Good morning everybody welcome here to Main Street Columbia downtown. It's springtime and love is in the air Actually, I take that back. That is the smell of the world's best chicken sandwiches Returning to Main Street. Thank you all for joining us today as we celebrate the glorious return of Drake's ducky And to their home down on Main Street Columbia in the Main Street district. My name is Ryan Coleman I'm the director of economic development and it's my pleasure to introduce our speaker lineup for today first We've got mr. Matt kennel president and CEO of the Main Street district. He'll be followed by miss Aisha triggers Director for the Office of Business Opportunities Followed by the honorable mayor Daniel Rick and men The honorable councilman will bring in and then finally our guest of honor today. Mr. Daniel bone and Mr. Matthew bridges co-owners of Drake's duck in and with that I'll turn it over to you Matt Well, thank you so much Ryan and again welcome to the Main Street district where the Sun is always shining So well, we appreciate that today It's so much fun to be here and celebrate with Matthew and Daniel the Grand reopening of Drake's duck in you know It's not just the businesses that come in from out of town or even new businesses in general Which make Columbia such a great place its legacy businesses where we can really celebrate the history of our city and Not look back at the past, but also look forward to a very bright future That really make this an exciting place to live and work So thank you all for coming tonight and coming today and celebrating with us This great thing and and I did have some blood work done this week and my cholesterol is good So I'm gonna be back for more Chicken sandwiches. I did have one a couple of days ago to get my fix and it was wonderful But we're just so excited to be here today and thanks to Sarah Simmons. I've got this a wonderful duck Which you hear more about ducks later But this is gonna grace the dashboard of our yellow Jeep because it's a Jeep and the Main Street district Jeep has to Have a duck so this will now be our our Main Street duck So again now welcome today and celebrate and thank all everybody that helped them We have many of our mayor our council members Aisha and others and Ryan that that make this such a great place to do business. So again, thank you all for being here today Aisha Good morning. What a beautiful day to celebrate the reopening of Drake's our office assists Small businesses, so we're excited that we were able to participate in this project Our loan officer Brett Whiting who is here was very instrumental in helping with some of the financial resources that are available to our small Business in the city of Columbia So we're excited to celebrate the reopening of Drake's and just the investment that they've made in our Main Street district and we Pray for their continued success and growth and we will continue to be a resource for them as they need us going forward So, thank you Good morning everyone It's an exciting day and on behalf of city council our city manager I want to thank you all for being here at this reopening because you really can't experience Columbia if you haven't been to Drake's duck in and this is an institution and this is what's exciting We were sitting around the other night talking about all the great restaurants that have come and gone And then you look at Drake's duck in that's sitting here reopening Reinvesting and being the part of the community and continuing to do that and we're so excited that Daniel and Matt decided to keep on going and they got a little outfit They got a little help from Sarah Simmons with a little twist to the menu I even understand that now we can have a cold beer in the afternoon with our chicken So I'm really excited about this being open, but this may be the most anticipated opening on Main Street I've heard for weeks and weeks that when are they opening back up? When are they opening back up? So guess what today? They're opening back up Couldn't agree Anymore than the mayor's great words, you know, there's there's we we we take celebrations For the investments the new investments in Columbia, but there's something special about a reinvestment That means a little bit more. It's a little bit sweeter. We'll take them all any kind of investment But it just it confirms that we're on the right path here at the city of Columbia to have wonderful owners Reinvest in a classic iconic storefront. I tell you if this storefront could write a history book It'd be the best history book of the city of Columbia Absolutely this this restaurant's been here forever and we are so glad it's gonna be preserved with a new twist Thanks to Aaron and Sarah. I want to take a quick second to thank the office of Business opportunities OBO folks raise your hand Y'all y'all do such a fantastic job Making making the the the trials and tribulations of opening a business here in the city of Columbia a lot easier And we can't thank you enough Greg Greg You're I heard from the from the guys that you were great resource to get this thing moving along a couple hurdles That we got through so thank you for being the great business liaison for the city of Columbia You know that mayor that's one position that's really working out for us. So I'm glad you came up with that idea mayor But just so excited for this for this reinvestment and Matt and Daniel can't wait for the next one appreciate it Thank you. Good morning Businesses like downtown business districts like cities Cannot remain the same forever and expect to survive They must grow adapt and evolve Drake stuck in has a unique place in the fabric of the city. It is special Generations of Colombians have eaten here and this restaurant has a bond with the community community That is meaningful and important Daniel and I respect that legacy we recognize that we have the responsibility To honor our history and that we are temporary custodians of a brand that will hopefully be around for another hundred years It was past time for an update In order to stay competitive in a growing and changing downtown and Main Street district We're proud to share with you the next evolution of Drake stuck in We believe that we have improved every aspect of the guest experience and we're excited to have you come and try for yourself and For you to eat here over and over and over again We'd like to thank Edwina tiny Harman Our general manager she's been here and dedicated her whole career if not life to this space Drake stuck in would not have a heart or a soul without tiny We'd also like to thank Chanel and the rest of the staff who have stayed with us and helped us reopen And transition twice now to our temporary location and now here to this new beautiful space We want to thank Sarah Simmons and Aaron Hoskins and their team who have helped us Execute this new vision for Drake's that we thought we needed to to reflect the new beautiful space that we have We'd like to thank Whitney Reets Eller of Whitney Reets design This beautiful new space was her design and of her mind not ours. That is not our strong suit We think it's turned out better than we could have imagined We'd like to thank mayor Rickman For all that he's done for small business We'd like to thank the city its leadership and its departments, especially the fire marshal's office and Greg Williams and our city business liaison The city's been a real partner in this effort Most importantly, we want to thank our families and the support that they've given Thank you, and now Daniel is going to come up. Thank a few more people and say a few more words Thank you We'd also like to thank Martha Fowler. She's the first one to I think people around Main Street know Martha very well Martha was the first one to give us the confidence to really take this project on and We also would like to thank the late great Tom Pryorishi who's done so much for Main Street in downtown He sat down with us early and really gave us a lot of good advice We'd like to thank Matt kennel and the city center partnership John Shearer in historic Columbia Robert Lewis Janie Campbell Chris Rogers and the Rogers Lewis team who helped us with the historic tax credits We'd like to thank Marcus and Rita for Hotel Trundle They've been great partners, and we've really enjoyed having them as as tenants here in this beautiful old building And they've done an excellent job of fitting the upstairs We'd like to thank our commercial and our residential neighbors I think we first took the facade off in 2017 so this has been a long process and I live on this block as well, and so I've heard all their advice and Suggestions over along the way, but it's taken us a while, but we've gotten there and we thank them for their patience Matthew and I are two cousins from very small towns who decided to stay in Columbia after school and build lives and families here So we would not call ourselves developers. We have day jobs, but we have an interest in food and an interest in seeing Columbia grow We were fortunate enough to be presented with this opportunity to own a historic building and an existing business On Main Street, and we jumped in head first not really knowing what we were doing or getting ourselves into But almost nine years later this block has two more places that locals will frequent and visitors will make destinations And there are many empty lots and empty buildings all over downtown Those are opportunities Opportunities to grow this city in a way that gives us our own unique identity We need more Columbia people creating Columbia places We need more Drake stuck-ins more hotel trundles more all-good books We need more places that you can only find here Those type of places that make a city a more interesting place to live and visit and That's what we want to be a part of Thank you for being here today Now who wants a delicious cheeseburger


Welcome to the Unit 2 review for strategic project management. My name is Dr. Lucinda Stanley. We're going to go into more detail about the project management process in this unit, but first, a bit of a reminder about how this works. There are seven units in this course. In Unit 1, we learned what a project is, who makes the decision to take a project on, and what the triple constraint theory is. In Unit 2, we're going to look at the project life cycles so we can see project management as a whole. Now that we know what the focus of the course will be, let's look at what you should understand when you complete Unit 2. Our first learning outcome for this unit is to differentiate the work completed during each phase of the project. So we're going to go through each phase of the project life cycle and discuss what happens during that phase. Our second outcome is to apply appropriate project management techniques to each project phase. So we'll look at some of the techniques project managers use to manage each phase of the project life cycle. Our third objective is to demonstrate the proper use of project management documents throughout the project management life cycle. So we'll look at how a project team will create and use documents to help them keep a project on target for being successful. Just a reminder about why these learning outcomes are important. Every resource in the course can be tied back to one of the learning outcomes, which means that all assessments, including the final exam, are directly linked to the learning outcomes. Once you get to the end of the course, review the learning outcomes and see which ones you feel confident about. And if there's some that you're not sure about, it's a good idea to go back to the units that cover that outcome and review that material. This will ensure that you have all the knowledge you need to be successful in the exam. So here are our objectives and questions we hope to answer as we complete this unit. We're going to look at some definitions. We're going to define the work completed during each phase of the project life cycle and what the goals are of the project team. We're going to identify several project management techniques used during each phase of the project, how or when the project phases overlap, what the significant work effort in each project phase is, relate the triple constraint that we learned about in Unit 1 to each phase of the project, what the document outputs are for each phase, and how those documents help guide the team through project execution. While you'll find many more vocabulary words in the study guide, in this review, we're going to concentrate on these few, so keep an ear out for them as they come up. EMI, or the Project Management Institute, defines five process groups and 10 knowledge areas for project management. The process groups are initiating, planning, executing, monitoring, and controlling, and closing. These process groups are not necessarily phases of the project because at some points during the project, the processes within these groups may overlap. So while I'm showing the groups in a linear layout, they may not be linear in actual practice. Let's talk about each one of these processes and what you can expect to happen in each one. Let's start with initiating because, you know, without initiating, we don't have a project. In Unit 1, we learned about the process of how a project begins. Someone thinks they have an idea that will generate some sort of benefit to the organization that fits within its strategic goals. Then someone, probably someone else, makes the decision that the project will benefit some aspect of the organization and the project is launched. The next step is to outline what the project will entail, what are its needs and characteristics. This will generate the project charter, which is a statement of the scope, objectives, and participants in a project. This is the fundamental document for the project and one that is referred to throughout the life of the project. The business case is the justification for the project. It answers the question, why do we need to do this project? The scope statement is probably the most crucial part of the project charter. It has a detailed description of all the elements of a project, basically what needs to be done and what the deliverables are. Deliverables are the end result of a project. In order to make sure the scope statement, business case, and project charter documents are as comprehensive as possible, the project sponsor will meet with the project manager and any stakeholders who have any interest in the outcome of the project known as the stakeholders. The project manager and their team will gather as much information as they can to help build the project document so they have a good idea or as good idea as possible of the cost, scheduling, and exact scope of the project. Do these sound familiar? They should. Those represent the triple constraint elements we learned about in Unit 1. Another element we learned about in Unit 1 are the decision making tools such as the net present value and the decision matrix, which will help fill out the business case and are used to justify the project. If the project sponsor can show how the project will contribute to the organization's reaching their strategic goals, that is a definite way to increase the chance the project will be implemented. The next phase of the project lifecycle is planning. Now that the project has been justified and data has been collected about costs, schedule, and scope, triple constraints, the project manager will add this information to the project charter updating it to make it more comprehensive. The project manager will then build their team. In other words, they will find the people inside and outside the organization who can help complete the project. With the team, the project manager will begin to develop detailed project management plans, such as an exact schedule of tasks and processes for procurement. Within the project management plans, as specific people are hired to complete tasks in the project, the project manager will create a work breakdown structure. This is often a visual representation of the tasks of the project. The project manager may also use a Gantt chart, which can help them track the completion of project tasks and where tasks overlap. Supplementing the work breakdown structure will be a responsibility matrix, so that the project manager knows who is responsible for each task or element of the project. At this stage of project development, the project management team and the key stakeholders will develop a list of potential risks associated with the project. Risks are anything that can keep a project from moving forward or completing the project altogether. The team can't hope to know all of the risks, but by coming up with some possible risks, they can also be thinking about solutions that will mitigate those risks. As the project management team fills in the responsibility matrix, they may find other stakeholders who need to be brought into the project, possibly because they have an area of expertise that will benefit the project. There's a lot that happens in the planning phase, and to be honest, often not all of it is completed before the project actually begins. There may be some final elements of the project plan that need to be completed, usually related to tasks later in the project, and there may need to be adjustments made as the project develops. Here we are in the execution phase of the project. Here's where the project tasks actually begin. Just remember the work of a project may begin before the project plans have been completed. At this point, they may still be a work in progress. The execution phase is pretty self-explanatory. The project tasks are implemented according to the project plans. As we've discussed when reviewing the triple constraint theory, it's up to the project manager and their team to keep track of the scope, the budget, and the schedule of the project to make sure those areas don't deviate completely from the planning documents. The project manager may create a change control board where they can keep track of any requested changes to the project plan. The project manager will note how each change in the project scope will impact the budget for the project schedule. If a change is going to make big changes to either of those, the project manager may need to go back to the project sponsor and request extra funds or more time. Trust me, that's not something to be done lightly. For example, if a key stakeholder now decides they need 10 additional completed prototypes from the original mount, that will add significantly to both the schedule and the budget. Another example might be that one key stakeholder would like to change the color of the finished product so they put in a change request. Changing the color doesn't necessarily add anything to the project budget or the schedule, but the project manager notes it anyway. You might wonder why they would make a note if it isn't going to impact the completion of the project. It's called scope creep. When small changes are made, they can all add up, and someone, namely the project manager, has to keep track of them. As a matter of fact, many project contracts include an extra fee for every change order. This keeps the stakeholders or project end users from asking for a lot of extras after the project planning documents have already been created. Next, let's talk about the monitoring and controlling processes in the project management lifecycle. It's important to understand that this phase of our process happens at the same time as the exit phase. Remember, we talked about the process as not necessarily being linear. While implementation is going on, it's extremely important to keep track of what is happening in all aspects of the project and look ahead to the next task or task so that required materials are available when they're needed. In order to properly monitor the control project, the project manager and their team need to analyze the status of the project execution. Oftentimes, they will use some form of project management software, such as Microsoft Project or Monday. If properly set up, these project management software applications can let the project manager see at a glance what the status is of each part of the project. Project managers create a variety of reports to the different stakeholders of the project. They will report to the procurement department what's happening with the budget and when funds need to be released. They'll report to the project's sponsor if additional resources are needed. They will even report, usually once a week, sometimes more often, to the project team on how the project as a whole is going so the team has a good understanding of where their part of the project fits in the overall completion of the project. In all of this reporting, it's important for there to be a communication plan. Who communicates to whom? How is that communication made? By telephone? By email? A formal report? Those sorts of things. Different stakeholders may prefer different communication methods. Having a plan helps to make sure no one is left out of these status reports. In all of this, in order for the project manager to create and distribute the reports and to ensure the reports are accurate, the project management software must be updated frequently. Failure to update the software means the project manager is using faulty information to perform their analysis and disseminate information. Finally, the monitoring and controlling process of the project lifecycle means after reviewing the information and sharing it with the relevant stakeholders, it might be determined that changes to the project must also be made. These could take the form of a more thorough risk analysis and plan to mitigate known and unknown risks. Early on, there was likely an understanding of the level of quality that the project should be completed at. If the project manager is monitoring the quality of the project, they will notice if quality is not where it needs to be and will take corrective action. Finally, the work of the project is complete. The project manager has conducted project audits and sure enough, all aspects of the scope of the project have been completed. But that doesn't mean that things just stop. The closing phase of the project lifecycle is just as important as the other phases. There are processes that have to be completed in this phase as well. To be honest, this is the phase of the lifecycle that many project managers pay the least attention to. But as you'll see, completing the activities in this phase can make the next project one works on simpler. Of course, the project sponsor and stakeholders have to sign off that they agree with the project manager's assessment that the project is complete. The final approval will also include the end user's acceptance that the project deliverables meet their expectations and they are satisfied with the result. This is also the time that any contracts that were made with the vendors are closed out and that all monies have been paid. Closing the procurement indicates to the organization that no more money will be spent on this project. Vitally important analysis of what went right on the project and what went wrong. Typically, the project manager will hold a final meeting with the team and some of the key stakeholders to get their input on this and generate a report. The report can then be used should another similar type of project be initiated in the future or if a project team needs to be created again. The project team has worked hard for what could be months or even years. Let them take some time to celebrate the completion of the project. Some project managers would schedule a team party or some sort of relaxing event to congratulate the team on their accomplishments. Don't stint on this. The team has earned a celebration. Finally, the project team is sent on their way to other projects or back to their regular responsibilities. Many people make lifelong friends while working on a project or at the very least they have learned about the skill sets of their team members and can use that information in the future should they need assistance with another project. We have talked a lot about how the life cycle of a project is not necessarily linear despite how it's been presented in this course. Here's a simple gantt chart showing a visual of the overlap of project phases. Let's say the project from start to finish will take six weeks. In week one, we're getting the project initiated. So getting an idea of what the project will be. In week two, we begin working on the planning phase. Notice that the planning phase overlaps with the execution phase because projects often begin before the plans are all in place. In week three, we start the project execution phase. Notice that the controlling and monitoring phase begins at the same time. Once a project begins, it must be constantly monitored and adjustments made. The planning phase is also included as adjustments may need to be made to the scope of the project. We'll talk about that in a later. Weeks four and five are all about executing the project. Week six contains all of the closing activities. And here we are back at the beginning. The five processes of the project lifecycle. Initiating, planning, executing, monitoring and controlling and closing. In this unit, we learned quite a bit about the lifecycle of a project. We've looked briefly at each of those phases. Some of the techniques a project manager uses to keep the project on target for a successful completion. And we've looked briefly at some of the documents that were created and used during the different phases of the project. In the next few units, we'll look at each of these phases in a lot more detail. In the next unit, unit three, we'll look more closely at the first phase of the project lifecycle. The initiating.


Okay guys, so I was working on the June mission inspiration this page here and I evidently after a few weeks off of filming and I mean like only two weeks I Forgotten how to use my camera. I don't know I'm gonna blame it on the fact that it's like 115 degrees here in the Portland, Oregon area today The heat affected my brain. I don't know So I have a few clips here and there of how I did this and what I did, but it's not a lot So I started out by washi taping off A rectangle and I'll cut to the clips I have here while I'm talking and my idea was to paint like a galaxy scene in a planet I started with the planet colors which were inspired by the mission of which the colors are navy magenta and gold and Then I traced off a circle using just the top of a jar that's on my desk with a white paint pen actually a pit pen And a gel pen and then I wanted to add I had the blue and a magenta on here And I wanted to add some gold and I got out First I got out a Krylon 14 karat gold paint pen which was totally clogged and useless And anyway, I've ended up using it up on some random scrap paper I'm pulling the nib out. Anyway, that's a whole different conversation. I'll put that in my vlog And I'll link that vlog if I can remember below Anyway, I grabbed another paint pen and this is a Sharpie gold paint pen water based And I added some gold highlights to my planet with that then I went ahead and took the background I painted it darker to look more like a galaxy like space and added some stars with the White gel pen and this gold paint pen And now the washi tape didn't work very well We can cut to a picture right about here where it shows that the paint bleep lead underneath the washi tape Because it is a very watery gouache that was on my table and that's probably why So I thought well, I have to make a frame Now because I want it to be like a window so I got some gray cardstock out of my just random box of paper and cut a rectangle out the same size and shape as the galaxy Windowscape that I wanted to have And then I decided I wanted to add curtains to it So I took some random lined paper and pleated it and made curtains Punched a hole in the top and added a strip of black cardstock for a curtain rod and a couple of die-cut birds I had on the desk. I I don't know where inspiration came for this isn't isn't where I was going to go for it But I do go with it. I do like the way it turned out. I threaded the black cardstock through the pleated fabric With I just punched a hole in the top and then threaded it through and then stapled it and then I on my typewriter Printed open a window to the possibilities. I do like the way it came out Is it exactly what Mike probably intended with this month's prompt for June? 2021 probably not but I love the way it turned out nevertheless Now I did pinch my finger in my typewriter because yeah, that was the issue anyway Ah Hopefully next month I will be better at the filming thing with these pages and actually catch most of what I did on camera But I at this moment don't think I caught a whole lot, but we'll see if I'm wrong. I'm wrong Anyway, I hope you guys all had a fun time with the June mission inspiration and the mid-month mini-wit mission Which I also just finished if you don't know what mission inspiration is It is a art group on Facebook run by our my art friend and colleague here on YouTube of Mike Deakin and I will link his group in the description below. He has monthly monthly prompts and Inspiration in his group and it is a great way to create pages and not have to worry about not being inspired Which we all suffered with every now and then All right, and his prompts are really exciting and interesting. I think in this month this year he has sort of an ingredients or what I call a recipe list on His missions and so I really am enjoying those very much too He's not the only one that does them, but I do think his are new and unique anyway So that's it for this month.  I'll see you later. Bye guys


Mr. Barn is an entrepreneur, venture capitalist, and a visionary. He's the founder of The Barn Company, an enterprise providing ERP software. And then he went on to find Cardis, one of the first companies to take ERP to the web. So this is the company that we were part of 10 years back, I believe. So Mr. Barn was a great proponent of design and is someone who believed in usability and UI. Like we used to know UX in those days, right? As one of the key differentiators, he was a great support for UX process and he was a great inspiration and source of guidance and mentorship. His companies have produced many entrepreneurs, business leaders, and founders of such organizations like UX India. So this was the thought, the very thought of founding this platform came from Cardis when we were all working together there, right? So without much ado, I would like to call Mr. Kaladar Babu to the stage and Mr. Barn on to the stage as well and take us through this exciting session. So 18 years back, if somebody is talking about design, thinking, user experience, it used to be called usability. Think about 18 years back, someone is talking about usability and UX or a product value. So what do you call that person? Visionary is Mr. Barn Barn. He's a Dutch entrepreneur. I'm honored to work with you, sir, in your mentorship. So I always had a question that what was the reason you invested in Hyderabad? First of all, I like the city, but first we came to Mumbai. We called it Bombay those days in Seeps and all the regulations we had. The problem was a little that people have to travel two hours to the office and go two hours back. And then we decided a little, okay, louder, going there and see all the stuff in Mumbai, crowded, Bombay those days. And we were one of the first, say, developing our software in Seeps and had a nice team. And then we're looking back and say, this is becoming too crowded.  And we're looking back and say, people say, you have to go to Bangalore. I said, why Bangalore? Everyone is going there. Why should I go to Bangalore? Why should I follow others? And we came to the conclusion, should it be Pune or should it be Hyderabad? There was nothing in Hyderabad, but I was in Hyderabad the weekend. And I like the city, the Hyderabad Briani, maybe the nice people. If you look at the climate, it's a real nice excitement in the city. I found that a little and then we did a look around here and we came to Cybertower. That was the only building just under construction. And the rest was rocks, beautiful rocks, by the way. And then we decided a little, that was a nice person when we discussed with the team of Chanderbaba Naidu and the team. And they were very real helpful and eager to help us. And we decided, okay, if we do it, we need then a big space and we do it in a different way. And I put my own money, I bet on Hyderabad. That is even what I promised Naidu, I bet on the city. I did it with my private money because I was high on the stock exchange with a company who went from 1 billion market cap to 12 billion market cap in a few years, even number two after SAP.  It's more milking the customer and real try to be high, but it is more what we say shareholders driven. And the biggest confrontation for usability is too much shareholders driven is what is there in the next quarter. I did it with my private money. Invest in Hyderabad, even the buildings. We built quite big buildings. We had the Wanneberg IT Park. And even that place was even done by a usability style for use green and all these elements. And that was more or less a story we moved to Hyderabad always here being at home. So that was like a startup kind of situation. And what was your vision actually invested a lot on IT Park and also software? What was the vision that making the people? It's not the product first product is the beginning. On the end is the customer. But crucially, you have all the stakeholders and my vision is you can have all those stakeholders. But one of the stakeholders are what we say, but all those stakeholders are like the in-laws and you have your own ones is your own employees. And on the end, the most important one is your employees. Take care for your employees. Although we all have to work for the customer. We have to work hard. But they are more important than the in-laws and give the employees the satisfaction in their career building. And I've seen that many of my teams are becoming the leaders in many companies. So there was no word called usability and nobody even heard about it. Like I think in the morning I was talking about I was in IIT and a bond company came for a campus recruit. So how did you trust me that I would actually be a team for a bond company or usability team? It was easy looking in your eyes. Looking in your eyes. And I spent many times with these guys and I was very critical to those guys. We debate on colors. We debate on different elements. First of all, he brought a new element in. A man of art. He could draw very nice. I liked the drawing. It was one element and he seemed smart. And we brought that in and it was a crucial part because what was our biggest enemy? Killing complexity.  The biggest in the world on one instance. But to learn EARP it took months. Why can't it be done in weeks? The biggest problem in IIT is complexity. And that brought me, and I started already from 78 in EARP, in MRP in 82, we were one of the first in UNIX. We are always used to going to new roads. So that time we had the India's largest team. I think we had around 20 people in usability. I'm talking about in 1998 and 2000 that time. But not only enough. I could not do it in the beginning with only these guys. And we asked someone with real, what is real? The real foundation of usability is even not so much in Europe. It's maybe part, Italy. But those are not bringing the best quality. And what you do is you combine it. We took some from Italy. There you see the real designs, the Italians. And they did it already in the 17, early in the 16th century. Look to this. And we came to the conclusion, we take Italy as design. We take Germany, we say it's gruntlichkeit. The real, the elements of must be stable. And we put two people for more than a year and we'll help them with 20 of your people together. And that was the foundation in 98. I say 97, 98. Yeah. So the surprising thing is like, you know, even if right now, offshoring design to India, they say no, no.  Generally like, you know, software development, they can offshor it, but design, they don't. But there's one problem more. I could only do it, but there's one way of thinking before. You normally know even what I've seen the sir mentioned here also that India is involved in backend solutions. And 75% of the work just mentioned by Gardner last week is done by keeping the light on. And 90% of your work, what you do here is working on keeping the light on. That means you have master slaves. Often the master is in the European world, the American world. Slaves are here doing programming work. We were one of the first who delegates IT to India. And the owning element of IT was Sir Ramanathan who was working for more than 25 years with me. He was the owner. We trust the people. I've given my wallet to him. We built IT sentiment therein. First of all, we built years the IP, but then it's the beginning of everything. If you have IP, then you could do everything. Then you can do center of excellence. Then you saw the complexity is too much. And then we learn the crucial, crucial part around IT is usability. And suppose that we have no IT intellect property, no IP in India, it was nonsense to do usability. Realize that. That means if you're working with TCS and do all this, say, anyway, body-shopping work, what means usability? Yeah. So in 2001, if you remember, in 2001, I think, we had Asia's best usability lab. It was a huge investment. It was a state-of-the-art lab. So what was the vision actually? We just said, yes, go ahead. So even now it's very tough to sanction that kind of grant to start a lab. And many companies, I don't think all of our companies have labs still now. The crucial part with lab is it was unique. It was a mirror. And you're sitting before the mirror, seeing yourself and working for a while, not seeing that five people are watching you outside what you cannot see. But they use everything from you. And even train myself means ask people to give trust. And the beauty element is the engineer is controlled before Scrum. Realize that. We did Scrum 98. And usability should be before Scrum. Now you see your input five years later, 10 years later, if you see these old-fashioned products who cannot go over to new products. That means even now for cloud-related products, because usability is done for products who have a lifecycle of 20 years sometimes with this legacy stuff, with 60,000 tables and going therein. But what means it now, we come back on it maybe still, what means it's for usability for the future? That means the input was usability in a lab direct back. That means the engineer is decoupled from complexity. And we learned always decoupling. Decouple the engineer from complexity, force them again to see what he's doing. And normally we see more engineers, more complexity, more complexity. So if you remember like we used to do a testing at the client site in Netherlands. So I'm talking about like we're 18, I think 15 years back, you know, testing at the users place. We used to do a lot of iteration. We used to keep designing it. So what kind of challenges you face to institutionalizing the design? I'm talking about, you know, mid-management to understand design and also work with us. Crucially it's culture. And again, we force your people, I have always a saying and it's not so, maybe fits in the beginning, not so your culture. If you say, yes, yes, it took me a while to understand that you mean no. And I know how hard is it for you to say no. And we have different elements in culture. We are blunt. If you call, if I call something's called you at home and you're not at home, maybe you are a little too much involved with the British years ago and learn too much there. And if you ask maybe a lady, Madam, is your husband at home? Sorry, sir. I'm afraid to explain you that he is not at home. Okay, friendly. If you ask my wife, is your husband at home? No. You win a lot. And the crucial element with usability is trust. And we became two Dutch-English cultures. Tried to be open from both sides. Crucially it's the respective people with different elements. Not convinced, but at the other hand, understand this stuff and delegate it totally. And again, and it can only start from top. I myself, I feel myself as a good entrepreneur but a terrible manager. A good entrepreneur never can be a good manager. And I have time enough because I had to do management. I traveled here many times with my private plane those days and I was there, I've been maybe a hundred times here. I knew the guys a little. I debate with him. You can say debate as a CEO with him. Yes, because have to come from the top. And many times I force people, engineers to do this. And I was authorized because I was the owner in the beginning and the biggest shareholder to force them and came in. I thought that is an important element. Sir, this is a very important question for all of us. Like if you remember IBM used to say if you invest in one dollar in UX and you get the result as a hundred dollars. So what was actually like our way because you invested a lot in design? First of all, the usability was not done for profitability. First was for customer intimacy. If you do it for only profitability, the end. And in an IP, if you look real in a NASDAQ company, if you look to all this stuff to a NASDAQ company, the shareholders are only focused on shareholders' value. As only and as the poorest you can do. Shareholders' value goes only in the beginning to next quarter and later on is only this quarter. And a company and a customer here for 10 years and longer. And that's the element. It should not be driven in the beginning by a short-term purpose but really long-term sustainability. So you had that vision 15 years back itself. If you were to start again, how do you like to envision the design? No, I would start again. I start again again. I start three times again. I now have even nice stuff in what we see in Comma Tour. What is the crucial part in usability? There are a few elements for the future. Start again means we are now changing. Next week my Tesla is coming. If you all drive a Tesla here, also in Hyderabad, it will help you a little for the traffic. It will be hard here, but what is tomorrow? Tomorrow is the Internet of Things. It's big data. Tomorrow we go to smart industry. And we have this very old, old, old software. We are not professional software that cannot fit together. My old band product cannot fit in this new world. 20,000 tables. Even as a piece product, 60,000 database tables. 120,000 if you look to even elements to parameters. And a user has only 15,000 parameters. You have to go to new elements. If you look again, what is tomorrow? At least everyone will be replaced by platform as a service. Like if you look like a sales force. For me, the best product, if you look now available, is all these elements together. What does that mean? Have that in mind. That means the first element that is coming is digitalization. We are in the heart of Fokker elements where digitalization is crucial. And by the way, digitalization has nothing to do with PDF. Nothing. You expect digitalization as PDF nonsense. Like it can be dead. That means digitalization means every element is there. Second is what we built. We saw PDF was the end of everything. You need a dynamic dossier. A dossier form was going like an agent who is dynamic.  You have your backend, it's coming. And for me, the backend is entering now in the internet of business processes. Everything is accepted from the internet. There's only one internet. The second internet is the internet of things. And there you deal with billions of things. We have six, five billion smart mobile phones. We have 50 billion things around us already. And chambers from Cisco expecting 500 billion things that are all talkative to us. Don't worry with this. We see now that things have a middleware layer where you can, in one second, you can have every some of the things. And the life cycle of a sensor, 60% of the data of a sensor have a life cycle of less than one millisecond. How can you connect them with the internet of business processes? And then we go to the internet of the human. Three internets. Who win? We talk it is. Is the robot winning or me? Is it the sensor winning? Or my common sense? Is it common sense or common sensor? Usability can help us to win in a common sense. Everything is going from data to information. But from information is going to knowledge. And usability helps me to transfer knowledge to wisdom. And what we are doing there and realize that even usability helps us in the big stories. The last two years Google stored more data than every all the time you can remember the Earth is staying here till two years ago. How can we take then also these big data elements and to improve my elements now? What is in the cruise ship? I think you are talking about big data and internet of things. Do you think that designers can play a big role in this crucial future technology in the current years to come? It is the only way. If you see a little card that talks over the three layers, the layer of transaction is terrible. When I sold it, I said it is my transaction in one silo. Second we bring the business process is the inbound part of the enterprise. Maybe in a sales force environment only one object or inherited objects on the internet, on the mobile, beautiful. That is only the inbound, the second layer. The third layer we go, what Peter Drucker is saying, we are going now entering from enterprise to the human, to the citizen. And in that world, it is a simple world because the processes are completed, the gateway from the second layer to the third layer is only a task. And the task should be driven by the usability to improve the task and connecting these three internet layers together and see this dynamic document as a cornerstone and then you need elements like case management. And then the usability allows me now to improve my task, take alerts from big data and what do I have to do for the next two hours? It can help me to open the complexity of everything in me, my mobile, my things together. This is the persona. And it is like if you look therein, the persona is coming crucial but not only usability for an enterprise, that is what we did in the decade before. But it's now going for usability for different personas.   Okay, but I feel still a little energized to do some things. I'm only 70 years old, but still I'm quite intrigued in all this stuff. But the different personas, but not only both elements, not only different personas, but different personas in different tasks. And there is where the biggest, say, disruptive element comes in. I can win from you because 10 minutes before the tender, I bring totally new stuff in. And in the different element of personas, we're going to no longer Kodak. We had two big customers in the past who came over to big system, was Boeing and Kodak. Now Kodak went to SAP, you can see it, and we took Boeing. Now, it's going from Kodak to Uber. How can you bring the way of thinking in the Uber in this world? So before I leave one question to the audience, I want to ask you my last question. What is your advice for designers and engineers who want to be an entrepreneur?  Means don't think that startups is the only one. Even you can have what we see and kind of a startup in an enterprise. Both elements are there, but important is what you should do. Try to learn the business environment elements and enough. We go to the consumerization of technology. Don't bother for in-depth stuff only if you can do it. But combine this. We called it, four years ago in Ban, we called it already the boundary spenders. Be a boundary spender where you should be the bridge between the creative part on the one hand and still the adoptive business element therein. And for the rest, relax, be not a workaholic. It's more quality than quantity for sure. If you are at the end of the life and you say, I like work so much and I was on this planet only to work, it seems very poor. So any questions from audience? Hello sir, this is a wonderful session and I would like to call you the godfather of UXO. Thank you for this great session. I'm honored, thank you. My question to you is you talked about IoT, you talked about cloud computing and things that is happening in this industry, it's growing fast. Our question is what is the paradigm shift we are going to do so that the organizations, higher UX designers, I mean we do actually have engineers. Even now today, engineering teams are a part of the UX. How do you bring this designers, the art people in the organization and what transformation we need to do so that we have these as part of the organization? First you're lucky. In the future you have not to go longer than my old Ban system in the SAP in the Oracle system. They are far too complex and you have not so much chance to improve them. First you can start with cloud related stuff who can be renewed every day. But take care that you are the beginning, you should be there before Scrum. That's the crucial part. Before Scrum means you should be there respectful enough to talk with these little, sorry for that, but these nerds who are very good. The best ones have a little that at least have to be very indirect, where even go very deep in this element.  It's respect for each other, small teams and here we see the big chains last quarter if you look all this outsourcing stuff is going down, will be replaced by bots, the robots will replace the coding over years. Let's go down. There's a big problem here, if you look to all these elements, what will happen in the next couple of years? We see the beginning already, not only by Brexit, not only by banking. You bring the future and be alert on the future that's only focused not on the enterprise, the future we focus on tasks, we decouple this stuff. And again, the creative part is a crucial part, it's doing again and again and again. Don't be perfect, it's an ongoing improvement. So John, you hired Bapu to set up a usability lab because he had good drawing skills. So is that an important skill to have for every UX professional, good drawing skills? At least this drawing skills for me was an element that he could explain his creativity. It can be in different areas. But drawing skills were more important for me than programming skills. And that's an element, doesn't matter. It's social, we go to usability of everything. The sketching part, like if you were talking about design thinking, you know, it really do sketching. So quickly show that. Of course I'm a trained industrial designer, so that's all. Now we call it low-fidelity prototyping. Yes, low-fidelity prototyping. So where there was a situation when you had a researching team on site and the designing team here, so how did you manage the traction in between that? First of all, we developed already, we had a research team here and in the Netherlands. And later on in many countries. And that was also managed. And then you have to understand the fundamental elements of outsourcing. There was an article 2005, what you did with Cambridge Studies. Very interesting. The crucial part becomes why the people. Talking the same anywhere, Esperanto, a kind of a language where you can understand and respect. And then we decided the core of the core of development was in India. And the more customer-related stuff to implement was more from the Netherlands and US where we moved this stuff. But the core maybe design was still in the Netherlands. But we're giving it over to the people here because they're closer to the customer. And then we saw that the only bridge to do this and to do more because the Indians were so far from understanding the customer. And the only way to do this we found was usability. Because immediately then you have the confrontation from the engineer and see it back and going there. And that was for me a big help, but maybe you can add some things, you knew it even more. So as I was talking about, we used to have the lab testing as well as user research. Directly go to the customer's place and we got an opportunity to do that. We go to Netherlands and work on it. Other thing to add is cross-cultural design. So now it's actually unified and everything is clear. That was the time. Even to use an icon, some symbols are very offensive in different countries. We used to have thorough research on bringing on each icon even to put a small book, for example. Now he's talking about hand gestures. Some hand gestures are very bad. Yes, yes. Sometimes you're related. So some books you cannot keep this. So then it's like, no, we don't want to. Because it maybe can say Quran or Gita. So people misinterpret in different ways. So we had a lot of research done and then arrived finally the guidelines. But actually it worked for internationally. And one thing to add to be there, it's my example here. You can make good careers. Mr. Ramanathan, look to the people around Ban who are in many countries. I'm joyful. I was yesterday also seeing my heart. It's so much joyful to see these people. I've given them more than money. And that's what we could convince people. We help you in your career. And that's tomorrow's world. The crucial part for usability is continuous learning. We like to connect usability on the end, not only with IP, but with learning. And the crucial part is catering for life you're learning.  We go into a revolution in a way of thinking. From enterprise driven silos to end to end processes, but no one even still have it. They still have the silos. Some do a little business process management. It will turn totally to the task. And we go from MRP, material requirements planning to TRP, task resource planning. What is predicted that you do next week? Can you do it? Big data is giving me information. Your constraints. Are you diploma good enough? Are you tired to do this? Totally new thinking is coming. So I would also like to ask you that. He's a visionary and he's got many firsts to do, but apart from all, he's got many grandchildren here in India. Would you like to share that one? Okay, that's good. They call me Tata, yeah? And I'd joy if I see this very small one from this age. I'm now here. And I train them with the best training. All the usability. Coming from the poorest of the poorest background and I decided to make leaders out of them. Maybe a little opposite your culture, but if they're staying a little before me, I'm saying no, you change one thing. Only you dumps. Every person is a trustful person.  You do great. 1.3 billion. Where are you? Why is it that I have to help your poor? I did it. Because these guys have given me so much in my value on Wall Street. Why should I not contribute back? And take care around this. And that's joyful. Real nice. That's the best. And that was, therefore, I was 100 times here, many times here and coming and see also my grandchildren. We say, Tata, what are you doing? And they are fluent in English. So thank you so much, sir. We're all very honored to have you here.