 Thank you for coming after lunch, right? So I will try to, I know how it is going to a presentation right after lunch So I will try to be as energetic as possible, right? So you have come to something called exploit core agile practices at the program level And so what we're going to do is talk about how you can very quickly and very simply use some of the basic fundamental agile practices that you've learned how to do on teams and Quickly extend that so you're working on multiple teams sometimes up to 20 or 30 and delivering stuff across the whole program Alrighty, and you'll have to excuse the visuals my partner Chris Wagner created this thing in an application called Prezi Which is awesome. It looks really cool things swirl or swirl around But it doesn't it doesn't behave well with that projector So maybe look kind of fuzzy if I'm gonna be able looking for your reaction because if you look confused or something It doesn't appear right up there. Just give me the secret signal and and we're right and we'll just keep going on When we win a change somebody changes their mind or comes up with a great idea All of a sudden we have to do a change request and see how that bleeds through the plan the other thing You've been in this thing where all of a sudden these late arriving issues some big surprise Comes up and all of a sudden it's like oh, we got to deliver late Or we have to death march right for a month and to be able to finish it things like that It also just is first for what we carry into Agilist that way of working Puts the focus on the project manager as them as like the filter of information, right? And so I've been in a lot of situations where there's all of a sudden If I'm a project manager and they're looking to me like I'm the one that's actually delivering all this software I start gaming the information. Maybe I'm not gonna reveal this stuff or maybe I'm not gonna I'm gonna silently hate this other guy that in that that that that has a dependency and again make him look bad later All right, so there's a lot of this stuff that it's just natural because people want to be successful on their own stuff so The other thing because we do all this plans and we got those frameworks and we'll show you over We don't have a simple way or there's no simple way in the past We know of how do you talk about a system of 20 or 30 teams working together to deliver something? We don't have any simple way of doing that and we'll try to explore that the traditional ways Well, we have you know, I've been on so many projects where the first thing the project manager does is they announce a weekly issues meeting Weekly issues call and we're gonna call up when we discuss issues, right? Nobody knows what an issue is but what we meet every day and we call we talk about them, right? We have steering committees status reports, right? And and again the focus then on all these things is on