1 00:00:10,100 --> 00:00:12,900 Welcome to the everyday p.m. podcast, the podcast, where we 2 00:00:12,900 --> 00:00:15,700 discussed project management principles for your everyday 3 00:00:15,700 --> 00:00:17,700 life. My name is Ann campea and I'm a 4 00:00:17,708 --> 00:00:21,300 certified project / program manager with several years. 5 00:00:21,300 --> 00:00:23,700 Working for the very different Industries. 6 00:00:23,700 --> 00:00:26,200 Healthcare retail consumer goods Tech. 7 00:00:26,400 --> 00:00:29,800 I'm now in marketing I'm so excited to welcome. 8 00:00:30,000 --> 00:00:33,400 Mmm, my very special guest and returning to the podcast, Donna 9 00:00:33,400 --> 00:00:36,800 Gregorio, who is a veteran of corporate IT project management. 10 00:00:37,000 --> 00:00:41,800 She's also a published author college, grad, school instructor 11 00:00:41,800 --> 00:00:44,100 and well-respected Conference speaker. 12 00:00:44,100 --> 00:00:46,700 Now, Donna, I've had an opportunity just this past fall 13 00:00:46,700 --> 00:00:48,800 to see you speak in person. I'm so excited. 14 00:00:48,800 --> 00:00:52,600 Now, have you back on the podcast to speak more on a topic 15 00:00:52,600 --> 00:00:55,400 that you actually came forward to me to propose which is 16 00:00:55,400 --> 00:00:58,400 measuring customer experience to drive Innovation. 17 00:00:58,700 --> 00:01:02,600 So before we dig, To that topic. Why don't you take a brief 18 00:01:02,600 --> 00:01:04,900 moment to introduce yourself to our audience? 19 00:01:06,200 --> 00:01:09,500 Well, hi and thanks again for having me on a podcast, love 20 00:01:09,500 --> 00:01:13,500 participating in what you're doing and making advances for 21 00:01:13,500 --> 00:01:16,300 RPM industry and everyone in the audience. 22 00:01:16,300 --> 00:01:19,000 Thanks so much for tuning in to listen today. 23 00:01:19,800 --> 00:01:23,700 As an said, I am a veteran, IT project manager. 24 00:01:23,700 --> 00:01:27,700 I am a department head at the Mitre Corporation and Bedford 25 00:01:27,700 --> 00:01:33,300 Massachusetts where Iraq on the pmo office, where we run, we 26 00:01:33,300 --> 00:01:37,500 helped execute on the most. Significant and most important 27 00:01:37,500 --> 00:01:42,500 projects in our division. I started out my career as a 28 00:01:42,500 --> 00:01:45,800 software developer and moved into software designing both 29 00:01:45,800 --> 00:01:50,800 user interface and software design and then I gradually 30 00:01:50,800 --> 00:01:54,300 moved into project management and that's been for the past 20 31 00:01:54,300 --> 00:01:57,600 years or so that I've been and I'm involved in project 32 00:01:57,600 --> 00:02:04,200 management and been a great career and I documented some of 33 00:02:04,200 --> 00:02:08,600 my challenges and Experiences in Vietnam, I booked the successful 34 00:02:08,600 --> 00:02:13,100 project manager, but I'm here today to talk about some new 35 00:02:13,100 --> 00:02:18,900 thoughts and ideas that are recently becoming important in 36 00:02:18,900 --> 00:02:22,100 my organization. So excited about talking about 37 00:02:22,100 --> 00:02:25,600 customer experience and helping to drive Innovation. 38 00:02:26,500 --> 00:02:29,700 So I want to I do want to take like 2 minutes, done it to 39 00:02:29,700 --> 00:02:33,600 praise you because when you first came on the podcast, we 40 00:02:33,600 --> 00:02:35,900 talked about this book so please do check out. 41 00:02:36,000 --> 00:02:39,600 The episode as well because it's all about, just all of the 42 00:02:39,600 --> 00:02:41,700 things that you had to go through to get this book 43 00:02:41,700 --> 00:02:43,500 published. What the book is about how 44 00:02:43,500 --> 00:02:47,900 useful and practical can be for project managers very recently. 45 00:02:47,900 --> 00:02:51,500 You did an episode for us on roadmapping and creating your 46 00:02:51,500 --> 00:02:57,500 strategic roadmaps and I got to see you speak at the PMI Global 47 00:02:57,500 --> 00:03:00,900 conference which was incredible. I was like a fan girl in the 48 00:03:00,900 --> 00:03:04,700 audience saying. I know that person and I since 49 00:03:04,700 --> 00:03:08,200 we've met If for those project managers that are listening and 50 00:03:08,200 --> 00:03:12,300 thinking what is the trajectory of a p.m. you go into a p.m. 51 00:03:12,300 --> 00:03:15,700 role, what happens then, like how do you move about the 52 00:03:15,700 --> 00:03:18,400 industry? How do you climb the ladder 53 00:03:18,900 --> 00:03:21,900 Donna for you? Like you to me is like the 54 00:03:21,900 --> 00:03:24,900 trajectory for me. I mean, Donna does things that 55 00:03:24,900 --> 00:03:28,800 I'm looking forward to doing like, being a graduate school 56 00:03:28,800 --> 00:03:31,200 instructor? It's like one of the, my bucket 57 00:03:31,200 --> 00:03:35,800 list things, right? Being an executive position and 58 00:03:35,900 --> 00:03:38,900 Being there and kind of working with the portfolio working with 59 00:03:38,900 --> 00:03:42,500 the c-suite, level 2 to make those decisions on behalf of the 60 00:03:42,500 --> 00:03:44,700 organization. You talked about that again in 61 00:03:44,700 --> 00:03:49,200 the roadmapping episode, you're doing that, you wrote a book on 62 00:03:49,200 --> 00:03:52,100 project management. I just there's just so much that 63 00:03:52,100 --> 00:03:54,300 you've done in your career already known as the. 64 00:03:54,300 --> 00:03:57,300 I thought I wanted to take just like 2 minutes to praise you. 65 00:03:57,300 --> 00:04:00,700 Because for those that are looking for somebody to say like 66 00:04:00,700 --> 00:04:04,400 hey how can I model my career off of somebody who's done some 67 00:04:04,400 --> 00:04:08,200 of the things that I'm To sit in Donna, you are that for me. 68 00:04:08,300 --> 00:04:11,100 So every time you get on the podcast, I'm so honored to have 69 00:04:11,100 --> 00:04:15,100 you share another one of your, you know, bits of knowledge with 70 00:04:15,100 --> 00:04:18,700 me and my audience and selfishly just with me because I absorb it 71 00:04:18,700 --> 00:04:21,800 and take it all in and I go use it at my organization. 72 00:04:21,800 --> 00:04:24,000 But for those that are listening to, I think Donna would be a 73 00:04:24,000 --> 00:04:27,400 great example of somebody that you would look to to kind of 74 00:04:27,407 --> 00:04:38,300 model the way for you. So, back to the topic at hand I 75 00:04:38,300 --> 00:04:41,500 think everyone in the audience knows how challenging it is to 76 00:04:41,500 --> 00:04:44,900 be a project manager. There's always challenges 77 00:04:44,900 --> 00:04:48,500 they're always what ifs. What if we had only done if we 78 00:04:48,500 --> 00:04:51,400 had thought about this? If we had prepared better if we 79 00:04:51,400 --> 00:04:55,800 had planned better and I think if you if you looked at the most 80 00:04:56,100 --> 00:04:59,600 successful project managers that you know of and I asked them 81 00:04:59,600 --> 00:05:02,500 what are the five of six things that you always do on every 82 00:05:02,500 --> 00:05:05,800 project that you work on? I bet they could tell you what 83 00:05:06,000 --> 00:05:09,700 Five or six things are. So now that they consistently do 84 00:05:09,700 --> 00:05:14,700 they consistently execute on and they are they are those the most 85 00:05:14,700 --> 00:05:19,300 successful project managers that you've seen your in your view 86 00:05:19,300 --> 00:05:22,700 point and, you know, you try to mimic those people as much as 87 00:05:22,700 --> 00:05:26,600 you can. And I think that over the years, 88 00:05:27,000 --> 00:05:30,200 I've worked with so many project managers that I've, I've learned 89 00:05:30,200 --> 00:05:34,700 what those things are. And I think helping to share 90 00:05:34,700 --> 00:05:37,800 some of those things without Others is is really what it's 91 00:05:37,800 --> 00:05:40,400 all about. So, let's break this topic down 92 00:05:40,400 --> 00:05:45,800 because I would guess that maybe the first part of this topic is 93 00:05:45,800 --> 00:05:49,900 something that you have either done yourself, or you've seen 94 00:05:49,900 --> 00:05:53,000 your predecessors, or those that have mentored you do, which is 95 00:05:53,500 --> 00:05:55,700 understanding customer experience, right? 96 00:05:55,700 --> 00:05:59,700 So when it comes down to a project, you're really creating 97 00:05:59,700 --> 00:06:02,900 a project from start to finish to ultimately feed into some 98 00:06:02,900 --> 00:06:05,500 sort of either end, user customer experiences what I 99 00:06:05,500 --> 00:06:06,300 would have. Engine. 100 00:06:06,300 --> 00:06:10,300 So in your opinion Donna why is it important for us to measure 101 00:06:10,300 --> 00:06:13,800 customer experience? So I think that we've been very 102 00:06:13,800 --> 00:06:17,000 good over the years at measuring customer experience, with 103 00:06:17,000 --> 00:06:21,400 respect to a particular product and I think we have a lot of 104 00:06:21,400 --> 00:06:26,100 metrics that we can collect about a particular products 105 00:06:26,100 --> 00:06:30,400 success. So we can say, how many users do 106 00:06:30,400 --> 00:06:32,200 we have? How many customers do we have? 107 00:06:32,200 --> 00:06:35,700 How many clicks do we do? We get how many thumbs? 108 00:06:35,900 --> 00:06:40,000 Zup, do we get on the product? How many comments do we do? 109 00:06:40,000 --> 00:06:44,700 We get on the product, how many, how many times are we getting 110 00:06:44,700 --> 00:06:48,800 complaints to the service desk on particular product? 111 00:06:49,100 --> 00:06:53,100 How many times do we have an outage for a particular product? 112 00:06:53,400 --> 00:06:57,500 So, I think that we've been very good over the years and tracking 113 00:06:57,500 --> 00:07:00,100 all those things. We talked about customer 114 00:07:00,100 --> 00:07:03,200 experience, you're really talking about the sentiments and 115 00:07:03,200 --> 00:07:07,700 the opinions of an overall. Experience that the customers 116 00:07:07,700 --> 00:07:12,200 having. So example of that would be how 117 00:07:12,200 --> 00:07:16,700 well is your it organization supporting you in the work that 118 00:07:16,700 --> 00:07:18,800 you have to do on a day-to-day basis. 119 00:07:19,100 --> 00:07:23,300 So, that's really end-to-end. How, what's the boot up time? 120 00:07:23,300 --> 00:07:25,200 On my computer? Isn't fast enough? 121 00:07:25,500 --> 00:07:29,200 It is the response time for some of the key applications that I'm 122 00:07:29,300 --> 00:07:32,600 using. Is it fast enough did? 123 00:07:32,600 --> 00:07:35,700 I am I running into problems with many of my eye? 124 00:07:35,900 --> 00:07:39,800 It products. Am I running into successes? 125 00:07:39,800 --> 00:07:41,400 And is it supporting me in the way? 126 00:07:41,400 --> 00:07:44,200 I expect? I have a certain expectation. 127 00:07:44,500 --> 00:07:48,400 You and I TR telling me that you're supporting me in a 128 00:07:48,400 --> 00:07:52,500 certain way. Are you really doing what are we 129 00:07:52,500 --> 00:07:55,300 really supporting people? The way we expect to be 130 00:07:55,900 --> 00:07:59,000 supporting them? They delighted with our 131 00:07:59,800 --> 00:08:02,700 responses. They delighted with the products 132 00:08:02,700 --> 00:08:07,100 that they're using as a whole not just on an Basis, but on an 133 00:08:07,100 --> 00:08:11,600 overall basis, you know, one example I could give of customer 134 00:08:11,600 --> 00:08:15,600 experience is the, the idea, we've all gone out to dinner, 135 00:08:15,600 --> 00:08:17,400 right? And the process of going out to 136 00:08:17,400 --> 00:08:21,000 dinner, you pick a restaurant, you look at the menu online 137 00:08:21,000 --> 00:08:23,300 before you go, you get to the restaurant. 138 00:08:23,300 --> 00:08:26,400 There's a long line, you can go into the restaurant, you see, 139 00:08:26,400 --> 00:08:30,300 get seated, the service, the food quality, in this Ambience, 140 00:08:30,300 --> 00:08:34,200 there's entertainment, there's the check process and paying the 141 00:08:34,200 --> 00:08:37,100 bill processing, the Whole experience. 142 00:08:37,400 --> 00:08:41,200 If the food is really good, that's only one piece of the 143 00:08:41,200 --> 00:08:45,000 whole experience. And and so, when someone tells 144 00:08:45,000 --> 00:08:48,300 you all that restaurant is great, you should try it. 145 00:08:48,400 --> 00:08:52,800 It's because they had an overall great experience from beginning 146 00:08:52,800 --> 00:08:55,600 to end, not just in one particular area. 147 00:08:55,800 --> 00:08:59,400 So if you think about the, it customer journey and the 148 00:08:59,400 --> 00:09:02,700 customer experience. And you think about Amazon as 149 00:09:02,700 --> 00:09:05,700 being a great customer experience example. 150 00:09:06,800 --> 00:09:10,300 From beginning to end, you're getting a great overall 151 00:09:10,300 --> 00:09:13,600 experience. Why aren't we and it, and why 152 00:09:13,600 --> 00:09:17,300 aren't we as project managers being more serious about 153 00:09:17,300 --> 00:09:19,800 collecting that customer experience? 154 00:09:20,100 --> 00:09:22,800 So I think that's really what we're talking about. 155 00:09:22,800 --> 00:09:27,700 We talk about the energy, it takes to collect individual 156 00:09:27,700 --> 00:09:32,600 product experiences much easier to do what we're talking about 157 00:09:32,600 --> 00:09:36,200 in an overall customer experience often comes from Not 158 00:09:36,200 --> 00:09:39,800 just talking with people, but also from surveys and things 159 00:09:39,800 --> 00:09:43,300 like that where we can get the overall experience that were 160 00:09:43,300 --> 00:09:47,200 expecting from our customers. Yeah, I mean, I don't think 161 00:09:47,300 --> 00:09:50,500 people wake up and say, hey, I'm going to create a shitty project 162 00:09:50,500 --> 00:09:53,500 or product today, you know, and put and just leave that and 163 00:09:53,500 --> 00:09:56,700 never never touch it again. I think obviously to your point, 164 00:09:56,700 --> 00:10:00,400 I think you spoke about it, but this is applicable across all 165 00:10:00,400 --> 00:10:03,700 Industries, even think about Hospitality, right? 166 00:10:03,700 --> 00:10:06,000 And the quality of service that you have to provide, Your 167 00:10:06,000 --> 00:10:08,800 customer. It's not just a one-time thing 168 00:10:08,800 --> 00:10:10,500 if they're staying there for a duration of time. 169 00:10:10,500 --> 00:10:13,100 If you're at a hotel then you want to make sure everything 170 00:10:13,100 --> 00:10:17,100 they're experiencing around them is the best quality. 171 00:10:17,200 --> 00:10:21,100 And that experience is something that becomes very memorable for 172 00:10:21,100 --> 00:10:22,100 them. I think they are. 173 00:10:22,200 --> 00:10:25,400 Another great example is, probably like, right, people go 174 00:10:25,400 --> 00:10:29,800 back to a specific type of Technology because they trust in 175 00:10:29,800 --> 00:10:32,000 that product and they trust and experience. 176 00:10:32,000 --> 00:10:35,300 And you started to touch upon something that I think is 177 00:10:35,300 --> 00:10:38,200 interesting. Eating because now we understand 178 00:10:38,200 --> 00:10:41,100 why it's important to measure customer experience. 179 00:10:41,400 --> 00:10:45,300 We want to make sure that we're looking at quality and that were 180 00:10:45,300 --> 00:10:48,800 kind of there at the service of our customers and making sure 181 00:10:48,800 --> 00:10:50,800 our product or whatever. We're putting out there. 182 00:10:50,800 --> 00:10:54,400 As is going to be the best version of it that it can be. 183 00:10:55,100 --> 00:10:59,100 Now you talked about surveying is that the only tools that you 184 00:10:59,100 --> 00:11:01,900 recommend when it comes to measuring customer experience or 185 00:11:01,900 --> 00:11:05,100 their other tools that you've utilized to be able to do so 186 00:11:06,200 --> 00:11:09,800 Well, I could tell you a great story and a great example of 187 00:11:09,900 --> 00:11:13,700 this. We have an IT steering committee 188 00:11:13,700 --> 00:11:16,500 that consists of a number of Vice Presidents across the 189 00:11:16,500 --> 00:11:20,200 organization. And we have regular meetings 190 00:11:20,200 --> 00:11:22,200 with this. It steering committee on a 191 00:11:22,200 --> 00:11:26,100 quarterly basis. And so at one of our more recent 192 00:11:26,400 --> 00:11:33,000 meetings in the fall, one of the vice presidents spoke about at 193 00:11:33,000 --> 00:11:35,900 the very beginning of the meeting even before. we started 194 00:11:35,900 --> 00:11:39,000 to talk about Investments and what we're working on and and 195 00:11:39,000 --> 00:11:42,800 what, what she's interested in particular and she spoke up and 196 00:11:42,800 --> 00:11:47,400 she said, you know, why why would talking about investing in 197 00:11:47,400 --> 00:11:51,400 new technologies when you can't even get the basics, right? 198 00:11:51,500 --> 00:11:55,400 So, I was in a meeting last week and, and such and such a room 199 00:11:55,700 --> 00:11:58,400 and the Wireless Flint out. And here, we're at telling 200 00:11:58,400 --> 00:12:01,500 people to come into the office and they have better wireless 201 00:12:01,500 --> 00:12:05,300 service in there at their house. Then we can even give them in 202 00:12:05,300 --> 00:12:07,600 the building. So why can't you fix the 203 00:12:07,600 --> 00:12:09,500 wireless? That's that's that's one of the 204 00:12:09,500 --> 00:12:12,900 biggest problems that I'm saying and and some of the other vice 205 00:12:12,900 --> 00:12:16,900 president has chimed in and he said Well I can't ever get the 206 00:12:16,900 --> 00:12:19,900 search the search capabilities to work right for me, every time 207 00:12:19,900 --> 00:12:25,600 I use search, I get responses back from 1995, I get these old 208 00:12:25,600 --> 00:12:29,800 documents that the that don't even apply to, they have the 209 00:12:29,800 --> 00:12:33,400 word in the title, but that's about it that the rest of it 210 00:12:33,400 --> 00:12:36,900 doesn't even apply. So why is your search so bad? 211 00:12:36,900 --> 00:12:38,900 Like why can't you get wireless right? 212 00:12:38,900 --> 00:12:41,000 And why can't you get searched, right? 213 00:12:41,000 --> 00:12:43,900 And so guess what happened this year? 214 00:12:43,900 --> 00:12:47,400 We Have a whole multimillion-dollar project on 215 00:12:47,400 --> 00:12:51,200 upgrading our wireless and we have another Mill month. 216 00:12:51,500 --> 00:12:55,700 Multi-million dollar project to upgrade our search capabilities 217 00:12:56,100 --> 00:12:59,100 because of that meeting because of those two vice-presidents. 218 00:12:59,100 --> 00:13:04,400 We went out and surveyed, random people across the company, 219 00:13:04,500 --> 00:13:08,200 specifically about Wireless and specifically about search. 220 00:13:08,200 --> 00:13:11,100 Because those are two things that we heard from the vp's 221 00:13:11,400 --> 00:13:13,700 wanted to make sure. That in fact, those really 222 00:13:13,700 --> 00:13:19,300 problems And we did some research in our help desk and 223 00:13:19,300 --> 00:13:22,700 found that there were a lot of effect of problems, highlighted 224 00:13:22,700 --> 00:13:24,200 with respect to those two things. 225 00:13:24,200 --> 00:13:30,000 So, it's interesting that when you give people the opportunity 226 00:13:30,000 --> 00:13:35,200 to speak up and this was an opportunity at this, it steering 227 00:13:35,200 --> 00:13:37,600 committee review. We start to talk about was 228 00:13:37,600 --> 00:13:40,500 spending a million here. We're looking at zero trust 229 00:13:40,500 --> 00:13:42,600 we're looking at ransomware. We're doing artificial 230 00:13:42,600 --> 00:13:44,200 intelligence doing all these great things. 231 00:13:44,400 --> 00:13:47,200 Eggs and the VP select. Yeah, that's all great. 232 00:13:47,200 --> 00:13:50,100 Terrific. But how about how about getting 233 00:13:50,100 --> 00:13:53,400 the basics? Right, everyone, his attention 234 00:13:53,400 --> 00:13:55,900 right? So that there isn't a customer 235 00:13:55,900 --> 00:13:58,200 experience problem. I am a customer. 236 00:13:58,200 --> 00:14:03,600 I go into a meeting with some very important sponsors and not 237 00:14:03,600 --> 00:14:06,000 the wireless doesn't work. What how does that make us? 238 00:14:06,000 --> 00:14:09,800 Look right? As a company that's the meeting 239 00:14:09,800 --> 00:14:11,700 has to be canceled. And rescheduled, that's a 240 00:14:11,700 --> 00:14:13,800 problem and the same thing with search. 241 00:14:13,800 --> 00:14:18,300 So, If you can step back and look at some of these problems. 242 00:14:18,300 --> 00:14:21,900 Now, you start to think about where do we want to invest money 243 00:14:22,400 --> 00:14:25,900 in supporting projects? Do we really want our 244 00:14:25,900 --> 00:14:29,000 investments to go towards artificial intelligence which is 245 00:14:29,000 --> 00:14:33,600 the latest and greatest hot new thing or do we want to go back 246 00:14:34,100 --> 00:14:37,200 to the basics and make sure that that are basics of being 247 00:14:37,200 --> 00:14:39,500 covered? And you know, we try to balance 248 00:14:39,500 --> 00:14:41,500 our investments just like everyone does, right? 249 00:14:41,500 --> 00:14:44,900 If you have your own set of financial planning, You want to 250 00:14:45,000 --> 00:14:49,200 invest some in stocks and some of mutual funds, everybody knows 251 00:14:49,200 --> 00:14:52,900 those kinds of things, it is the same thing in an IT environment. 252 00:14:52,900 --> 00:14:56,500 You've got so much money to spend, you want to spend some of 253 00:14:56,500 --> 00:15:00,700 it on new technologies and you want to spend some of it on 254 00:15:00,700 --> 00:15:04,400 making sure that the rest of your Basics are running 255 00:15:04,400 --> 00:15:07,600 correctly. And so that customer experience 256 00:15:07,900 --> 00:15:11,200 that you're able to glean, not just from vp's, but from others, 257 00:15:11,200 --> 00:15:14,300 in the company is really how you're helping too. 258 00:15:14,400 --> 00:15:19,000 Strategize and as project managers, it seems like we're 259 00:15:19,000 --> 00:15:22,900 being asked more and more to talk about strategy to help in 260 00:15:22,900 --> 00:15:26,000 decision making especially at that c-suite level if we're 261 00:15:26,000 --> 00:15:31,600 working with the CIO or or the CEO or others at that level, we 262 00:15:31,600 --> 00:15:35,500 need to be able to talk their language and and provide 263 00:15:35,500 --> 00:15:38,400 recommendations not only on how much it would cost to fix 264 00:15:38,400 --> 00:15:40,300 wireless. Which, of course is often 265 00:15:40,300 --> 00:15:43,700 something we are asked as PMS. How much will this Wireless 266 00:15:43,700 --> 00:15:46,600 products that? It cost me to buy new equipment 267 00:15:46,600 --> 00:15:50,900 and to resources and and, and get the labor done and how long 268 00:15:50,900 --> 00:15:52,300 will it take? Who us? 269 00:15:52,800 --> 00:15:56,500 But in addition to, that doesn't make sense to make that 270 00:15:56,500 --> 00:15:58,700 investment. And how do we as project 271 00:15:58,700 --> 00:16:02,500 managers collect that customer experience. 272 00:16:02,800 --> 00:16:07,300 I do think part of it is through these kinds of meetings and 273 00:16:07,300 --> 00:16:10,900 other parts of it is to reach out to customers and specific 274 00:16:10,900 --> 00:16:14,300 areas when we're hearing their problems through. 275 00:16:14,400 --> 00:16:17,100 Either service desk tickets or through some of these 276 00:16:17,600 --> 00:16:21,000 conversations were having. And of course, the other way, I 277 00:16:21,000 --> 00:16:23,800 don't know about you but my company does a lot of service 278 00:16:24,300 --> 00:16:27,300 and the kinds of questions that they're asking. 279 00:16:27,700 --> 00:16:32,200 Sometimes our don't make sense or sometimes they're not as 280 00:16:32,200 --> 00:16:36,100 significant as it could be. So why not help with some of the 281 00:16:36,100 --> 00:16:41,200 surveys to try to collect those customer experience information. 282 00:16:41,500 --> 00:16:45,000 I know that our service desk again, Mike My company is a 283 00:16:45,000 --> 00:16:49,500 good-sized 10,000 employees and every time there's a ticket that 284 00:16:49,500 --> 00:16:53,400 the service desk submits that you get from an employee that a 285 00:16:53,400 --> 00:16:56,600 survey gets sent out. So, we sent out a survey every 286 00:16:56,600 --> 00:16:58,100 single time, there's an incident. 287 00:16:58,300 --> 00:17:02,200 So why not capitalize on that survey and ask the right 288 00:17:02,200 --> 00:17:04,599 questions? How are your how was your 289 00:17:04,599 --> 00:17:06,700 experience? Is there an area where you 290 00:17:06,708 --> 00:17:10,500 believe it could be better supporting you some of those 291 00:17:10,500 --> 00:17:13,599 kinds of questions? I love I love that example. 292 00:17:13,599 --> 00:17:16,900 Donna and how Often does your organization of that size? 293 00:17:16,900 --> 00:17:19,099 How often do you put out a survey like that? 294 00:17:20,000 --> 00:17:22,700 Yeah, there's a survey. So is this a sir every time 295 00:17:22,700 --> 00:17:24,900 someone submits an incident of any kind? 296 00:17:24,900 --> 00:17:29,300 So my cell phone broke, or I can't get email to work right on 297 00:17:29,300 --> 00:17:34,000 my VTC connection is down, or I need my securid tokens. 298 00:17:34,200 --> 00:17:38,800 So I can log into the something, whatever the reason is we get 299 00:17:38,800 --> 00:17:42,700 all these help desk tickets. So, Services tickets, every time 300 00:17:42,700 --> 00:17:45,100 a ticket is submitted that a They get sent out. 301 00:17:45,500 --> 00:17:49,600 And so we're now trying to craft the surveys, in a way that we 302 00:17:49,600 --> 00:17:52,900 can better collect this customer experience and we're thinking 303 00:17:52,900 --> 00:17:55,200 about putting together, this is all new for us. 304 00:17:55,200 --> 00:17:59,100 Now, this year, we're thinking about working on a customer 305 00:17:59,100 --> 00:18:05,000 dashboard, that gives Executives a sense of customer satisfaction 306 00:18:05,000 --> 00:18:09,500 with our overall, it performance, and it would be 307 00:18:10,600 --> 00:18:14,200 targeted in different areas. So again, how is the wire? 308 00:18:14,400 --> 00:18:18,800 His opinion, what's the opinion on our overall structure? 309 00:18:18,800 --> 00:18:22,000 Where are we having problems? Then you start to dive into some 310 00:18:22,000 --> 00:18:24,700 of these other areas as I mentioned, if someone doesn't 311 00:18:24,700 --> 00:18:28,200 like what their experiences with wireless, then we start to look 312 00:18:28,200 --> 00:18:33,200 at the tickets around Wireless, we started to research more and 313 00:18:33,200 --> 00:18:36,700 reach out to our friendly partners and ask them how things 314 00:18:36,700 --> 00:18:40,300 are working out. So we're, we've got our ways of 315 00:18:40,300 --> 00:18:44,200 collecting customer experience, but there are tools that you can 316 00:18:44,300 --> 00:18:47,800 Can purchase that we don't have one yet, but there are tools you 317 00:18:47,800 --> 00:18:51,300 can purchase that will track some of these survey results for 318 00:18:51,300 --> 00:18:52,800 you. In a very nice. 319 00:18:53,100 --> 00:18:55,800 Analytical view. We're trying at the moment to 320 00:18:55,800 --> 00:18:58,400 build of that into our own systems ourselves and see how 321 00:18:58,400 --> 00:19:03,100 successful we are that. But sure, I think it's a new a 322 00:19:03,100 --> 00:19:06,200 new experience for us. So we're still trying to figure 323 00:19:06,200 --> 00:19:09,800 it out but certainly those comments that we heard 324 00:19:09,800 --> 00:19:13,900 definitely drove where our investment money is to go, you 325 00:19:13,900 --> 00:19:18,100 know, The barriers that I remember seeing in terms of 326 00:19:18,200 --> 00:19:21,500 opening up those types of questions to an organization, is 327 00:19:22,200 --> 00:19:24,400 your opening up those types of questions through an 328 00:19:24,400 --> 00:19:28,400 organization, right, which means you're you should expect to get 329 00:19:28,500 --> 00:19:34,000 feedback and we are we sometimes you live in a culture where 330 00:19:34,000 --> 00:19:37,400 people don't want to get feedback, so they would rather 331 00:19:37,400 --> 00:19:41,400 not even survey the organization to know what's broken. 332 00:19:41,400 --> 00:19:45,900 And just kind of just operate as status quo, For the duration of 333 00:19:45,900 --> 00:19:50,000 however, long that person is in a position of authority. 334 00:19:50,000 --> 00:19:53,600 So I think just the sheer fact that your organization has said, 335 00:19:53,600 --> 00:19:57,200 you know what, let's just start to ask people like what's going 336 00:19:57,200 --> 00:20:01,400 on across the organization and really start to hone in on what 337 00:20:01,400 --> 00:20:05,200 are those issues that will inform some of either to your 338 00:20:05,200 --> 00:20:08,700 point lower budget? Things that can be fixed pretty 339 00:20:08,800 --> 00:20:14,000 quickly or some of those things that may lead to much more Grand 340 00:20:14,000 --> 00:20:16,200 strategic. Egypt projects that you maybe 341 00:20:16,200 --> 00:20:19,900 were unaware of until you ask somebody that question, but I 342 00:20:19,900 --> 00:20:22,400 think there's just in my experience. 343 00:20:22,400 --> 00:20:26,900 I've seen kind of varying levels of asking for feedback and the 344 00:20:26,900 --> 00:20:30,200 kind of conscious awareness of like if I ask somebody for the 345 00:20:30,200 --> 00:20:35,400 feedback I better be prepared. To not just hear the feedback 346 00:20:35,400 --> 00:20:38,700 but have to probably address the feedback in some way. 347 00:20:38,700 --> 00:20:43,200 And so Donna did you kind of did any of that come up for you as 348 00:20:43,200 --> 00:20:45,300 you started to roll this out? Out with your organization and I 349 00:20:45,308 --> 00:20:46,800 know you said this is fairly new. 350 00:20:46,800 --> 00:20:50,800 So I'm just curious if any of those feelings had come up, it 351 00:20:50,800 --> 00:20:52,600 is fairly new. But I can give you another 352 00:20:52,600 --> 00:20:55,400 example that I think illustrates some of Hawaii talking about. 353 00:20:55,400 --> 00:21:01,300 And, and so, last year there had been some Rumblings about our 354 00:21:01,300 --> 00:21:04,700 travel experiences. Again, during covid-19 a lot of 355 00:21:04,700 --> 00:21:08,600 travel that was happening. So a lot of things around travel 356 00:21:08,600 --> 00:21:12,000 were put on hold. But last year, there was an 357 00:21:12,000 --> 00:21:16,300 effort to really do an exam. Action of the vendors that we 358 00:21:16,300 --> 00:21:21,400 had in place to help us booked trips and the systems we have in 359 00:21:21,400 --> 00:21:23,800 place to expense our travel, Etc. 360 00:21:24,200 --> 00:21:27,600 So we, there were a lot of Rumblings from people who had 361 00:21:27,600 --> 00:21:32,100 been traveling prior to covid about the whole overall process. 362 00:21:32,100 --> 00:21:36,700 So we gathered some heavy Travelers people who have been 363 00:21:36,700 --> 00:21:38,700 doing a lot of traveling, pretty covid. 364 00:21:38,700 --> 00:21:42,800 We put them all in a room and we walk through the actual process 365 00:21:42,800 --> 00:21:47,700 of Of of planning a trip booking a trip. 366 00:21:47,700 --> 00:21:50,300 Then when you're actually on the trip, the issues that you run 367 00:21:50,300 --> 00:21:52,800 into and then when you come back from the trip expensing with 368 00:21:52,800 --> 00:21:55,500 trip and getting your reimbursement, what the whole 369 00:21:55,500 --> 00:21:58,500 experience, right? That's not just one system, 370 00:21:58,500 --> 00:22:01,100 right? There's many systems involved in 371 00:22:01,100 --> 00:22:04,900 the travel experience, documented It All, We described 372 00:22:04,900 --> 00:22:07,400 it all. We had it as a moderator that we 373 00:22:07,400 --> 00:22:10,000 hired to help us walk through the whole process. 374 00:22:10,400 --> 00:22:14,700 And as a result of that, these innovative ideas started, To 375 00:22:14,700 --> 00:22:17,200 come out. So, I think, when you talk about 376 00:22:17,800 --> 00:22:22,000 how to collect the the, the information I think, sometimes 377 00:22:22,000 --> 00:22:25,000 you just hear it from people. Oh, I want to Triple was 378 00:22:25,000 --> 00:22:26,900 terrible. Oh, I'm going on this trip and I 379 00:22:26,900 --> 00:22:28,200 couldn't, I didn't get my money back. 380 00:22:28,200 --> 00:22:30,400 It took two months to get my money reverse. 381 00:22:30,600 --> 00:22:33,100 Why is that? Oh, because of these forums, oh, 382 00:22:33,100 --> 00:22:36,500 I had you start to hear it. So there's there's a general 383 00:22:36,500 --> 00:22:39,700 feeling that travel has been a problem. 384 00:22:39,700 --> 00:22:42,500 Or there's a general feeling that wireless is a problem. 385 00:22:42,500 --> 00:22:44,300 Everybody rolls their eyes when they say A. 386 00:22:44,300 --> 00:22:47,300 Oh, I'm I'm going to use this to BTC, robot, and everyone rolls 387 00:22:47,300 --> 00:22:50,400 their eyes and says, oh, that that room doesn't work. 388 00:22:50,400 --> 00:22:55,300 Ever stops here and the Groundswell about some of these 389 00:22:55,300 --> 00:22:58,000 issues, right? So maybe you don't necessarily 390 00:22:58,000 --> 00:23:02,100 need to do a real survey to collect data about that problem 391 00:23:02,100 --> 00:23:04,000 because you everyone knows it's a problem. 392 00:23:04,100 --> 00:23:06,600 I'm sure everyone in the audience can probably think of 393 00:23:06,600 --> 00:23:10,600 over the last 10 years, some of these kinds of issues that have 394 00:23:10,600 --> 00:23:17,700 come up at their companies that have Four star are employed with 395 00:23:17,700 --> 00:23:19,600 management that we really need to. 396 00:23:19,600 --> 00:23:23,200 We need to make an improvement here and wireless and search are 397 00:23:23,200 --> 00:23:26,100 two examples of those things that we're really looking at 398 00:23:26,100 --> 00:23:29,700 right now because of the feedback that we've been hearing 399 00:23:29,900 --> 00:23:33,400 and and so you want to be able to do what matters, right? 400 00:23:33,400 --> 00:23:37,900 You really want to understand why do we need to innovate in 401 00:23:37,900 --> 00:23:41,200 these areas because want to invest money where you'll get 402 00:23:41,200 --> 00:23:44,100 the greatest impact will get the greatest customer. 403 00:23:44,200 --> 00:23:47,400 Summer satisfaction and so how you figure out what those areas 404 00:23:47,400 --> 00:23:51,500 that are well we'll just do a i because everyone's doing that or 405 00:23:51,500 --> 00:23:54,500 we'll just look at ransomware because that's cybersecurity, 406 00:23:54,500 --> 00:23:57,100 it's really important. And everyone thinks that's 407 00:23:57,100 --> 00:24:00,200 important is this this total agreement that we should be 408 00:24:00,500 --> 00:24:02,300 looking at, cyber security issues. 409 00:24:02,300 --> 00:24:06,100 Everyone agrees with that but maybe we have got that pretty 410 00:24:06,100 --> 00:24:08,100 good. And we're all set over there for 411 00:24:08,100 --> 00:24:11,900 the time being, we really need to look more carefully in this 412 00:24:11,900 --> 00:24:14,600 other area. So again, as a project Manager, 413 00:24:14,600 --> 00:24:18,700 if you're helping to strategized and decide where those 414 00:24:18,700 --> 00:24:22,600 investment dollars should go and you're helping your CIO with 415 00:24:22,600 --> 00:24:25,600 some of those decisions and you're looking at architecture, 416 00:24:25,600 --> 00:24:30,000 diagrams, and you're looking at the current spend and what 417 00:24:30,000 --> 00:24:33,300 you're currently investing money in and how do you want to shift 418 00:24:33,300 --> 00:24:37,500 that over the next three years? These are some of the things 419 00:24:37,500 --> 00:24:41,100 that will help you in making those decisions decision-making. 420 00:24:41,100 --> 00:24:45,900 Always has to be supported with facts and with Backing data and 421 00:24:45,900 --> 00:24:50,200 so the decision-making process really does require some of this 422 00:24:50,200 --> 00:24:54,300 research. And and inquiring with with some 423 00:24:54,300 --> 00:24:58,400 of your heavy users, where are they seeing problems? 424 00:24:58,400 --> 00:25:01,500 And where can they address those problems? 425 00:25:02,000 --> 00:25:05,700 I yes, I love that. And I think that, you know, 426 00:25:05,700 --> 00:25:09,600 project managers often feel like they are not part of driving 427 00:25:09,600 --> 00:25:12,900 Innovation. When, in fact, you're you can be 428 00:25:12,900 --> 00:25:17,000 the key driver of What the Innovation needs to be and 429 00:25:17,000 --> 00:25:20,200 that's simply simply put you listen to your customers. 430 00:25:20,200 --> 00:25:23,700 You listen to your team. Don is saying, hey, somebody 431 00:25:23,700 --> 00:25:26,400 told me this and then somebody else told me this and then all 432 00:25:26,400 --> 00:25:29,200 of a sudden five people have told you something in a very 433 00:25:29,200 --> 00:25:33,200 similar space of something that needs course-correcting and then 434 00:25:33,200 --> 00:25:35,000 now you've got your problem statement. 435 00:25:35,000 --> 00:25:38,600 So it's just you can absolutely be involved and not just 436 00:25:38,600 --> 00:25:42,100 managing and measuring the customer experience but also 437 00:25:42,100 --> 00:25:44,100 driving whatever that innovative. 438 00:25:44,200 --> 00:25:46,700 Commendation can be. And so I just want to make sure 439 00:25:46,700 --> 00:25:50,300 this audience knows no matter what level of project management 440 00:25:50,300 --> 00:25:52,400 you're in. Whether you're just entering 441 00:25:52,700 --> 00:25:57,900 into a p.m. role and you're very new or you can be several years 442 00:25:57,900 --> 00:26:00,800 into it. You do have an active voice in 443 00:26:00,800 --> 00:26:03,800 this whole process. That Donna is speaking about, 444 00:26:03,800 --> 00:26:08,500 and I think that one of the best things about being a p.m. is 445 00:26:08,500 --> 00:26:13,500 this idea of power skills, which is called now, right, 20:23 PMI 446 00:26:13,500 --> 00:26:17,100 has called, Skills which, you know, encompasses, emotional 447 00:26:17,100 --> 00:26:20,100 intelligence, listening, active, listening, all of those things. 448 00:26:20,700 --> 00:26:24,200 Those are all things we do. So, when you're listening to 449 00:26:24,208 --> 00:26:27,400 Donna's example of well, how did she figure out that that needed 450 00:26:27,400 --> 00:26:29,500 to be the project for her organization? 451 00:26:29,900 --> 00:26:32,500 Well, guess what? People were just telling it 452 00:26:32,500 --> 00:26:34,900 sounds like people were just telling you that and Donna, you 453 00:26:34,900 --> 00:26:37,200 listened, and you said, you know what? 454 00:26:37,200 --> 00:26:40,000 Let's let's just make this a very simple process. 455 00:26:40,300 --> 00:26:43,600 Ask some people how they're feeling capture that data 456 00:26:43,700 --> 00:26:45,700 presented. Attitude leadership and then you 457 00:26:45,700 --> 00:26:50,400 got a project boom there it is. And so to break it down, you can 458 00:26:50,400 --> 00:26:53,100 also be an active voice, no matter what position of the 459 00:26:53,100 --> 00:26:56,900 company you're in because I am sure that as a p.m. you're 460 00:26:56,900 --> 00:27:01,300 hearing things day after day, whether it's directly correlated 461 00:27:01,300 --> 00:27:04,900 to the project Iran or hearing other people on other teams 462 00:27:04,900 --> 00:27:07,300 complaining about something that's been going on on their 463 00:27:07,300 --> 00:27:09,300 project that they can't figure out how to solve. 464 00:27:09,300 --> 00:27:13,200 So all of that kind of just leads to this idea of driving 465 00:27:13,200 --> 00:27:16,000 Innovation and so dotted. What you were saying was kind of 466 00:27:16,000 --> 00:27:18,300 getting me old motivated and inspired. 467 00:27:18,300 --> 00:27:21,400 Because I want to make sure everybody has a say in this, 468 00:27:21,400 --> 00:27:24,400 including the p.m. and the p.m. probably is the most important 469 00:27:24,400 --> 00:27:27,200 piece of making sure that Innovation actually pushes 470 00:27:27,200 --> 00:27:30,400 through and gets executed. Well, I have a couple of 471 00:27:30,400 --> 00:27:32,500 comments on that one. Yeah, absolutely. 472 00:27:32,700 --> 00:27:36,500 I think I think often as project managers we sit back and we 473 00:27:36,500 --> 00:27:40,900 listen and we absorb and we take notes and we collect data and 474 00:27:40,900 --> 00:27:44,400 that's it. And we're not driving The 475 00:27:44,400 --> 00:27:48,600 project we're not, we're not focused on what the next thing 476 00:27:48,600 --> 00:27:52,000 should be. We're not, we're not taking 477 00:27:52,000 --> 00:27:56,000 charge and we're not, we're not asking the right questions and I 478 00:27:56,000 --> 00:27:59,800 think that's a mistake and I again to your appointment and 479 00:28:00,300 --> 00:28:02,600 everyone in this audience, whether you're a new project 480 00:28:02,600 --> 00:28:08,200 manager or otherwise, it's time for you to stand up and speak up 481 00:28:08,300 --> 00:28:13,700 and ask the right questions and and think strategically in a way 482 00:28:13,700 --> 00:28:16,300 with Were you saying should we really be working on? 483 00:28:16,300 --> 00:28:18,700 This is this something we should be investing money and I'm 484 00:28:18,700 --> 00:28:22,100 hearing these issues. This is a recommendation that I 485 00:28:22,100 --> 00:28:24,100 have. And I think often especially for 486 00:28:24,100 --> 00:28:28,400 early career professionals, it's very difficult to speak up in a 487 00:28:28,400 --> 00:28:31,200 room. Full of people who've been at 488 00:28:31,200 --> 00:28:36,300 the company for a long time and feel like you're being heard and 489 00:28:36,300 --> 00:28:41,200 I in my experience, that's that's one of the best ways for 490 00:28:41,200 --> 00:28:45,600 us to to come up with these kinds of Ideas and you know the 491 00:28:45,600 --> 00:28:48,500 other the other thing that I want to talk about is driving 492 00:28:48,500 --> 00:28:49,800 Innovation. What does that mean? 493 00:28:49,900 --> 00:28:51,600 So we've been innovating for years. 494 00:28:51,600 --> 00:28:54,300 This is not anything new. I think people like to talk 495 00:28:54,300 --> 00:28:58,200 about Innovation as being important, you know, very 496 00:28:58,200 --> 00:29:01,500 recently. But this isn't, this is anything 497 00:29:01,500 --> 00:29:04,300 to a lot of what we used to call it process Improvement, right? 498 00:29:04,300 --> 00:29:06,600 We used to say, let's look at a process. 499 00:29:06,900 --> 00:29:09,100 Let's examine the as it is, right? 500 00:29:09,100 --> 00:29:12,500 Let's let's document. The as is process, draw our 501 00:29:12,500 --> 00:29:17,100 journey map or Complex flow chart or whatever, it might be a 502 00:29:17,100 --> 00:29:20,000 Vizio, whatever. It might be, let's examine the 503 00:29:20,000 --> 00:29:24,000 as is and then let's come up with a to be of improving that 504 00:29:24,000 --> 00:29:25,900 process. So we've been doing Innovation 505 00:29:25,900 --> 00:29:30,000 like that for many, many years. I think the kinds of innovation 506 00:29:30,000 --> 00:29:33,700 that we're talking about doing. So, yes, we know we have a Wi-Fi 507 00:29:33,700 --> 00:29:34,500 problem. Yes. 508 00:29:34,500 --> 00:29:37,900 We know we have a sort of problem, but how do we fix those 509 00:29:37,900 --> 00:29:40,100 problems? How do we make things better if 510 00:29:40,100 --> 00:29:43,100 we just buy new hardware, and or do we just start over with a new 511 00:29:43,100 --> 00:29:45,800 product? Or the things that we can do to 512 00:29:45,808 --> 00:29:48,900 make the current Wi-Fi or the current search better. 513 00:29:49,300 --> 00:29:53,600 And I think being Innovative means that we ask the right 514 00:29:53,600 --> 00:29:57,900 questions and we look at things in a different Viewpoint that 515 00:29:57,900 --> 00:29:59,700 maybe we weren't looking at before. 516 00:30:00,200 --> 00:30:03,700 One example, I can give is the public release system that we 517 00:30:03,700 --> 00:30:07,300 have at Mitre where government-funded operation and 518 00:30:07,600 --> 00:30:10,900 and all of our documents that go out to the public need to be 519 00:30:10,900 --> 00:30:13,700 approved for public release. And that's a very time. 520 00:30:13,900 --> 00:30:16,900 Consuming process because it has to go through multiple levels of 521 00:30:16,900 --> 00:30:19,000 approval up to the vice president. 522 00:30:19,400 --> 00:30:23,800 So how can we make that faster? Well, what they did was, they 523 00:30:23,800 --> 00:30:27,900 came up with a way to publicly publicly released an individual 524 00:30:27,900 --> 00:30:31,700 such as myself in a particular topic area. 525 00:30:31,800 --> 00:30:36,900 And now anything I do four year that goes out to the public is 526 00:30:36,900 --> 00:30:43,100 publicly approved by me as long as I am trustworthy enough. 527 00:30:44,000 --> 00:30:48,000 My material won't be anything that's outside of project 528 00:30:48,000 --> 00:30:50,800 management. Then that's what I am allowed to 529 00:30:50,800 --> 00:30:53,500 publicly release. And this has been up the process 530 00:30:53,500 --> 00:30:59,500 for people to share information at Mitre across across so many 531 00:30:59,500 --> 00:31:02,900 other opportunities than they might have done otherwise which 532 00:31:03,000 --> 00:31:06,100 it was a much more of a painstaking process that's 533 00:31:06,100 --> 00:31:08,300 Innovative. So now we didn't have to take 534 00:31:08,300 --> 00:31:11,800 the process and make it faster. We took the process and actually 535 00:31:11,800 --> 00:31:17,000 changed it and It wasn't easy to do and it was someone who came 536 00:31:17,000 --> 00:31:20,000 up with a great idea, that's Innovation. 537 00:31:20,200 --> 00:31:22,800 And so that's an example of what we're talking about here. 538 00:31:22,800 --> 00:31:25,900 How can we take Wi-Fi, or how can we take search? 539 00:31:25,900 --> 00:31:28,400 Those are the two examples I've been mentioning, but whatever 540 00:31:28,400 --> 00:31:31,400 the example is, in your organization and really think 541 00:31:31,400 --> 00:31:34,600 from an Innovative standpoint, how can we change it and do it 542 00:31:34,600 --> 00:31:38,100 differently? So that it's better and I got to 543 00:31:38,100 --> 00:31:41,600 think a lot of what we do in project management, these 544 00:31:41,600 --> 00:31:45,800 documents these Journey Maps, these Flowcharts and we maybe we 545 00:31:45,800 --> 00:31:48,800 work with business analysts are chief Engineers or whoever the 546 00:31:48,800 --> 00:31:53,900 people are and we sit down and we the whiteboarding that we've 547 00:31:53,900 --> 00:31:57,300 we're so used to doing those are the those, the opportunities to 548 00:31:57,300 --> 00:32:00,200 innovate and that's really where the power of innovation comes 549 00:32:00,200 --> 00:32:04,500 into play. This is, it's just, it's a flow. 550 00:32:04,700 --> 00:32:07,800 What you broken down for us? In this episode is a flow. 551 00:32:08,100 --> 00:32:11,700 You start with measuring the customer experience while really 552 00:32:11,700 --> 00:32:13,800 understanding who your customer is measuring. 553 00:32:13,900 --> 00:32:18,300 That experience, Donna spoke about surveys interviews, just 554 00:32:18,300 --> 00:32:21,100 having conversations with people letting people know that you're 555 00:32:21,100 --> 00:32:25,500 listening, then taking what that feedback is capturing that data. 556 00:32:25,500 --> 00:32:28,400 And then ultimately also opening it up to a, you said you had 557 00:32:28,400 --> 00:32:31,600 like a committee, right? A diverse committee that meets 558 00:32:31,600 --> 00:32:35,600 regularly on this stuff because then you get voices from outside 559 00:32:35,600 --> 00:32:39,300 of probably that problem space, that can really just look at it 560 00:32:39,300 --> 00:32:42,600 objectively and give you probably some of the more 561 00:32:42,600 --> 00:32:45,800 creative ideas. How to solve that problem or how 562 00:32:45,800 --> 00:32:49,000 to kind of to your Point Drive Innovation, actually change 563 00:32:49,000 --> 00:32:51,700 something and make it completely different. 564 00:32:51,700 --> 00:32:56,400 And often times that leads to much more successes in that 565 00:32:56,400 --> 00:32:58,900 particular process. Or in that example, you 566 00:32:58,900 --> 00:33:01,600 described on how would that you were even doing things like 567 00:33:01,600 --> 00:33:03,400 that. Like you opened up that space 568 00:33:03,400 --> 00:33:06,900 for not just Donna but everybody else who wanted to go out and do 569 00:33:06,900 --> 00:33:09,900 something similar, right? So I think that's such an 570 00:33:09,900 --> 00:33:12,000 incredible example that you shared with us. 571 00:33:12,000 --> 00:33:16,800 It makes sense the way. That you led up to that and and 572 00:33:16,800 --> 00:33:19,700 I think that it's a good reminder for project managers to 573 00:33:19,700 --> 00:33:23,200 know that you can absolutely be a part of driving that process. 574 00:33:23,600 --> 00:33:26,600 So Donna, any other words of wisdom to share on this topic? 575 00:33:27,200 --> 00:33:29,200 You start out by collecting the customer. 576 00:33:29,200 --> 00:33:31,500 Experience. In addition to those individual 577 00:33:31,500 --> 00:33:34,500 product metrics, this is in addition to that the sentiment 578 00:33:34,500 --> 00:33:37,700 the overall feeling of the satisfaction of the customer, 579 00:33:37,700 --> 00:33:40,000 has identify areas. We need to make those 580 00:33:40,000 --> 00:33:42,800 improvements and then strategically place those on a 581 00:33:42,800 --> 00:33:44,800 road map. If you're A position where you 582 00:33:44,800 --> 00:33:48,700 can, you are doing road maps with your your management and 583 00:33:48,700 --> 00:33:50,900 say, this is what we want to fix Wi-Fi. 584 00:33:50,900 --> 00:33:54,600 This is when we want to fix search as examples and then then 585 00:33:54,600 --> 00:33:57,900 you start asking the questions, then you start to innovate you 586 00:33:57,900 --> 00:34:02,200 documenting the as a system you're saying how can we change 587 00:34:02,200 --> 00:34:04,900 it so that it's better. So those are really the steps 588 00:34:04,900 --> 00:34:08,400 that we kind of talked through today, collecting that customer 589 00:34:08,400 --> 00:34:12,800 experience and then draw helping using that to help you drive 590 00:34:12,800 --> 00:34:15,400 where your Putting your Innovation investments. 591 00:34:15,400 --> 00:34:18,300 In every time you join the podcast on. 592 00:34:18,300 --> 00:34:22,000 It's like a master class in a different area of project 593 00:34:22,000 --> 00:34:24,699 management and I am just so lucky to listen to this. 594 00:34:24,699 --> 00:34:28,199 I honestly think that if you put all the episodes together that 595 00:34:28,199 --> 00:34:32,400 you've come on to the everyday p.m. for that, that in itself is 596 00:34:32,400 --> 00:34:36,400 going to give you such a good core, understanding of how you 597 00:34:36,400 --> 00:34:38,699 can expand in your project management role. 598 00:34:38,699 --> 00:34:42,500 So, thank you for bringing this topic to the everyday p.m. 599 00:34:42,800 --> 00:34:44,699 Donna. I'm just again, very honored, 600 00:34:44,699 --> 00:34:47,000 anytime you can come on and speak to our audience. 601 00:34:47,000 --> 00:34:48,800 So I think Donna that will do it for you. 602 00:34:48,800 --> 00:34:52,300 And I in this installment of the everyday p.m. podcast. 603 00:34:52,500 --> 00:34:55,600 If folks want to continue this conversation or talk about your 604 00:34:55,600 --> 00:34:57,700 book or anything else that you've got going on, where can 605 00:34:57,700 --> 00:35:01,300 they find you online? Well, and thanks again so much 606 00:35:01,300 --> 00:35:02,800 for having me. I love what you're doing with 607 00:35:02,800 --> 00:35:04,800 the podcast. Keep up the great work. 608 00:35:04,800 --> 00:35:09,100 We're so proud of all of your episodes and they can find me. 609 00:35:09,100 --> 00:35:14,100 My website is Donna Gregorio.com, and I'm also out 610 00:35:14,100 --> 00:35:15,500 there on LinkedIn. We're happy. 611 00:35:15,500 --> 00:35:19,100 Happy to chat with anyone about these topics and others. 612 00:35:19,500 --> 00:35:22,300 So, thanks again in. Yeah, absolutely. 613 00:35:22,300 --> 00:35:25,000 And you can thank you Donna for continuing to support the 614 00:35:25,000 --> 00:35:27,400 everyday p.m. podcast. And for those listening, you can 615 00:35:27,400 --> 00:35:30,700 also support this podcast. We are on every podcasting 616 00:35:30,700 --> 00:35:33,300 platform. Apple podcast, Google play 617 00:35:33,300 --> 00:35:34,900 Anchor Spotify. You name it. 618 00:35:34,900 --> 00:35:37,500 Just search for the everyday p.m. while you're there. 619 00:35:37,500 --> 00:35:39,200 Give us a great review. Five stars. 620 00:35:39,200 --> 00:35:42,200 If you can do it and leave us a comment on what you thought 621 00:35:42,200 --> 00:35:44,700 about this episode. You can also watch the video 622 00:35:44,700 --> 00:35:47,100 version of Don. And I speaking about this very 623 00:35:47,100 --> 00:35:50,700 topic on my YouTube channel, youtube.com forward slash and 624 00:35:50,700 --> 00:35:52,600 campea. While you're there, like this 625 00:35:52,600 --> 00:35:55,200 video, subscribe to the channel and click the bell for 626 00:35:55,200 --> 00:35:58,000 notifications of when new content goes up. 627 00:35:58,400 --> 00:36:01,300 Thanks so much for For joining Don, and I and this installment 628 00:36:01,300 --> 00:36:05,300 of the everyday p.m. podcast. And until next time, take care.