Laura: That’s awesome. I just want to touch on something. And before we dig into a little bit more about this, and your session, and some of the conversation we need to have around methodologies, one of the things that I always tell my students in my IMPACT Engine PMO training program, is that if they go into an organization, and they come in with guns blazing, “Okay, I’ve done this before, I’m a successful PMO leader, I have implemented PMOs here and there,” or X, Y, Z, “I’ve done this, I know the medicine you need to take,” I tell them, “Stop because you are 100% wrong.” Whatever it is, no matter what that medicine is, no matter how many times you’ve done it, it’s going to be different this time. And even if it’s not different, if you go in with that attitude, and you go in with the, “I already know the medicine you need to take, I already know how to solve your problems,” they’re not going to listen to you anyway. It should always, always, always start with shifting your mindset. That’s why I spend so much time at the beginning of this podcast talking about the mindset series and talking about those mindset shifts you’ve got to make. Once you do that, you start asking the questions. If you go in with this cookie cutter approach, then you’re going to fail, because no one’s going to buy in. It’s not their ideas, you haven’t assess the organization for the opportunities and places to make an IMPACT, you haven’t brought them along with the change, it’s not their experience, it’s yours. Whether you’re doing it as a PMO, or you’re talking about one of these PMO services, which is determining the right methodology, or if it’s methodology for projects, the first thing you do is figure out the business problem you’re trying to solve. And then you know the solution you need. And then you can identify the medicine that they need to take. The challenge we have is that a lot of PMO leaders, and project managers, and those that are responsible for project delivery, go in with a solution, they go in with the means and treat it as if it’s the end. Mike: Right on. On the one hand, you could say, “Well, to say we have to start over from scratch and come in with a blank sheet of paper and pretend that all of our experiences up to that point are useless, that’s not true.” Instead the idea is “Well, you’ve got to keep an open mind and and keep somewhat of a blank sheet of paper. But obviously, we were hired for our experience, and our experience succeeding does matter. That’s maybe why they did hire us.” The key there is asking the question, I like to call it, the “how might we culture?” Any question that starts with “how might we” is going to be a good question. It might be, “Hey, I’m not clear on the business problems you actually want me to solve. How might we gain clarity?” “How might we formulate something very focused and priority-driven, that aligns with the strategic goals of the business and delivers the most value possible?” That’s an invitation to a conversation, it’s also an invitation to start maybe experimenting and learning through those experiments. “Hey, I think this might work since it worked in my last organization. Maybe we should try an experiment. What do you guys think?” “Oh, no, I don’t think that’ll work here. And, in fact, it could blow up in our faces and be a massive disaster.” “Oh, really? How might we mitigate the risk of that might happen?” Right there, I know if an organization is on the right track. If you just wander the hall for five minutes, and hear senior leaders, lower level, junior staff, middle management, asking themselves, “Hey, we really had a problem yesterday, how might we make sure that never happens again?” “Hey, I’m not sure if the new guy is really up to the task we’ve given him, how might we help them out and make sure we can all succeed here?” If you see that, and that’s an organization that actually is trying to stay very objective-driven, business-driven, purpose-driven, value-driven, with some ideas on what’s worked for them in the past, and a sense for why. And then when you’ve got that, then you don’t have a universe of possibilities that’s just too complex to try and explore. You got a very small subset. I’ve narrowed it down to exactly seven items that will be the topic of my Summit presentation. But maybe as a little teaser, right now, I think this whole agile, waterfall thing is all around… What really started it was, “Hey, sometimes the waterfall approach requires us to start over too much. And we go through months and months of work only to realize that we were walking down a blind alley. And now we’re going to go all the way back those months and start over.” That was way too much rework to stomach. Especially if the scope was fuzzy or just a few aspects that weren’t perfectly well nailed down, to say, “Well, if we know we’re not sure, okay, that’s fine, let’s put out something and see if we’re on the right track.” Because even if we have to rework our way through some of those iterative cycles, that might be the least overall rework in the end.