Laura Barnard: It’s so funny. We get so caught up in creating our outputs, that we forget to focus on the outcome, which is that this information is being used to drive educated and informed decisions, to move people faster to their decision making process. If you’re going to put so much information in front of them, you create what I like to refer to as information indigestion, right? They’ve got to much information in front of them, they can’t digest it mentally. Therefore, they are frozen. Executives can’t make decisions, projects get stuck. It’s hard enough to get on their calendars anyway. You go into a meeting and you find that they’re down on the bottom of page 16 of that 24 page report, and they’re stuck on some data point. Then you end up spending the whole meeting on that one data point, and you’re thinking to yourself, “This wasn’t even relevant to the decision I needed,” then I say, “Hey, PMO leaders and project managers, you put in front of them,” right? If we’re not focused, and these days, people don’t have the attention spans they had back when you were starting out. People will just, if they can’t see it on one page, it seems like, or in the top half of their phone when the email comes, they’re not even paying attention to it. They’re just scrolling past it, moving on, getting distracted with other things. I feel like whatever we can do to get them laser focused specifically on the issue that we’re trying to get them to address and move them through that faster, the better off we’re going to be. I think you’re really hitting an important point that you don’t have to boil the ocean to start making progress with PPM. You can just start with one pot on the stove at a time. You can just start with resource management. Lee: I think they just have to sort through what they already have. If you think about it, let’s stay with the resource thing for a minute. If you think about it, almost every project manager does resource planning. That’s part of the planning process. Well, all we’ve got to do now is look at how do we capture with clarity, what the resource loads are across my project, and then compare what the loads for those individuals are on another project? If nothing else, project managers ought to think about it in a way that this gives me validated, and I’ll use the word “excuse,” why our project’s in the position it’s in. I can validate it with the information that results from our project management system. Then let’s focus on each project. Laura: Right. That makes perfect sense. PMO leaders listening might be like, “Okay, that’s great, but I can’t get any budget for this,” or, “I can’t convince my executives that this is going to be useful,” or they might even hear or know, even if they’re not hearing it, that people don’t, like in all of the teams, all their stakeholders don’t want transparency, because they don’t want their pet project to get pulled or the light to be shined on how they’re doing things in their area. How would PMO leaders in that position, where they can’t even convince people that this is important, what advice do you have for them on how to get that support needed, to even put the basics of PPM in place? Lee: That’s an interesting question. One thing it takes is time. I think people need to realize that there’s no quick fix. If you look at that, I’m going to say a really awful word that most project managers don’t want to talk about, closeout. I’ll tell you what. If I can’t sell the value of it, the only other way I can illustrate the value is to take a project that had a problem and define how better information sooner could have helped avoid that problem. Usually, there’s a cost associated with it. In other words, use lessons learned as your message. I can tell you, IT people, the CIO he’ll come in and tell you that he wants to buy an off the shelf package that’ll save the company 10 million dollars a year. Where did he get those numbers? He doesn’t know that. Management and decision makers go, “Well, how do you validate that?” Instead of trying that approach, take projects that had difficulties, had challenges. Define those challenges and then define what could have been done with better support information sooner. If you can’t find that, you’ve got a problem. If you can’t find where the enterprise information might not have really made any difference, well then don’t use that as a selling point. You’ve got to take a project that’s had a problem, and frankly, the more visible the better, and can figure a methodology that would have said, “If we would have been able to do this project much more effectively.” That might get their attention.