.853 and hours and all that good stuff.
00:28:22.563 --> 00:28:24.543 Kind of all part of the the budget.
00:28:23.123 --> 00:28:26.808 And it doesn't necessarily need to be and it doesn't need to
00:28:26.808 --> 00:28:30.553 necessarily be like, what order we're doing things. It's just
00:28:30.553 --> 00:28:34.238 this is the total amount of hours with the typical like this
00:28:34.238 --> 00:28:37.983 is how many hours we allot for you per Sprint being a typical
00:28:37.983 --> 00:28:39.433 being a typical project.
00:28:41.413 --> 00:28:45.420 Yeah, and also you gotta form the line there and like make
00:28:45.420 --> 00:28:49.290 sure they they realize the distinction between this as a
00:28:49.290 --> 00:28:53.568 draw schedule. As in like this is your payment schedule versus
00:28:53.568 --> 00:28:57.575 the scope and hours estimates and all that being more. You
00:28:57.575 --> 00:29:01.853 know, ephemeral in natural. It's all gonna kind of change over
00:29:01.853 --> 00:29:05.995 time in almost every case, but the draw schedule like unless
00:29:05.995 --> 00:29:10.070 there's a specific need to renegotiate that like the client
00:29:10.070 --> 00:29:12.243 requests it for whatever reason.
00:29:12.903 --> 00:29:16.292 And that that could be because the scope has changed so much
00:29:16.292 --> 00:29:19.570 over the course of a project, but in most cases, it's just
00:29:19.570 --> 00:29:22.736 kind of like yeah. Here's This is your payment schedule,
00:29:22.736 --> 00:29:26.014 regardless and then change request should take care of any
00:29:26.014 --> 00:29:29.403 additional you know if anything deviates from scope you just
00:29:29.403 --> 00:29:30.903 sent them a change request.
00:29:32.253 --> 00:29:33.183 100%.
00:29:34.143 --> 00:29:35.903 Alright so the next.
00:29:35.373 --> 00:29:36.123 Word.
00:29:36.703 --> 00:29:41.605 The next portion is kind of covering the basic development,
00:29:41.605 --> 00:29:46.181 so there's this weird lull in every project where, when
00:29:46.181 --> 00:29:50.103 development begins and things kind of kick off.
00:29:50.953 --> 00:29:54.937 You're kind of feel like you're in a black box. You're not
00:29:54.937 --> 00:29:59.192 entirely sure what's going on with things we don't really have
00:29:59.192 --> 00:30:03.311 visibility into things yet. We're not super testing with the
00:30:03.311 --> 00:30:07.363 client. We're not. It's really just putting the tickets in.
00:30:08.663 --> 00:30:12.357 You know, kind of relying on Christian or the developers to
00:30:12.357 --> 00:30:15.805 tell you when things are completed so how do we? How do
00:30:15.805 --> 00:30:19.438 we get out of the black box? There's a couple of questions
00:30:19.438 --> 00:30:23.317 that we can be asking ourselves throughout the entirety of the
00:30:23.317 --> 00:30:27.319 project, but especially when you feel like you don't know what's
00:30:27.319 --> 00:30:27.873 going on.
00:30:29.293 --> 00:30:31.903 Have you clearly defined the goals for this Sprint?
00:30:32.923 --> 00:30:36.815 If not maybe it's time to have a quick. Pow wow with your
00:30:36.815 --> 00:30:40.842 development team make sure that you guys are all aligned on
00:30:40.842 --> 00:30:43.593 what's being worked on and who's on 1st?
00:30:44.153 --> 00:30:47.383 Umm what are your developers working on today?
00:30:48.193 --> 00:30:51.747 Have you checked in on them just to be like hey? What project are
00:30:51.747 --> 00:30:55.032 you on? What are you focused on today? What are you gonna be
00:30:55.032 --> 00:30:58.210 working on tomorrow? Have you checked in with them to make
00:30:58.210 --> 00:31:00.633 sure that they're working in priority order.
00:31:01.953 --> 00:31:06.039 Have all of the pull requests been approved are these changes
00:31:06.039 --> 00:31:10.192 visible for you. On QA and have you looked through them before
00:31:10.192 --> 00:31:13.817 you have approved that pull request to stage where the
00:31:13.817 --> 00:31:15.003 client can see it?
00:31:16.223 --> 00:31:19.789 Have you tested the QA site if we're pushing something up to
00:31:19.789 --> 00:31:23.355 stage and you're clicking the approve button just to approve
00:31:23.355 --> 00:31:26.979 it or have you actually taken the steps to validate that that
00:31:26.979 --> 00:31:30.837 work is complete. I'm not saying that we need to get full into QA
00:31:30.837 --> 00:31:31.363 but like.
00:31:31.963 --> 00:31:35.223 If you're looking at it and you know that.
00:31:36.023 --> 00:31:41.623 You had a ticket in that is now code complete and you are
00:31:41.623 --> 00:31:44.713 looking to see if that has been.
00:31:45.743 --> 00:31:48.863 Merged or the next step is to merge it up to stage.
00:31:49.983 --> 00:31:53.380 Because they said it's been pulled up to QA and you should
00:31:53.380 --> 00:31:56.835 be able to test it and it's something like the login button
00:31:56.835 --> 00:32:00.520 being missing have you actually gone in and validated that that
00:32:00.520 --> 00:32:04.089 login button? Is there or you just clicking approve to get it
00:32:04.089 --> 00:32:07.832 up to stage and then letting the client do the QA make sure that
00:32:07.832 --> 00:32:11.286 you're paying attention and inspecting what you expect from
00:32:11.286 --> 00:32:14.856 the development team we want to make sure that we're not just
00:32:14.856 --> 00:32:18.311 pushing buttons to approve just because it's something that
00:32:18.311 --> 00:32:19.923 happens to be in asana task.
00:32:20.153 --> 00:32:21.503 Validate what you're looking for.
00:32:22.633 --> 00:32:26.587 Are there any blockers that you need to resolve? Is there
00:32:26.587 --> 00:32:30.542 anything outstanding or blocked that you either a need to
00:32:30.542 --> 00:32:34.769 schedule office hours with your developers or be reach out to
00:32:34.769 --> 00:32:38.996 the client to get information or credentials or resolution to
00:32:38.996 --> 00:32:40.223 answer a question.
00:32:42.813 --> 00:32:45.233 If there's ever a question if.
00:32:46.413 --> 00:32:50.087 You need to, if if one of your developers says I'm not really
00:32:50.087 --> 00:32:52.873 sure about that or my confidence level is low.
00:32:53.543 --> 00:32:57.096 If there's ever a question about whether or not you should
00:32:57.096 --> 00:33:00.649 schedule office hours with back end developer or front end
00:33:00.649 --> 00:33:04.444 developer. The answer is yes. You should schedule. Those don't
00:33:04.444 --> 00:33:08.358 wait for the dev to try and take a stab at it and then reach out
00:33:08.358 --> 00:33:11.851 to you if they're confidence level in that ticket is low.
00:33:11.851 --> 00:33:15.766 Just schedule the office hours. Just take the decision away from
00:33:15.766 --> 00:33:17.693 them and make them do the thing.
00:33:18.443 --> 00:33:19.113 That's OK.
00:33:21.113 --> 00:33:24.347 Our developers going over on tasks have you looked through
00:33:24.347 --> 00:33:27.745 the Sprint have you looked to see ohh this. One thing that? I
00:33:27.745 --> 00:33:31.088 thought was super simple? Is now all the way at 16 hours and
00:33:31.088 --> 00:33:32.623 they're burned down is like.
00:33:33.303 --> 00:33:36.497 Crazy looking but I really need to get more tickets in for them
00:33:36.497 --> 00:33:39.541 and I thought I had balancing time. What's going on. This is
00:33:39.541 --> 00:33:42.585 something we should be paying attention to every day. I know
00:33:42.585 --> 00:33:45.529 that it sounds tedious, but really if we just make it part
00:33:45.529 --> 00:33:48.474 of our daily routine. We get here in the morning. We check
00:33:48.474 --> 00:33:51.617 Basecamp. We check emails. We do a quick run through of Azure.
00:33:51.617 --> 00:33:53.913 Make sure that the tickets aren't going over.
00:33:55.643 --> 00:33:57.613 If they are reach out find out why.
00:33:59.403 --> 00:34:02.483 Our developers, reaching out to you and communicating
00:34:02.483 --> 00:34:04.023 effectively if they're not.
00:34:05.143 --> 00:34:08.591 What do we need to do about that? Are you going to reach out
00:34:08.591 --> 00:34:11.982 to them? Yes, if you still don't get a response? How do you
00:34:11.982 --> 00:34:12.773 escalate that?
00:34:14.243 --> 00:34:18.193 1st at them with an important if you still don't get a response
00:34:18.193 --> 00:34:20.353 at them with me or Brandon Murphy.
00:34:21.343 --> 00:34:24.928 If you still don't get a response escalated directly to
00:34:24.928 --> 00:34:26.273 me or Brandon Murphy.
00:34:27.873 --> 00:34:30.712 If you still don't get a response expect that we will be
00:34:30.712 --> 00:34:33.103 calling you into a meeting with that developer.
00:34:35.153 --> 00:34:38.583 If you're still having a hard time then we can use the last
00:34:38.583 --> 00:34:42.185 resort and schedule. A meeting with them in the client to give
00:34:42.185 --> 00:34:43.443 them updates directly.
00:34:45.663 --> 00:34:49.303 Have you reached out for updates on your project this week?
00:34:50.653 --> 00:34:54.362 I don't know how often this happens to you guys, but I
00:34:54.362 --> 00:34:58.408 remember a couple of times, especially when I first started
00:34:58.408 --> 00:35:01.713 and I had a crazy project load where I would go.
00:35:02.643 --> 00:35:06.257 Several days if not a full week and be like, Oh my gosh. Did I
00:35:06.257 --> 00:35:08.093 actually reach out to so and so.
00:35:09.023 --> 00:35:12.820 Don't let that happen. Please make sure that you are in
00:35:12.820 --> 00:35:16.143 contact with everyone of your projects at least.
00:35:17.243 --> 00:35:18.073 Once a week.
00:35:18.933 --> 00:35:21.699 Whether it's with your developers whether it's with the
00:35:21.699 --> 00:35:24.761 contacts themselves make sure that you have eyeballs on every
00:35:24.761 --> 00:35:27.083 one of your projects at least one time a week.
00:35:28.503 --> 00:35:31.416 Have you reviewed the time logs? Can you speak to what the
00:35:31.416 --> 00:35:34.379 developers are doing have you ever looked at a time log and
00:35:34.379 --> 00:35:34.873 just been?
00:35:36.003 --> 00:35:38.763 Why why are they working on that?
00:35:39.883 --> 00:35:45.306 And just had to question make sure that you are reviewing your
00:35:45.306 --> 00:35:50.470 time logs often and constantly because things will surprise
00:35:50.470 --> 00:35:55.893 you. I did a needs reallocation today and had to question why.
00:35:56.893 --> 00:36:00.390 I had out needs reallocation on Max for David Frederick, he's
00:36:00.390 --> 00:36:01.913 never been on that project.
00:36:03.053 --> 00:36:06.245 It made absolutely no sense there was nothing in the
00:36:06.245 --> 00:36:09.978 description that made it clear. I had to reach out figure out
00:36:09.978 --> 00:36:13.411 what was going on and it was office hours. These kind of
00:36:13.411 --> 00:36:16.903 things will come up and they will surprise you and if you
00:36:16.903 --> 00:36:20.396 have an extremely budget sensitive client. You need to be
00:36:20.396 --> 00:36:24.069 able to speak to that, so if you see something say something
00:36:24.069 --> 00:36:27.442 absolutely figure out every time. What is going on with
00:36:27.442 --> 00:36:31.175 this? Why I didn't ask for this please. Tell me what happened
00:36:31.175 --> 00:36:34.909 here and make sure that both the person they got office hours
00:36:34.909 --> 00:36:36.113 with and the person.
00:36:36.233 --> 00:36:40.150 That requested the office hours can talk to you about why that
00:36:40.150 --> 00:36:44.066 happened so that you can speak intelligently to the client and
00:36:44.066 --> 00:36:47.983 not have to worry about it when it comes up for the invoicing.
00:36:49.503 --> 00:36:51.713 Any thoughts or questions there before I move on.
00:36:57.313 --> 00:36:59.793 So weird when I make a room full of PMS quiet.
00:37:01.353 --> 00:37:02.463 Sprint start.
00:37:04.243 --> 00:37:08.022 Utilizing the road map or the Gantt chart put the features
00:37:08.022 --> 00:37:11.802 into the Sprint that need to be completed verify that your
00:37:11.802 --> 00:37:15.774 project is not negative assign front end and a front end task
00:37:15.774 --> 00:37:19.553 to a front end developer and a back end task to a back end
00:37:19.553 --> 00:37:23.397 developer. I know that this is really tricky when you first
00:37:23.397 --> 00:37:27.304 start out because you're not always sure what tasks are what
00:37:27.304 --> 00:37:30.443 and it's OK, if if things go a little squirrely.
00:37:31.283 --> 00:37:34.331 You know as you're kind of getting used to it. I there are
00:37:34.331 --> 00:37:37.431 still times on CEF projects where I'm in this happens to me
00:37:37.431 --> 00:37:37.793 on bid.
00:37:38.663 --> 00:37:40.523 All the time where I'm like ah.
00:37:41.903 --> 00:37:42.953 I don't know what that is.
00:37:43.753 --> 00:37:48.023 Is this back end is this front end? Is this a combination of
00:37:48.023 --> 00:37:52.433 both ask those questions all the time if you're not sure reach
00:37:52.433 --> 00:37:56.423 out to whoever your project principal is reach out to me
00:37:56.423 --> 00:38:00.763 reach out to Brandon reach out to a lead. Dev Justin Sacco or
00:38:00.763 --> 00:38:04.893 Brendan Lyon, or you know, Taylor or Jesse or anybody that
00:38:04.893 --> 00:38:07.553 you know you're used to working with.
00:38:08.363 --> 00:38:11.620 Anybody on the project, just ask them what? What is this task.
00:38:11.620 --> 00:38:14.929 I'm not entirely sure if it's a combination of both Kenya? Help
00:38:14.929 --> 00:38:18.238 me split it out that way. We are sure that we are assigning the
00:38:18.238 --> 00:38:19.893 right tasks to the right people.
00:38:22.003 --> 00:38:26.499 Ask questions and build rapport with your team make them buy in
00:38:26.499 --> 00:38:30.785 and make them understand the project and want to work on it.
00:38:30.785 --> 00:38:35.000 This you guys is huge. I will press on this constantly. The
00:38:35.000 --> 00:38:39.145 more report. You can build with your development team, the
00:38:39.145 --> 00:38:41.253 better off you're going to be.
00:38:42.323 --> 00:38:46.602 If you are just constantly harping on them to get stuff
00:38:46.602 --> 00:38:51.264 done get it done faster do this thing blah blah blah and you
00:38:51.264 --> 00:38:55.773 don't have a base report for them and you're dragging them
00:38:55.773 --> 00:39:00.282 into client calls and you're constantly like? Why did this
00:39:00.282 --> 00:39:05.249 fail and blah blah blah and all you're ever doing is showing the
00:39:05.249 --> 00:39:07.083 negatives guess? What if
00:39:08.263 --> 00:39:11.393 if I was constantly negative with all of you Mickey? Why
00:39:11.393 --> 00:39:14.413 didn't you do this thing today get it done Ben? I very
00:39:14.413 --> 00:39:17.817 disappointed you should have gotten this done? Guess what you
00:39:17.817 --> 00:39:20.563 guys aren't gonna want to work with me very much.
00:39:21.443 --> 00:39:24.805 The best thing you can do is build rapport with your team.
00:39:24.805 --> 00:39:28.510 The more that they respect you. The more that they enjoy working
00:39:28.510 --> 00:39:32.271 with you. The more they're gonna wanna make sure that you succeed
00:39:32.271 --> 00:39:33.753 in the eyes of the client.
00:39:34.953 --> 00:39:38.350 It's it's a little tiny bit of effort to make a huge world of
00:39:38.350 --> 00:39:41.474 difference build the report. Make sure that your team is
00:39:41.474 --> 00:39:44.761 excited about the project that they're passionate about the
00:39:44.761 --> 00:39:47.939 work that they're putting in praise the work that goes in
00:39:47.939 --> 00:39:51.337 that's good give them kudos do. The thing make sure that they
00:39:51.337 --> 00:39:54.405 understand how much you appreciate them because they're
00:39:54.405 --> 00:39:56.323 going to reciprocate that tenfold.
00:39:57.683 --> 00:39:58.633 Works every time.
00:40:01.083 --> 00:40:04.151 The backlog that's your responsibility everything
00:40:04.151 --> 00:40:07.833 related to the client requests needs to be in that backlog.
00:40:09.003 --> 00:40:11.932 Use notes and tricks for yourself to prioritize these
00:40:11.932 --> 00:40:12.583 effectively.
00:40:13.363 --> 00:40:16.555 In the Sprint and make sure that they've been accounted for in
00:40:16.555 --> 00:40:17.873 scope and change requests.
00:40:19.223 --> 00:40:23.589 Clients aren't going to be reaching out to the developer
00:40:23.589 --> 00:40:27.954 and creating that backlog for you. That is your baby the
00:40:27.954 --> 00:40:32.167 backlog in Azure should be looked at by every PM every
00:40:32.167 --> 00:40:32.703 Sprint.
00:40:33.373 --> 00:40:37.441 You should know that backlog inside now if you've inherited a
00:40:37.441 --> 00:40:40.263 project that is way easier said than done.
00:40:41.693 --> 00:40:44.914 But the best thing you can do to ramp up on a project is to
00:40:44.914 --> 00:40:47.223 figure out that backlog and make it yours.
00:40:49.593 --> 00:40:53.746 Make sure that you've only got 1 developer on a user story at a
00:40:53.746 --> 00:40:57.705 time to help us really kind of control the reporting for the
00:40:57.705 --> 00:41:01.534 developers remember they're closing those user stories now
00:41:01.534 --> 00:41:05.428 and we're measuring the user story points and we're kind of
00:41:05.428 --> 00:41:09.516 looking at that as a rating for the developers so help them to
00:41:09.516 --> 00:41:13.734 be successful as well by making sure that our Sprint planning is
00:41:13.734 --> 00:41:14.643 done properly.
00:41:16.893 --> 00:41:20.901 If the user story needs to be worked on and it's not tasked
00:41:20.901 --> 00:41:24.775 out make sure that you are reaching out to Brandon Murphy
00:41:24.775 --> 00:41:25.643 at a minimum.
00:41:26.563 --> 00:41:31.734 Brendan Lyon, Chris Reddick myself Justin Sacco, we can all
00:41:31.734 --> 00:41:34.233 help you get that tasked out.
00:41:35.323 --> 00:41:38.501 No user story should enter into a Sprint if we don't have a
00:41:38.501 --> 00:41:41.467 clear goal for it. That's something that we're gonna be
00:41:41.467 --> 00:41:44.592 really, really pressing on moving forward. Probably not in
00:41:44.592 --> 00:41:47.293 the next Sprint. I'll give a little bit of leeway.
00:41:48.443 --> 00:41:49.093 But.
00:41:50.023 --> 00:41:52.645 It's definitely going to be looked at moving forward,
00:41:52.645 --> 00:41:55.557 especially as we continue to build out the architecture and
00:41:55.557 --> 00:41:58.179 make sure that we're really getting that architecture
00:41:58.179 --> 00:41:59.053 planning in place.
00:42:01.593 --> 00:42:04.679 Find the estimates for the feature and make sure that the
00:42:04.679 --> 00:42:08.084 hours put on the tasks reflect the estimates that the client is
00:42:08.084 --> 00:42:08.563 aware of.
00:42:09.623 --> 00:42:11.733 We want to make sure that we're not.
00:42:12.873 --> 00:42:16.383 Telling the client that this, this task should only take us.
00:42:17.893 --> 00:42:21.163 8 hours and then we're putting it into the Sprint for 16.
00:42:21.803 --> 00:42:24.913 Because you're developer is going to see the 16 hours and
00:42:24.913 --> 00:42:28.398 they're gonna take the 16 hours be responsible with your clients
00:42:28.398 --> 00:42:31.668 budget and the hours and make sure that we're putting in the
00:42:31.668 --> 00:42:33.813 the estimates on the tasks accordingly.
00:42:34.693 --> 00:42:38.581 And ensure all of your developers have the correct easy
00:42:38.581 --> 00:42:42.885 project entries and making sure that they have an easy way to
00:42:42.885 --> 00:42:46.773 update their time logs. This is gonna save you on needs
00:42:46.773 --> 00:42:51.147 reallocation and it's gonna save you a ton of time in the long
00:42:51.147 --> 00:42:55.243 run. If everybody's allocated correctly in EP and we don't
00:42:55.243 --> 00:42:59.686 have random developers that are not assigned to the project who
00:42:59.686 --> 00:43:04.060 could accidentally add time to the wrong line item and if they
00:43:04.060 --> 00:43:06.143 only have specific line items.
00:43:06.213 --> 00:43:09.813 Associated to them that they should be actively working on
00:43:09.813 --> 00:43:13.597 you know that you've done your due diligence and your best at
00:43:13.597 --> 00:43:17.380 the beginning to ensure that the line item accuracy for those
00:43:17.380 --> 00:43:20.980 PSR's is there. It's going to make your lives easier doing
00:43:20.980 --> 00:43:22.323 those time log audits.
00:43:23.393 --> 00:43:25.913 Any thoughts or questions on the start of a Sprint.
00:43:29.423 --> 00:43:30.113 No questions.
00:43:31.683 --> 00:43:32.313 OK.
00:43:33.623 --> 00:43:37.473 We're at we're up to 17 out of 26 guys I'm making it.
00:43:40.273 --> 00:43:45.035 OK, during the Sprint during the first few days of a Sprint. We
00:43:45.035 --> 00:43:49.426 should be verifying that the work from the previous Sprint
00:43:49.426 --> 00:43:53.741 and is completed and having meetings about that work with
00:43:53.741 --> 00:43:58.206 the clients may not be that we're ready to show it to them,
00:43:58.206 --> 00:44:02.596 but we should be able to at least confirm that it's pushed
00:44:02.596 --> 00:44:07.061 to QA and is now in testing remember that our Sprint cycles
00:44:07.061 --> 00:44:09.963 are as follows. We have the two weeks.
00:44:10.043 --> 00:44:14.409 Development Sprint and then it goes into QA the general
00:44:14.409 --> 00:44:18.932 expectation from Nuclino and just sort of general clarity
00:44:18.932 --> 00:44:24.000 expectations is that we have one week from the time the work has
00:44:24.000 --> 00:44:28.912 been completed and pushed to QA to get it tested and then have
00:44:28.912 --> 00:44:32.343 you along with the QA team sorry Christian?
00:44:33.443 --> 00:44:37.017 Validate that work and make sure that it can get pushed up to
00:44:37.017 --> 00:44:39.553 stage I will say that Christian is 1 human.
00:44:40.323 --> 00:44:44.264 One guy so make sure that you are taking some time to validate
00:44:44.264 --> 00:44:47.893 the work the more that you can take off of his plate. The
00:44:47.893 --> 00:44:51.834 faster this process will go and the more successful your demos
00:44:51.834 --> 00:44:55.837 are going to be a you're gonna know the process and know how to
00:44:55.837 --> 00:44:59.278 complete the task. That's being queued B. You're gonna
00:44:59.278 --> 00:45:02.719 understand the acceptance criteria be able to speak to
00:45:02.719 --> 00:45:06.785 that to the client in a demo see Christian's gonna be able to go
00:45:06.785 --> 00:45:10.726 in and do much deeper testing because you've already validated
00:45:10.726 --> 00:45:12.603 that the primary work is done.
00:45:13.313 --> 00:45:15.637 It's gonna help your budget it's gonna help those demos run
00:45:15.637 --> 00:45:17.573 smoothly and it's gonna help you in the long run.
00:45:18.953 --> 00:45:21.725 If you want that QA work done in a week, make sure that you're
00:45:21.725 --> 00:45:22.473 helping them out.
00:45:24.593 --> 00:45:25.273 In addition,
00:45:24.633 --> 00:45:28.793 You see our QA you see our QA team you mean our QA guy.
00:45:29.453 --> 00:45:33.203 I Chris Christian, the team Christian is a team of people.
00:45:29.673 --> 00:45:29.943 So.
00:45:32.243 --> 00:45:36.073 He's an entire team. He's a He's a He's a whole team of people.
00:45:32.633 --> 00:45:34.333 No, the whole team got.
00:45:36.383 --> 00:45:37.473 He's a whole team.
00:45:39.413 --> 00:45:43.287 If you don't have time to complete this task reach out to
00:45:43.287 --> 00:45:47.229 and I'm gonna just Shelton's gonna throw something through
00:45:47.229 --> 00:45:51.371 the computer reach out to your business analyst and reach out
00:45:51.371 --> 00:45:54.243 to me, I'm happy to help run through that.
00:45:55.133 --> 00:45:58.642 Not a problem Daniel's also available to help run through
00:45:58.642 --> 00:46:02.091 that if you really need something qaid and you know that
00:46:02.091 --> 00:46:05.842 Christian has 26 projects that are higher priority. QA to the
00:46:05.842 --> 00:46:09.714 best of your ability make sure the main functionality? Is there
00:46:09.714 --> 00:46:13.163 and then reach out for help, and we can dive in further.
00:46:14.413 --> 00:46:17.483 Yeah, great call out stuff 100% and I mean, nine times out of
00:46:17.483 --> 00:46:20.355 10. If you guys do have a critical priority. All I ask is
00:46:20.355 --> 00:46:23.623 to hit me up directly and we can talk about it and usually I do a
00:46:23.623 --> 00:46:26.198 pretty good job with prioritizing it. So nine times
00:46:26.198 --> 00:46:29.070 out of 10 won't be a problem, but I do ask for that extra
00:46:29.070 --> 00:46:30.803 level of communication. Thank you.
00:46:31.243 --> 00:46:34.610 In addition to this uh moving forward. Christian is going to
00:46:34.610 --> 00:46:37.922 be scheduling meetings with each of you to run through high
00:46:37.922 --> 00:46:41.345 level. All of your projects if you want. Those meetings to go
00:46:41.345 --> 00:46:44.878 quickly and go smoothly. QA the things first. That way when you
00:46:44.878 --> 00:46:48.300 get into. That meeting you can be like, Hey, Bud, I have five
00:46:48.300 --> 00:46:51.723 hours allocated for you for this project in this Sprint. I've
00:46:51.723 --> 00:46:55.201 already validated these tickets what I need you to work on are
00:46:55.201 --> 00:46:55.863 these three.
00:46:57.403 --> 00:46:57.973 End of story.
00:46:58.823 --> 00:46:59.283 Of it.
00:47:01.483 --> 00:47:01.783 OK.
00:47:02.613 --> 00:47:06.400 Ah refine your backlog and start thinking about the next Sprint
00:47:06.400 --> 00:47:10.127 during the current Sprint start planning early to be effective
00:47:10.127 --> 00:47:13.795 with your time. Make sure that you get your project principle
00:47:13.795 --> 00:47:17.227 or the developers involved to help make sure that they're
00:47:17.227 --> 00:47:21.014 guiding the Sprint and planning kind of the Sprint plot process
00:47:21.014 --> 00:47:24.445 and helping you through any dependencies or blockers that
00:47:24.445 --> 00:47:25.333 may be present.
00:47:26.043 --> 00:47:29.431 They're gonna be the ones that kind of know the overall
00:47:29.431 --> 00:47:32.818 direction and know what those dependencies are get them
00:47:32.818 --> 00:47:36.569 involved utilize your tools have a backlog refinement meeting
00:47:36.569 --> 00:47:40.138 with your developers during the during the Sprint to start
00:47:40.138 --> 00:47:42.013 thinking about the next Sprint.
00:47:43.623 --> 00:47:48.455 Try your level best for your own sanity and budget to limit that
00:47:48.455 --> 00:47:53.213 to your project principal or the lead developer on the project,
00:47:53.213 --> 00:47:54.403 just to kind of.
00:47:55.663 --> 00:47:58.570 Trim those meetings because you get too many cooks in the
00:47:58.570 --> 00:48:01.626 kitchen and things go crazy. And then you end up in a Sprint
00:48:01.626 --> 00:48:04.884 planning meeting like a soaring discovery call nobody wants that
00:48:04.884 --> 00:48:08.091 doesn't work to have the whole team make sure that it's You and
00:48:08.091 --> 00:48:11.248 your project principal if you can't get your project principal
00:48:11.248 --> 00:48:13.403 get your BA. You can't get your BA get me.
00:48:14.683 --> 00:48:16.013 Can get me get sleepy?
00:48:18.073 --> 00:48:18.613 There's not.
00:48:18.733 --> 00:48:19.283 For me.
00:48:20.233 --> 00:48:21.563 No hush up you.
00:48:23.693 --> 00:48:26.682 I'm just saying, you guys need something I step in for Shelton.
00:48:26.682 --> 00:48:27.803 It's that's how it goes.
00:48:27.943 --> 00:48:31.343 OK Alright Alright, I'll allow it but.
00:48:32.223 --> 00:48:32.583 You know.
00:48:33.333 --> 00:48:35.003 Feel free to push back on that, too.
00:48:37.613 --> 00:48:40.803 Ohh, I will Yeah, but I'm not saying it's on the table.
00:48:38.963 --> 00:48:39.473 OK.
00:48:41.413 --> 00:48:41.953 OK.
00:48:43.303 --> 00:48:46.252 Thank you and well played in the middle, or towards the end of
00:48:46.252 --> 00:48:49.247 the Sprint go through the road map and the Gantt chart see what
00:48:49.247 --> 00:48:52.009 needs to be tossed out for the next Sprint and update your
00:48:52.009 --> 00:48:55.098 Gantt chart get it posted to the client that way. It's already in
00:48:55.098 --> 00:48:58.046 front of them and they kind of know what to expect coming down
00:48:58.046 --> 00:49:00.948 the pipeline post your Sprint goals to your client talk about
00:49:00.948 --> 00:49:03.991 it with them. Let them know what the goals are that's one of the
00:49:03.991 --> 00:49:07.033 easiest things you can do rather than going through the mundane.
00:49:07.823 --> 00:49:11.323 We have this ticket this is the task. This is the hours
00:49:11.323 --> 00:49:15.135 associated blah blah blah give them give them the high level
00:49:15.135 --> 00:49:17.323 goals and then move on way easier.
00:49:18.403 --> 00:49:21.673 This has worked wonders with bit and Charlie can attest to that.
00:49:24.183 --> 00:49:28.643 Yeah, for sure for for sure. They were getting antsy about
00:49:24.203 --> 00:49:25.593 Pick pick it on, you Charlie.
00:49:28.643 --> 00:49:33.253 deliverables and all today's call was was big picture laying
00:49:33.253 --> 00:49:37.637 out laying out the view of what's ahead and what's coming
00:49:37.637 --> 00:49:42.399 and and getting them motivated about what we're going to build
00:49:42.399 --> 00:49:47.237 rather than about the fact that it's been a week since they got
00:49:47.237 --> 00:49:49.353 a fresh build on their site.
00:49:51.133 --> 00:49:52.423 Code as well played.
00:49:54.343 --> 00:49:57.643 All right any questions about activities during the Sprint.
00:50:01.653 --> 00:50:03.663 OK, the Sprint end.
00:50:04.733 --> 00:50:07.981 The Friday before the Sprint ends have your Sprint goals and
00:50:07.981 --> 00:50:11.070 features planned and ensure you've communicated this with
00:50:11.070 --> 00:50:14.479 your team. They should be able to help you kind of define those
00:50:14.479 --> 00:50:17.674 Sprint goals help you through the dependencies the more you
00:50:17.674 --> 00:50:20.443 communicate with your development team, the better.
00:50:21.733 --> 00:50:24.642 On the last day of the Sprint move tasks forward that
00:50:24.642 --> 00:50:27.928 developers have not started yet or have not completed marked
00:50:27.928 --> 00:50:30.999 them as high priority and communicate with the developer
00:50:30.999 --> 00:50:33.423 that these tasks need to be completed first.
00:50:34.553 --> 00:50:38.933 The first day of the Sprint Q Ohh Kyle go ahead.
00:50:40.693 --> 00:50:43.772 Ohh, I'm sorry I was just wondering if anyone in that
00:50:43.772 --> 00:50:47.307 process it. It talks about a prioritizing. I mean do you guys
00:50:47.307 --> 00:50:50.900 prioritize the bug tickets over just the stuff that didn't get
00:50:50.900 --> 00:50:51.413 finished?
00:50:52.573 --> 00:50:57.373 It really depends on the client and kind of the project itself.
00:50:53.313 --> 00:50:53.543 Like.
00:50:58.783 --> 00:51:02.723 I as much as I want to prioritize like.
00:51:03.623 --> 00:51:08.081 The the QA failed, which are part of the previous Sprint that
00:51:08.081 --> 00:51:12.467 usually from what I understand now. Those are getting kicked
00:51:12.467 --> 00:51:16.782 back into the Sprint as they come up so those are typically
00:51:16.782 --> 00:51:21.312 set for a lower priority with the PM expectation that we would
00:51:21.312 --> 00:51:23.613 be going through and Validating.
00:51:24.793 --> 00:51:28.797 Whether or not, it needs to be highly prioritized, ideally
00:51:28.797 --> 00:51:32.597 because the way that we're trying to kind of execute on
00:51:29.673 --> 00:51:30.123 Gotcha.
00:51:32.597 --> 00:51:37.008 things with it being a full user story. If that whole thing gets
00:51:37.008 --> 00:51:41.215 kicked over to the next Sprint or in back into the Sprint for
00:51:41.215 --> 00:51:45.219 QA fail that will absolutely be a high priority if it gets
00:51:45.219 --> 00:51:46.983 kicked to the next Sprint.
00:51:49.133 --> 00:51:52.703 OK, perfect that was just I just brand new question thank you.
00:51:52.433 --> 00:51:54.313 Yeah, yeah? Absolutely.
00:51:55.403 --> 00:51:58.917 On the first day of the Sprint QA you're project sites and
00:51:58.917 --> 00:52:02.550 cross reference with the user stories that were completed in
00:52:02.550 --> 00:52:06.302 the previous Sprint move then move to deployed to QA as you go
00:52:06.302 --> 00:52:10.054 through the site. If you see any issues. Paying the developers
00:52:10.054 --> 00:52:13.985 who completed the user story and show them what you found if they
00:52:13.985 --> 00:52:17.201 need to fix anything immediately. Give them a task to
00:52:17.201 --> 00:52:21.012 accomplish this and move other tasks to the next Sprint prepare
00:52:21.012 --> 00:52:24.645 any demos and schedule these for a week after the end of the
00:52:24.645 --> 00:52:28.278 Sprint to make sure that the developers have had time to fix
00:52:28.278 --> 00:52:30.303 any bugs that you have uncovered.
00:52:30.343 --> 00:52:32.643 Or failed the QA CP your hands up.
00:52:32.983 --> 00:52:36.147 Yep, that's a great bullet point and just to reiterate on that I
00:52:36.147 --> 00:52:38.922 had a good discussion with Brandon Murphy. Today part of
00:52:38.922 --> 00:52:41.551 this ongoing process update changes. We've been going
00:52:41.551 --> 00:52:44.618 through one of them is actually going to be for smaller issues
00:52:44.618 --> 00:52:47.636 that fail on it ticket. We are going to just reach out to the
00:52:47.636 --> 00:52:50.654 project manager and developer directly to see if they can get
00:52:50.654 --> 00:52:53.624 it done rather than formally failing the ticket and creating
00:52:53.624 --> 00:52:56.739 a new task if they can't we'll go through with the you know the
00:52:56.739 --> 00:52:59.806 normal process, but we're gonna give them an opportunity to go
00:52:59.806 --> 00:53:02.532 ahead and correct small changes so this should help the
00:53:02.532 --> 00:53:04.723 efficiency overall so just be aware of that.
00:53:04.843 --> 00:53:07.199 This is a new process we're going to try out for a little
00:53:07.199 --> 00:53:08.783 while so I'll be helping I'll do this.
00:53:09.833 --> 00:53:12.243 Yay that's beautiful.
00:53:13.583 --> 00:53:16.913 All right for the first Sprint on a project start.
00:53:18.053 --> 00:53:20.865 Start a change request that you can update at the end of each
00:53:20.865 --> 00:53:21.183 Sprint.
00:53:22.343 --> 00:53:25.606 For anything that we exceeded estimations on ask the
00:53:25.606 --> 00:53:29.361 developers to provide you any issues. They encounter so that
00:53:29.361 --> 00:53:32.808 we can explain that to the client and while we while we
00:53:32.808 --> 00:53:36.748 will be submitting those change request. Add those hours to the
00:53:36.748 --> 00:53:40.442 Git chart or other documentation and track. These estimates
00:53:40.442 --> 00:53:44.136 versus the actual time used for each feature if you do this
00:53:44.136 --> 00:53:48.199 often and you do this constantly with your clients, especially if
00:53:48.199 --> 00:53:51.831 you're doing Sprint based invoicing or whatever and you're
00:53:51.831 --> 00:53:52.693 starting that.
00:53:52.863 --> 00:53:56.679 Cadence with them of this thing went over. Here's change request
00:53:56.679 --> 00:53:59.203 for it. Let's talk about it kind of thing.
00:54:00.313 --> 00:54:03.402 You're gonna have less large change requests down the road
00:54:03.402 --> 00:54:06.543 and a lot less surprises and arguments. Kyle your hands up.
00:54:08.303 --> 00:54:12.059 Yeah, this is actually something I talked to David Frederick
00:54:12.059 --> 00:54:15.199 about when he was uh making the front end. I think
00:54:15.199 --> 00:54:18.708 certification. One of the questions that we came up with
00:54:18.708 --> 00:54:22.587 in was like if you're getting to the end of your time allotted
00:54:22.587 --> 00:54:26.466 for a certain task. You stop all work I mean. This this should
00:54:26.466 --> 00:54:29.913 probably be something be something back in the previous
00:54:29.913 --> 00:54:32.253 slide about just how the Sprint goes.
00:54:33.643 --> 00:54:34.163 Mm-hmm.
00:54:35.713 --> 00:54:37.873 100% I'll take a note of that.
00:54:47.753 --> 00:54:48.083 Well.
00:54:49.713 --> 00:54:50.433 Really, it's
00:54:51.033 --> 00:54:52.613 Wow, robot Kyle.
00:54:54.603 --> 00:54:56.613 Yeah. Sorry teams really hates me today.
00:54:57.403 --> 00:54:57.833 Cool.
00:55:00.223 --> 00:55:00.793 Me too.
00:55:02.733 --> 00:55:06.973 Alright uh Nope go ahead carry on.
00:55:03.633 --> 00:55:05.053 I'm sorry, but yeah.
00:55:07.703 --> 00:55:08.593 We can hear you now.
00:55:08.063 --> 00:55:12.443 Ohh no yeah, no you're you're totally fine. Yeah.
00:55:13.803 --> 00:55:17.613 I just noticed during kind of the Sprint slide that you had.
00:55:18.333 --> 00:55:20.734 UM is something should definitely be brought up on
00:55:20.734 --> 00:55:23.416 playing you know developer should definitely be reaching
00:55:23.416 --> 00:55:26.241 out to you if they do get to the like total amount of hours
00:55:26.241 --> 00:55:29.347 allotted for that ticket like it should never be like ohh. I went
00:55:29.347 --> 00:55:31.183 over on this now, you have to explain.
00:55:32.473 --> 00:55:38.023 Right harder percent so that kind of goes back to.
00:55:39.143 --> 00:55:39.723 I.
00:55:40.543 --> 00:55:44.555 Even this, this slide here that's OK, so that actually goes
00:55:40.813 --> 00:55:42.823 I don't know what keeps happening I'm sorry.
00:55:44.555 --> 00:55:48.634 back to this slide here. Our developers going over on tasks.
00:55:48.634 --> 00:55:51.843 This is something we should be following up on.
00:55:50.653 --> 00:55:52.013 Ohh perfect never mind.
00:55:52.813 --> 00:55:54.803 On the regular every Sprint.
00:55:56.453 --> 00:55:58.875 Perfect so yeah, I was just saying yeah that wasn't I. I
00:55:58.875 --> 00:56:00.023 forgot that part thank you.
00:56:00.873 --> 00:56:01.763 Yeah, no problem.
00:56:03.013 --> 00:56:06.931 All right make sure to update your post Sprint Project Report
00:56:06.931 --> 00:56:10.660 and create any videos of work completed for the leadership
00:56:10.660 --> 00:56:14.515 team to be posted in the PM general channel take a moment to
00:56:14.515 --> 00:56:17.043 fill out those project ratings as well.
00:56:17.423 --> 00:56:22.822 Uh these things have been asana tasks and call outs in the I
00:56:22.822 --> 00:56:28.133 think it's P Caroline. Can you help me with this chat name?
00:56:28.793 --> 00:56:31.903 PM RC or something.
00:56:33.923 --> 00:56:35.333 What are we talking about?
00:56:35.463 --> 00:56:41.003 The project ratings reports that we have chats for that.
00:56:42.103 --> 00:56:44.911 I think cities on that one, but I'm not sure what the name is
00:56:44.203 --> 00:56:44.633 OK.
00:56:44.911 --> 00:56:47.765 and that one because I'm not on that chat. I'm sorry. I wish I
00:56:46.293 --> 00:56:47.683 Ah that's OK.
00:56:47.765 --> 00:56:48.263 could help.
00:56:49.253 --> 00:56:59.426 A/C PSR project reports is the name of the chat and I am going
00:56:59.426 --> 00:57:02.333 to just bump that.
00:57:04.013 --> 00:57:05.903 So that y'all will get a notice.
00:57:11.803 --> 00:57:13.293 And I can't spell but that's OK.
00:57:13.993 --> 00:57:14.863 UM.
00:57:16.013 --> 00:57:19.967 So we have this chat where we're basically filling out the
00:57:19.967 --> 00:57:24.256 ratings for the project. We are including things like developer
00:57:24.256 --> 00:57:28.143 morale overall developer work completed client sat hours.
00:57:29.373 --> 00:57:34.101 You know timeline all all of the triple constraint stuff as well
00:57:34.101 --> 00:57:38.466 as the the demos that we've requested that we have a couple
00:57:38.466 --> 00:57:42.758 of asana tasks for we haven't been super pressing on these
00:57:42.758 --> 00:57:47.341 things we've just kind of been keeping it as an asana task and
00:57:47.341 --> 00:57:51.778 reaching out and all of that kind of stuff moving forward. I
00:57:51.778 --> 00:57:56.143 am going to be going over the project ratings in that chat.
00:57:57.403 --> 00:58:01.304 With all of you on your weeklies because the overall goal here is
00:58:01.304 --> 00:58:04.968 that I wanna figure out why it is. We're rating. The projects
00:58:04.968 --> 00:58:08.574 the way that they that they're rated and how we can get them
00:58:08.574 --> 00:58:09.933 all to a better rating.
00:58:11.193 --> 00:58:15.086 The reason that we're completing the demos and the post. Sprint
00:58:15.086 --> 00:58:18.370 project reports is so that we could get a feel of the
00:58:18.370 --> 00:58:22.141 developer work. That's being completed so there's the project
00:58:22.141 --> 00:58:25.912 management side which is the project ratings and then there's
00:58:25.912 --> 00:58:29.683 The Post. Sprint report and the demos for the leadership team
00:58:29.683 --> 00:58:33.454 kill two birds with one stone make that demo for your clients
00:58:33.454 --> 00:58:34.123 if you can.
00:58:35.553 --> 00:58:39.216 That is to help the development management team understand
00:58:39.216 --> 00:58:43.313 what's going on with each one of the developers. The more we know
00:58:43.313 --> 00:58:47.161 the more we can press to help make sure that we're mitigating
00:58:47.161 --> 00:58:48.403 problems internally.
00:58:50.843 --> 00:58:54.898 Do your level best to try not to schedule any external meetings
00:58:54.898 --> 00:58:57.623 for the first day of the Sprint. Ha ha ha.
00:59:00.073 --> 00:59:03.784 I know that's a pipe dream, but the the more you could mitigate
00:59:03.784 --> 00:59:07.611 external meetings. The first day of a Sprint to accomplish all of
00:59:07.611 --> 00:59:10.800 the tasks that need to go along with this, the better,
00:59:10.800 --> 00:59:14.105 especially if you have projects that are on Sprint based
00:59:14.105 --> 00:59:17.642 invoicing because you're now going to have to go through and
00:59:17.642 --> 00:59:21.295 do your exports for the previous Sprint and the current Sprint
00:59:21.295 --> 00:59:25.006 get everything kind of you know streamlined for the client said
00:59:25.006 --> 00:59:28.775 that over to Kristen send it to the client all of the tasks that
00:59:28.775 --> 00:59:29.993 come along with this.
00:59:31.543 --> 00:59:34.541 You own your calendars try to make that happen. I know that
00:59:34.541 --> 00:59:37.490 it's tricky it's not always gonna be perfect. We have some
00:59:37.490 --> 00:59:40.638 clients that want to meet every day. There's nothing we can do
00:59:40.638 --> 00:59:43.686 about that. But try your level best to make sure that you're
00:59:43.686 --> 00:59:46.684 scheduling your biweeklies around Wednesdays and not having
00:59:46.684 --> 00:59:48.833 them on the Wednesday of the Sprint start.
00:59:50.803 --> 00:59:58.103 OK project management tasks for each Sprint this is a tiny list.
00:59:58.853 --> 01:00:02.296 Compared to what we really need to be doing, but this is the
01:00:02.296 --> 01:00:03.143 biggest things.
01:00:05.483 --> 01:00:09.373 Backlog refinement continuous throughout the Sprint Sprint
01:00:09.373 --> 01:00:13.197 planning and ensuring that the user stories are clear and
01:00:13.197 --> 01:00:17.350 impediment free and Taskouts are clear and concise. PMS should
01:00:17.350 --> 01:00:21.372 know all of the client needs and ensure that we are solving,
01:00:21.372 --> 01:00:25.460 their business issues. Sprint demos are internally done asana
01:00:25.460 --> 01:00:29.284 tasks are updated invoicing needs for each Sprint are met
01:00:29.284 --> 01:00:33.503 and the project is in a positive status or we have a mitigation
01:00:33.503 --> 01:00:33.833 plan.
01:00:34.963 --> 01:00:38.448 The PM should be able to speak to each project in terms of the
01:00:38.448 --> 01:00:41.823 work completed. What is left what the overall budget status?
01:00:41.823 --> 01:00:43.593 Is and what the percent used is?
01:00:44.333 --> 01:00:47.106 Every client has a good understanding of where their
01:00:47.106 --> 01:00:47.943 projects are at.
01:00:48.853 --> 01:00:53.221 Every single one of our repeat tasks all kind of fall into
01:00:53.221 --> 01:00:54.183 these things.
01:00:55.423 --> 01:00:59.009 These are the main things that we want everybody to be able to
01:00:59.009 --> 01:01:02.196 speak to and if we can. Follow these for the most part,
01:01:02.196 --> 01:01:05.498 everything else will kind of fall in line any thoughts or
01:01:05.498 --> 01:01:06.693 questions about this.
01:01:10.453 --> 01:01:12.533 Now, my God, guys, we might actually get through this.
01:01:11.283 --> 01:01:12.003 Nothing from me.
01:01:15.393 --> 01:01:16.963 OK, this is my big one.
01:01:17.063 --> 01:01:18.473 Did you want me to chime in?
01:01:18.603 --> 01:01:19.613 Yeah, sure.
01:01:19.503 --> 01:01:22.463 No, I'm just kidding. I'm kidding. I would drag it on, I
01:01:22.463 --> 01:01:24.903 was just commenting on your comment apologies.
01:01:23.983 --> 01:01:27.733 Ohh, what you want three more meetings of this one slide deck.
01:01:26.183 --> 01:01:29.244 You said we might actually get through this. I'm like well, I
01:01:29.244 --> 01:01:31.713 can I can actually take care of that if you want?
01:01:30.713 --> 01:01:34.274 It's like please don't don't let Ben have the mic don't let Ben
01:01:30.813 --> 01:01:31.863 I can fix that.
01:01:33.953 --> 01:01:34.423 OK.
01:01:34.274 --> 01:01:35.943 have the mic will be here for.
01:01:34.763 --> 01:01:37.843 Yeah, Kyle has spoken I will shut up now.
01:01:38.243 --> 01:01:38.873 Alright.
01:01:40.113 --> 01:01:43.681 This is my big one ownership, you're the captain of your ship
01:01:43.681 --> 01:01:47.191 guys you drive your projects. You are ultimately responsible
01:01:47.191 --> 01:01:50.701 to guide the developers build what the client wants and make
01:01:50.701 --> 01:01:54.384 sure that the client sat remains high on your projects and that
01:01:54.384 --> 01:01:56.053 the projects remain positive.
01:01:56.933 --> 01:02:00.115 Think critically about how you're going to approach that
01:02:00.115 --> 01:02:03.575 with every single project your methods could be different for
01:02:03.575 --> 01:02:07.259 each one so don't get too bogged down and this is the only way to
01:02:07.259 --> 01:02:10.720 do something. I'm not going to micromanage you as long as our
01:02:10.720 --> 01:02:12.953 core principles and core tasks are met.
01:02:13.593 --> 01:02:17.603 At the end of the day, we need to keep the goal of the project
01:02:17.603 --> 01:02:21.167 in mind, and plan a way to achieve that there are basic
01:02:21.167 --> 01:02:25.050 tenants of project management and we must follow the outline
01:02:25.050 --> 01:02:29.124 of the SDLC. But you guide along the path and drive each of the
01:02:29.124 --> 01:02:33.197 milestones to whatever end you do that as long as you make that
01:02:33.197 --> 01:02:33.643 happen.
01:02:34.613 --> 01:02:35.323 I'm happy.
01:02:35.973 --> 01:02:39.250 Drive the communication and the expectations and uphold clarity
01:02:39.250 --> 01:02:40.223 values and mission.
01:02:41.853 --> 01:02:45.469 At the end of the day you're the ones that are clients are seeing
01:02:45.469 --> 01:02:47.113 as the face of clarity own it.
01:02:48.373 --> 01:02:52.263 Lead by example on your projects your effort drives the output.
01:02:52.263 --> 01:02:56.032 The more you put into it. The more you're gonna get out of it
01:02:56.032 --> 01:02:59.436 put into it, what you want to get out of it. If you are
01:02:59.436 --> 01:03:03.266 unavailable or not communicating with your team. They're gonna
01:03:03.266 --> 01:03:04.603 emulate that behavior.
01:03:05.403 --> 01:03:09.295 If you're excited and you wanna see results your team will be
01:03:09.295 --> 01:03:12.873 too every single one of our projects deserves your best.
01:03:14.493 --> 01:03:17.846 This slide is something that I wanted to kind of take a second
01:03:17.846 --> 01:03:20.613 and kind of popcorn around the room and talk about.
01:03:21.353 --> 01:03:25.472 Your immediate impression of this and what this means to you
01:03:25.472 --> 01:03:27.903 so let's kick it off with you Liam.
01:03:31.413 --> 01:03:32.583 I'm sorry I.
01:03:34.903 --> 01:03:37.159 I'm sorry could you repeat that question there I completely
01:03:35.023 --> 01:03:35.473 What's your?
01:03:36.433 --> 01:03:36.793 Yeah.
01:03:37.159 --> 01:03:37.573 spaced out?
01:03:38.003 --> 01:03:41.795 What's your immediate thoughts on this slide? How can you make
01:03:41.795 --> 01:03:45.467 sure that you are following this. This principle with all of
01:03:45.467 --> 01:03:49.199 your projects and what does this mean to you in terms of your
01:03:49.199 --> 01:03:50.283 career at clarity?
01:03:50.963 --> 01:03:54.544 To me, it means being respectful, but assertive with
01:03:54.544 --> 01:03:58.869 your time, like being protective of what it is that you need to
01:03:58.869 --> 01:04:03.194 do, but then also being mindful that everyone else has you know
01:04:03.194 --> 01:04:07.586 their own time that they need to be protective of so it's a kind
01:04:07.586 --> 01:04:09.073 of give and take with.
01:04:09.903 --> 01:04:13.217 With how you approach everything like for example, you know, one
01:04:13.217 --> 01:04:16.429 of my projects may be mega high priority which another PM or a
01:04:16.429 --> 01:04:19.539 developer may disagree with and you know, we have to try and
01:04:19.539 --> 01:04:21.273 meet in the middle on that front.
01:04:22.693 --> 01:04:24.293 Beautiful love it. Thank you.
01:04:25.053 --> 01:04:27.163 I am Ben.
01:04:28.643 --> 01:04:30.653 One minute one minute cap.
01:04:28.813 --> 01:04:34.493 Umm yes, ma'am, OK, I'll put my 5 minute timer on get out.
01:04:34.503 --> 01:04:35.753 Ohh, that's shade.
01:04:38.223 --> 01:04:40.763 Ohh my muted can you guys hear me OK cool?
01:04:38.623 --> 01:04:39.363 You got this Ben.
01:04:39.523 --> 01:04:41.133 Nope, we could hear you.
01:04:40.733 --> 01:04:43.583 Now I can hear you I just talked to every my bogies.
01:04:41.893 --> 01:04:45.080 What OK repeat the question real quick one more time say the
01:04:44.963 --> 01:04:49.269 What what does ownership and the kind of core tenants that I
01:04:45.080 --> 01:04:46.073 question more time?
01:04:49.269 --> 01:04:53.575 outlined in this slide mean to you in terms of your projects
01:04:53.575 --> 01:04:55.763 and how you kind of run things.
01:04:57.063 --> 01:04:58.513 Uh that you have.
01:04:59.653 --> 01:05:04.684 Agency to do a lot of things and uh. You you're you're sort of
01:05:04.684 --> 01:05:09.874 the backbone of the project is I mean be taking ownership and it
01:05:09.874 --> 01:05:10.353 means.
01:05:11.493 --> 01:05:12.463 A lot of.
01:05:14.943 --> 01:05:18.213 Relationship building internally and externally.
01:05:20.163 --> 01:05:24.476 And and it means owning owning the ultimate outcome, no no
01:05:24.476 --> 01:05:25.353 matter what.
01:05:27.703 --> 01:05:30.835 You know, barring excuses ultimately like you, you have to
01:05:30.835 --> 01:05:31.843 decide that you're.
01:05:32.513 --> 01:05:36.225 The outcome of your project ultimately lies in your hands so
01:05:36.225 --> 01:05:39.998 do what it takes to to get it done. And remember that this is
01:05:39.998 --> 01:05:43.954 like a people thing. So it's all about the relationships and the
01:05:43.954 --> 01:05:47.301 team that you build around you. That helps you kind of
01:05:47.301 --> 01:05:48.883 accomplish those goals so.
01:05:49.523 --> 01:05:51.203 100% love it.
01:05:50.423 --> 01:05:50.673 Yeah.
01:05:51.503 --> 01:05:54.960 That's that's how how I see it. Thank you. Thank you was that a
01:05:54.960 --> 01:05:56.473 minute. I did good didn't I.
01:05:55.203 --> 01:05:57.933 Yeah, you did, good Micki.
01:05:59.663 --> 01:06:03.680 I mean kind of echoing both what Liam and Ben just said the buck
01:06:03.680 --> 01:06:07.264 stops with you. You know, I think Laura said this too. In
01:06:04.913 --> 01:06:05.193 Yep.
01:06:07.264 --> 01:06:10.663 another meeting if your developers make an error. It's
01:06:10.663 --> 01:06:14.495 your error if your developers do well. You're doing well. You
01:06:14.495 --> 01:06:18.450 know, I mean, it comes down to the you are the owner you are in
01:06:18.450 --> 01:06:18.883 charge.
01:06:19.703 --> 01:06:23.887 And you just have to own that and you have to protect your
01:06:23.887 --> 01:06:25.093 people, you know.
01:06:24.783 --> 01:06:25.113 Mm-hmm.
01:06:26.013 --> 01:06:27.923 Had a percent Clint.
01:06:33.013 --> 01:06:33.723 Clint Thompson.
01:06:33.133 --> 01:06:34.493 I think one of the things that.
01:06:35.733 --> 01:06:38.103 When it comes to owning a project is.
01:06:39.833 --> 01:06:41.313 A lot of it self-discipline.
01:06:41.913 --> 01:06:45.638 So it's not just like Yes, you need to rely on team members to
01:06:45.638 --> 01:06:49.245 achieve results, but also how often are you setting internal
01:06:49.245 --> 01:06:52.437 time for yourself to review things? How often are you
01:06:52.437 --> 01:06:54.093 reviewing with those people.
01:06:54.893 --> 01:06:58.661 How often are you strategizing in advance? What you're gonna
01:06:58.661 --> 01:07:00.143 discuss with the client?
01:07:00.913 --> 01:07:04.396 Because it can become very, very easy as a PM to get behind on
01:07:04.396 --> 01:07:04.783 things.
01:07:05.173 --> 01:07:05.883 Umm.
01:07:05.863 --> 01:07:08.998 Get swamped and then it turns into you're just playing catch
01:07:08.998 --> 01:07:12.288 up and when you're at that point you're no longer ever thinking
01:07:12.288 --> 01:07:15.269 about the future. You're not planning for it. And so it's
01:07:15.269 --> 01:07:18.455 inevitably just gonna be another thing that you get behind on
01:07:18.455 --> 01:07:19.843 that self-discipline to do.
01:07:20.593 --> 01:07:24.420 That extra fourth thought of OK? How am I gonna what's the next
01:07:24.420 --> 01:07:28.068 step. I figured this part out now, what? What's what's after
01:07:28.068 --> 01:07:31.716 that, and oftentimes that just requires you to put aside the
01:07:31.716 --> 01:07:32.673 time to do that.
01:07:33.953 --> 01:07:37.033 100% love it. Thank you Charlie.
01:07:40.533 --> 01:07:41.033 Think.
01:07:42.133 --> 01:07:46.403 Projects have momentum and inertia.
01:07:47.313 --> 01:07:52.846 And if if they are not moving that inertia is working against
01:07:52.846 --> 01:07:58.289 you and it's it's the project managers activity and Will and
01:07:58.289 --> 01:08:03.108 in many cases enthusiasm that creates that motion and
01:08:03.108 --> 01:08:08.641 overcomes the inertia to just sit still. But then by the same
01:08:08.641 --> 01:08:14.084 token like Clint was saying. Once it's moving if it gets off
01:08:14.084 --> 01:08:17.743 track or if you take your eye off of it.
01:08:17.983 --> 01:08:22.947 That same momentum and inertia can run you over and and so it's
01:08:22.947 --> 01:08:27.291 just always about being in a directive position so that
01:08:27.291 --> 01:08:31.634 you're happening to the project rather than the project
01:08:31.634 --> 01:08:32.953 happening to you.
01:08:33.473 --> 01:08:35.203 100% love it.
01:08:36.603 --> 01:08:39.073 Uh Christian, I'm curious on your take on this.
01:08:41.543 --> 01:08:44.116 Sorry I was working in task for on Tasco in the background can
01:08:44.116 --> 01:08:44.933 repeat the question.
01:08:45.443 --> 01:08:50.483 Yeah, just this ownership project ownership slide, UM and
01:08:50.483 --> 01:08:54.133 basically what that kind of means to you.
01:08:55.723 --> 01:08:56.523 In your role.
01:08:58.253 --> 01:08:59.853 Let me let me read it real quick.
01:09:00.213 --> 01:09:00.473 Umm.
01:09:04.083 --> 01:09:04.363 So.
01:09:18.443 --> 01:09:21.480 Umm I think honestly every bullet hits hits, it right on
01:09:21.480 --> 01:09:24.784 the nose here as the PM. You really you know, there's only so
01:09:24.784 --> 01:09:28.141 much. We can do in the beginning and discovery and in the very
01:09:28.141 --> 01:09:31.071 end in QA you guys ultimately are going to be the ones
01:09:31.071 --> 01:09:34.108 presenting everything to the client everything. You said
01:09:34.108 --> 01:09:37.572 really echoed to me. Stephanie I will always do my best to catch
01:09:37.572 --> 01:09:40.662 everything but it is still so, so important that you guys
01:09:40.662 --> 01:09:44.179 understand your project start to finish because at the end of the
01:09:44.179 --> 01:09:47.109 day and this has happened before. If you guys need me,
01:09:47.109 --> 01:09:50.413 I'll always be willing to jump into a client call with y'all.
01:09:50.513 --> 01:09:53.720 And hope explain workflows kind of you know explain where things
01:09:53.720 --> 01:09:56.729 might have gone off the rails what we're gonna do to fix it.
01:09:56.729 --> 01:09:59.936 I'm more than happy to do that. But that rarely ever happens and
01:09:59.936 --> 01:10:03.044 the budget does not allow for that. So you really, really have
01:10:03.044 --> 01:10:06.152 to know your project start to finish. It's so important. And I
01:10:06.152 --> 01:10:08.914 wanted to kind of reiterate on the point you brought up
01:10:08.914 --> 01:10:11.776 Stephanie. I do want everyone here to do some level of QA
01:10:11.776 --> 01:10:14.933 cause one that is going to get you understanding your projects.
01:10:14.933 --> 01:10:18.041 There's no way you can read a scope document to you're blue in
01:10:18.041 --> 01:10:20.853 the face. But unless you're actually in the site playing
01:10:20.853 --> 01:10:21.593 around with it.
01:10:21.683 --> 01:10:24.557 You're really not going to solidify that knowledge. It's
01:10:24.557 --> 01:10:27.482 just impossible so nobody's asking to get in there and do
01:10:27.482 --> 01:10:30.811 the level of QA I do. That's not expected that takes way too much
01:10:30.811 --> 01:10:33.736 time, but exactly I think you had the perfect example. If
01:10:33.736 --> 01:10:36.610 there's a ticket just talking about the sign in or a tab
01:10:36.610 --> 01:10:39.686 option, missing from the user dashboard that literally takes
01:10:39.686 --> 01:10:42.763 30 seconds to verify and you'd be shocked at how many little
01:10:42.763 --> 01:10:46.041 things we could catch before it ends up getting to my realm, and
01:10:46.041 --> 01:10:49.167 now instead of me being like wait a second what's going on. I
01:10:49.167 --> 01:10:52.193 got to track down you I got to track down to the developer.
01:10:52.273 --> 01:10:55.112 I have to ask what happened is it a deployment issue did it
01:10:55.112 --> 01:10:58.140 just not get done it, you'd be shocked at how much time it ends
01:10:58.140 --> 01:11:01.121 up wasting when it compounds on itself over and over again. So
01:11:01.121 --> 01:11:03.960 we really could fix a lot of these issues right off the bat
01:11:03.960 --> 01:11:06.657 and I think the process improvements. We're implementing
01:11:06.657 --> 01:11:07.603 is gonna help a lot.
01:11:08.413 --> 01:11:11.790 You know in that realm already the really being proactive like
01:11:11.790 --> 01:11:12.433 this is key.
01:11:13.603 --> 01:11:14.993 How to percent love it?
01:11:16.293 --> 01:11:20.051 Shelton curious on your take from a discovery in a business
01:11:20.051 --> 01:11:22.243 analyst perspective on this slide.
01:11:25.923 --> 01:11:31.006 Well, I'd say that the biggest part is people relying on what
01:11:31.006 --> 01:11:36.008 I'm doing with discovery being mainly what I'm in control of
01:11:36.008 --> 01:11:40.435 and so many different things stemming from discovery.
01:11:40.435 --> 01:11:45.764 Basically me taking ownership of the project, the documentation.
01:11:45.764 --> 01:11:50.356 Understanding the scope and being able to relay that to
01:11:50.356 --> 01:11:55.603 everybody else, so that they're able to do their jobs properly.
01:11:55.723 --> 01:11:56.243 Umm.
01:11:57.753 --> 01:12:01.516 Because like you said you know, PM's are in the meetings.
01:11:58.083 --> 01:11:58.533 Love it.
01:12:01.516 --> 01:12:04.955 They're listening to the discussions involved in the
01:12:04.955 --> 01:12:08.719 discussions but during the discovery phase ultimately I'm
01:12:08.719 --> 01:12:11.833 the one responsible for any questions concerns.
01:12:13.253 --> 01:12:15.823 Related to the project scope so.
01:12:16.433 --> 01:12:20.712 Awesome Alright Thanks guys that was exactly what I was hoping to
01:12:20.712 --> 01:12:22.333 hear so much appreciated.
01:12:23.473 --> 01:12:28.761 A risk mitigation this one's tricky if you don't know what
01:12:28.761 --> 01:12:34.049 our products do it's very difficult to determine the risks
01:12:34.049 --> 01:12:39.516 so key steps to that identify out-of-the-box features versus
01:12:39.516 --> 01:12:42.563 customization? How do we do that?
01:12:43.323 --> 01:12:47.363 Learn what Seth Connect Payhub HIPAA.
01:12:48.093 --> 01:12:51.597 All of our subsidiaries are out of box if you need help with
01:12:51.597 --> 01:12:54.872 that. You have a great team of resources that are always
01:12:54.872 --> 01:12:55.963 willing to dive in.
01:12:56.903 --> 01:13:00.233 I am always happy to dive in on all things Seth.
01:13:01.453 --> 01:13:04.852 At project as project managers and Clint I don't mean to speak
01:13:04.852 --> 01:13:07.712 for you. But as project managers. We have to talk or
01:13:07.712 --> 01:13:11.003 will die, so I'm always happy to dive in on what stuff does.
01:13:11.803 --> 01:13:14.393 Clint is probably the same way with connect.
01:13:15.473 --> 01:13:18.073 Ben has an amazing understanding of HIPAA.
01:13:19.213 --> 01:13:22.777 Plant also has an amazing understanding of payment hub and
01:13:22.777 --> 01:13:26.583 what that does so, if you need help. Let us know. We also have
01:13:26.583 --> 01:13:30.268 all of our demo sites that you guys can go and play with and
01:13:30.268 --> 01:13:34.014 figure out kind of what things do. I think I've tasked all of
01:13:34.014 --> 01:13:37.458 you at this point. At least Mickey Charlie and Liam with
01:13:37.458 --> 01:13:41.203 going to the develop site and just kind of playing around and
01:13:41.203 --> 01:13:44.284 asking any questions about anything that you don't
01:13:44.284 --> 01:13:48.151 understand and Seth always happy to help out with that Clint go
01:13:48.151 --> 01:13:48.513 ahead.
01:13:50.243 --> 01:13:53.056 I would also go so far as to say, I'm gonna I'm gonna say.
01:13:53.056 --> 01:13:56.012 One thing and then I'm gonna say. Another thing and the other
01:13:56.012 --> 01:13:58.253 thing might sound contradictory, but it's not.
01:13:59.993 --> 01:14:03.575 You're doing yourself a bit of a disservice if you don't use
01:14:03.575 --> 01:14:06.453 Stephanie myself and Ben on those project types.
01:14:07.653 --> 01:14:11.439 There's just no way there's no way even somebody working here a
01:14:11.439 --> 01:14:14.752 year or even potentially 2 years. Although that doesn't
01:14:14.752 --> 01:14:18.183 play us definitely, but she's a bit of that a bit beyond.
01:14:19.343 --> 01:14:22.340 But you know your average PM. There's no way you guys are just
01:14:22.340 --> 01:14:25.195 gonna know and even Stephanie. You've you've learned it all
01:14:25.195 --> 01:14:25.433 over.
01:14:26.913 --> 01:14:29.543 Beating my head against a wall and figuring it out.
01:14:27.433 --> 01:14:28.113 We'll say.
01:14:28.763 --> 01:14:32.163 I was gonna say harsher harsher experiences you're doing
01:14:32.163 --> 01:14:35.862 yourself a disservice if you don't try to include us at least
01:14:35.862 --> 01:14:39.560 in the I would say the discovery portion and then in the user
01:14:39.560 --> 01:14:42.543 acceptance testing portion those are times where?
01:14:44.023 --> 01:14:46.878 Those questions can come up the most of like what about this?
01:14:46.878 --> 01:14:48.443 What about this? What about this.
01:14:49.173 --> 01:14:53.280 You'll get feedback from clients and you'll have client requests
01:14:53.280 --> 01:14:57.135 and even Shelton and Kyle like they can come to us or we can
01:14:57.135 --> 01:15:01.116 discuss internally definitely leverage us. The only point I'll
01:15:01.116 --> 01:15:05.160 also make although I don't think this applies as much Stephanie
01:15:05.160 --> 01:15:09.141 and Ben. I've been down the road enough where I end up getting
01:15:09.141 --> 01:15:13.185 dragged into projects. So I may at a point where I think things
01:15:13.185 --> 01:15:15.713 are calm stay cool. I'm gonna back out.
01:15:16.353 --> 01:15:17.413 You look like you got it.
01:15:18.173 --> 01:15:21.748 That doesn't mean you can't rose me back in right now. This
01:15:21.748 --> 01:15:25.621 really only applies to Liam but Liam use you as an example if at
01:15:25.621 --> 01:15:28.183 any point you're like, Hey, you know what?
01:15:29.003 --> 01:15:31.893 But can you help me out with this connect project or hey?
01:15:33.193 --> 01:15:36.878 I got a new payment hub project. I don't know what I'm doing like
01:15:36.878 --> 01:15:40.173 wrote me back in even if I back out because me backing out
01:15:40.173 --> 01:15:43.524 doesn't isn't a statement of I don't wanna help it's just a
01:15:43.524 --> 01:15:45.813 statement of cool looks like you got it.
01:15:46.453 --> 01:15:47.723 I'm gonna do this other stuff.
01:15:48.503 --> 01:15:51.590 But at any point that you feel like there's confusion. It's
01:15:51.590 --> 01:15:54.883 better to talk about it because, like, we said earlier once you
01:15:54.883 --> 01:15:56.633 get behind on a thing it becomes.
01:15:57.393 --> 01:16:01.583 That momentum point that Charlie you made is fantastic.
01:16:02.733 --> 01:16:05.373 It really is that simple, sometimes.
01:16:06.063 --> 01:16:06.543 Hmm.
01:16:07.283 --> 01:16:08.073 100%.
01:16:07.343 --> 01:16:08.343 So that's the end of my rant.
01:16:09.033 --> 01:16:11.373 Nice thank you. I appreciate the rant.
01:16:11.843 --> 01:16:15.651 I call out major customizations are unknowns as often as
01:16:15.651 --> 01:16:19.392 possible. JBM is a perfect example of this and kudos to
01:16:19.392 --> 01:16:23.333 Charlie for picking up the mantle and continuing to do it.
01:16:23.643 --> 01:16:26.373 They asked me to never say that again in today's call.
01:16:28.813 --> 01:16:29.773 Too bad.
01:16:28.813 --> 01:16:30.833 They said, we know stop telling us.
01:16:31.543 --> 01:16:35.927 Too bad. I'm going to call it out to you and tell you make
01:16:35.927 --> 01:16:39.493 sure that it is burned seared into your brains.
01:16:40.113 --> 01:16:44.101 Uh remind the client of the cone of uncertainty as we get into
01:16:44.101 --> 01:16:48.026 things we're just not gonna know all the nitty gritty call it
01:16:48.026 --> 01:16:52.204 out. Call it out in kickoff call it out throughout discovery call
01:16:52.204 --> 01:16:54.103 it out throughout development.
01:16:55.733 --> 01:16:58.969 Continue to press for clarification and remind clients
01:16:58.969 --> 01:17:02.617 often of the known risk areas. Every time you get a chance to
01:17:02.617 --> 01:17:06.501 get in a meeting with the client if there's a risk. That's called
01:17:06.501 --> 01:17:10.326 out and that FSD until that risk is fully mitigated call it app.
01:17:10.326 --> 01:17:13.738 Just do it not going to hurt anything. Just keep pressing
01:17:13.738 --> 01:17:17.269 constant. Gentle pressure move that salt Shaker back to the
01:17:17.269 --> 01:17:19.093 middle of the table every time.
01:17:20.773 --> 01:17:24.678 OK, we have precisely 3 slides left to get through and we are
01:17:24.678 --> 01:17:28.458 at time. Are you guys in this with me. So we can just close
01:17:28.458 --> 01:17:32.363 this damn training out or are we does everybody need to drop.
01:17:32.903 --> 01:17:33.333 Carry on.
01:17:34.563 --> 01:17:36.533 OK let's let's do this.
01:17:34.893 --> 01:17:35.443 Let's go.
01:17:36.303 --> 01:17:36.693 I mean?
01:17:39.493 --> 01:17:43.370 Alright ah financial health of your projects as we continue to
01:17:43.370 --> 01:17:47.185 press through our processes. Our goal is to reduce the stress
01:17:47.185 --> 01:17:50.693 points of the financial health of the projects. Overall,
01:17:50.693 --> 01:17:54.508 however, as project managers. It's our responsibility to make
01:17:54.508 --> 01:17:58.200 sure that we are monitoring the budget and having the right
01:17:58.200 --> 01:18:01.769 conversations with our clients and developers as often as
01:18:01.769 --> 01:18:02.323 possible.
01:18:03.563 --> 01:18:07.401 What does that mean we need to make sure that we are monitoring
01:18:07.401 --> 01:18:11.240 EP and the time logs regularly we need to make sure that we are
01:18:11.240 --> 01:18:14.958 checking the line items and the tickets and following up with
01:18:14.958 --> 01:18:18.437 the developers if you see something say something get the
01:18:18.437 --> 01:18:21.795 details understand what happened. Find out how to speak
01:18:21.795 --> 01:18:25.574 to it, so that you can explain and show that to the client and
01:18:25.574 --> 01:18:27.433 why remind your developers hey.
01:18:28.523 --> 01:18:32.356 If you're getting to time on this ticket stop work. I need to
01:18:32.356 --> 01:18:36.127 know this client is extremely budget sensitive don't go over
01:18:36.127 --> 01:18:38.043 on this task call it out to me.
01:18:38.993 --> 01:18:43.012 If you set that tone with your developers they get it, it can
01:18:43.012 --> 01:18:46.706 get a little burdensome sometimes I. I feel like that is
01:18:46.706 --> 01:18:50.725 my primary chat with developers at this point with most of my
01:18:50.725 --> 01:18:51.503 clients but.
01:18:52.663 --> 01:18:55.995 What tends to happen is the more that you know, and the more
01:18:55.995 --> 01:18:59.545 you're able to communicate with the clients it's going to get to
01:18:59.545 --> 01:19:02.932 a point where yes you have the developer stop you Kick It Out
01:19:02.932 --> 01:19:06.209 of Sprint. Whatever blah blah blah. Eventually, the clients
01:19:06.209 --> 01:19:09.541 are going to begin to trust that you have their back in this
01:19:09.541 --> 01:19:12.763 situation because you have this conversation with them so.
01:19:12.763 --> 01:19:16.040 Often, that they're just like OK just make the decision and
01:19:16.040 --> 01:19:19.591 eventually your clients will get to that point with you and then
01:19:19.591 --> 01:19:22.813 you have the autonomy to be like OK developer go ahead and
01:19:22.813 --> 01:19:26.254 continue with this, but I need you to stop at this hours point
01:19:26.254 --> 01:19:26.473 and.
01:19:26.613 --> 01:19:30.858 I have to bring it back, you know, there's tons of different
01:19:30.858 --> 01:19:35.243 ways, and one of the projects that I always kind of refer back
01:19:35.243 --> 01:19:39.280 to when this is SEFA when I first started with them, they
01:19:39.280 --> 01:19:40.463 were I wanna say.
01:19:41.863 --> 01:19:46.082 300 hours negative and we had already done 100 hour credit on
01:19:46.082 --> 01:19:50.438 the account and we had little to no features completed and they
01:19:50.438 --> 01:19:52.343 had been with us for a year.
01:19:54.353 --> 01:19:57.617 They were highly highly escalated and it took it took
01:19:57.617 --> 01:20:01.001 about six months to turn them around from the amount of
01:20:01.001 --> 01:20:04.870 reporting that I needed to do to them, but I beat them over the
01:20:04.870 --> 01:20:08.677 head with the reporting so much that it got to the point where
01:20:08.677 --> 01:20:12.666 after about six months. We never talked finances. Again, I didn't
01:20:12.666 --> 01:20:16.353 even have to bring it up in a conversation with them. It was
01:20:16.353 --> 01:20:20.221 literally so transactional that it was just an e-mail every two
01:20:20.221 --> 01:20:23.183 weeks of the work that we planned in the Sprint.
01:20:23.383 --> 01:20:26.815 And they actually started Sprint planning for me because they
01:20:26.815 --> 01:20:30.357 knew the priority levels and we had been down this road so much
01:20:30.357 --> 01:20:33.899 that they're just like OK. This is the work. We want done don't
01:20:33.899 --> 01:20:37.220 even worry about. It just send us the invoice. We know that
01:20:37.220 --> 01:20:39.213 you're going to estimate correctly.
01:20:40.403 --> 01:20:44.630 That was so relieving with that client to finally get them to
01:20:44.630 --> 01:20:48.926 that point and it was. It took a while, but I got them trained
01:20:48.926 --> 01:20:51.653 and then I did the same thing with Ubi.
01:20:52.953 --> 01:20:55.702 Ubi didn't have quite the same results, but that's you know now
01:20:55.702 --> 01:20:56.733 they're here, nor there.
01:20:57.893 --> 01:21:01.302 But eventually the more you have this conversation, you're
01:21:01.302 --> 01:21:04.538 essentially training. Our clients into the clarity way,
01:21:04.538 --> 01:21:08.236 and the clarity business model and it's uncomfortable at first.
01:21:08.236 --> 01:21:11.934 But if you start, it early in a project. It just becomes normal
01:21:11.934 --> 01:21:15.574 and you don't even have to think about it anymore and the less
01:21:15.574 --> 01:21:18.925 that we have to do with those difficult conversations the
01:21:18.925 --> 01:21:21.063 easier our jobs are in the long run.
01:21:24.063 --> 01:21:27.873 Have the conversations with the client don't put it off the more
01:21:27.873 --> 01:21:31.507 you put things off with them, the worse. The problem is going
01:21:31.507 --> 01:21:35.082 to get don't kick the can down the road and make things more
01:21:35.082 --> 01:21:38.423 difficult on yourself and the client if you practice the
01:21:38.423 --> 01:21:42.233 challenging budget conversations and have them often they do get
01:21:42.233 --> 01:21:45.926 easier. It just kind of becomes a natural part of the job. The
01:21:45.926 --> 01:21:49.267 more you practice anything difficult, the better. We all
01:21:49.267 --> 01:21:49.853 get at it.
01:21:50.753 --> 01:21:52.953 Any thoughts or questions on this slide.
01:21:55.243 --> 01:21:55.733 Come from me.
01:21:57.643 --> 01:21:58.273 Alright.
01:22:00.003 --> 01:22:04.803 The true cost of credits give a mouse a cookie.
01:22:05.813 --> 01:22:09.338 This sets an expectation with the client that at that an
01:22:09.338 --> 01:22:11.503 escalation may result in a credit.
01:22:12.433 --> 01:22:15.744 It's very tricky once we do that. They're kind of like Oh,
01:22:15.744 --> 01:22:19.447 oh if I ESCALATE or if I try and bring in leadership or whatever,
01:22:19.447 --> 01:22:21.523 I may actually get a credit on this.
01:22:22.353 --> 01:22:24.333 And so when you give a mouse a cookie.
01:22:25.153 --> 01:22:27.993 They keep trying to get more cookies so.
01:22:28.713 --> 01:22:32.385 The less we rely on credits as an easy button, the better off
01:22:32.385 --> 01:22:33.273 we're gonna be.
01:22:34.983 --> 01:22:38.203 This affects the company's profitability as we have very
01:22:38.203 --> 01:22:41.592 small profit margins for any given project. This eventually
01:22:41.592 --> 01:22:45.207 impacts. All of us not just in terms of raises and bonuses, but
01:22:45.207 --> 01:22:48.201 effectively and how much allocation. We can spare on
01:22:48.201 --> 01:22:50.573 improving our own products and offerings.
01:22:52.263 --> 01:22:55.277 It can have uh down the road negative impact on the client
01:22:55.277 --> 01:22:58.547 should they decide to terminate their contract have you studied
01:22:58.547 --> 01:23:01.663 our terms and conditions. If they if they actually terminate
01:23:01.663 --> 01:23:04.780 that contract. We can go back to them. For every credit that
01:23:04.780 --> 01:23:05.393 we've given.
01:23:06.853 --> 01:23:09.893 That could be very impactful if you care about your client make
01:23:09.893 --> 01:23:10.843 sure they know that.
01:23:12.263 --> 01:23:15.514 Credit requests are tracked and monitored they are tied to the
01:23:15.514 --> 01:23:18.507 line item and the employee. This is taken into account on
01:23:18.507 --> 01:23:20.003 everyone's quarterly reviews.
01:23:21.483 --> 01:23:25.914 Just putting that out, there while it's always an option and
01:23:25.914 --> 01:23:30.128 I encourage you guys to have those conversations with the
01:23:30.128 --> 01:23:34.487 leadership team fill out the credit requests. If the client
01:23:34.487 --> 01:23:38.845 is asking for it. Absolutely do your due diligence. But you
01:23:38.845 --> 01:23:43.131 should understand that the burden of that request comes to
01:23:43.131 --> 01:23:47.417 leadership. This is on Chris Christen, Brandon and myself.
01:23:47.417 --> 01:23:51.413 You guys don't have the authority to offer our credit.
01:23:51.633 --> 01:23:54.263 Nor should you have to have the pain point of saying no.
01:23:55.183 --> 01:23:58.646 Let us be the bad guys. We're if you do get an approval go ahead
01:23:58.646 --> 01:24:01.683 and be the good guy, I'll never take that away from you.
01:24:02.573 --> 01:24:06.366 I'm not saying Don't ask for credits. I just want us to think
01:24:06.366 --> 01:24:09.914 critically before we do, if there's a way to speak to the
01:24:09.914 --> 01:24:13.340 client about the reason that we're coming to them for a
01:24:13.340 --> 01:24:17.194 change request or why they're budget has gone over to get them
01:24:17.194 --> 01:24:20.620 back to level set with us without going down that road,
01:24:20.620 --> 01:24:22.333 the better off we'll all be.
01:24:23.413 --> 01:24:24.193 That makes sense.
01:24:28.393 --> 01:24:28.823 Sweet.
01:24:30.363 --> 01:24:30.933 OK.
01:24:32.203 --> 01:24:34.963 PM audits coming soon to a PM near you.
01:24:36.803 --> 01:24:40.305 This one we kind of talked about last week, which is still just
01:24:40.305 --> 01:24:43.806 kind of an open question and we can revisit this you know later
01:24:43.806 --> 01:24:47.253 what I really want from you guys out of this is to really just
01:24:47.253 --> 01:24:50.591 kind of think about what an audit would look like that would
01:24:50.591 --> 01:24:54.147 be helpful for you to track and monitor your career growth. I am
01:24:54.147 --> 01:24:57.320 not going to get us back into that Excel spreadsheet from
01:24:57.320 --> 01:25:00.220 Hell. It's just not gonna happen. It was useless. It
01:25:00.220 --> 01:25:03.503 didn't do us any good, I want to be able to audit the team.
01:25:04.683 --> 01:25:08.261 To actually provide value to you, but I I'm kind of stuck.
01:25:08.261 --> 01:25:11.718 It's I. I've almost gotten myself into this well. That's
01:25:11.718 --> 01:25:15.357 how we used to do it kind of thing and I'm doing. The thing
01:25:15.357 --> 01:25:18.995 that our clients do and just because that's how it's always
01:25:18.995 --> 01:25:22.755 been done doesn't mean it's the right way, so I'm looking for
01:25:22.755 --> 01:25:26.455 your input here and I value your input and want to make this
01:25:26.455 --> 01:25:30.275 something that we can all get behind and really make sure that
01:25:30.275 --> 01:25:33.975 it serves us and clarity as a whole so that one. We can talk
01:25:33.975 --> 01:25:37.674 about kind of as we go and kind of define a process with the
01:25:37.674 --> 01:25:38.523 team together.
01:25:40.213 --> 01:25:42.513 And then my favorite one how to look good.
01:25:43.823 --> 01:25:47.550 Understand what CEF does from the user's perspective, log time
01:25:47.550 --> 01:25:51.336 well enough that you never get pinged by the OR by the OPS team
01:25:51.336 --> 01:25:55.003 understand what the client wants from a users perspective? Do
01:25:55.003 --> 01:25:58.257 they want another portal? Do they need check out to be
01:25:58.257 --> 01:26:01.333 modified? Do they need registration to be modified.
01:26:01.933 --> 01:26:04.813 You know, whatever the case may be understand it from their
01:26:04.813 --> 01:26:06.733 perspective and be able to speak to it.
01:26:07.943 --> 01:26:11.542 Work to get the developers unblocked quickly participate,
01:26:11.542 --> 01:26:15.638 and things like Sprint retro ask about a career plan. What do you
01:26:15.638 --> 01:26:18.493 want to do it clarity? Let us help guide you?
01:26:19.773 --> 01:26:22.799 Right great documentation do something that was challenging
01:26:22.799 --> 01:26:25.976 write a nuclino article so that the next time someone else has
01:26:25.976 --> 01:26:27.993 to do it. It's gonna be easier on them.
01:26:28.633 --> 01:26:32.322 Projects in trouble demo tomorrow work late, and shred on
01:26:32.322 --> 01:26:32.513 it.
01:26:33.623 --> 01:26:37.371 Don't work on other projects. Until this one is good to go
01:26:37.371 --> 01:26:40.866 prioritize effectively and ask for help be comfortable
01:26:40.866 --> 01:26:43.153 communicating with your developers.
01:26:44.113 --> 01:26:47.618 Take your shot problems are opportunities in disguise
01:26:47.618 --> 01:26:51.512 habitat that nobody at clarity is done before. This is your
01:26:51.512 --> 01:26:54.303 time to shine. Maybe do it make it happen.
01:26:55.423 --> 01:26:58.718 Make sure that your projects are positive track the financial
01:26:58.718 --> 01:27:02.012 status and keep running change requests as developers go over
01:27:02.012 --> 01:27:05.307 on tasks teacher clients and the clarity teacher clients. The
01:27:05.307 --> 01:27:08.708 clarity business model and get them to adhere to it right along
01:27:08.708 --> 01:27:09.133 with us.
01:27:10.093 --> 01:27:13.104 Communicate often and transparently with clients in
01:27:13.104 --> 01:27:16.637 the team never leave anyone questioning if you saw something
01:27:16.637 --> 01:27:20.285 even if you don't have time to answer acknowledge that you saw
01:27:20.285 --> 01:27:22.833 it follow up and follow through every time.
01:27:23.873 --> 01:27:26.303 Oh my gosh, we got after all, the slides.
01:27:30.933 --> 01:27:35.408 Alright any thoughts questions or concerns there with any of
01:27:35.408 --> 01:27:38.123 the project management expectations.
01:27:40.793 --> 01:27:41.453 No questions.
01:27:42.883 --> 01:27:45.616 Oh my gosh, you guys are amazing. Thank you so much for
01:27:45.616 --> 01:27:48.543 sticking it out with me. I know we're about 10 minutes over
01:27:48.543 --> 01:27:51.569 please make sure you update your time logs get those invoice.
01:27:51.569 --> 01:27:54.545 Notes updated have an amazing weekend and I will see you all
01:27:54.545 --> 01:27:55.033 on Monday.
01:27:56.893 --> 01:28:00.038 This was awesome, thanks, Steph Yep. I you know have a good one
01:27:57.303 --> 01:27:59.693 Thanks, Jeff Thanks, Stephanie.
01:27:57.303 --> 01:27:59.753 Same to you thank you good weekend, everybody.
01:27:59.663 --> 01:27:59.973 Bye. Bye.
01:28:00.038 --> 01:28:00.873 cheers everybody.
01:28:01.193 --> 01:28:01.843 Think so.