Projects and Risk Management

Hello and welcome to you listening online to this state. It'll program old projects and risk management. My name is Mike Mukai. I work for DW Limited weary marketing training consultancy Andi. I head up the division looking up the legal sector W L a W Door Law. I'm not a sister Andre, not a law firm. But I do help people with their management and marketing, training on development and where looking at this keynote program on managing the workflow in your organization, looking at risk management, not only for what's going on moment, but particular for things that were happening in the future. Now the keynote Siri's from Data Law is designed to give you in half an hour or so the key elements off a particular area off interest to you. And to support this we have produced a workbook running to some any 20 pages which we encourage you to get hold on, have a look at because it contained a lot more detail on a reminder off what's going on on four materials that we have. Therefore you is designed to help you make a difference back in the workplace. And that's really what I'm looking at on this program, because everything we do in case management terms as well as the operations within a firm, is a project of some sort of the beginning of the process. It has an end, has an outcome, and it's repeated and so on and so forth. So project management is something that I think is going important on, after all, all businesses about risk on our job. But if people running that business is to minimize that risk and look at it in a professional on ordered way, rather than just shooting from the hip on bumping on from crisis to crisis. So this program, what's it aiming to do? Well, by the end of this program, there's a number things to do. First of all, you can apply some tools to identify potential risks going forward, way share with you a couple of those to look some examples where they could be used. We want to look at uncertainty so that we know what we can focus on, what's gonna be important, what isn't and so forth on because in the real world where you and I populate, then we have to deal with alternatives supposed to do this because we didn't do that. What are the effects of those things? Because if we could understand the decisions that we make when evaluating those alternatives will make better decisions. Sometimes the decision to do this or that or nothing, of course, is very, very important. So this is a much more professional way to look a business management business decision making throughout the firm, because at the end of the day, you are probably like me relatively senior, looking after a part of an organization and leadership in stakeholder Engagement is very important, so we'll finish this program looking at that. To see we get collaboration from others on that collaboration from others is a very important element off this whole program because the tools and techniques that I look at is about just that is it get its get other people on board, getting to contribute ideas, get them to help with the decision making and therefore help to get them buy in to the outcome off some of those decisions. So let's have a look on. Look at the tools that we've got to help us identify risks. I think it's quite important to recognize that wherever we come from from Australia's Zambia, 80 said. We have got the same human basic approaches to thinking it's worth exploring that at the outset before we start, because looking at the potential risks in any particular situation is going to be so important. So what are those patterns of thinking? Well, this is just breaking down a little bit of logic, process thinking to help us analyze what's going on and take decisions on separating it out in this way should help you get a handle on what's going on. Because the out outset we have to ask the right questions on example given in the notes, which is a very sad example. Back from 1986 Challenger disaster. Asking the right questions is very important. If the question is, can you prove we can fly? We're going to get quite a different outcome. Can you prove that we can't fly on? That, of course, has catastrophic effects and anybody who's falling ropey. For example, one here, a referee talked to the television match official and say, What? Can I walk the try? You know what? I didn't see the ball ground. Did you see it grounded. Or the other question is, any reason why I cannot Award try is about on infringement before the ball was grounded in the in goal area. So asking the right questions is fundamental at the outset, so it's worth thinking about that before going further. Then say, OK, what is the problem? What's the cause of it? What's the effect of it? Where are we now, where we like to be, given that we've got some decisions to take? What's the effect of those decisions? We're going to focus our efforts because we focus on the ones that most senior person came up with or the one person meeting put across most loudly, or our own personal problem or our own particular situation or one that's going to school brownie points or one is going to manage the business professionally. So decision announces, is very poor on. You're gonna have some events going on in the future because you're going to be putting in a new case management system. You're gonna look at opening up another branch office. You gonna look a merger. You're gonna look at lots and lots of other things about something in the future. So what tools have you got to think through a potential problem on our protective everyday examples on this program and some simply simplified versions so that you get used to the idea you could use those. And then when you have those bigger issues on mergers, acquisitions of moving offices opened a new branch. Closing a department except exception are big things in business life. Then you have some experience of using those tools before, so a few things to think through on Let's think about then what it's like preparing for uncertainty. We have to prepare for those uncertainties in life. So what's the sort of process? Well, the problem analysis, decision analysis will be things that are going on now in the current everyday situation. Every day there are problems to deal with. Every day decisions get made and those are fairly straightforward. We have to get on, get get sorted out market share with you a couple of tools and techniques to help with those analysis, decision analysis. But what about the future? What about the future things, what's gonna be happening in the future? What could possibly happen? What's the effect of those? What's the likelihood What influence? And there's a different variables that we look at. So I'm gonna share with your planning tool that helps you get other people on board to take voluntary decisions about where to focus your effort to make sure that things go smoothly and it is very useful. It's not the sort of thing that people made in usual walks of life is the tools and techniques that work in practice to get everyone else on board. And, as I always find, when it's making changes for the future, the MAWR, you can reduce resistance to change. The more success that you have in achieving that change is not about the force of effort that you put into it. It's about reducing the resistance, and these planning tools help to lower that reduced resistance. So potential problem analysis what we'll see. We'll have a case example off this, and it will take you through. What are the vulnerable areas? What a key issue. What isn't looking issue what a specific problems that can occur, then causes on actions to deal with them, uh, identifying those in some systematic way on. Then you can identifiable if the's the major things we need to think about rob Minor. Then we need to put some contingencies together. So it's breaking down our decision, making rather just say, shooting from the hip in that the way there. So let's have example where we're trying to evaluate alternatives because a decision will be made. We've got some alternatives we need to evaluate which of those alternatives are worth looking at. Which ones are not what's important. What's lesser important, Ralph Just having to do with every alternative, because when tough decisions have to be made, we make choices to minimize the risk. To make sure that we are not having to deal with crises after crises off the crisis. We are able to do you with it because, after all, when you set your business up, you've got a disaster recovery plan. It always to get yourself accredited by the sisters Regulation Authority. Then, of course, you must demonstrate that you are going to run a rope robust business that you're going to be low risk. Low risk is not just in terms of dialogue with clients, but in terms of how you managed business, clothing, financial terms and as a building and a staff and so forth. And of course, ensuring yourself is a very good way off dealing with the problems they should occur. But if you know if you want to reduce your premiums, do lots of things to reduce the likelihood off a problem occurring everyday. Example. If you drive a car, become in ST Advanced Motorists on that will reduce your premium. It is likely if you pass the Examinations Institute of Advanced Motorists, then underwriters will consider you to be less of a risk, and that'll know a little bit off your and your premiums, so minimizing risk. We must take the choices to do that. So what is this thinking? Well, first of all, of course, is recognized that we've got alternatives and assumes that there we then have to balance those alternatives. If there is no choice and you only have one option, then just get on with it. We're talking about business situations where there's lots of alternatives when we need to make a choice. So what's going to constitute success? What must be satisfied in order to be successful on what action will be taken to make sure that these factors have been satisfied. What do we got to do? Who's gonna put that effort in that stops being racing off in their own pet ideas and things that aren't quite as important gets the focus on get success You and I both have finite resources on. Let's put those to where they'll have most effect on. Then, when a choice has to be made, there will be risks associating with that choice on what's the effect of those choices, jeopardize the safety or success off a particular outcome. So I haven't been very specific here in terms of a particular issue, are trying to give you a fairly broad overview off Thea approach that one would take to thinking through dealing with problems, doing risks. Well, what I want to turn to now is to have a look at one of the one of the tools on this program a quick review off. Looking at how we can take decisions and take the emotion out of the decision on what I want to look at is how we evaluate alternatives what constitutes a good choice as opposed to a bad choice. Then we'll move on to have a look at a tool used for that. So what must be satisfying now? There must be that it must fit within budget. It must be achieved. By this time we have some must have. And then we'll look at the alternatives to evaluate how much they achieve the must haves or whether they just have some of the water. So it must have is more important than it won't the end of a day, you might say, Well, I must eat this evening on you decide that you want to go for a multi or you want to go from Italian male or you want to have a meal at home you must eat and you then have choices. So when it comes to business decisions, this must that have to be satisfied. But there was these, um wants with varying degrees of importance, so that of course it becomes how a quite a difficult issue when you've got maybe a partnership or aboard or group of people. Head of department staff within the department. How did you get in to buy in to the choices that you want to drive forward Now you could just establish foot being a boss big table shout and get your own way. Alternatively, you could bring people with you, and therefore these tools would be useful to help people evaluate the alternatives and recognize they have a contribution decision. Making off better approach is to taking a good choice. So it's the quality of your understanding of those alternatives, what effect they'll have, for better or for worse within the firm and the people. Because whatever you're doing in business, whether it's a new case management system where it's a relocation merger has to be delivered through people marketing initiatives. I get to live it through people. That's a management process that delivers a particular outcome. So how you getting people on board? And that's really what we're looking at. So let's turn to a device that you can use. It's called ranking and rating. Now we clearly understand rating quite important. Hotel make rating by stars. You rate the meal you had out last time. You're being a great whole variety of things, but ranking and rating off two elements. We're gonna look at this and then everyday example. It helps us separate out the decisions in a logical fashion and why we're using it well The aim, of course, is to take the emotion out of those decisions. It's so easy when you're in business, particularly, it's your own business, particularly with your own career. Particularly it's your own department, particularly it's your own team. But people are naturally enough emotional in their decision making, and it is rather ignoring the obvious to say that people are not emotional. They don't have to be emotion because I'm taking the emotion out of it. By making the decision well, people will be having the right emotion, dealing with fact that something steamrolling through a particular course of action. Using this is a way of getting people to bring the more logic to the decision making on to have that team decision that team approach. Remember what I said. Reduce the resistance if you're pushing up against somebody, they pushed back and it's an arm wrestle. But if you're pushing up again, somebody and say, Just relax your arm. Hey, that was easy. Well, the more you can work on those issues that reduce the resistance in the better, then this is where ranking on writing is useful. When would you use it? Well, when you've got more than one alternatives when you want to bring people on board with you, when you'd like contribution to the decision making. When you like people to own the outcome off the decision Very important. So how do we do it? Well, it's offense straight for process, and I'll take you through the example of buying a new vehicle for the family. So first of all, he said, OK, we want to go get a vehicle. What are his options? We list all those options and then we say, Well, how are we selecting from it? Maybe it's it must be this particular brand. It must be this model. It must be within a price range selection criteria. Then we just we categorize those things essential things, maybe budget or brand or whatever color or some element off. It must essentially be this model this size of engine. This mpg would have the essential criteria is on then the desirable ones. All those things you would like to have but out. Sort of a deal breaker. So the desirable things might be low mileage. The desirable things might be a warranty. The desirable things might be inbuilt set. Neff Now essential, desirable are, of course, different. Therefore, this brings people in to the decision making to look at these down. I'll take you through the car purchase as an example. Then we can say, Well, okay, which ones passed? The first test is essential. If you're looking for, say, BMW, then you won't look at a Toyota. Toyota is a good cars after point BMW good cars up to another point. So what's essential, then? Having got that, we can then look at the remaining desirable options and use a technique to calculate an appropriate total off. Use off the desirable criteria so that, instead of being swayed me undecided, then one could use this to bring a little bit more logic to the decision. Well, let's turn. I have a look at what we can do to make a little bit of logic. Well, here we have the criteria. What's essential? We decided we're going to go for BMW SUV Onda. It wants to be an X one could be next to whatever, but that's the decision. Must essentially, that's what car we want. And it must be more than two liters, 1.85 So that's the essential criteria for vehicle doesn't meet those right here. Then we need not look any further and then we decide. Well, what else do we want to do? It is desirable to have features sat nab, radio and so on and so forth USB connections, whatever it might be. Some service history, low mileage warranty through dealership, maybe on condition of the body work, for example, what we're aiming to do their with our desirable criterias to put some waiting to it. Clearly, as you can see, top of the waiting is low mileage. That's the best thing we could get. Is a low mileage vehicle. The features, They're quite important. Service history. Well, not really, because we get it serviced and life is good. So provide mechanic unsound, then life is good warranty. Well, okay, half is important, so you can see the waiting is used. This is where people can contribute to the decision making criteria by looking at how they would rate wait and each of the desirable criteria. So let's go looking at some vehicles and as we can see him nine vehicles that we've had a look at various dealerships around our local local town on the There are a number of those which are SUV X ones, but there are some that have two litre engine. Some have 1.8. So, overall, as we can see, there's no point looking at anything else. Because Vehicle A, C, D and E are indeed SUVs and greater into neater engine surveys, the one will bother looking at rest 95 cars they might be, but they don't meet our essential criteria. So obvious so far on we end up with these four vehicles now, isn't that lovely? Well, there's pictures off the Internet for you. Okay, So having looked at those four vehicles, we now need to turn to our criteria to differentiate between them because they're all meeting are essential criteria. So here we've got the little table across the top we've got are various criteria established there on the waiting that we gave them. Hi. My mileage is given the higher score because it's got the lowest mileage. That's gonna be the best vehicle we perceive on so on, so forth. And you can see here in terms of the total if we add up 64 10 55 we get 30 Well, that's one way off. Looking at the rating of our desirable criteria. Thea other one, which is to multiply so 202 is a consequence off the of six times. Four times Sorry, six times 64 by 4 10 But a Piper 555 It's a maximum if we were to evaluate it on the product off. This is 202 on. That's going to be important, as I will just illustrate. So what's it gonna do? What? We could take our vehicles a C, D and e on. Then we score each vehicle out of that maximum. So we're scoring each of the four vehicles out of six for style, 4% his history on 10 for mileage and so on. On it looks a bit like this, and as you can see vehicle A on vehicle, you have a similar amount of features, and that's good. A service histories common, except he is a different etcetera, etcetera. No, what I've done here if we add up the rating off our vehicles 53514 equals 80 33654 equals 18. So, in this fashion, as of illustrated here we haven't been able to differentiate between the vehicles because they've all scored 18 out of 30 on This is really where the the rating becomes into its because if we then take the factor off five times six plus three times four plus five times 10 and so on. Vehicle Able School 117 See under 21 but D 129. Now they're all scoring reasonably low out of our maximum possible of 200 too. But now we can see that we've got a differentiator between the four vehicles and 129 trumps all the others. So Vehicle D is the vehicle that will actually go for so very, very simple technique. A little bit of sums there not to get too worried about it. Thank straightforward. If we've multiplied everything together, we'll get further spread off our rating and then it'll highlight which is most desirable. What this has done is take the emotion out of the decision. So it also makes it much easier to make decisions much easier to get comparative and so on, so forth on that. Yes, this is not used very often. In the example I've given about driving a car because buying new vehicle for the family buying a vehicle has got a lot of logical things to it, like budgets like mileage and so forth. But then there's another emotion with it as well. Because, of course, when you look at vehicles and realize that D came out on top and somebody says, Well, that's all very well But I don't want to drive around in a brown car. Black want black ones, not there back to the drawing board. Well, important point. If Black was going to be on essential criteria, then that would have been put in the first decision making essential criteria. Black. We're not gonna look a blue, white, grey or brown vehicles were only going to look a black vehicles alternatively, you might say, but I prefer black over brown. Then going back one step, we would need to have a criteria for color on. We would score 10 for the black on two for the brown, for example, so he could use this technique, and I've used a very everyday example. I accept Feli that you probably wouldn't be quite as retentive about it to go and use a spreadsheet like this to go decide on a car, but you can see with an everyday nature of purchasing A. Yeah, a vehicle for the family is a multi factored decision. Now apply it to your own situation, the firm and you can see that the essential criteria is the first pass and then waited will be a very powerful way off, separating out differences between the options you've got and also to identify how to take the emotion out of those decisions. People can contribute to the waiting. They can argue about how you would, what the criteria should be and how they should be weighted. But once that is done and people buy in to the output, so that's, I hope, useful tool for you. One of the other tools that I found really helpful is called Force Field. Analysis on this is very, very useful, particularly when you are looking at something that's happening in the future to try and identify what's going on. So what is it? Well, you're going to create change examples I gave earlier about new case management systems or something like that is going to create change on you need to get people to buy into it. So what's gonna help the implantation of you? Your new case management system? But what's going to get in the way of it? Merging firms, whatever it might be big decisions that need to be taken because when you look at alternatives, then we need to be able to evaluate them on. Make sure that your effort goes into those things that are most likely to happen the most report in in pain. So it is very useful for evaluating that helps people overcome the barriers because they put the evidence where it's needed. Now, remember, if you have no options and then you don't need these things, it's when you start to have more than one option. You then think Well, okay, what's gonna be going on here? So how did we get what we force field analysis that what's gonna help? What's gonna hinder? Plus negative? There is the first step, quite Ford. Then we look at what is the influence of these things Now something's will have a very high influence. Some things will have a very low in influence, as we had in ranking rating on. We can then say, What's the effect of those that we could influence some things quite highly been effective. Modest. We can't include some things, but effective quite high. In other words, there's alternatives on this scoring system should use before is a useful way off sorting these things out and then said OK, but if we look at those 21 multiplied by Teller, we can see where our focus should be on therefore something like this. Put him a whiteboard in the office, get people desired improvement. Target is to do this and organize this. Do that and say What's going help? What's gonna hinder? Everybody can contribute to that. Then we can use a table like this and look here first of all at the potential problem analysis being case study where you are going to have an and dinner at the end of the year, whatever it is not organized at local Boxing Hotel Enduring involved a guest speaker from the north side of local council, chamber of commerce or whoever, So okay, there's gonna be problem areas. But what are the likely future problems gonna happen at this event? Some months down the way to one of those specific potential problem areas causes elections to prevent them on what contingencies could be brought into place. So we use a very simple table. This is in the notes, of course. You identify the forces on the left on the negative forces on the right, and then you identify the force on the ability to influence them. On the effect have you also have to recognize the things that you cannot have an influence over ex Accord access, weather or whatever it might be? So let's take our example of organizing they did. You might want to support the film on, have a go at organizing water those helpful or negative forces on, then start to put together. Alternatively, if you haven't got much time, I'll take you through it immediately. So here's our force field analysis sheet for the positive forces getting invitations out. Could speaker people find a venue, get venue booked, get menu sorted, sort out the dress code, those things that will help the evening along. Things will get in the way of it. Poor silage, hotel staff, hotel, no cloakroom facilities or people taking coats. It's winter time in two years, whatever it might be, something conflicts with that particular date or our speaker doesn't get first. Things we could say is, well, this things we can't influence. We cannot influence congestion on the road. We cannot make an influence on road traffic accidents or weather causing congestion in the area. We can't actually as its December, let's say, going to influence staff sickness we can't deal with. Those may have to find some contingency, but there's nothing we can do about this. But when we look at the ability to influence those positive forces, we might say, Well, OK, get getting the invitations out. Booking the venue, sorting out menus What we can influence those quite highly. We can't really influence the speaker. We can really have an influence on who we invite but can't influence revenue, except so get a load influence on that. But what's the effect of those things? Well, if we don't get the invitations out, that's quite catastrophic. And if we have a guest speaker who doesn't actually turn up with effective, that could be quite bad. A map world. A lot of people got set satellite or maps on phones or, well, post codes, and people find hotels. Hotels aren't exactly poor sign. Angel hitting away places necessarily in towns. Venue drink. Likewise effective that dress code. What if somebody should turn up in a T shirt and jeans? They're just not in the picture. So when you multiply these together, you can. Then quite some concede two areas you must sort out. Get the venue sorted on getting invitations out. Then that's all. Major focus, and then you get a priority list from there. A very simple example. I'm just illustrating the tool. So get het up on whether you agree or disagree with those numbers. Likewise for sign itch, staff briefing and so forth if the speaker doesn't arrive. But we can influence that by getting a 2nd 1 who will step in and make on the partners will do something or that sort of thing. Somebody will come 24 hours. Notice is back up. What's the effect of? Well, the major factor is getting a speaker. We want to speaker. We want to do that. That's a showcase. Get some press coverage from that. We could get some stories in the media and social media and so forth, so that's the important area. Then again, multiplying those up. We can see that having an event with speaker is what it's about. On the, um, contingency off they back up Speaker is actually going to be far more important than worrying if our first choice bake it for whatever reason, can't actually get there Now again. As I just said, if you don't have a degree with the numbers, absolutely fi, because, you know, I get the numbers a zlotys, you know, arguing the numbers to make sure you get the results you want. That's a danger with some of these, as these numbers have put together. But I hope you can see that that very straightforward analysis gives you a way off taking the emotion out the decision, getting people to contribute to the outcome that's being produced that so let's have a look at the effect of the decisions a couple things to think about here, particularly when it comes to waiting. The objectives. What we've done here is have a 10 point scale. Some could say five, but as we will see, if five is quite small, then we don't get the differentiator. Too many things get too close and the bigger scale then, so much better. We don't need 100 point scale because you wouldn't use 10 and use 6.1 and 6.4. You might use 61 64. It was a honey points. Gives a 10 point scale. Is good five just in small hundreds. Too big. Then, of course, we need to be very aware about the waiting, and there's a four things to think about here. If everybody thinks everything's important, then there may unrealistic expectations or a perception about what's going to guarantee success there. Not too many high numbers. If you got a scale, some things must be at the bottom. Some things must be at the top, so the best the worst must be there. If a course it suggests that you have very many low numbers, then the unimportant details may be smothering the analysis. And don't let that happen. Make sure you've got the spread. Hence the 10 points. Don't let others dominate the decisions. So too many objectives reflecting vested interest. Somebody What are well, I'm a sports keen on sports. The local football carve is what I managed from broken football girls or something like that, because that's more of interest to them than important for the firm, and you end up with unworkable decisions. And then, of course, when you're looking at the waiting, don't forget, you can have very alerted objectives. I want this to be the outcome. Therefore, I will best guess or predict what the calculations are gonna be in. Therefore argue for this particular waiting on this particular importance, and therefore that would black bore all others on that make a mockery of the analysis so much. The heat, of course, is in the decision making over the waiting. Once that's done, then you could look at the outcomes. People buy into that a very simple exercise that you could do, which is very useful. It's called a fish bone diagram and invented by the Japanese incurably Toyota for developing solutions to problems, as it's called a very simple way visualizing something, put it up on the whiteboard in the office or flip chart or something like that on, we can see that the outcome is the head on. Then we've got various fends or bones within the fish that identify what looking at here. We've got manpower, woman powers. Well, of course, machinery management materials method processes in the notes. You'll find different labels, but this allows one to identify what's going on, what the problems are on the cause and the effect effect is it won't happen. What's the cause? And then it allows things as shown here to be flagged up. This is just an example off what it looks like. But again, it's a simple tool to use to help people take decisions on See the links between those things. I love these things because everybody can see the picture, everybody can contribute to it. And it enables charity off communication. People of visualizing on indicating according What's going on the last thing to think about, of course, because I've spoken at length through this to look at getting people engaged. Now it's OK for internally within the firm, but some things that the firm maybe doing has to deal with other stakeholders. As soon as you start involving staff in something outside of work hours, you always involve their family, for example, and therefore the events that happened within firms going obviously have a knock on effect elsewhere. So water, who are the stakeholders and how do we engage them again. A very visual way of doing it on. I'll share this one with you fairly quickly. Okay, What's the state called? A map? Well, here's your firm bang in the middle on. We want to do something. So again, supply I t suppliers may be gone. Our employees, legal opinion formers, local residents, the regulators, social media, but maybe sort of stakeholders The Crown Prosecution Service, your legal aid firm kinds and then put that up on a flip chart. We can then recognize that there's an interaction between the firm and these other stakeholders. Now, the key thing to note here that these arrows are double ended. Not only are you communicating things to the suppliers or employees opinion formers, but they're also coming back. What this allows you to do is that your team could say, OK, who? All the stakeholders for this particular event that we've got coming up or this action or this change or this development or this improvement in the firm? Who are the stakeholders for this? What are the priorities today and the number these who the priorities are? Then you can start to assign people for communication to develop that mutual understanding and prioritize it and so forth. And it's all put together in a map like this. It looks like a mind map. That's no, no mistakes intended to do that allows people to contribute to it. And then it's a very easy way of saying, Okay, well, this is the map we've got here beginning of the year, January 3 months time. We ought to get some ideas about what's going on with all of these. Who's gonna take initiatives with employees who is going to deal with the I T supplies? Who's gonna care partner deals clients. Compliance officers needs to deal with the S R A or the CPS or whatever marketing needs to deal with social media. Exception exception. So it's a stakeholder map. Visualize it prioritizes. It helps people identify what needs to be done. Tracks. What's going on. Recognizes that then to the quarter ended, the second quarter priorities will change. That becomes a very life document to help you manage your projects on manage the risks and a comprehensive on a rational way that I hope he's gonna make a difference in your firm. So, uh, as a consequence of this hope you feel that you can apply the tools put in my potential risks. I hope you can plan for uncertainty in your work area. Maybe the firm's a whole of your department. Help you with a couple of tools. We talked about three off them to value your alternatives. Ranking, rating and force field analysis. Fishbone Diagram. What, Needing Stakeholder maps. Another one effects of the decision. When looking, there's alternatives and use an engagement track. What's going on on? Get Better decisions Now? I've gone through this fairly quickly. I hope you feel that it's a value by all means review at your leisure. Share it with other people. This is what we do with data loggers to give you keynote ideas. This has been about projects and risk management. I've thoroughly enjoyed getting involved with this. I was find the air off managing the business in this way, a very interesting way I've been back. Mukai. I don't Ford chatting with you on the next keynote program from datable on a hopeless inspired you to go have a look at the larger project management program that we put together on a more comprehensive treatment of the subject. Thanks very much for now. My very best wishes see, but I