Transcription

 Unknown Speaker 0:01
Central Coast. Terrific. What sort of work do you do?

Unknown Speaker 0:09
I'm a business analyst.

Unknown Speaker 0:11
Okay. Working on a

Unknown Speaker 0:13
this year the county councils have we've done a merger

Unknown Speaker 0:17
council things are making a big massive project. tons of things going on. Yes,

Davina Stanley 0:23
yes. No, that that's cool. And so what sort of, you know, things are you doing as part of that? What's your area of responsibility? What's the

Unknown Speaker 0:33
only asset management project but I'm sort of that I'm the lead business analyst on that project, and also kind of a subject matter expert, because most of the other people on the team, the contractors, so now, I've got, I've worked at Council and also doing that. So I've got lots of roles and we sort of do all the governance committees and project working groups and project control groups and reporting up to them and yes, yes, they would be quite some are Reporting I mentioned no undertaking Yeah. expectations and being able to sort of communicate why what's happening and how much is involved and giving them the right level of information. So

Davina Stanley 1:13
yes, yes, yes. Well, you're sort of writing the sweet spot for the program, I think, yeah. work that you're doing. And know that it's always I always really enjoy hearing and I read, you know, when the, when people join up, ask some questions. So I always, of course, get across those. But somehow, when I talk to somebody, it just sticks that much better. And you get a little bit more flavor about what people are doing and how they using the ideas. So no, it's good to have a bit of a sense how you enjoying the program so far. I'm all good, but

Unknown Speaker 1:42
I haven't had enough time to spend on it. That's normal. Yeah, no, that's really that's what I'm struggling with. Because I know it can help me and I'm, I've got a, you know, a project manager. She's also the program manager, and she's very structured and very, you know, she's a driver and she likes you know, she's sort of earlier on she was sort of I need to you know, get more clarity and you know, I'd be a bit clearer. So yeah, so I'm really sort of Yeah, I need to get everything sorted before I talked to her yet. No, I get my thoughts sorted. Like I'm good. If I write stuff down, I can get a bit on, like not graded on the spot kind of thing. So when I do Yes, they are a bit first. Yep.

Davina Stanley 2:21
Yeah. And anticipate the sorts of things that she's looking for so that you can be ready.

Unknown Speaker 2:25
Yeah. And also in meetings and that sort of thing. If I get put on the spot, I may

Unknown Speaker 2:30
be a bit more prepared, but it's really hard because there's so much going on.

Davina Stanley 2:33
Yeah. Oh, yeah. Yeah, no, that's right. It's, look at this, the classic challenge is negative. How do you be proactive to build some skills or, you know, improve a process or Yeah, and what we're doing here is a bit of both of those things, that skills and it's a process that says Yes, go together, to give you the time back, you know, you sort of just pushing that boulder a little bit first, then you know, there comes a point fairly quickly when you start getting the time back, but it's just anytime during the time and prioritize it and get on to it.

Unknown Speaker 3:04
Because I did I bought the book and I felt

Unknown Speaker 3:09
like I signed up to the gym at the start of the year and lose a few kilos and a few inches.

Unknown Speaker 3:13
Yeah, you know, just sort of chipping away you know, but Well

Davina Stanley 3:19
yeah, no, that is good actually. Because a lot of people quit sooner than that.

Unknown Speaker 3:22
So yeah, well, long, longest I've stuck with anything. So

Davina Stanley 3:29
do you know that's that's good. And I guess this is in some ways a bit like a gym membership in that you can do in and out as you can. Why I restructured the program from being an intensive three months thing, which was you know, very much like a university sort of subject to me making it a month by month sort of membership because I was just watching people's patterns and yeah, yeah. But people come at it in bursts. Yeah. And then they go away and then come back again. And it might be they're distracted for a few weeks or some times a few months because something really major happens. And, you know, want it to be a useful resource that's there for them whenever they're ready, but also, you know, to have practical tools that cushion Yes. You get a bit of an idea of where to go and find them to help you. So, no, that's good. So how far have you got, with some mixing? come up to the

Unknown Speaker 4:22
just up to the second? rage.

Unknown Speaker 4:25
Okay, so your storyline? Yeah, yeah, I'm just up to that. And I'm kind of on. I've got a couple of things that are really yeah, I want to sort of get done in the next couple of days. And I really need to have that structured process among one I'm trying to sort of, you know, got to get across all the things that we have to be done in a couple of months, and there's too much and we have to sort of be able to prioritize, so I want to put something around that. And then we've also probably going to have to D scopes and things so to get that message across correctly as well. Yep. Yeah. No, absolutely. And that's, that's a really much hard one, isn't it? It's a really sort of subtle. Yeah. Yeah. Yeah.

Davina Stanley 5:07
So it sounds like an action Jackson pattern for the first one, you know, with here all the things we've got to do. And then, you know, grouped according to I don't know, do them now do them soon do them later or? Yeah, something like that.

Unknown Speaker 5:22
Yeah, that's the stuff we have to do the part and the stuff, maybe we can leave an impact, I guess if we'd not doing it. What's the impact that sort of thinking that and the D scoping? I guess, yeah, we've got to be able to get get get get the message across so they'll accept it and

Davina Stanley 5:41
Yes,

Unknown Speaker 5:42
yeah, messaging, you know, we've got Sony Nikon is also different like account. So you've got, it's like lots of little businesses. It's so hard and you've got so many different businesses.

Davina Stanley 5:53
Yeah. We've

Unknown Speaker 5:56
different levels of maturity and interest and

Davina Stanley 6:00
Absolutely not. Absolutely. And I don't know if this helps you at all, but there's somebody else in the program. He's further along than you. He's in the final sort of momentum level because he was part of the three months thing that I ran before Christmas, but he's with a government Council in projects as well. Oh, yeah. And, you know, so there's some commonality there. It might, you know, as you sort of progress, it might be good to sort of hook you up. His name's Raj. And he's based in Melbourne. But, you know, within the cohort, it's, it's interesting to see those sort of connections and I'm keen to sort of, you know, be able to as it as we grow to and find you know, more people that saying council or whichever the area is yet who have a common interest that we can do things that are really relevant.

Unknown Speaker 6:45
That would be good. Yeah. Joy, I really just be I haven't had enough advice, but I need to get some and yeah, how I can use it. And a lot of it from there is actually just getting my getting it clear in my head before I speak. Exactly. Just

Davina Stanley 7:00
Yeah, the Oh no, absolutely, absolutely it is. And guess what I'm sitting here I'm thinking it you know, there were there was one or two other people who booked into the session, but they're not here yet anyway. What if we opened up the word doc and just used it a bit like a, you know, a PowerPoint screen, I can share it on the screen here and start going through the process and thinking through that more difficult, more sensitive one.

Unknown Speaker 7:27
Yeah, I gotta be helpful. Yeah. Yep. Okay.

Davina Stanley 7:30
And let me just open up Word. I've got a template saved. So it'll just it's just being a minute to open. My computer crashed actually about five to six.

Unknown Speaker 7:39
Yeah, inconvenient.

Unknown Speaker 7:43
The other day, and all of a sudden, all the network stuff went down, and I'd been gone and I blamed everything on the network and was working from the network

Davina Stanley 7:48
and then I couldn't get it. Oh, no, that's, well, you know, that's, that's just painful, isn't it? So I feel that and I always get very nervous around the NBN here and Ah, you're chuckling

Unknown Speaker 8:03
it doesn't always work does it? But like we've, since we've merged, were using Skype really heavily for all their meetings because we got people everywhere and it's pretty good. Yeah, we need those first few meetings. No person to person but after a while, got no problem.

Davina Stanley 8:19
Yeah, yeah, no, that's right. And look, I think so. And that's why I use it for this sort of work that I'm doing because I'm just I'm just going to save this document and you know, and and then share it. You know, I guess for me, part of my goal is to travel this I've been on airplanes most weeks and I'd really rather strong bed. But also, you know, you can do some really good work online. It really is very possible, isn't it? Yeah. And I'm finding that really enjoyable actually. So I'm just Okay, I've got the tools are already there. So now I think the online thing is is awesome and I haven't been caught out too much with the internet nearly. So it's good. It's good. So, you on your phones your screen? You're not on the phone. Yeah, yeah, yeah. Okay, no, that's all right. So what I've got here is a page that I use that I can send you an empty one off if it's useful to you, which just sort of, you can see purpose and audience are above the line there. So the other things in the designer strategy piece that don't fit in your communication, and then I've just got the labels to help. Remember, okay, we've got to work through each of these. Now, as we've gone build the storyline, the idea is that as much as possible, will work top down. So purpose and audience are hand in hand, they're pretty hard to separate. So we'll do them pretty much, you know, iterate between them. Yeah. And when we're fairly comfortable with those, then we'll go down to the next level and look at this EQ or context question, which are the first part of the story. They often take quite a bit of time to get right. Yeah, once once they do though, and it's about really getting that right question or just The audiences question once you've got that, the rest tends to come together quite quickly. And when I'm doing these sessions, I often do them in small groups, which we do you know, in the momentum session, we do this almost exclusively, we do a lot of this. And we say, okay, who's got something? Let's Let's do it together, you find that this first bit takes a long time, and we'll have a 90 minute session at least an hour that'll be focused on the story. And nearly always, the structure comes together in a rush and last five minutes. Yeah, but you know, it honestly comes really, really fast. So I thought just giving you the sense of the flow of it, yet, might might be helpful. But if we do think and just start at the top, and sort of just see how far we've got we can get with the time yet. And so as a result of this communication, I want my audience to do talking about do scoping, yet this communication, is this going to be a paper and email. Generally this

Unknown Speaker 10:53
sort of thing they gave me sort of presented at probably the project Working Group first and then we're going some feedback and then it goes to project control group will summon some of this stuff might go straight to the project control group, the other group are interested. So it generally ends up in some sort of a PowerPoint type thing in a discussion.

Davina Stanley 11:13
Yeah, no, that makes sense. And it's a familiar sort of story, I guess in terms of process for, you know, steering group types of things. So as a result of this PowerPoint, I want my audience to so what do you want the audience to do? Do you want them to accept your D spoking proposal? Or Yeah, that's really what I guess what it will come down to.

Unknown Speaker 11:36
Yeah, so you want them to accept it began? I sort of understand. And you

Unknown Speaker 11:45
know, I do

Davina Stanley 11:46
know I do like that stand but I think very rarely Is it the angle? It is sometimes look genuine at sometimes but I think 19 95% of time when people say to me, I want them to understand these and why

Unknown Speaker 11:59
my you So why can you get to the nub of it? And, you know, particularly, you know, with boards, there's sort of this thing about other information papers or recommendation papers, and all this. And, and I think that's what I found through my program manager. She's very much like, it's Yeah, she's sort of steered me that way. You've really got to have a, you know, a proposal, you can't just, you know, go, recommendations. You've got to filter it all the way through and be prepared. Exactly. And it's just so you don't get shut down really, isn't it? Yeah.

Davina Stanley 12:33
But also with those, you know, information papers to go up and just see so many of them are just a spray of data. Actually, if you haven't got a recommendation that may will be okay. What you want to do is go forward and say, This is why this matters to you. Here's my point of view.

Unknown Speaker 12:50
Yeah. Because you put stuff up and I just you say Yo people's eyes glaze over. You know,

Unknown Speaker 13:00
Applied if you're not really concise

Davina Stanley 13:03
and relevant, relevant, yeah, yeah. Cool. Alright, so as a result of this PowerPoint, I want my audience to accept my D scoping proposal. Does that sound like Yeah, yeah. Okay. And we don't, at this point have to go here and sort of describe exactly what that means. We'll get very specific about that, though. But for now, that's a good start. And the audience is heard, it's your senior

Unknown Speaker 13:25
will be Yeah, it will be I guess, the section managers first and then probably the unit managers at the pcj. So we'll probably

Unknown Speaker 13:35
run it by the project Working Group first.

Davina Stanley 13:39
Yeah. Okay. So, and, and I guess, if we were to start to split hairs, which, for the point of the exercise is useful, because sometimes the story that goes to one can be a bit different to the one that goes to the other

Unknown Speaker 13:52
unit managers will do. Yeah, they're the ones that are gonna make the final decision.

Davina Stanley 13:59
Okay. What you're really saying is that the section managers is for review. They've heard of your preparation process, if you like, and you're just hoping they go, yes, great standards fed up. That's what you want. You want that gold standard. But you know that so that's the idea. Okay, so unit managers are the key people. So, without giving me you know, let's just use first names, we don't need details, which run me through who they are and what their issues might be with your proposal, like, their sensitivities and what matters to them and so on, because that'll help the show.

Unknown Speaker 14:28
So we've got

Unknown Speaker 14:30
I guess, we've got a unit manager from different areas of the organization. So we've got one manager in charge of like the roads and drainage area, we've got another manager in charge of facilities management. We've got open space manages, we've got plant and fleet, and we've got water and sewer, which is a massive chunk of our business, probably half our business. Mm hmm. Very different.

Davina Stanley 14:59
Yeah. Yeah, and what about here and why don't we dive in those things

Unknown Speaker 15:04
that that were there not so much part of this project got there like it's mainly the assets. So they're building assets will be covered under facilities management. Yep. But water and Sue, I guess that's the most heavily legislated one. So they've got the most detailed requirements.

Davina Stanley 15:20
Okay or legislated?

Unknown Speaker 15:22
They heavily legislated. You've got open space who are quite, you know, some things, lack of processes.

Davina Stanley 15:33
Oh, okay. And if they is that, like parks and things, what space is needed

Unknown Speaker 15:40
parks, parks, reserves, playgrounds, you know, motor wise, all different sorts of Yeah, yeah. No natural fire trials and Yeah,

Davina Stanley 15:53
yep, fire transcripting at the moment, at least what's going on and I can Hi. So roads and drainage that's pretty transparent in terms of what it is facilities management. So that's cleaners. It's painting. It's

Unknown Speaker 16:07
building management.

Davina Stanley 16:08
Yeah. Content fleet. Gotta be sorry. Yeah,

Unknown Speaker 16:13
yeah, we'll try internal tradesmen and planning fleeter we've got an internal planning fleet section. So while I vehicles and most of its internal, obviously we contract out where we need to, but we've got to really think 4000 odd items of planning flight that we manage. So they've, again got very specific requirements and we're trying to put them all into one system.

Davina Stanley 16:32
Okay, so that's what you're doing. Yeah. Okay, so in so your, your, is it like an enterprise operating system type of thing? It is. It's

Unknown Speaker 16:42
very customizable, which is good. I bet also bad because Oh, yeah, yeah, you can customize, but it's the, you know, they looked at it they looked at Oracle It was not like that was gonna work. So we've got a and local government system. That's info

Unknown Speaker 16:58
Yeah.

Davina Stanley 17:00
And and just for the sake of context, because it will help me ask you the right questions. So you've got two councils that are emerging. Yeah. And did one council previously have this system in place? Or is it new to both of them?

Unknown Speaker 17:14
Well, they did. I did it at gosei. But it's, it's kind of a different version.

Unknown Speaker 17:22
And we're doing it. We didn't like use that system and build on it. We threw it away and started.

Davina Stanley 17:28
Okay, all right.

Unknown Speaker 17:31
And pretty much both councils had different systems. They all you know, obviously all we all do do things differently, unfortunately. Yeah.

Davina Stanley 17:41
It's a systems integration sort of project in a way, isn't it as a systems as in human systems?

Unknown Speaker 17:46
Yeah. Well, you have a business process so much. It's still looking at before using, it's still not there. We still haven't integrated our payroll. We've still got we've only just got one document management system. That's let me just come in, we still haven't integrated rights. We've got integration coming along, like when we met through, we're implementing a whole lot of things that are meant to be done by July. And that's where things

Davina Stanley 18:11
yeah. Okay, yeah, yeah, cuz there's just so many things going on. Yeah, absolutely. And that's why you're describing because you want to get the key things in. Yeah, yeah. Yeah. Okay. And so across those different divisions, so I'm hearing you. So under the new structure, you've got those What is it? 12345 different areas that are relevant to the piece that you're working on. Have you got one person in charge of each of those areas? That is that ownership?

Unknown Speaker 18:39
There is one unit manager in charge? Ah, yeah,

Davina Stanley 18:41
yeah. Okay, so that stuff's all been sorted, and a day heavily from Gosford or the other camp, or a mix

Unknown Speaker 18:48
or now a mix and at that level, they're quite good. Yeah, I think probably when you get down to the lower levels, you know, manager

Unknown Speaker 19:00
Yeah, we've also got born in sorry. finances. Okay.

Davina Stanley 19:03
Okay. Oh, they would be, wouldn't they?

Unknown Speaker 19:06
Yeah.

Davina Stanley 19:10
Yeah, yeah. Oh, and so good also, so what are you spending and delivering on on the project? I'm thinking as part of it, but also sets budgets for the project. They're interested in that sort of, you know, the money mentioned, what you're doing, but also their own systems.

Unknown Speaker 19:24
Yeah. Yeah. The integration with finance and works management and how we get the costs. Costs recorded. Yeah.

Davina Stanley 19:32
Yeah. That makes sense. Okay. And in terms of sensitivities, is there anything specific so have, you know, pay has one area or another got a load of political clout that others don't have? Are there you know, I know, for example, in some councils, you know, real estate, or the property area has much more clout than let's say waste management, you know, and emphasis hard, you know,

Unknown Speaker 20:01
honestly, waste I haven't even mentioned them. They they

Unknown Speaker 20:09
were white they get wise facilities obviously acid. Yeah, they're kind of a Yeah, yeah. Today Yeah.

Davina Stanley 20:17
Is there a group or are there some who would say carry a disproportionate amount of weight in the decision making process than they should have rationally based on Roger?

Unknown Speaker 20:28
Probably not like no i don't i don't think

Unknown Speaker 20:33
so far.

Unknown Speaker 20:36
You know why we've had an interesting time we finance but um, yeah. Sometimes you hear that some of the stuff that comes from one finance manager tends to override override things, but the unit managers are like, hey, obviously, you know that they're the environment where, you know, there's been lots of change lots of promises, the project started off really, really badly You know, this is our third iteration really. And it's we finally got a decent, decent setup. But the first time you know, it was we had a ITT CIO who's come in and, you know, signed up for all this stuff and then promptly got the door. But you know, we got committed to all this stuff without any planning. We were just meant to implement a system in three months with no. So there's a lot of history around the project. So

Unknown Speaker 21:25
everyone's just sick of it. They just want it done.

Davina Stanley 21:32
Yeah, yep. Yeah. Okay. And in this sort of context is really important to think through, isn't it? Because it really does affect how you engage the audience and how your messaging So are there any other big things there that you think will you know? that might affect the way your audience receives your message?

Unknown Speaker 22:01
Think of anything on page.

Davina Stanley 22:04
Okay, cool. Look, that gets us a good start. So I've got a bit of a feel for, you know, the context and what you're trying to achieve. So the context triggered questions. I'm conscious, you might not have watched these videos yet. So let me show you Oh, you have all right. Okay. So the starting point, or which is easy to begin with, you can you know, in terms of making our notes here, we can start in early order, because we're going to iterate

Unknown Speaker 22:29
the trigger. Hmm.

Unknown Speaker 22:32
I guess we are

Unknown Speaker 22:34
supposed to do project work. It's so hard, like at the start, you know, everything's high level and, you know, run sticks dates on things. And you know, there's a ton of work there, but you can't really, you know, you can't really map it all out. But I think we're at the point now, where we know, you know, we're getting to the details where we know how much is involved and we know how much time we've got. And it is it's kind of hard because you know, the managers are going to go with it. Look, you know, we know earlier, why didn't you tell us this earlier? Yeah. It's one of those situations where you don't know to you can't articulate till you've got all the details. So it's kind of we're just getting to that. Yeah, that point where we have to, I think call it now. More we might be able to deliver well on anything.

Davina Stanley 23:23
Yeah. Okay. And so there's so you'd say the trigger for the communication is that we're how do we say you can look at you're looking at it saying you can't deliver what you promised by July? 30? June?

Unknown Speaker 23:39
Yeah. So we have so much to deliver. Yes, that's that's

Unknown Speaker 23:46
maybe maybe that's part of the context because they would all know this, too. So it's, the context is there is you know, it's a massive project. And, and Oh, another thing that came up to at the last minute, we decided to go with it. Front mobility vendor, I say I've got this new strategy for in house, you know, mobility and rather than go with the product, which was all integrated, and we just pretty much had to turn on and use, we've now got this whole new thing that's coming in. That's, that's another nightmare. And we've said we deliver that as well.

Unknown Speaker 24:22
Go team.

Davina Stanley 24:25
Yeah. Okay. So what's the name, program of work? It's a time

Unknown Speaker 24:30
management. So we're delivering an asset management system. The claim was an asset register. So we've pretty much just finished the first phase. So in in implementing, and we're sort of finishing off as a management, we're trying to implement works management. But along with that, you've got all your integration. So your financial integrations, we've already scoped customer. customer request integration, because there was just too many Why they were using the customer request system was just too, all over the place. We couldn't, there were no business rules, we couldn't actually develop an integration because everyone used it differently. And they accepted that one. And the impact wasn't so great, because we didn't have it initially, but obviously, we're not going to deliver any improvement. So it's not great. But that was Yeah,

Davina Stanley 25:20
yeah, yeah. Yeah. Okay. Well, that's good news. I've accepted one D scoping exercise. So there might be one. demoralizing Yeah, yeah. No, it is It is, isn't it? Because you all want to take everything off and get it done? So is that you sort of finishing a phase and starting a new phase? Is that where we're up to? Well,

Unknown Speaker 25:41
it's, it's probably more that we're just getting to the I guess, the critical part of the project where we where everything has to come together.

Davina Stanley 25:53
Okay, so we're now at a critical part.

Unknown Speaker 25:56
Yeah, where we really have to everything has to come together so that we can I get time for testing and training and getting the implementation done. And that's the thing if the integration doesn't come if we don't get everything coming together sometime we won't be able to fully test it. I mean, I, you know, early on in the project, I said, I really wanted to be able to deliver, you know, groups at a time and not trying to everyone.

Unknown Speaker 26:23
That wasn't accepted. So,

Davina Stanley 26:24
Oh, okay. Yeah.

Unknown Speaker 26:26
Yeah, that way, it's realistic and you can you can understand find your problems before you actually roll it out to everyone. I'm just you know, we're going to be rolling something out to hundreds of people in the business that

Unknown Speaker 26:40
a small pilot

Davina Stanley 26:42
Yeah, yeah.

Unknown Speaker 26:44
Okay. The critical part of the critical time in the project and when

Unknown Speaker 26:49
Yeah, having

Davina Stanley 26:51
having to sort of just be scope your just revisit your plan February. It's good time to get out of the Yeah. So you're the critical part of the I just called it the asset management project. Is that a good name for it? That's what it is. Yeah. We're everything has to come together to get tight to allow us to allow time for testing and training before the July one July delivery deadline is is that an accurate statement? Yeah. Okay. So they know that and they probably have thought about the lack of time for testing and training but not wish and Okay, so now to critical point, why are you telling me that right now? You've got a plan.

Unknown Speaker 27:35
You got a plan? haven't worked it out yet.

Davina Stanley 27:38
What does pretend we've got to play and then let's try this. Or you know, we have

Unknown Speaker 27:43
to do I've got I've got to play. That's what I mean. Yeah, yeah. Yeah. I've got a plan whether anyone else will accept it. I think I know what we can do.

Davina Stanley 27:50
Yeah, yeah. So we have we have a plan. You know, you know what, and there's something about revising the plan though, isn't it? Yes.

Unknown Speaker 27:59
I'm sorry. Is the project plan?

Davina Stanley 28:04
Okay, here's the project plan. But yeah, we can actually deliver on that based on where we actually are as opposed to be.

Unknown Speaker 28:11
Yeah. Yeah. So we definitely we have a project plan, but I think it's a difficult thing with project planning. We've got so many we've got different streams running. And it's really hard to, you know, we've only got limited, you know, business readiness, bigger women be eyes, we, you know, it's all coming together and that kind of resource modeling, you know, we just didn't do it.

Davina Stanley 28:32
Yeah, no, I understand. I mean, it's, it's fun running a business on a shoestring snap. It's really great fun. That agile word

Unknown Speaker 28:41
comes into mind. Pretty much everything's being here just in time. We're not we're not. We're not doing an agile project, but it's, yeah, yeah. It's just in time. Yeah.

Davina Stanley 28:51
So you know, we have a proposed you have a proposal. Yeah. A proposal for I'd say re design Or it would is redesigning too strong

Unknown Speaker 29:04
for

Unknown Speaker 29:12
adjusting

Davina Stanley 29:13
that just okay. for prioritizing. That's a good one yet. In reprioritizing Yeah. reprioritizing Yeah. reprioritizing The Act and then maybe the activities. Yeah, yeah. Yeah. To ensure we meet that deadline,

Unknown Speaker 29:32
that's probably why. Yeah. So the critical things and because I think I can see that there are some areas that aren't as critical and because of the CX, the customer request a scoping, they may not be actually unhappy to

Unknown Speaker 29:46
get the scope.

Unknown Speaker 29:47
Yeah. Yeah.

Unknown Speaker 29:51
Like the pressures on everywhere. Everyone's got too much to do. And, yeah, they want a magic system that's going to do everything for them. That is

Unknown Speaker 30:01
Professor for reprioritizing activities to ensure that we make the critical,

Davina Stanley 30:05
that critical deadline. Okay. And so somebody will reading this context and this trigger, what question Would they ask you? So this is not the question you want to ask them a question they want to ask you what,

Unknown Speaker 30:23
what what are you going to do? Okay,

Davina Stanley 30:26
well, maybe maybe what is your proposal?

Unknown Speaker 30:29
know, what is your proposal? Well, yeah.

Davina Stanley 30:32
Yeah, I mean, they're reading into the debt that there's going to be D scoping. But I get if we're to sort of match language if you're a listener. Yeah. And if you were to sum up and see if this might, it may be too early to ask. But let's see if we can do it in a sentence a long sentence is fine. If you were to sum up your proposal, your is it as simple as we propose the scoping this critical this mission activity until September Oh you know what yeah I'm

Unknown Speaker 31:05
kind of haven't really bombed it but I'm thinking the critical business areas like water and sewer I'm thinking if we can focus on water into and facilities management

Unknown Speaker 31:15
open space I think on is critical um and

Unknown Speaker 31:23
yeah so I'm sort of thinking that they two ones in the predicament actually planning fleet will be want to be critical as well okay mom so then we can maybe like survive and drainage I think they will probably accept it because they are actually on a mobile system now and they don't want to change until we've got something they can say is working. Yes, I think they'll be okay and we've already kind of put some messaging out that they can stay with what they've got to we've got something

Davina Stanley 31:54
I'm just going to change the view here so that it's easier to just say okay, yet roads and drainage she got a white and they happy isn't going to be happy for that? Yeah, we'll be

Unknown Speaker 32:02
okay. Yeah. And I think there's possibly some things and it's I have to work through, there's probably some things that we can do to not fully set them up at the to allow them to use maybe set up standing work orders or something they can use to start sort of getting stuff in the finance system in the way they want it, but not fully, you know, implementing works management. So just fleshing out what, I guess what not, we can give them yet we'll give them the benefit. Yep. And yet, yeah, so I haven't really thought through all of that yet. But um, yeah.

Unknown Speaker 32:38
Try and give them some benefit where we can.

Davina Stanley 32:40
Absolutely, absolutely. And so, you're thinking that your priority should be water, sewage, plant and fleet and facilities management, and you should put a hold on most of the roads and drainage components. Are there any other components or parts, they're just gonna scroll back to me They wait. They wait.

Unknown Speaker 33:03
Well, yeah, I think they'll have to be like,

Davina Stanley 33:06
okay, who else has to wait as anyone else? Let's just get that mixed up again.

Unknown Speaker 33:09
No, I think that was not so bad.

Davina Stanley 33:12
Yeah. Finance.

Unknown Speaker 33:15
will finance. Finance card really white because there that's the smart

Unknown Speaker 33:23
way to go.

Unknown Speaker 33:27
I can hear you now. I can't see you on my phone.

Davina Stanley 33:30
It'll be hiding in there somewhere.

Unknown Speaker 33:34
Although, yeah.

Unknown Speaker 33:40
Yeah. Yeah. So we need to focus on the finance integration. I think that's the cable business. There's about three or four integrations, document management, we pretty much haven't even looked at. Yeah, really finance, finance integration. That's the key. Yep.

Davina Stanley 33:55
Yep. Okay. All right. So there's there's really only a little bit you can Leave too late, isn't it? So either that within though that long list of things that you're going to deliver before 30 before 130 June, I suppose. Are you going to deliver? Are you going to prioritize within those? Are you going to deliver them? 100%?

Unknown Speaker 34:15
Well, I don't that's what I've got a Yeah, I'm not really sure what on so there's a lot in there. So I think, yeah, I think this is the kind of women This is about as far as I've thought. So,

Davina Stanley 34:26
no, that's okay. Yeah. Okay. So what what we have here is a useful set of categories. So here, this you might call, you know, this is top priority. So we've loaded up by priority, which is what you know, scoping, D scoping is all about priorities in it. And then these ones down here, these are about not, you know, reduce priority. So, if you sort of, just to make this sort of language parallel reduces a verb, so this is, you know, maintain high priority or something. Yep, yep. and maintain 20 Already, perhaps Yeah, yeah. And then this is reduced priority. And there's two, two there. And I'll just put bullets if I can get my screen or behave itself, and I can actually find them. There we are. And days, we can perhaps list and we can probably just pull up the map. So if we were to think about ordering these

Unknown Speaker 35:24
measurements or across document management out there, we don't get that one low priority.

Davina Stanley 35:28
Okay. All right. So just pull that down to here and to reduce poverty, is it within reduce or is it

Unknown Speaker 35:36
even lower than that?

Davina Stanley 35:37
Okay, so this is lowest and it says, like, I'll think of a word for it, but

Unknown Speaker 35:42
it needs it this evening. I don't, I'm pretty sure we haven't said we're going to deliver that by the first.

Davina Stanley 35:49
Okay. All right. So this is which is pretty proud or just put lowest priority, parallel for the minute but you know, that'll do For the minute, we know what we're talking about yet to a draft, okay? And so if you look at these just think about ordering these by priority, you know, and say, Okay, well, are we going to say which one's going to require the most work? So we and they are critical. So it's probably a volume of work. And criticality. Yeah, thing isn't there. So, you know, we are there anything? Is there anything that's really critical and relatively little work? Is that going to go first? Well, yeah, facilities management,

Unknown Speaker 36:31
I think is we've with this one we're doing the pilot with and yes, a lot more complex. We've got there they know what they want from your work. What is they? So I think they'll be good and they want to go be the pilot for mobility. So I think we definitely go with them are critical, but they've got a ton of work, a ton of complexity. Kind of standing work orders. They've got a nice, yeah, so there's been a lot of work done but it's all got to be some now. Presenting. Back to management to accept like we've sort of had a couple of different days on it. No people gather different information. But now I've got to kind of pull it together. It's not in a format that I can present it again.

Unknown Speaker 37:13
Which is fine, but

Davina Stanley 37:14
okay, does this make and it's not ready, yet? Yeah. Okay, facilities management is ready. And they will be the polish. These ones, it's almost tempting to pull them out as another category again, you know, which is because they, they're the first cab off the rank counter. Yeah, so this is the pilot. Yeah. Route. And so, okay, so that the top priority of all of their their top priority. And so we've got language here, which isn't parallel at the moment, but we were just categorizing and working out the right way to sort of express it. And, sorry, so what's your proposal, if we just sort of look at that higher level, you know, you've got the pilot group, which is the top, top dogs and then you've got, you know, this is high priority now not top, you know, parts of pilot, that top priority group, which is facilities management, maintain high priority for these, reduce poverty for these and then just, you know, Park them for now.

Unknown Speaker 38:21
Yeah, yeah.

Davina Stanley 38:23
How do we articulate the essence of that in 25 words or less do you think? Let's just have a crack at it, but I think it's an exercise. Yeah. Yeah.

Unknown Speaker 38:41
I guess the answer we need to microwave. We want to focus on the most critical,

Unknown Speaker 38:52
critical business in there is that will have my guest

Unknown Speaker 38:58
it's really it's kind of a response. To they're the ones that will have the probably the most impacted Don't

Unknown Speaker 39:06
miss the others

Unknown Speaker 39:07
kind of less impact if we don't deliver.

Davina Stanley 39:11
Yeah, yeah. That's

Unknown Speaker 39:15
not that's I'm really trying to figure out what we can do what especially what you can biggest bang for the buck I guess what we can do is focus on that's going to give us the best result like we can spend those other ones we're going to take a lot of time and maybe not deliver

Unknown Speaker 39:32
this much

Unknown Speaker 39:34
water and zero take a lot of time but it will deliver whereas the others

Unknown Speaker 39:40
how do we say that?

Davina Stanley 39:41
Yeah, no, that's right. Setting young people well that's it, isn't it? And so when you say have the most impact have the most impact on what what kind of impact you talking about. Like

Unknown Speaker 39:58
impact on like, So, integration wise like in works management, they want to start capturing costs at a lower level, and a more asset base level and some of the like open space, they still, they don't feel as a business, they're ready to do that. So they're sort of saying all we want to use standing work orders, you know, we want to have operational work orders, but we don't want to cost it that really low level, we just want to have a, you know, a number that we can charge stuff to, which in a way isn't a great deal different to what they're doing now in the finance system.

Unknown Speaker 40:32
So

Unknown Speaker 40:34
implementing

Unknown Speaker 40:36
their requirements at this point is going to give them a huge benefit, whereas facilities management, their requirements are going to give them a lot better level of detail. So they'll be able to manage their assets better and have more information to make decisions. So

Davina Stanley 40:53
part of it part of it is the maturity of business unit. Yeah. And being able to flow through the benefits of what you're doing. Yeah. Okay. And so it's not that if you gave it to water and sewage if facilities management and water and sewage would have similar levels of evolution, if you like within their business systems, you have, they would both deliver big impact to the organization. It's not that what you're really saying is that you want to go where they're ready for you.

Unknown Speaker 41:25
Yes, that to get that?

Unknown Speaker 41:28
Yeah, that and they will deliver it will deliver a better impact, but they are also more ready because they will.

Davina Stanley 41:34
So will it deliver more impact? So what's

Unknown Speaker 41:38
a better level it will give a better level of

Unknown Speaker 41:42
financial

Unknown Speaker 41:45
reporting. So I'll have better better information for decision making.

Davina Stanley 41:49
Haha, okay. So okay, so you want to focus on the most critical business areas that will be able to provide

Unknown Speaker 41:59
impact Yeah, cuz that's what it is the other labels will deliver it, but they're not really going to want it was not really going to get much more information than they're getting now will have one system. I mean, that's the benefit at the moment. You know, they're all doing work orders differently. Some people are actually using the customer request system for work orders because it's simple. They're sending out tasks and managing they were looking in the customer request system, which they haven't had meals to do it in. So if we drag them off without integration, they're going to go to use two systems and it's

Davina Stanley 42:31
Yeah, yeah, yeah. So, okay, so is it is it that they're going to the ones that you're focusing on are going to provide more benefit to the finance or to, you know, to the, to their business area and Okay, so we'll be able to, just, yeah, getting some words here and critical. We want to focus on those critical business areas that will be able to offer the most. I don't know, the best financial information to the improved improve. The biggest improvement is an improvement in

Unknown Speaker 43:16
your financial.

Unknown Speaker 43:21
Yeah. financial information

Davina Stanley 43:24
to the business, literally. Yeah. Okay. And so we want to focus on the most critical business areas that we'll be able to offer the biggest improvement in financial information to the business, if delivered before. In fact, the date is irrelevant,

Unknown Speaker 43:40
isn't it? Yeah. Yeah.

Davina Stanley 43:43
Yeah. Okay, so so in. Let me think of the word count here for this sentence, just to give us a feel for it. Yes. 25. So that's about as long as we want it to be but we can go out a bit more if we need to, just to get the sentiment and then pull it back. So we want to focus on the most critical business areas that will in fact, we can take the most critical app. I think it's all the business areas that will be able to offer the biggest improvement in financial information. In fact to the business is be sort of redundant. Yeah.

Unknown Speaker 44:15
Yeah, yeah. Yeah. So it's not it's probably

Unknown Speaker 44:20
operational and financial.

Davina Stanley 44:22
Yeah. Yeah.

Unknown Speaker 44:24
It's not just financial. So its biggest improvement to operational on actual operational processes and financial.

Davina Stanley 44:32
Yeah.

Unknown Speaker 44:34
Yeah, I can fucking tight. tidy that up. But yeah, that that, that, I think is the Yeah, that's the nub of it.

Unknown Speaker 44:40
Yeah. Yeah. Okay.

Davina Stanley 44:42
And then, so that, once you get beyond this, it's sort of a question of, how do you structure what sits underneath Now we could go with the priorities that we've got set up like this and what's jumping to my mind immediately is to say, well, we want to do this. Okay. Well, why Why do you want to do that? Why is that the best thing? Well, then you say, and just to sort of give an example to show you where my head's going and see what you might say, that's absolute rubbish, and we'll delete it, but no piloting the top facilities managers could have teased management. First. We'll go What's the benefit of doing them first?

Unknown Speaker 45:22
Well, we actually started the this week. So the benefit though, for them, it was

Unknown Speaker 45:28
was polluting the system. They were ready. And they'd also Yeah, they'll, they'll basically ready and it gives us a good Yeah, we were going through the whole process. So we're following the implementation process with this group, to make sure that we've covered everything we need and we understand how we do you know, cut overs and training and testing. So it's just we're doing that so that's, that's that and that'll give us good information.

Unknown Speaker 45:57
Yet,

Davina Stanley 45:58
okay, so put Parliament Facilities Management first will provide us the best opportunity to test the rollout approach. Yep. Yeah. And the implementation plan. Yeah. And then might be the same thing. I don't know. But anyway, and then you'd say, Well, why is that? Why, you know, and in one of those reasons is will they ready for us to pilot? Yeah, right away. Yeah. And you might say why you might give a bit more detail about that. But Why else? Are they the right? why they're going to provide you the best opportunity? They're ready. Why else?

Unknown Speaker 46:31
I'm

Unknown Speaker 46:35
sure. Well, they're they're using they're actually using the cost of Work Orders so they will be able to test the integration. They're not using standing work orders. So that will probably Yeah, that the business managing the business process change.

Davina Stanley 46:52
there so they are managing Yeah, I further ahead than other business units.

Unknown Speaker 46:57
I live Yeah, a little bit. Yeah. It's you know, it's a smaller group

Unknown Speaker 47:02
will contain team, you know, team manager, you've just it's just a it's just a nice manageable group to come.

Davina Stanley 47:10
Okay, so it's a part of one and I've got they are and then I'm looking at these but it's it's a manageable size for a unaffected Cornish

Unknown Speaker 47:22
cover the range of the cover the range of requirements, so we can make it work for them.

Unknown Speaker 47:28
And a good proxy. Yeah, yeah.

Davina Stanley 47:32
Making them a good proxy for other other units, and I'm bothering myself about today, and it is but we'll fix that then it will fix that. So, if we were to look at these and say, What order should they be in? So what is the most important reason for choosing facilities management to go first? Because, you know, they cover the range requirements. They're good size. They're really Ready?

Unknown Speaker 48:06
Well, I guess the pilot is about covering covering the range requirement. And

Unknown Speaker 48:14
I mean, the fact that the fact that they've already left Skype

Davina Stanley 48:17
Yeah. is ready and being further hit and all the units. The same thing. Um,

Unknown Speaker 48:28
yeah, yeah. Okay.

Davina Stanley 48:30
So they're ready. And is this like a subset as to why they're ready? And there might be some other reasons why.

Unknown Speaker 48:37
Yeah, I find they probably the process the processes and modified so we've been able to define their processes, whereas some other areas are still not. We still don't have a final process. So they're ready for us to pilot we've got the process processes defined.

Davina Stanley 48:57
And what else is it about them that makes them ready? Please, it really just the processes are really?

Unknown Speaker 49:05
Yeah, I think

Davina Stanley 49:07
they're ready to part of the straightaway as their processes are going to find that we can just take this other one out and because it's duplicating, okay, so that's, you know, you'll come across a concept called Macy as you go through. It stands for mutually exclusive collectively exhaustive. So what we're saying there is that there's no overlaps and no gap. Yeah. And that's what I was looking at them. Yeah.

Unknown Speaker 49:36
Okay. I hate reading stuff when you.

Davina Stanley 49:39
Yeah. Yeah. Yeah. And it's about putting things in a hierarchy to Yeah, just really stress testing it. So just coming back to the order because one of the best ways of testing whether something is Macy or not, is putting it in an order by you know, hierarchy of some sort. So, they cover the requirements, they're ready and then This, is that part of the process has been defined or is that?

Unknown Speaker 50:06
Um, well, I guess that's

Unknown Speaker 50:08
probably covering the range of requirements. It's just part of the requirements. Yeah.

Davina Stanley 50:12
Okay. All right. covers a range of so that's. So would we put the cover the range of requirements? Especially costed? Work Orders. Awesome.

Unknown Speaker 50:22
Yeah. Yeah.

Davina Stanley 50:28
So we can take this one out as well. Yeah. Okay. Great piece and I'd say that the group is manageable size for an effective product and I'm just going to go here, the group covers to make it consistent. And the group is

Unknown Speaker 50:50
Yep. Okay.

Unknown Speaker 50:53
All rush.

Davina Stanley 50:55
For the first time.

Unknown Speaker 50:56
Yeah. Now that's sounding good. That's getting getting me thinking.

Unknown Speaker 50:59
Yeah, yeah.

Davina Stanley 51:02
So what if we could continue this sort of patterns through? It's a bit of a variant of the pitch pattern, which you'll see. You know, you sort of saying, Well, you know, we want to focus on the business areas that are able to offer the biggest improvement. Well, why is that? Well, doing this one first provides us with the best opportunity to test. Yeah. Okay. All right. Great. So then we come down to the next one, and say, Well, why why should these be next?

Unknown Speaker 51:28
Yeah. And I guess water and so you've got

Unknown Speaker 51:32
it's partially, I've got a lot of legislative requirements. So we want to get there.

Unknown Speaker 51:39
Yep, it means to a system at the moment.

Unknown Speaker 51:44
Yeah, I haven't haven't really got a systems that they need.

Davina Stanley 51:47
They don't currently comply. We've

Unknown Speaker 51:51
got very ad hoc processes, and they're ready. They're ready. They're keen. So they've got very keen images

Davina Stanley 51:59
yet Okay, and what about plant and faith flakes? Why should they be held at this sort of high priority?

Unknown Speaker 52:10
Because we've I guess, they are in multiple systems at the moment and it's very hard for them to manage they've got it incredibly keen unit manager who's pretty much designed the whole system.

Unknown Speaker 52:26
He look he's lovely, but he's very

Unknown Speaker 52:30
which is great. He's so keen, but he's kinda to gain.

Davina Stanley 52:33
Yeah, I get that he's in the way a little bit as he

Unknown Speaker 52:36
is bookings great. But

Unknown Speaker 52:40
so in a way they might they might be the ones that I mean, I'm kind of thinking yeah, we want to do them because they've got a lot to do and he's very keen, but business criticality was

Unknown Speaker 52:53
they may

Unknown Speaker 52:55
I have to drop.

Unknown Speaker 52:56
This is also like, because they've got to bring in a lot A scheduled work orders for all the vehicles were from the other areas. We can start with that scheduling. They've got scheduled work orders, we've got to bring in fuel usages. There's a lot more complexity to

Unknown Speaker 53:13
this is very complex, going to be more testing and

Unknown Speaker 53:18
yeah, yeah, they may, again, its

Unknown Speaker 53:21
name, they may end up have to think that through, I

Unknown Speaker 53:25
guess finance or just a key stakeholder in the whole thing. Financial integration. So they're very interested in, I guess the integration processes and meeting we had yesterday.

Unknown Speaker 53:41
I can see there's going to be issues over ownership who wants to reconcile systems, you know,

Unknown Speaker 53:50
that seems obvious to us that finance would be managing financial transactions, but apparently, you know, if it's in the asset system, no, no Yes, obviously integration brings around a whole lot of new administration processes someone's got to manage. So I'm going to get ownership around that. So that maybe the finance. Yeah, so their key stakeholder and we need to keep them.

Unknown Speaker 54:17
Keep them involved.

Davina Stanley 54:19
Yeah.

Unknown Speaker 54:20
Yeah. And, and the I think, yeah, there's definitely I think at the next pcj, there'll be some.

Unknown Speaker 54:26
Yeah, just messaging about ownership and

Unknown Speaker 54:30
getting agreement.

Davina Stanley 54:32
Sure, sure. And today overlap. So is part of it is part of their work going to affect other areas, because they want the reporting done and the way

Unknown Speaker 54:42
it could and I guess we've got that difficulty to that the finance system got designed before we had an asset management system. So they designed it, to do stuff that, you know, sort of actually thought about it. In conjunction with the assets system, we could have done it differently and we're now trying it you know, it's all Yeah, yep.

Unknown Speaker 55:04
Yeah. So there's a lot of you've got some strong personalities in there that

Unknown Speaker 55:08
yeah. Yeah, yeah. Yeah. Yeah.

Davina Stanley 55:11
And that's what I was just sort of wanting to tease out because I was hearing a little bit of that. And wondering how much of its political versus business value? Yeah.

Unknown Speaker 55:18
Yeah, there is definitely some Yeah. Yeah.

Davina Stanley 55:22
So those three, if you just sort of see these as a chunk, there's different reasons for keeping them pretty high. Yeah, on your priority. But it sounds like that the is the amount of work to do here really substantial?

Unknown Speaker 55:37
Well, well, that's kind of key to the whole, the whole works management thing. So that's on any kind of the integration has to be sorted before we can deliver for the other, like, we can't deliver water and sewage, work orders without the financial integration. So that's dependency dependency. Yeah. Again, it's one of those things I thought I would have liked to, you know, maybe delivered work orders. costing and then worked on the costing but it's it's just all got to come together. Yeah, yeah. Ideally, the processes and everything set up before you do the acoustic version, but it's

Davina Stanley 56:12
okay. So that's the rationale for putting finance food, then is there sort of a flow through rationale that would help you decide with a plant and fleet of water and sewage comes next?

Unknown Speaker 56:22
We're definitely water and sewer. It is so

Davina Stanley 56:25
yeah. Yeah. Okay. And that's because of the legislative agreements. Yeah. And it's that sort of binary, isn't it? Because otherwise, there's usually consequences of some sort. So I'm commenting first row provides the best opportunity. And so you're saying is this? These ones should be next because of a combination of integration and legislative? race? Yes. Is that right? Yeah. Okay, so focus on I'm just gonna say prioritize because then I can prioritize areas that are foundational to the to to the integration. Yeah. As well as the business yeah yeah for I just say if I said for it's not pilot then it's for initial rollout maybe Yeah,

Unknown Speaker 57:24
yeah. Yet for initial rollout

Davina Stanley 57:26
does that does that sound right now? That sounds right. Yeah, yeah, yeah. So there is a notion of them being foundational isn't there?

Unknown Speaker 57:32
Yes. Yeah. Cuz that's what we are. We

Unknown Speaker 57:34
are we are really were developed with delivering a foundation system. You know, we certainly were not going to get it all in first go. So I think that's, that has been on a messaging where it's just it's a foundation, you know, particularly going to get everything but you'll get foundation to build on

Davina Stanley 57:49
Yeah, yeah. And, and here, if we just sort of interrupt back so we've got two high level messages now. And we've got here we want to focus on the business areas will offer the biggest improve Movement it's also about foundation isn't it? Is it was should that would be foundation

Unknown Speaker 58:13
is the best

Unknown Speaker 58:16
in the best stem day

Unknown Speaker 58:19
oh I don't think about that whether Yeah, whether it's and I can talk that through this is good I actually

Unknown Speaker 58:27
talk through stuff a lot like the furniture she's very similar

Unknown Speaker 58:35
background where she come from

Unknown Speaker 58:38
the same motion she's she's been on yeah yeah

Unknown Speaker 58:46
different I think she might have been in Melbourne for which has been missing Australia now she's very she's actually this one worked with I mean we've had a lot of project managers come through counseling this, you know,

Unknown Speaker 58:58
generation and most of them Wouldn't

Davina Stanley 59:01
Yeah, yes.

Unknown Speaker 59:04
She's the only one I think could actually do this project. And she's

Davina Stanley 59:07
struggling a bit now I think Oh, goodness. Okay. Yeah. Now that's and it just happened. Well, so it's at the pointy end release now, too. So it's where the rubber really hit the road again. Yeah. Yeah.

Unknown Speaker 59:20
Yes. Comes comes back on her and she wants to deliver. Yeah,

Davina Stanley 59:25
yeah, absolutely. Absolutely. So this next section is about reducing priorities and it to reduce priority for and why would we say we can wait for the roads and drainage and open space? They're not legislative. They're not foundational, like finance. Yeah. And

Unknown Speaker 59:43
they've got they've got a current

Unknown Speaker 59:46
mobile process that's working. So we don't like them. We don't want to we can't, you know, but they're not going to accept things being pulled over onto an inferior system, so we can't I think they're excited. They will be okay with that.

Davina Stanley 1:00:01
Yeah. Okay. So they currently have an effective mobile process. Yeah. Okay. And the lowest priority is document management. So

Unknown Speaker 1:00:11
the document management,

Davina Stanley 1:00:15
the lowest priority, because

Unknown Speaker 1:00:18
well, we're just saying that if there's nothing they can continue to use be are your processes, whatever they are.

Davina Stanley 1:00:24
Okay? Yeah, no, that's it. Okay. It knows priority. Okay, management, document management, the lowest priority as existing processes exist. And so, what I'm doing there, can you see I'm going to take that document away, because it's just one point. We don't want that. Yeah. Okay. So we'll just get rid of it. And we've got, because to have that document would be repetitive with you, I would have put it here. And in terms of what I've got here is not quite yet. But piloting isn't quite parallel yet, but I'm looking at language patents here. Yeah, he that these are in what we call parallel form. So this is prioritized, reduce give their parallel. So we could just say, so we want to focus why, you know what, these aren't reasons in the way they're written the last three, this top one is, so maybe we need to say here, prioritizing areas that are foundational to the integration as well as, okay, why? So we've got the Y in here, we just haven't articulated it like that. So prioritizing areas that are foundational to the integration as well as to the business roll out needs to come before it's, you know, it needs to come next but what you're really trying to say is you putting these areas above others for a reason. Yeah, but how do we articulate the why we know what

Unknown Speaker 1:02:06
Can you still hear me the sign on volume dropped off? Yeah Yeah Can I can

Unknown Speaker 1:02:12
I can turn mine up a bit in case oh hang on what did I maybe touch the side of your phone? Yeah no shut up

Unknown Speaker 1:02:20
good for a bit

Davina Stanley 1:02:23
so I'm just trying to think of how do we turn this into the reason so piloting this first will provide us with piloting areas within these provide foundation that's what they do because we've got the foundational to the integration right. So why are we doing this prioritizing really saying actually why we're doing it because

Unknown Speaker 1:02:46
that's that's basically all we can we can fight we can.

Unknown Speaker 1:02:51
Focus is not essential to horrify so we can deliver.

Davina Stanley 1:02:55
Yeah. It's just me just read that to get that in my head. So it's essential to prioritize areas that are foundational to the integration as well as the business for international initial rollout your networks. That's a reason now, isn't it? Yep. Okay. So this one. So what are we saying here? Is you saying these guys have areas that currently have an effective mobile process should be D prioritized. So area or just areas that currently haven't affected? Our process? can afford to wait? Yeah. That's what you're really saying, isn't it?

Unknown Speaker 1:03:34
Yeah, I mean, right. Yeah. And all over again, because roads and drainage, I've got a mobile open space haven't gone what

Unknown Speaker 1:03:40
that means, process, but they're not, I guess they're again, not as critical.

Davina Stanley 1:03:47
But you know what happens then? document management easily fits within that because what we can say here is roads and drainage have got a mobile post. And

Unknown Speaker 1:03:55
if we just say an effective process now because Managing Director at your mobile open space using customer request system. Document Management is a yes. So that that works. Yep.

Davina Stanley 1:04:09
And that's the idea. So that means we just get rid of the last one. Yes, we're now.

Unknown Speaker 1:04:14
Okay. That's great. Thank you guys.

Davina Stanley 1:04:18
So it's an interesting process, isn't it? Because this is not just how do I write something? It's how do I think it?

Unknown Speaker 1:04:25
Yeah, yeah.

Unknown Speaker 1:04:27
Yeah. And I kind of Yeah, I kind of do a similar thing. But this is, this is a lot better than, yeah. Yeah, I tend to just say your brain dump everything and then you group it around and sort of looks, looks right. But that's a bit more structure than I was doing. So now that's good.

Davina Stanley 1:04:43
But honestly, the brain dumping thing is really useful. Because Yeah, you can if you're doing it on your own, like we're talking at and I'm probing, but if you do a brain dump, all I encourage people to do is just make it a separate document. Yeah, start again. And then and work through, you know, work through under headings, because sometimes you just need to get it out.

Unknown Speaker 1:05:03
Yeah. And that's kind of what I've done. I've done a big brain dump of all the stuff we've got to do. And I'll sort of this will actually be similar to what I need to give Sue, because I'll group them in similar things saying this is what I think we should, you know, focus on, and it's kind of a similar message that I'm giving to her before we go to that next step. So, exactly, you'll be able to use that. Pretty much the same, excuse me some good dumb,

Davina Stanley 1:05:28
good words. Excellent. I'll show you what we'll do. I'll just show you what we do here. I'm just going to put another line down. So when you I'll send this to obviously, you're not going to complete. I do threaten that sometimes a bit. And I don't even mean it. So I'm just going to delete the labels because obviously there and that this notion of the question is important for your thinking, but it's not important for the actual deliverable. Or if you were to send this as an email to sue. You might even say something like, you know, hi, Sue. You know, I've taken a class drafting the storyline for the PowerPoint. Yeah.

Unknown Speaker 1:06:09
Yeah,

Davina Stanley 1:06:10
that's right. You know, and let me know what you think. And then, you know, excuse my spelling. And

Unknown Speaker 1:06:17
you know, I can never spell when people are

Davina Stanley 1:06:20
getting better. I'm getting better at it, but yet, it is a risk. And in either put something here, just, you know, you go. And there's your outline. And first PowerPoint, as you'll see, as you go through the the process with the learning, you match the structure of the thinking in exactly the same way you would approach document. But it just looks a bit different, but the principles are the same. You give them a preview at you know, the intro in the preview is a bit of an executive summary right up front and then go into the detail for each section. driven by the messages. Yep.

Unknown Speaker 1:06:55
That looks great. Thank you very much. Yeah, pleasure. Pleasure. This is the luxury of having a small group. Yeah. That's great. I wasn't

Unknown Speaker 1:07:03
just jumping and listening. Yeah,

Davina Stanley 1:07:06
no, that's good. And, you know, nearly mean, every single time when we have one of these open mic sorts of sessions, people have got something, somebody's got something. And it's really just about saying, Okay, everyone who's got something and you know, sometimes we get a few proposals out, and we pick one that seems the most manageable, and maybe we vote or something. And then you know, everyone collaborates and there's such value in everyone pitching in because, you know, you'll get someone who's done. everyone's done projects, but

Unknown Speaker 1:07:34
yeah, what did you the last one is the first one you had. Was that

Davina Stanley 1:07:41
Oh, that was back in December. It was Look, I ended up having one person at each. Oh, okay. Yeah, I

Unknown Speaker 1:07:47
was gonna say like, it was something you've recorded, but if there's only one person that's fair enough, you know,

Unknown Speaker 1:07:52
yes. No, that's great. Yeah, yeah, he wants a too personal. Yeah, I'm

Davina Stanley 1:07:57
gonna say that though. I'd love to put this one up. Because the sort of Hot Seat ones we do, you know, I do like to share.

Unknown Speaker 1:08:05
Yeah. And all we can do I can certainly

Unknown Speaker 1:08:08
have a we can do a bit with it yet some of it. Yeah, I'll have to look at it first. But yeah, yeah.

Davina Stanley 1:08:15
We don't need I don't need to give them the document. I don't mean that, but just sort of so they can see the storyline build. Yeah. Because that's, that's part of the thing of just seeing how, oh, yeah. And part of the learning so yeah. And the group, the group small, so you're in sort of early at this new way of doing it, which means that everyone's going to get a lot more attention than a bit of the luxury of it. So yeah,

Unknown Speaker 1:08:44
yeah. Now, I kinda wasn't expecting to be one

Unknown Speaker 1:08:46
and that's great. Cool. I was thinking you're gonna be free, but that's all right.

Unknown Speaker 1:08:50
Yeah. Yeah. Yeah, that's good and have booked in June for the April one. Excellent. Yeah.

Davina Stanley 1:08:55
Like

Unknown Speaker 1:08:56
I just need to get get some time and get my feet But this will get me started and I, as I've got to do it now because we're just at that critical spot and I just can't there's too much and I can't do everything. So I've got to enable that disco being able, let's just pursue for what I can do. Let alone you know what we can deliver for everyone else. So it's kind of I'll use the site I'll use the same Yeah, methodology there.

Unknown Speaker 1:09:21
What I can do

Davina Stanley 1:09:25
well there you go Look, I can email that to you. Before we wrap if you've got any other questions about the process or do anything

Unknown Speaker 1:09:33
with no not not yet. Sometimes on the there was a couple of let's get a couple of funny things going through the program.

Unknown Speaker 1:09:42
Yeah, there was some there was some

Unknown Speaker 1:09:44
I think there was one and only there was one video I missing. Oh, it seemed to be okay. I'll email you. There was one kind of expecting a video and they didn't seem to be one and then Oh,

Davina Stanley 1:09:55
okay. Let me not let me know. Off the top

Unknown Speaker 1:09:58
of my head. I can't quite remember which one it was. It was The stakeholder stakeholder management was one, the first one like there was the introductory one. And then I thought there was there was meant to the one after the introductory one does I don't think he's there.

Davina Stanley 1:10:12
Isn't that interesting? Because I've had somebody else give me a question about that location in you know, in the process this morning as well. And

Unknown Speaker 1:10:24
click on it and there's nothing there's no video comes up. It just goes straight to the challenge.

Davina Stanley 1:10:28
That's what he said to Okay. All right. That's not what should be happening. So I will will be we're on that particular issue right now. Anyway, so let me have a look and say Shana should be having a look at that tonight, I think.

Unknown Speaker 1:10:41
Okay. So I'm

Unknown Speaker 1:10:43
saying I think everything else is going okay. I said I haven't had enough time to get it. This has been really good. And this will give me a kickstart.

Unknown Speaker 1:10:50
Like my gym program. Yeah. Yeah.

Unknown Speaker 1:10:55
chipped away, keep chipping away. No, call Right.

Davina Stanley 1:11:00
Look, I'll have a look at that in a minute back because I know exactly what the issue is as I can picture it. So why it's happening but what will solve it? And I'll let you know when it's done, but I'll email this to you right now. Anyways, got it. And lovely to chat with you and and so look forward to checking in again in hopefully in a few weeks.

Unknown Speaker 1:11:22
Yep, yep. Great. Thank you. Okay. Bye bye.

Transcribed by https://otter.ai