Webinar – Project Management for Continuous Innovation

Project Management for Continuous Innovation – Management by Project Mapping
By Kern Peng, Ph.D. <br> <h3>Auto Generated Captions</h3>

account this is actually starting our
round 2005 I start to organizing a
designing a class for Stanford and you
know with that right I actually used
years of my practices along with some of
the things that I find useful and and
started putting a cross together and you
know overwhelmingly there’s a lot of
students that joining the classes and
has been every year very popular cars
with you know large class sizes and then
you know I was encouraged to put those
down and you know in writing a book
about it
so this year so I have this book
published and the concept that I put in
is actually putting management by
project map in later when we go to
details you can see and most of people
probably know the concept of management
by objectives so he sends you
essentially is using project management
as a tactic not just for getting a
service getting a product done but it’s
a management philosophy okay and that
set up the foundation for continuous
innovation all right with that said I’m
not going to go to too much of the
details in a predefined projects and
things like that right so essentially of
the work that we do you know in a
typical company it will be high volume
type of activities operations and then
there will be projects so projects each
century is a zero to one process right
you’re getting something from zero and
getting into one and then the
high-volume manufacturing type of
operations will be want to end process
so with that right the project is
actually quite significant
for any typical companies because you
know when you getting things done and
typically the people are working on
projects are considered overheads in in
companies because their salary at sorry
is paid by people in operations and any
people that typically doing projects at
that time their salaries not earned by
them you know so with that right company
investing money and Co in doing things
that are not making money right now of
course it’s difficult it’s going to be
for the future of the come
me so that’s kind of setting up the
foundation for what we do in market so
with that we will talk about a little
bit about stick painting and when we
talk about that in Japan in my opinion
it’s very simple it’s just saying
outliving project so any company should
have a region and with the vision it
comes with setting the strategies to how
to achieve that vision and by selling
strategy a lot of times it means you
know setting up scene dividual projects
and mapping the projects together and
that makes up the strategy so separately
you can see the sentences here projects
of building blocks in the design and
execution of strategy for enterprise to
achieve vision so that right how you
manage project becomes significant and
again during the last couple decades why
project management has been you know
growing exponentially with people that
pay attention to it companies started
practicing it more and more right also
there’s a lot of research goes into that
as well so there’s several different
type of project management tactics out
there transitional age Iowa and extreme
I will touch a little bit about those
and then talk about this today so now in
my opinion my what is the key focus on
on doing project management a lot of
people will say wow just get the things
done you know finish the design product
or process or a services and rolling
them out to the market yeah that’s the
case but if we go back to the definition
of our projects each century we doing
projects to ensure the company to have a
so with that set right the project that
we are doing we’re supposed to have
so you century in my opinion by any
project management the overall
objectives and key focus it’s the
innovation aspect of that because if you
don’t have innovation with projects each
century you are just you don’t have to
competitive advantage right and then the
company will not have a good future now
of course they do innovation
is not just simply a slogan that you’re
asking for you to do obviously you have
you have to set some foundations and
with that I will state the foundation
for achieving innovation
it’s the capability light on your
company you need to get to certain
capability to be able to do those things
now what is the capability rely on it’s
actually the culture of the company if
you don’t have it weaker you will not
attract believable the talent and then
those talent won’t get developed into
capabilities so in my opinion
culture is you know kind of the next
layer of that now what is how to build
upon is actually the system of the
corporation so essentially if you have a
very critical system you won’t have an
open culture so your coach is heavily
depending on the system that you feel so
with this graph it’s quite simple right
if we want to build innovation and we
want to do you know project management
to achieve innovation process and we
need to build even we started building
from the corporate system and then we go
to the corporate cultures it and then we
get the capabilities and then we achieve
the innovation now
innovation required a lot of effort and
you know as I will buddy knows right
there’s a book that published you know
call it 3,000 won ideas you go to one
commercial success so as you can see
here right there’s a lot of ideas and it
gets into projects and over here in the
grabber is showing a hundred twenty-five
projects and then you get into early
development and then go into big
developments and then focus the market
and then you enter your bunch success
now if you’re looking at that right now
you know when I practice you know
traditional project management and also
a gyri the current mainstream project
management kind of focus on chilling
every project the same so their method
is try to get every project to a
sucessful ending
but if you’re looking at that
methodology and also looking at if a
company using project success as a
measure or performance you know
measurement criteria if you think about
it right if someone have a great idea on
certain things and they want to start up
a project but the success way is not
high and if the company are using
project success as a measure sequence
probably won’t take the initiative to
star those projects and again if you’re
looking at this graph it’s purely
statistics right you try too many things
and you enter you get to success and the
more you trial try by the success you
will get you know a higher rate of
success so over here if you look at this
right we started out with 125 projects
in a company do you need to have a tad
over 225 projects become successful and
the question is may not right and and
what we want to do is you know do the
learnings and through the things right
and some part just got eliminated and
then we’ll consolidate it and then turn
into different projects that you enter
you lead to success okay so setting up
projects you know in ensuring using
project management activity including
everything is successful sometimes may
not be necessary then seconds into you
know in in power management now right so
– we’ve not giving you know using the
others tactics and things like that to
ensure perfect success all we just let
the project go it’s at all right so in
terms of project management in my
opinion the first thing to do is
actually to characterize projects in any
given company right you may have project
that you have to demand success and in
certain projects well it’s okay
you guys go ahead – go ahead and try it
right it’s okay to file okay so we’ll
talk about that now
before we go to that right we want to
talk about a little bit about the
innovation aspect of it and from that
then we can see how we set up you know
work talk about the perspective in the
culture and the corporate capability to
achieve that innovation and then we link
it back to the project management so in
the innovation if you put that in the
time scale in the performance scale you
know if a customer kind of expecting
certain products behaves certain way
right so that’s the call customer
expectations and if you’re a company
that want to use a product that’s being
perceived innovative what you achieved
has to be far exceeding the customer
expectations okay so your performance
the product that you introduced to the
market you have to exceed that customer
expectation now typically when you do
that you get the customers attention
right now if you continue moving on you
know when you can initiate all
introduces second generational products
you still need to exceed customer
expectations and then in that point
customizing well you know your company
actually have some good products now you
have to continue to do that every
generation of product and if you don’t
typically if the customers say well you
know you your highest to lock these in
statistics shows that 95% of the
companies are gone within five years
after starting right it’s because some
of the products that when the yes is
exceed customer expectations have been
then again if we look at some
expectations and they’re longer races
right now if you continue on this
journey for a while then eventually
you’ve got your customers loyalty and
which there’s a quite a bit of a company
or real cheap like for example thick
apple right so now you can see here
right the line that goes in here the
customer accepts affectations continue
to move up because the more you gave
people the more they expect all of you
and again in libraries right it’s more
so more difficult for you to keep up
with that because you know again right
it’s more and more difficult for you to
create a large gap they change your
product wheel performance and the
customer expectations so what does that
mean right that means you know
essentially is getting more and more
difficult to do consistent innovations
right and then you only take so many
innovations to get to know where you
gain the customers loyalty now if you
continue on this path you will see
eventually at some point you will have
products that are kind of below customer
expectations because there’s no way you
can keep up with this trend which is the
case if you look at most large
corporations these days that exist for
many years right you know they have you
know below customer expectations’ now
that gets into the point that you know
it’s significant for cooperation to
recognize if you already achieve
customer loyalty right and then this
point becomes a we called an inflection
point because now you could you know
Tundra wrong again and then you know
customer will say yeah you know I know
you can do it right or if you go down
again below right typically the customer
is gone right so if you’re looking at
this right
you actually can reset the customers
so you actually now you can see right
you can ship the customer with the
different slope weather expectation in a
different slope even though your your
neck can run you can you you you know
still moving up about the new slope but
below that change the old trend right
you’re still being considered in
innovated so now this is the thing my
again most companies when they first
start up even if you take it the first
generation products most start they want
to invest all their effort to produce
the greatest amount of you know gaps
between the product performance and the
current customer expectation so they can
get a lot of attention from the market
that’s the case but you have to make
sure the future generation or product is
there and they also have to make sure
you continue to ramp at that pace right
so it’s not too many company to plan
this journey ahead of time typically
they just started doing it and then when
they you know get to certain one and
then they readjust it okay now who owns
the expectation of the customers a lot
of times once you are introduced into
the market you know and that becomes you
own portion of that because you know
before you have the first generation
products that’s fine you know the
customer has the only expectations or
other existing products but once you
introduce your your product and
exceeding the customer expectations
starting from that one on you have
contributed to the customers
okay so what that’s that right it is you
know the difficult question is you know
how do you give in a loose
now before we go to understand a bit
more about that we talk about your
different models of innovation right
first is the leader let innovation which
is you know does the leader has a vision
said you know other people couldn’t see
right the customer in the market you
know I’m not seeing and then they
execute it to that and and then with
that right
you have achieving the results that’s
over the customer expectations now this
is often seen in startups because
obviously typical startup leaders are
focused on product development at the
the first right and typically they’re
experts and this is model is really
difficult to maintain for the reason
that you typically cannot even in a
single person to do everything and also
when a company first started the leader
might have a lot of effort putting into
product development but after a while
when the company getting bigger and
started grow the leader typically have
to you know take their effort in example
hiring getting funding so it’s not too
many people can go back and devote a lot
of time into product development right
and of course personnel company that had
tried to you know going back to the at
Boyd jump oh again right his D job at
the time their tree you know he had
recommends the CEO of Pepsi to join him
and help him to manage the company why
he continued to focus on product
development but obviously the serology
doesn’t go too well for him and
eventually he got pushed out of this own
company right now there’s also another
thing that makes this difficult is
typically when a leave a division when
the company grows and they are hiring
people typically the leader will choose
the people that can ask you okay so
essentially is this how it goes and if
the leader is very confident that hey I
had a vision all I need to do is to have
people that can help me to execute to it
so those people we could call it a
corporate machine they have said well
one you know you know you’ve asked them
to one they weren’t faster than anybody
else and that’s what the leader want
now but the problem with that is if the
leader first-generation either step down
and the company will facing an issue
because certainly the person the setting
region is no longer in the company and
now if you are promoting the people that
you know follow for the followers for
this leader to run the company obviously
you know it can run but now they don’t
have the vision they lack the directions
right unless they learn through the
process which is a lot of company they
didn’t set out for for for for that type
of training for their people because
they want them to focus on execution all
right so you can see many a company get
into that trap again to face now so this
is typically how it goes you know when
you consider innovation actually the key
word in here is expectation now if you
have the second generation leader as I
mentioned right that is you know knows
how the corporate ones in those
execution now they don’t have vision
typically you know what they do is a
three they go by a typical textbook
answer which is the user focus astrology
so essentially they say hey you know I
have customer they’re paying me money I
just need to ask the customer what they
want right so you essentially you have a
lot of companies that design their
product by doing market research in just
the century asking hey customer you know
what do you want to see in our product
I’m going to give it to you but the
problem with that is you a tree don’t
get to being seen as innovated anymore
because you know the customers currently
what they want and you have a new part
that comes out right they essentially
just say hey you know I know what you’re
going to have because that’s what I’m
telling you to do so by lacking that you
actually don’t be in perseus innovating
anymore so that’s another trap for that
right so now you know the pickup OS
example again right for the you know
since the drop pass away with the latest
iPhones and things like that people can
obviously see a lot of things that
coming out you know it’s from what the
market wants right and going back to
mortal order how they come come up with
the phone at those times
thing right they and even though here
right they developed a products based on
you know market research which is not
necessary a you know a rice strategy if
you really really want innovation
because you want to surprise the
customer right and that’s how you exceed
expectations now with that I know you
know depend on one person is difficult
right so now the ideal way to do
innovation is actually a corporate
culture driven a century the project
team achieved you know innovative
results about everyone’s expectations
that everyone expectation including the
market expectation and also including
the management expectations that it is
set by you know the management staff
okay so now a lot of people will say
well that’s easy to say but it’s very
difficult to do through because under
the current management approaches and
principles a lot of times this is very
okay so now you know there’s a lot of
company that transitioning to this
culturally driven innovation right when
a company first started out and they
decided it to be doing it this way for
example like Google right Google has it
you know typically have a good culture
and you know Google employee you can
feel free to start projects forming
teams on their own and doing all those
kind of things right and then that’s
ready to you know surprises and exceed
you know market expectations right so
now you know before we go to talk about
the details set up about you know
achieving this innovation right reeving
the cultural driven innovation and you
know I in my opinion right if you just
want to get things done not just
innovation it’s you know you need to
have the people that have the ability
and also you know they are willing to do
it for you all right so a very diverse
view and then you can take that into you
know achieving innovation and that’s the
basic you know basic elements for it now
well this is the view coming from these
entries are coming from the culture of
the corporation now when you’re a tree
you can translate this into very very
micro level into a person if you want to
hire somebody right you want to hire
that person that you know knowing the
stuff each century the purity and also
willing to work for you right so where
the wheel coming from a lot of times
people looking at people person’s resume
write the resume only shows the ability
and typically the past ability right so
that’s why a lot of managers good
managers their focus are hiring on
behavioral interviews by looking at
cover letters all those things are
essentially finding out the view of this
person why is if this person want to
work for me by particularly well for
this department you know so that’s the
thing my the wheel typically is also you
know for a person is out of the
personality that we also need to look at
right now in the corporate settings that
we use collectively you have you know
certain set of things that you know
governing the people’s behavior and
that’s the sort of thing this is the
culture and that culture drives the
wheel of that company right now where
would we get ability obviously it’s from
learning now for you to learn a tree
that also gets into the wheel you know
people cannot learn stuff and master
stuff especially and getting to advanced
abilities without the wheel of doing it
so essentially the wheel is very
important right so you centrally just
like going back to hiring as a manager
right if I hire a person that has those
ability and will that’s great but if one
is is lacking in one areas right I
prefer leaning prefer towards the wheel
of that person right because if that
person has a strong wheel they will
learn and we can teach them and then
they will bring the ability now as I
going back right
the wheel is coming from typically it’s
you know the work values and all those
things is coming from a person’s
personality and typically your
personality is being set at a very young
age before a revenge
rewrite the studies already showing that
so as a manager for hiring somebody you
know essentially I’m going to invest to
keep that personal ability but for me to
change a person and that’s the real of
that it’s very difficult right so that’s
why I’m leaning towards will now with
that set right you know what is manager
after you’re hiring a person into your
company looking at the view each century
the managers duty is to maintain the
work environment making sure certain set
of you know certain Google people right
are comfortable in working in those
environments and because if they feel
that environment is not something that
they would like to do they will leave
the company so that goes with all the
culture that they bring and everything
else right so you century the
environment you know it’s very
significant and that environment it’s
actually the compa systems so now you
can actually going back to seed you know
the early slides that I’m showing right
why is copper system is the foundation
of culture and then culture is the
foundation of the capability and then
capability is a foundation of innovation
now with that said right let’s go to
talk about the mainstream you know
project management so essentially for
mainstream project management is overly
emphasized on processes in control so if
you’re looking at the PMIs PMBOK when
they first introduced first edition of
Pemba have three seven processes the
last edition will pemba i’ll regrown the
process into 49 that’s a significant a
significant growth why because of an
management right they want to make sure
they’re doing things in a confident way
so the century they sent out all these
processes and if something that you know
that goes wrong and they will naturally
come in hey you know let’s put up six
them and paper passes together the co
with it and that’s why you have making
traditional project management and more
and more complicated
okay and you know in my opinion why in
this day of information age we want to
execute things faster we are turning to
simplify project management processes
not making it more and more updated okay
so now if you’re looking at this right
dr. Deming the person that introduced
lean and everything to Japan I have a
very famous quote say a best system will
be the good person every time so that
shows you how importance if they call
for system and they’re called the system
it’s actually including all the policies
and management tactics and everything
that you use that bring thing to ask the
people to do right that includes that
you know that the current mainstream
pasture management systems put in
traditional and also including HRH I
also making a lot of things complicated
and a lot of processes required for past
you know rows and responsibilities
define very well for project for for
some masters other owners and all those
things right so you century their ideas
i hey you know i have objective let’s
set that objective and then i put up a
gal you know along the line so you know
my employees operating good lean right
and again manage managers typically a
very vocal about telling the people that
if you know the employees are reaching
you know one side of the girl or the
other side right and if they do good
work in the century
you know the given rewards again you
know they paced them and then if they
didn’t do well you know they started you
know ask them to go to meetings and and
tell them you know need to discipline
them in doing other things right now
this whole set of things essentially
what we call the policies and procedures
clear combines combined success so if we
want custom you know you if we want
employee to do things that are exceeding
customer expectations also your managers
obviously this system won’t work
right so now you know getting back to my
you know principle of management by
project map thing essentially the first
thing I want to do is projects are
actually you can utilize them like just
to achieve you know getting a part out
getting a services design and things
like that you can actually use project
to view a HR balance in open
organizational systems essentially if
you have a you know berate aquatic
systems or a old traditional company
that has been exist for many many years
right you want to go do something and
want to encourage employees in Norway
right the first thing you do is using
project and mapping those projects into
your company to you know help your
company to first change your
organizational systems and once your
ghen ization systems are changed to a
certain point the people are comfortable
with that and the people at you know
then you’re looking at certain set of
cultures and by the way also you use
projects and start up those projects to
achieve those cultures and then of
course you can easily use projects and
every projects like learning opportunity
right ticking you know capability to you
know to push the people with the you
know challenging the people right so
this Hatem an instrument is not just
simple as hey i have a product then we
need to get to the market let’s use
project management no project management
it’s actually a management tactic that
can use to change your design of your
corporate systems and routers and also
capabilities so now here’s a you know i
have each slice showing some of the
things there you know now most people
fold that doing part your management or
you know large projects are being done
in in the matrix format is where you
have a project organization with the
project manager and also you have
functional managers and then you pull
people out of the functional
organization also reporting to the
project manager right now we can use
that you know methodology of metrics
to increase to get the flexibility of
the organization and age are you know
eternity into your current systems if
you don’t have that right so essentially
you can start projects then you know
naturally introduce new organizations
into you know into your your your
corporate environment right and with
then right people are kind of
interrelated and and through products
and functions and things like that and
century so we’ll be having more open
environment now again there’s a lot of
other tactics that you can use right for
example why now most companies are
operating under the notion that you know
the love the more leveled organization
are it’s more effective and more more
you know decision making is faster and
everything else right now the more
leveling of that organization is
typically the problem with that is
people have less chance to promote into
the liquid level because you know so
many people only have one managers and
that manager didn’t go somewhere else
right then you don’t have opportunity
for others now you can use projects to
cope with that because you cannot have
formal managers but you can have almost
unlimited project managers and then you
allow people to stop their own projects
and be their own project managers and if
they may those things success right and
may whenever they’re doing success and
become a new product they introduced to
the market now literally those people
can become you know department managers
and owning a team like Stewie century if
you allow people to start a project in
their own right in any corporations you
know people cannot come to you and
campaign it out there’s no you know
career path to to moving up right
because you can tell them hey you know
go sell your project and if your project
being successful obviously you know you
can have your own department or managing
your own product or whatever in the
future right and during that process you
you develop the leadership as well right
so so that’s something that you can have
a reuse project not give
that we already talked about earlier
right it’s some of the project you have
to make sure that hey it’s okay to fail
right and in the Silicon Valley the
whole reason why we are actually you
know being more innovative as compared
to other areas if we are more willing to
try and we are accepting failures of
better in up and other pages right so
now famous likewise right and if you
allow people to do do projects and and
you know focus on things that they liked
right and obviously they have a strong
will to get those done and some of the
projects even you know they when they
first started you don’t do dumb enough
resources and they will try to find
resources on their own and you know
through their connections do the you
know experts that they they know from
and and things like that right – kissing
stunts because if they know that when
they finish those projects they have a
great success in their career path right
and that’s actually helping people to
dry those wheels and if you have a lot
of people are doing that in the company
obviously a culture is a collective
culture for the cooperation by everybody
trying to do something like that then
you will have a culture that everybody
you know pushing up for it and try the
new things and try to exceed those
people’s expectations right and then you
have an innovative culture okay so
that’s something that you know going
into that a now of course capability
that’s actually a little bit even more
easier because when you’re looking at a
corporation right if you want to get a
certain of capabilities you cannot just
say hey you know we just kind of studied
or something you have to do it right and
and you do some projects hey you know
and it’s a processable learning and you
may not get there you know at the first
project right meaning you don’t you know
want to set that hey you know this is
the first project that you try and I
want this first project to be successful
but you ventually you ask them hey what
do you learn from it and what did you
you know get from it right and you
eventually you’ll get to the capability
that you want to get right and as a very
people it’s very seldom that people run
something and then they just stay to the
side because if you give some skill sets
to so
people and they want to practice it and
you century that where you indicate
projects for creating capabilities all
right now that gets into the project
mapping side of things okay so you
century this is the concept of project
management management of a project
mapping so as I mentioned before why we
need two separate projects in the
cooperation you know certain projects
needs to be successful and certain
projects is okay to develop right so now
I’m putting the project into these three
groups so the first group at the very
far end right and again we pop this in
access one is time axis as time move
over right and you’re looking at how in
the future right and then the other one
is the learning exit okay so the
learning answer is the one that causes
to the innovation and my model there
right so now you actually need to map
those projects and the projects are the
circles in in this in this graph here
alright the bigger circle means bigger
projects you’re putting more resources
in and smaller circles means smaller
projects so for the really far to the
lab those were I call path finding
projects and there’s a experimental
oriented okay so for a company that
realized with companies region and
mission because that’s a long term right
but for you have that region you cannot
just say hello let me finish what we do
why now and then we’ll see what we do
when we have time we’ll get to that
right at this town already
you have to experimenting things that
related to your vision right and that’s
in the future and mission is a purpose
payment you century those two other
strategic means then typically over good
them together so you have to do you know
quite a bit of those projects okay now
those project you don’t need to be and
you know getting all those projects to
the successful end it’s okay to you and
again you have to evaluate them you know
frequently regularly and then you know
you determine what to do with them right
now the middle section is a quad
projects so core projects you cannot do
too many because that’s where your next
generation of product that you’re going
to introduce
to your market and that’s going to be
sense to sustaining your company for the
next wave rule for the next cash card so
you cannot do too much you have to be
focused in those projects you know you
actually have to make them successful
and you have to we’re set within
correctives okay to get those done right
now that the really left side of those
projects again we’re getting into
smaller projects now and those what we
call it continuous improvement focus
projects so with those projects the
century you it’s you can be finding your
process you’ll be finding what you’re
done in the core projects and also try
to promote those core projects into
notified market segments for example you
know capture additional values for you
right and those are the things that is
there but more importantly actually you
know it serve as another I mean here is
the cultural aspect of a company if you
think about it right typical large
companies they actually set out to have
the research labs to do the pathfinding
projects so you century of all these
famous labs like bell lab you know at
the bar and then XP lab Intel labs
Google eggs like Facebook creative labs
right and then you also have product
development groups right those are
people that do in the core projects now
what are the regular employees doing in
a typical company right another than
company that ideal doing culture for
others right your first people it’s
actually more than your research people
and more than your development people
are at imminent evil if those people
don’t participate in doing projects you
don’t have a corporate culture that is
innovative and everybody try to HCl
buddy’s expectations that type of thing
okay so essentially the continuous
improvement project settings serving as
a means to encourage everybody
essentially you challenge every
employees in the corporation can you do
something faster can you do something
that is beyond the expectation
of people that are accept accepting
whatever you do as a receiver right you
know discuss you have create a whole
value chain all the way you know to the
customers right so essentially if you
look at those things you can see this a
critical teens are doing very well in
those cases and you know they are not
only you know the corporate culture is
not only served by the product people
the research people and for example I’m
going back to Google again it’s a good
culture right and the Google you know if
we go and look at Google slide you go we
sit down like the environment is
changing and a lot of environmental
studies that are being introduced to it
each century is there people maintaining
the building they’re taking the
initiative to make sure the environment
is actually you know exceeding the
employees expectations right it simple
everybody does that right now you know
Google HR they come up with other things
right so there’s surprise other people
if everybody in the company to do
something there’s surprising other
people’s you century if you are product
engineer you look at hey the people
around you right and administrative
assistants and and and the building
maintenance people the HR everybody try
to go out their way to try this
something kneel by doing some project in
addition to what they are asking to do
in the job duties right then they will
do something be young expectation as
well that’s just the culture the culture
century is like a peer pressure you know
push people to do things in because
that’s acceptable by a group of people
okay so now you can see how this setup
is now if I give you a little bit Acron
about hire you I developed this model
each century is one of my functions in
Intel is also a career advisor so to
Korea lysis and this is a model that
we’ve been using for guiding a person to
achieve their career advancement so you
century you have two exits here right
that the time scale is quite simple you
can just ask the person hey you know you
want to be successful in your career hey
what is your vision and and you know
what year from now you will see yourself
at the peak of your career and what is
region looks like to you so you can’t
really define the timing and also you
already defining the division right now
once you define that region let’s say
for example if an engineer might not
wants to become a general manager
obviously now we will say hey you know
you have that vision but now let’s look
at the learning scale now your core
competency is the engineering you know
tech technical side of things now we can
map out the learning scale learning
access right to achieve all those things
that lining up step by step to you know
if you want to be a general manager
right those are things that you need to
line up to your vision right so now you
can already defining those two SS now
you can put the project according those
and what time I think I need to call it
those and now you can kind of define
what’s path finding projects now what is
core project in an individual career
development it’s actually the things
that you do to get to your next position
right so why now you have your own
what is your legs position okay so then
you need to invest the most effort to it
achieve that right and hopefully you
need to be successful and that to go to
the next position before you your talk
about your vision right so essentially
this pans out for the individual now it
gets into you know what’s the continuous
improvement of projects there for
you know when we do the career advisor
sessions most of the corrupt people that
come to us saying that yeah great you
asked us to do this
you know Pathfinder in Gordon and stuff
but I’m going to beat you with my
current job you know I’m doing overtime
and doing all the stuff my person to
them is hey if you were taking all your
time to doing your job by now that means
you just very qualify for for your
existing job what you need to do is
figure out and learning the scale skills
to be able to be efficiently doing
current job so your goal is for example
you take six days to do your current job
okay next quarter I would like you to go
down to five days and you can do your
current job in your bosses you’ll be
happy about it right and then we set
another objective for the next quarter
to go down to four days now you will
have extra day to do some other projects
by otherwise you will never be progress
in your prepare so likewise right so
those are the continuous improvement
projects for its the skill set that you
need for your current position to be
able to sustain and be able to you know
you should generate additional time and
resources for the others okay now by
looking at this map right you can
actually see that hey you know there’s a
few projects in the middle and there’s a
lot of projects and the path finding
this is quite a bit of projects also in
traditional or not on the continual
process now in terms of the using
project management tactics why now I
think that this three makes a group of
project management approaches right
there’s a traditional management project
management which means you know I would
I set the pair now and then I’ll just go
executed those those pans so it’s a
panda work work the pan right and you
also have the a double portion of it
which I mean my belief is very well
fixed for projects and then also there’s
a team project management that currently
is not defined too well but it’s very
good for the past binding projects right
and for those of you that you know not
sure did the history of those three
tactics by 20 minutes is developed
mostly in the early days you know in the
advisee the column ladies by defense
projects and all those things and then
later on you know when we have the
Internet and that’s the the you know the
mid-90s and things like that where
extreme projects extreme programming and
all those things start to come out
because at those times especially in the
Silicon Valley you just don’t have time
to pan you know when you finish the
throw pan and people already execute to
it and you already too late to the
market all right so at that point on you
know you come up with the face and you
know just do it I and like yet we caught
on it with this timeframe and making
that statement very well you know set
right so now that but if you’re just
doing it again it doesn’t go too well
you know that and you know in my opinion
large portions and leading to the
dot-com bust because you is very
inefficient if you don’t do any Pantages
go do it right now HR is actually kind
of hybrid between the extreme and
traditional ok it’s not getting more and
more people use it after the year 2000
right in standard to getting become
mainstream expecially in software
development with the scum and all those
processes where so and that’s I think
it’s pretty good for you know four core
projects okay
now this model you can actually set it
out and if you can see here right if I
separate this into you know six regions
you can actually use this to analyze any
particular company and if you know the
company well enough right so essentially
you take a given company looking at what
they are doing why now what are the
project that they’re doing why now and
you can actually put the circles into
this map right now if you put project
and if you have project on the far left
region right that goes to the vision we
essentially is three and six right you
are okay right if you don’t have those
projects which means you only have
projects for your next product
generation you haven’t think about the
future and the projects in six it’s
actually creating options for you and
that’s why going back to this right I
put that as a like a Ferno and the top
you century
the more you do on the past finding the
more options you will have for the
future generation of quad projects as
the time moving forward
so you either combine some of the past
finding projects or or making certain a
pest funding projects longer to become
core projects for the future right but
if you don’t have projects on six right
then your company’s future will not be
too bright because you run out of
after your next generation of products
now I still won’t
Goodwyn recommend people to put projects
and numbers three because those requires
you set up pretty low and with that tree
node that means when you introduce
introduce those products out there
obviously the comparative advantage is
not too high and you have to force the
rely on marketing and all the other
strategy to make up for it right
so the prefer projects is actually on
region six now getting into the middle
section we you know region two and five
now if you have partner in – that’s a
tree or prefer because for those
projects we want successful you know to
finish those projects because that’s
next generation or product to the market
and we need to get that out and we need
to get that out quick now if you’ve used
to eleven five a lot of time that means
it’s require advanced capability that
either your company is not quite master
well or the technology is not quite
mature essentially if you’ve got a lot
of project in five you will delay you
will experience the lay of the project
why because those projects are actually
belong for six if you think of us think
about that right so you you actually
would prefer to do it large-scale
projects not too many because you need
to focus on resources and by the way
that quad pining project projects like
Express train for your company when they
come in air we train youth right so
those are the things that every company
should know hey
this core project for my company and
when those company comes in all the
support people i purchasing legal
picture of whatever those people you
know they have to put down and whenever
they do to support those projects first
because you’ve we’ve won those project
to be done quickly alright so so that’s
you know putting a number two and again
there’s a lot of company that they’re
doing since events they’re losing too
many quad projects and leading up your
lack of resources and and and and then
eventually ended up selling okay so like
for example in Chinese company call list
is exactly in my opinion that’s how they
felt okay now that goes into you know
does I laugh the last region one and for
now that’s for free because you want
people everybody this is for every
employee you challenge everybody in
their own position to do something that
is you know and to click on project that
improve their own you know processes and
their own jobs right so with that said
it’s literally those they will actually
seeing to use the extrinsic you said
that the work goes through their court
you know so you said three is most
likely it’s going to be in one right now
what happens if certain employees that
actually doing things in four right
first line employees that are doing
something in fourth well you don’t want
to put them down you actually want to
encourage them and what you do as a
management is to actually provide them
the link to the research group that
doing projects in six because again I
siege upset right I guess one code that
this D job has is you know the people
that are crazy enough to think that they
change the world are the people that
that freeze you know eventually they’re
right so if people that are a tree out
of you know things I like by Intel a
tree we have one person is on a factory
vodka tree walking in their garage to do
a space shuttle right so those are the
things that you know some people are
crazy United with UF in you know kind of
use those projects and link those
project to the research labs and link it
to the six and try to use more resources
to helping those people eventually
probably moving those people to
to the research side of things as well
right so now out of this painting you
can enter analyzing a corporation in
terms of how they met the project so
this is essentially the whole concept
that I’m talking about here you know in
doing this right now I here I have a you
know characteristic of the projects in
the sanctuary first thing to do is look
in your company’s and making sure you
have projects in all three areas and
again looking at what the focus is are
and you know the time lies here the
target and everything else is already
lined up with what I talked about before
so so I’m not going to go into much
detail about you know you each boxes
here now you know once you map this this
again is a strategic level right so once
you have that now we transition into
technical management so if why now take
the Kapadia management of course
transitional project management in HR
and and and all those things right so as
I mentioned right the process is getting
more complicated because every time
people seeing something that is you know
it’s inefficient they put out additional
process to manage it so in my opinion
project management need to be simplified
it’s quite simple you know if you look
at this here right so we kind of keeping
the project lifecycle right from
initiation the definition to execution
the implementation and then we get with
salts and previously before focus on put
on components and I also want to focus
on learning as well okay now out of the
understanding all that in the time scale
the first thing we have to do is set up
the infrastructure for people right and
people is the most important thing for
projects and that’s where innovation
coming from so with that said it’s the
century just what I went through from
you know the setting up the corporate
system and then getting the copper
system to to you know suitable for
certain culture that you want to keep
right and then the culture has to be
promoting the capability of that and
then your chain ovation okay with that
f3 that’s the entire overwhelm the over
the entire like project lifecycle we
have the focus right so a list level on
that it’s actually managing information
because project after all it’s you know
gaining a ideas right and how do you
initiate those ideas and after the ideas
initially share them by after you
sharing them then you decide which one
to go for and then you take actions and
but you know you doesn’t end with just
finishing actions you do retrospective
to see what we do we learn from it and
you said anything we can do better
right so you century you have a whole
flow of managing information that’s the
next level and then after that now you
know when you finish the initiation
phase right you century go to the
destination you central you’re doing
project pans you actually painting the
activities now it’s how do you manage
the test and when you manage the test in
my opinion are three you know initiate a
new method most people doing traditional
project management is come and
everything knows a typical method to do
is actually a work breakdown structure
and I introduced a new concept called
work view up structure that changes that
and you know we don’t have time here but
we can get into more details and also
later on if you have
I will show you the organization of my
book then you can see what those things
are okay and then after we do that make
sure the sequence of the text and what
needs to be done was neat and again
traditional project management focus on
all the network diagrams and all those
things and it’s actually don’t need to
be that complicated okay and then after
that we assign ownership and then we
manage the risk to that where assign
risk to to associated items and then the
next one is doing the schedule you
notice that direction and then do the
scheduling and also here I introduced
the critical training scheduling which
is not based on date night okay and
based on that it’s actually using the
cultural perspective of things to
pushing people to do things faster so
that’s actually my overall project
management models now that goes into the
book that I am actually putting out here
okay so like I mentioned why I started
out this book you know of starting out
teaching in Stanford’s of 2015 and then
you know slowly right and also a lot of
students are contributing to this and
too you know we find this process so the
textbook has ten main chapters and and
you can see this to graph that’s really
kind of showing you what those are okay
the first chapter we specifically talked
about innovation and define what that is
and then the next one we talked about
project management any century we’ll
talk about a project management
lifecycle we talked about the different
project management processes out there
that that are the poachers that people
are using right and then the next one we
talked about strategic planning your
Center is just mapping projects it’s the
top after that I’m showing they’re right
mapping project into you know the path
finding the core project to continuous
improvement projects and then the next
one moving into people how do you set up
how do you make sure your copper system
you know it’s there and what kind of
culture you want my any capability and
then you eventually get to innovation so
that’s the people in chapter 4 and then
in chapter 5 we talked about you know
informations and we introduced tools how
do how to generate ideas in addition to
bring storming and introduce you know
bring writing things
warming certain to so I also introduced
new tools for corroboration decisions
and all those things that I find useful
that I practiced and seeing good results
right and then the next one is tests how
to do the you know warp you up structure
and things like that and then chapter
seven is how to manage the time advance
three factors are specifically to
managing different type of projects so
chapter a is about me how do you manage
pests finding projects and number line
is how do you manage you know the quad
projects and number ten is how do you
manage the continuous improvement
projects now when I do this book where I
also put a little bit of innovation into
this book each century
l we chapter that I put in this book
have four sections and there’s a
c-section there’s an M section in the L
section you can call this top level
medium level and low level essentially
each section is is saying you know like
top session is tape what is the concept
that I’m introduced and then M session
is provide you some of the reasons and
explanations and then the L session is
tell you how to do it so you century for
the people because I do understand
there’s so many different audience here
and then some of the audience are
focused and strategic planning so maybe
all they need to know is that the
reading the concept so in that case you
can actually read this book not going to
chapter by chapter but instead you can
go to the session by session so you
finish the T section in chapter one you
can go to the T section in chapter two
and then you go to T session in chapter
three and that’s pretty quickly you
finish the whole book right now if you
want this ended up the project Phi and
saying this right then you go to the M
traction right and for those people that
are more technical the hey I want you to
execute right then okay then you can
with the L sections so essentially if
you know this book x-rays are available
in MSI and all the pages Barnes and
Noble in the website so I do recommend
you to buy the painted spoke
the whole book is over 300 pages and all
in color and each section actually color
code each session so it’s easy for you
to look at their color code and then go
to the sessions and the reason why you
buying a yearbook it’s okay but the
e-book you can only jump from chapter to
chapter you cannot jump from session to
session and also when you’re doing the
ebooks when you just go that the screens
and those don’t have the colors code
that with each section so it’s really
difficult for you to using that method
there okay so so you century that how
you know the book is being set up to do
now here I think you know this I
supposed to stop in in around you know
10:15 that I’m taking some of the things
that you show as examples and and some
of the things and the first I want to
show is the distances that the methods
that I introduced the what we love
structure compared to the work breakdown
structure so so each century if you
think about traditional project
management right we sell above the
project and then you begin down because
of components and then you continue to
create success so you know taking a you
know building of house as a project for
example I show you continue to pick it
down now notice that this is actually
very difficult for people to consider
innovation into the project essentially
every level that you define you can only
think of you know underneath those
things right and then also if you go to
your theme and as you can hey you know
want to build in the ocean into this
pocket well people that might say hey
I’m only doing the concrete you know how
can I do I in a way I have no idea I’m
just not participate I don’t care right
so again when you when you ask the team
to you know when I teach the class where
I asked the team to do you know in in
class exercise right started doing the
work breakdown structure and they feel
that this is very you know technical and
in a sense a little bit of a boring
because they just say hey I need to do
this and let’s figure out what this
makeup off right so it’s just
possible group now this is a century it
top-down approach and once you scoop
define in the next level define you can
only go down to the next level right
people typically is confining people
people don’t think outside of the box so
what I’m introducing here is another way
of doing things instead of doing the
breakdown we are doing a build up
structure so essentially as hey what are
the bare minimum fundamental things that
we have to do for this project right and
then after that what else do we need to
do and you view up one layer at the time
up to the point that you know okay when
I get to that point and if I stop and
encoder the project is done the customer
actually is willing to pay for it okay
now that you know that’s where the
customer and market expectation is right
so essentially everything below that you
go with the traditional project risk
management right and then you can take
the risk now about how the line is
something that you need to figure it out
and those are the things that you need
to keep confidential don’t link it to
the market and don’t give it to the cut
don’t tell the customer because once you
tell them it will come out of this
fixation those are the things that you
are trying to offering surprises so
essentially this is how it goes right
when you build a house for certain
people you know eight the person say hey
you finish the other rooms finish all
these things yeah I got the key and then
you know you pay me the money now
emergent if a customer goes in the house
and suddenly they see something that
they didn’t seen before and and and in
and they don’t expect Wow they say hey
you know that’s where he was why I’m
paying for it and they’re not just
willing to up the paycheck they’re
paying with a smile and they will tell
their friends and their families and
everybody and that’s where the
innovation comes from right
so essentially you keep those things
quiet now again this same model I use is
also initiative at the time that when I
doing career advising right essentially
is the same thing you know for any given
employees right you can actually map how
the things that your boss expect you to
do but if you’re only doing what your
boss expected out of you you’re not
going to get to the next level of
promotions and things like that and you
have to do something extra and that’s
something extra
hopefully you need to keep it
confidential you know and and make it a
surprise right now again all things you
don’t need to pin too many of those
things and when I do the exercise in
class people are doing this and they see
that everybody is mining there’s fun
entries of fun exercise to come up with
something that people don’t expect and
it is relaxed believe me and you can you
know grab a group of people and you can
go to the same exercise just like using
a building a house then you know people
who actually you think about hey you
know if I’m building the house first
right I have a vision what is this house
is for is it for the for the people that
we hire or is it folded for the young
you know
here we go high-end people right once
they have that they will figure out a
way to hey you know how can I surprise
them when they get the key and when they
people talk about it and talk about it
they actually create a lot of energy so
the process is no longer like the
traditional project work breakdown it’s
become like a schematic type of exercise
okay so so again this is building up to
the vision so I in the chapter in my
book III I specifically guide it and
again it’s using post-it you know you
define the functions and features and
throw that you divide it and you know
define the test then you need to do so
it’s a whole process in the book that
guiding people to use it is this whole
new concept there called we walk you
look up structure right and again if you
just pain co2 still the BBS right so to
to make it different I kind of put a you
in between so that’s why I call it a
rocky web structure like now again if
you talk about risk management again
traditional project management is risk
management it’s essentially what I call
Wis containment if you’re going back
here right so essentially the map
projects risks based on the impacts and
the probabilities so what your managing
risks essentially very simple it just
reduced the probability and reduce the
all right but if you want to reduce
poverty with impact a lot of times you
say hey I’m not going to be creative I’m
not going to do something and that’s you
know be conservative right then you
reduce the probability but if you don’t
do that you know where is your where’s
your your your risk you know where’s
your innovation coming from right
so instantly here you know for keeping
the things on the top of the line
confidential you create a psychological
safe environment for your team to do
things because you know out of those
three maybe one or two doesn’t get out a
doesn’t doesn’t materialize it’s still
okay because the customer doesn’t know
it right nobody knows outside the team
so he’s entering everybody feels like
you try something it doesn’t work out
it’s fine right now the new model again
I introduced here you know to manage the
risk is the century it’s no longer just
in the risk containment on the bottom
like the traditional project management
it’d be about the customer expectations
I obviously you can see right the scale
there I have the green of surprise right
so you know probability you have
creativity because the more creative you
get and maybe there’s a chance that you
have a probability of sterling right
okay you can actually put up with this
kind of matrixes and then the impact
actually recorded or the opportunity
that you create a bigger opportunity
today you create the more risks you want
to take right morning impact you know
with you you’re willing to live with
right so you century you can actually
put in scores for each one of those
paths the doxa for you tivities or
functions into this and then from that
point on you can choose what to do and
prioritize those things right so that’s
another way of managing risk okay so now
on on the next four minutes or so I’m
going to introduce a little bit about
the scheduling some things right so
instead of traditional scheduling
everything is focused on deadlines right
we want to actually you know initiate
different type of scheduling and which
is critical change scheduling Oh so
again you can use building how process a
mean to you know doing the exercise so
people typically defined the
schedule is a gain char and then
everything cha ends with the deadlines
and things like that you have milestones
on the projects and all the toes necks
right now again you know the do days
actually introduce a lot of bad
behaviors for people and and the student
syndrome you can see here and then also
you know Parkinson’s Law once you define
something the work expands to fill the
order getting a timeslot and then also
when people giving you the times they do
petting and then also people sitting in
multitasking and all those other things
into this game so in my pocket spells
out all these you know problems with
conditional scheduling and now going
into critical change scheduling right
critical change project management was
introduced you know in the mid 90s but
still I wouldn’t say you know it caught
on too quick you know not what we
accepted and in practice it’s because
the issues in lies on how to manage it
how to do the scheduling itself so you
know a century the concept is putting
this as out and then putting a buffer at
the end but by just doing this a lot of
people don’t like it especially you know
employer you seeing manager doing that
and just say hey you know you just want
to push us to do things quicker and the
create a safer at the end but it’s not
just that simple and if you know in
terms of any schedule when you develop
the schedule schedule is it’s just
something on the paper it’s how you
track it how you manage it the caf so my
whole concept of rounding the the
critical change scheduling it’s mostly
on the how you managing it
because you know when you’re managing
that light here is a quick example of
you know how you manage the critical
change scheduling the time one is
traditional project management so if one
thing delays on a critical change
everything delayed you have to push out
the timeline right now in critical
change scheduling one thing delayed what
you do is you ship the test out and what
you do is you keep track of the buffer
consumptions among photographers
assumptions you can actually allow you
to make accountable for each
individual’s okay and and that’s
something that you know I don’t have
time to go into too much detail but
those are the things where you go out
and how you should use this method and
how you manage it and here’s an example
of a development with to change command
and again this is example how you do the
critical change you get your own type of
things and once you finish how do you
you know do calculations and keep track
of a buffer and then you entry how do
you manage individuals and then looking
at what are the percentage that they use
their consumptions and with that you can
actually measure individual performance
in the individual test performance
instead of the in the old days one
person delay and everybody delay and you
very difficult for you to hold somebody
accountable for something right and then
you can also keep track of the whole
buffer and everything else you know in
the overall project progress okay
now also going do a little bit more
second or getting they think they chose
other question Richard if you can go
ahead and ask yeah I have one more
minute and I want to go to this three
slides and then you know we’ll open up
everybody for questions sure yeah so the
last one just show you quickly about you
know remember the last three chapter
that I put in is specifically how to
manage pests finding projects code
projects and also continuous movement
part mixes so this is some other when
I’m using for managing pests Bob firing
project I caught a six P model so you
focus on passion and purpose from that
you define the bush projects and PI or
those projects and then when you do it
you have to do with patience and
persistence and then how you manage
performance also proliferation of
knowledge is important so those are the
six p dimensions and I will also
actually separate they further define
the Pathfinder project into three
different areas so some projects was for
strengthen mission and some project
capability and some projects are
creating options so with that and
different type of projects also have
different type of management techniques
and how do you measure success because
obviously we cannot use the successful
ending for every project to see
successful or not right so from that
point on and guiding everybody how to do
the projects in each areas and then also
I will be topcoat the last three chapter
I have a checklist for people to you
know check on how they set up to manage
those projects
alright so that’s actually all I have to
say in here so and now I’m opening for
Richard I have unmuted you you can go to
ask your question thank you I’m sorry my
phone was on mute as well I I was going
to say in in your example of home
construction you you break down the
boundaries of the different domains none
that you know so that the different
stakeholders can innovate across them
but home construction typically
performed by multiple different
specialized companies with your
subcontracting – and that might be
reflected in I see for example if you’re
contracting with another company to
manage their data centers or perhaps in
contact with a different company to do
certain software development so forth
how does your frameworks accommodate
this model so essentially it is when we
doing this right the first thing you
look at is – overall you know what other
things that you know you want to
surprise customer for right and
obviously you have a management office
that will is and then you can – you know
highlighting what needs to be done and
then you subcontract those out now below
the the customer and marketing
expectation line those are actually not
too much different compare the
traditional project management those
things you need to be successful if you
don’t successful the customer won’t pay
for it right so essentially this model
tells you that yes we want innovation
but innovation does not necessarily mean
you know everybody have to do a you know
to innovate right for example the people
that doing that the country there’s no
point for innovation right
and did I answer your question correctly
right your first thing is to you know
look at it from the project level and
then of course then you contracting
those people out right and defining what
you do well you know that the acceptance
criteria for those people and and
depends on the test that they do right
some some of them are have to be you
know meeting the customer expectations
so there’s not much deviation all of
those things they have to do it away per
pen right and things that about you kind
of keep track of and ask people to do
which you know you can have more room to
pay with
okay hello ah yes thank you
in other questions
hi I have a question when you talk about
the key ingredients for innovation you
spoke about learning ability Whittle and
innovation so of all of those you and
also the culture in the environment
which one is the most important you
think especially for a young person
starting out well like I say right this
foundation is the corporate environment
crispy stage right people only want to
work for company you know they feel
confidence for it like example in my
poetry is parallel like this right the
reason why a lot of company nowadays
like Google and things like that you
know they they put you know in their
corporations using arc as the
decorations and also allow games and all
those things in the company essentially
it’s the create environment to attract
certain type of people and again the
artists people for example right they
have creative genes in them right so it
would be ideal for Google to hire
programmers that also you know learn
archive and they’re young and everything
else right because they have to
creativity kind of things there and for
as a artist why a lot of things that you
do you’re you’re going for mastery and
you are not going for monetary rewards
just like you know you’re paying a
guitar piano piano or making paintings
and stuff like that you’re not going to
make much money out of it but you’re
doing it out of the enjoyment and happy
right so those are the people that we
want to you know incorporate into the
corporation but if you think about it if
you are at is going into a company
there’s like a transitional company the
carpet is gray the wards why do you feel
as like artists they are confident about
that right so there’s a statistic show
that about 62 percent of the employees
joining a company within the first month
they already determined that if this
company they want to continue as they
are in a long term career in that
company so essentially you know within a
month you cannot even see a corporate
culture or understand the total culture
of it essentially is like for example
and others I come to a company I just
don’t feel comfortable are you emerging
that I’m walking here for my rest of my
life no way right so they will leave
right so that’s why you actually have to
set up a page in Wileman and that’s part
of the corporate system right for
certain set of peoples and just like the
people they’re paying games right they
pay games and do 2 a.m. in the morning
and didn’t give them enough money right
and if they go off for company that you
know say hallo you know I know you play
games in college you begin but when you
come to here you cannot touch you there
all right and if either company they say
hey we got a lot of games here you want
to come here paid right they will go off
for those company right so you can treat
the environment is set up and and to
attract certain set of people so now for
individuals right for young people they
need to understand what they want and
they need to understand if their
environments is that different company
have different style settings ok and
Google is this one right and then
compared to Intel and then HP right
everything is different and it’s
outreach actually all right and then
those kind of people that they attract
eventually collectively get to a culture
and also by doing certain projects like
you know Google putting all this you
know projects in the environment and all
those things right kind of creating a
you know in promoting that kind of
culture right and once you’re promoting
that kind of culture attracting those
people that I have a desire for mastery
right you attract those artists and
people right then you eventually you
King the ability right and you force the
running on them too as well and get that
you know get those things eventually get
to innovation so I wouldn’t say you know
one thing is important in the others
right is it you know the wheel is
actually important but for a few person
to be willing to work for this company
you have to provide certain things you
know to make sure that they’re
comfortable right and that’s actually
the cultural and the environmental
perspective okay hopefully
feel free yes you did thank you and
other questions thank you
because I think it’s hello
I didn’t catch that it’ll look hotter
any more questions
any more questions we done
blow Howie turn
hi hey okay I don’t speak English very
well but okay a are there someplace
where I can find information yes so you
know the good way is that we go to
Amazon why I searched for my name and
then the book is there and also have
some descriptions there and then you
know for getting in the details right
there’s only one way to do it it’s
actually getting the book right or you
can actually also pick the class that I
offer in in Stanford which offers every
spring spring is starting from April to
you know touch in some time yeah okay
thank you
and also for those who that there’s a
Bastille magazine that we translating
some of the things into a magazine so
it’s actually in Portuguese that they
actually did a summary so for those you
this you know not English they can do
that as well and then also usually we in
Brazil uses yeah
there we go yeah so just search for it I
think they just come out like two months
two months ago and then for those that
are Chinese also the chin-hua review
also have an article that talked about
this but again those are very high-level
things right unless you with the book
you’re not going to get the most of
those practices
curl is there in the root of your book
yes yes yes there’s a you luck tonight
but like I mentioned right the
electronic portion of it you can only
read the content and you do not get the
concept that I put out there if you want
to read jumping from section to section
if you if you want to read the whole
book you know in the top to bottom
without jumping around which is fine
right so you can you can get the Kindle
the Kindle is I think is $39.99 and the
full price for the whole book is
forty-nine ninety-five I think so it’s
not much a difference and and the reason
three the book is I have to paint it in
color because I have a lot of its of
after we have over 180 illustrations
then you know to show how to do things
so and allow thumbs up in color so oh
thank you it’s just because it’s easier
to get in Kindle first there’s anything
okay as well I’m honestly okay thank you
in hey
ESCO will there be another webinar
session today
I’m doing only doing this one one time
so I’m not sure this I don’t think this
is a question for me but
all right any questions
any more questions okay thank you the
only now is that is showing that I’m not
gonna be shipping from two to five weeks
so I already innovation at this point so
congratulations yeah a lot of you Wyatt
right thank you yes so if you have any
questions that we feel free to contact
me as well you know and the and the
pocket or you have my email address as
well so
all right I guess we’re coasting
goodbye everybody
by thank you very much


About the author

Ravikiran Annaswamy

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TEMS – 5 Focus Areas

Moving Product/Services from Idea to Market

Identifying and Implementing Successful Projects, and Systems

Integrating Technology for Capability and Productivity

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