Creative Agencies: Workflow & Process (Jul 14, 2020)

Transcript

Welcome to this Workfront Virtual User Group. This was intended for folks that are in marketing or that are in creative agencies. We’re gonna be chatting specifically today around workflow and process. My name is Kristen Farwell. I will be your host. I’m with Workfront on our marketing team. I’m actually part of our customer advocacy group and I manage this user group program. I also manage our customer communications program. So you may have seen my name floating around in a few different areas.

I do wanna mention right up front that this session is being recorded. So no need to frantically take too many notes. We’re recording this. If you have colleagues that weren’t able to make it or you wanna go back and reference something, we’re recording it and we’ll make it available. Later today, actually, we’ll post it on Workfront one.

A touch of housekeeping. So I know many of you guys have been on probably 80 Zooms a day since March, but in case this is new, a couple of things. These virtual user groups are a little bit different than a traditional webinar, quite a bit different actually than a traditional webinar in that this is meant to be a group discussion. So you are in control of your own audio and your own video. So at some point, if you have a question or we go into these breakout groups and wanna talk to one another, just know that you’re in control of that. And we do encourage folks to turn on their video, especially when we get to the breakout groups. It’s really nice to be able to see who we’re chatting with. And so you can find those controls on the bottom of your Zoom screen. You can also see who else is here in that participants window. We’re gonna be heavily relying on chat to make sure you click on that icon and pull up that chat window. And then the last thing I will share is that it is sometimes handy to toggle between gallery view and speaker view. So in the top right of your Zoom screen, you can change that if you just wanna see the one person speaking, that speaker view. And if you wanna see everyone, the kind of Brady Bunch view, that’s gonna be that gallery view, which is really handy again, when we go into the breakout groups.

I’m gonna get to the agenda here in just a moment. But while we’re all getting settled into the Zoom, I’d love for you guys to type a couple things into chat. So normally when we do in-person user groups, we would go around the room and all say hello and share where we’re from and what our role is and how we use Workfront. With so many folks on the Zoom, we just wanna be efficient with our time. And so if you wouldn’t mind, open up that chat, that little chat window. I can already see your name. So just type in maybe your company, your role, where you’re located, anything particular you’re hoping to take away from today. And then just for fun, I’m curious what your favorite hobby is. And so again, you guys know I’m Kristen, I’m with Workfront, I’m in Austin, Texas. My goal is really just to help you guys meet one another today, that’s my big takeaway. And my favorite hobby, I wrote this and then I realized I hadn’t really thought about my own hobby. I would say right now it’s gardening. I’m spending a lot of time in my own backyard. So my backyard has never looked nicer. And Linda, I don’t know if you’re in your backyard, but I’m loving the backdrop of the, I like it. I should start taking more Zoom calls from my backyard. Although in Texas, it’s 100 degrees. So maybe not the best time. So you guys keep doing that. I’m gonna come back to these. So I’ll give you a moment to do it while you’re typing into chat. A couple things about our agenda today. We’re right on time. So we’re kind of trucking along with our housekeeping. Here in a couple minutes, I’m really excited to introduce Lenny Cipilowski from Esri. So she’s gonna share an excerpt of her LEAP presentation on the end-to-end marketing workflow process. So super excited if you’ve not seen this presentation for you guys to be able to see it and to be able to ask her specific questions. After that, so it’s a 90 minute event today. So after Lenny shares her presentation, we’re gonna break out into some smaller groups. We have a pretty large group today. So rather than try to fight over each other for audio, we’re gonna just break out into some smaller groups, talk about some workflow process, come back here and make sure that you’re out of here at 1230 and that’s 1230 Eastern time. So with that, I’m gonna come back to the chat. There have been a lot. So I’m not gonna be able to get to all of them, but I’m gonna scroll.

Let’s see, Kim is with, I don’t know if it’s GAFF or just G-A-F, but the world’s largest roofing manufacturer. That’s kind of cool. Big hobby right now, she’s in Jersey. Big hobby is reading on my Kindle.

Let’s see, Aya is with Florin Decor down in Atlanta. Hi Aya. Hoping to learn how internal creative teams manage their resourcing without requiring time tracking. Love to hike and loving some documentary films.

Let’s see, Kimberly. Hey, Kimberly Schneider Electric in Rhode Island. Love going to the beach. That’s one thing I miss about being up on the East Coast is the beach time for sure.

Let’s see, we’ve got Sharon is in Vermont, spending a lot of time refreshing our deck, sanding, staining. It sounds like, well, that’s, it will help you with hobbies of being outside. That’s a tough one to have as a fun hobby, restating a deck.

Sarah is in Buena Park, California, wanting to learn more about how agencies are handling the PO process and her hobby, taking care of the kids. That is definitely a full-time job on top of a full-time job right now. So lots more, scroll through the chats, get to know your fellow work front folks here, but I appreciate everyone taking the time to type that in.

So I think what we’re gonna do, I’m gonna pass things over to Lenny. And Lenny, I’m gonna stop sharing my screen if you want to start sharing yours. And I will also mention that in addition to this presentation, Esri was also a 2019 Lion Award winner. So I don’t know if you’re gonna share a little bit about that, but that’s just, we’ve got some real expertise on the line with Lenny today. Awesome, thank you so much, Kristen. Before I get started, you guys can see my screen okay, right? Yes. Good, all right. Very cool, so I will just dive right in. Like Kristen mentioned, today’s presentation is a repurposed LEAP presentation, about 20 minutes. And today we’re gonna cover how to engineer efficient marketing processes. So whether you’re just starting out in your implementation or you’re in the optimization phase for your process engineering, I think you’ll find something in this presentation today.

Before we get into the topic, just a bit about myself. As she mentioned, my name is Lenny Cipilowski. I am the marketing project manager and work front system administrator at Esri, who was the 2019 line award winner for change leadership. In this role, I work very closely with a team of other work front system administrators who also do double duty as change managers and project and process managers. I’ve been with Esri for about a year and a half now. And prior to joining, I implemented work front for the National Retail Federation, which is a trade association in Washington, DC, where I worked as their creative services production manager. So got a bit of the actual production experience as well. If you’re not familiar with Esri, we are a Redlands, California based software company that specializes in geographic information system, also known as GIS software. As the global leader in this category, we offer the most powerful mapping and spatial analytics technology available. Our software is used by more than 350,000 organizations, including some of the world’s largest cities, most national governments, about 50% of Fortune 500 companies and more than 7,000 colleges and universities. And if you’ve seen any of the maps that have been going around mapping the COVID pandemic, there’s about a 90% chance it’s one of our maps. So next time you see one of those, look for the Esri logo in the bottom corner.

All right. Let’s see.

So today’s presentation is going to cover three key phases for end-to-end process creation. First, we’re going to define what an end-to-end process is, not just broadly speaking, but what this might look like in your organization. Second, we’re going to cover best practices for implementing your new processes. And finally, I’m going to close it out by sharing some of my favorite Workfront reports and text mode tricks that you can use to measure the effectiveness of your workflows.

All right, so first up is defining the end-to-end process. An end-to-end process is a comprehensive workflow that captures all of the steps necessary to complete a specific deliverable. So let’s say you’re part of a marketing or creative services team. And if you’re in this webinar, you probably are. And you’re in charge of developing a process to facilitate email campaign execution. An end-to-end version of this process is going to account for all the variables that might come up when you’re creating an email campaign. So this workflow might include tasks for copywriting, list building, creating the email, campaign attribution, and so on. Building these tasks into a single workflow means that your requesters do not need to submit multiple requests just to get their email out the door. Everything is taken care of in a single project, generated from a single request. Now, not only do your requesters benefit from this approach, but as a process manager, you’re going to have better visibility into the work being done. This drives efficiencies, it reduces duplicative efforts, and it helps you understand how well your processes are actually working. As the founder of Modern Management, Peter Drucker, once said, if you can’t measure it, you can’t improve it. So this idea applies to process management as well.

Great, as you’re building out your processes, you’re going to want to get buy-in from various stakeholders. However, too many cooks in the kitchen can quickly derail this stage. So you first need to establish some ground rules. This can be accomplished by setting up a work front governance committee with a representative from relevant teams in your organization. The function of a governance committee goes beyond process creation. This committee may also establish rules for data maintenance, object hierarchy, change management communications, layout templates, et cetera. In the implementation phase, however, the governance committee is going to largely focus on process design, and as such, leadership in this area is going to be very important, especially when key stakeholders cannot come to an agreement.

Once the ground rules have been established, you’re going to need to identify the stakeholders who will be using Workfront. The three main personas we identified at Esri are team members, and those are the users doing the work, project managers, the users who are managing the work, and requesters, and those are your users who are just requesting, reviewing, and approving assets. Depending on the size of your organization, you might break these personas down into subcategories. For example, some of your team members might use an Agile work methodology, while others only participate in waterfall projects. So they’re going to have different needs in their configuration. Furthermore, your requesters might also include users ranging from program managers to C-suite level executives.

When you define your processes with these stakeholders, we recommend starting with the team members as these people are closest to the work being executed. And this is especially true if you are starting from scratch. So you’re not only standing up your Workfront instance, but you’re creating processes to go with it at the same time. You can, and we did, gather information from these stakeholders through a lot of whiteboarding and brainstorming sessions. And as you’re going through this exercise, you’re going to learn what information is most important to each stakeholder type. So for example, your team members probably want to see Workfront reports that just show what are my priorities for the day, right? What do I have to get done now or maybe this week? Whereas your executives are looking for stats on long-term portfolio and campaign management. So these insights are going to impact how you structure your layout templates and reports and dashboards. So be sure to take careful notes with this in mind.

Once you have defined your processes, the next step is to implement them. For teams that are new to Workfront, this can be the most challenging step as it requires a degree of technical expertise plus a comprehensive change management plan. In this section, I’m going to walk you through Esri Marketing’s Workfront implementation story, how we use the ProSci add-car model of change management to roll out our instance, and I’m going to give you a checklist of our top technical tips for process creation.

Okay, so before the Esri Marketing Division implemented Workfront, we were using about 74 legacy request forms in 18 different systems to manage our intake. So this is a lot. It resulted in destroyed workflows, a lack of visibility into processes and siloed work streams, let alone trying to get accurate reporting out of it, right? So as such, there is a need to consolidate these systems into a single source of truth for our work. To accomplish this, we met with 38 teams across the marketing division to document and streamline processes before they were created in Workfront. For each workflow, we modernized the process with process owners, and we developed charts to illustrate the workflow prior to formalizing them as Workfront project templates. Now we use one system, Workfront, to document about 200 plus process workflows for Esri Marketing. We also have about 3,400 active users within the entire company, many of whom use Workfront to request, review, and approve work from the marketing division. Now we didn’t implement all of these workflows at once. We started by prioritizing high volume areas such as email and event marketing, and we rolled those out with the guidance of a carefully crafted change management plan.

For the unfamiliar, change management is just a collective term for all approaches to prepare, support, and help individuals, teams, and organizations in making organizational change. So in Esri Marketing, we’ve got about 200 people in our division. It’s a pretty big department, so as such, we have a dedicated change management team just to help us implement new technologies and processes and communicate changes to existing technologies and processes. This team is also responsible for user training. Our change management initiatives all follow Pro-size Ad Car model of change management, which you can see on this slide. This model represents the five outcomes necessary for lasting change, which include the awareness of the need for change, desire to support the change, knowledge of how to change, ability to demonstrate skills and behaviors, and reinforcement to make the change stick. Following this Ad Car model will help you successfully manage the people side of process creation, and these outcomes are further organized into three phases.

So broadly speaking, Pro-size three-phase change management process involves preparing for managing and reinforcing the change. In the interest of time, I’m not going to go into detail about each phase, but each one does have a very specific blueprint you can follow to execute it successfully. You can find more details on Pro-size website, and I’m going to link to that in the discussion thread that we’ll post after the session. When we created our change management project template, we followed this almost exactly as a model. We organized our parent tasks around the five outcomes that I noted on the previous slide, and we further grouped those into the three key phases that you see here, and that approach has worked very well for us.

All right, so to close out this implementation section, I’d like to run through our top technical tips for process implementation, and many of these tips are things that I wish I had known before saving up our instance, and I think that considering them will save you time in the long run if you’re just starting out. The first tip is to create a template planning view, and this is going to elevate data relevant to process creation. So it might look a little different for you, but our template planning view has columns for things like task name, task description, approval process, assignments, duration, planned hours, predecessors, task constraints, and then we have a custom field called template task notes. This is restricted so that only admins or people with edit access to the project template can see it, and this allows us to jot down our thoughts on each step in the workflow as we’re developing it. We also recommend standardizing task names and descriptions across project templates to simplify reporting. So you might want to create a project template that just serves as a library for these tasks for easy reference, and then you can just copy and paste them over into new project templates as needed.

To keep your templates organized, and if you have about 200 as we do, this becomes extremely important, we recommend creating a custom field to group similar project templates together according to project type. For example, our categories include web, email, and video. So now I can just go into the back end and say, show me all my templates that have been tagged with the web value, and there they are. I don’t have to dig through 200 templates. This is also going to help you streamline reporting because you can filter or group results based on that custom field when you’re generating reports.

And finally, another big consideration is deciding which approval system to use. So the proof approvals are powered by ProofHQ, and while they are easy to use in the context of work front proof, the proof workflows are not as dynamic as task, issue, and project approvals. So at ESRI, we exclusively use the global object-based approval processes. However, I personally use both, and each approach has its benefits and drawbacks. We can do a little Q&A about that if you want, but I would just recommend at the very least researching that topic carefully before deciding which approach is best for your instance and your workflows.

Okay, so a few more tips. If you do decide to use object-based approval processes, we advise using global approval processes on your template. Private approval processes are the ones that you just create as one-offs within the project or the template itself, and the global ones are the ones you create through the setup menu. The downside of using the private approval processes is that they won’t update if you change the approval settings in the setup menu, and that’s something that we learned the hard way. We also recommend creating a parent task for all tasks in your project template. We have one called project timeline, and this is going to allow you to quickly summarize the duration, planned hours, and all dates for the tasks in your project. Plus, this parent task is going to be a handy placeholder if you ever need to copy and move tasks from one project to another.

Once your projects are active, you may find it useful to create cross-project predecessors to connect projects that have interdependent tasks. Although we do recommend keeping most workflows contained to a single project because it’s in keeping with our end-to-end process model, sometimes spending that multiple projects is unavoidable, and it’s nice to have this in your back pocket so you can connect them still if you need to. And the final tip for this section is critical for creating visually engaging reports. So create a project custom form, restrict it to system admin view only, and add it to every project template. And we’re going to get into detail about how to do this in the next session, but this form is going to house your library of calculated fields, and that’s going to let you do some really great stuff with charting and graphing in reports.

Okay, so the final section, this is all about measuring your processes. Specifically, we’re going to cover how to identify and report on key performance indicators, or KPIs, specific to marketing teams. We’re also going to discuss how to optimize your objects for visual reporting, which I just touched on in the previous section. And then finally, I’m going to show you how we leverage user surveys and project retrospective custom forms for process improvement.

So before you start creating calculated fields, reports, and dashboards for your end-to-end process, you need to decide what you’re reporting on. Generally, you’re going to want to identify and measure key performance indicators, so the KPIs. KPIs are measurable values that demonstrate how effectively a company is achieving a key business objective. So for an in-house creative services or marketing team, potential KPIs might include something like go-to-market velocity. At Esri, this is measured by how quickly an asset is released to market after the project is entered into the system. You may also want to look at the volume of rush versus normal requests as demonstrated on the chart here. A number of proof revisions is also a good metric to look at. You want to get those down over time and try to minimize the turnaround time. And we also look at volume of issues, lots of projects, things like request processing time, and on-time versus late projects. Now, some of these KPIs need calculated fields to measure them effectively. An appendix of these fields has been included at the end of the presentation, and I’ll touch on them a bit here as well.

So Workfront’s calculated fields might be the single most powerful reporting tool in the system, but to use them effectively, you first need to create custom forms dedicated to organizing calculated fields for a given object. So for example, you’ll need a project custom form like the one pictured here dedicated to organizing project calculated fields, a task custom form just for organizing task calculated fields, and so on. This will ultimately allow you to create charts off the results of your fields. And if you’ve taken any of Workfront’s text mode reporting courses, you’ll know that you can write calculations directly into the report header using value expressions, and this is still useful for reports where you’re creating one-off calculations and you don’t need to graph the results, but because you can’t use value expressions to create charts, it can get very frustrating when you’re trying to visualize large amounts of data. So that’s where this calculated field form that you see here comes into play. It’s critical to ensure that these forms are applied to all relevant objects though, so that your reporting is accurate. So when possible, it’s best to set up your project templates and request queues such that these forms get added automatically.

For example, add the relevant form to every project template, every template task, to every queue topic, and so on. If you want to hide these custom forms, make sure to restrict permissions so that only system administrators can see it, and that’s what we do. One thing to be mindful of is that custom forms automatically reshare themselves with the author’s home group. So what I do is I put myself into a dummy home group where I am the only person in it and then maybe a couple other admins, so that way when it re-shares itself, it’s not really re-sharing with everyone else.

Another thing to note here is that if your calculated field custom forms are restricted to system admins, any reports that you create that reference these fields have to be run with admin rights. So as you can see here, the screenshot says, run this report with the access rights of Lenny Cipolowski, so it’s going to run it like a system administrator is looking at it. And then whoever is shared on that report can see everything that I can see. So if you don’t do that, no one will be able to see the results of your beautiful calculated fields. Now, occasionally users are going to create objects outside of your standard templates and processes, and that means that your calculated field forms aren’t going to get picked up automatically. So because of this, you’re going to need a way to identify objects that are missing the calculated field forms, and that way you can batch edit it onto them accordingly. So what I do is I have a dashboard with one report per object type, and I use this exists text mode code in the report filter to see which objects are missing their respective form. So you can use this formula, just update it with the relevant form ID, and then you’ll see every, let’s just say project, for example, that’s missing your project custom form. If you don’t know how to find this form ID, you can expose it by creating a view with the form ID as a column in the forms section of the setup menu. Now, once you have this dashboard set up, all you need to do is check on it regularly and then batch edit any missing forms onto your objects. As you’re going through this, there are a few things to keep in mind. First, you might notice that most of the tasks that are missing your custom form are being created as part of a custom project. And in your projects, you may be aware there’s a setting called task default custom form, and you might be tempted to make your task form the one that’s automatically added to every task created in that project. But if you’re like us and you’ve restricted your calculated field form to system administrators only, and you set it up here, it’s going to prevent your users from adding tasks at all. So just a word of warning, I would completely ignore that approach. Another thing to keep in mind is if you batch edit your form onto tasks and issues that belong to iterations, you might push updates to other users. And this is because if you have a calculated field on an object and it runs that calculation, it tends to update other elements that may not always be in alignment and that triggers notifications. So to avoid this, I have separate reports that distinguish between tasks and issues that do and do not belong to iterations. And then I make sure to temporarily disable these global notification settings shown here before I start batch editing. Just remember to turn them back on afterwards and you should be fine.

All right, so now we’re getting into user surveys and project retrospectives. So sometimes the calculated fields that I was just talking about and the KPIs, they don’t capture all of the nuances of a project or process.

So to fill in those gaps, we have our project managers send out user surveys and complete a project retrospective custom form at the close of each project. The surveys help with the reinforcing the change, phase of change management that I mentioned earlier. And it also allows for continuous improvement and for the users to feel heard. And the project retrospective custom fields themselves give our project managers a similar feedback mechanism. To trigger this activity, we have a task assigned to the project manager at the end of the project that encompasses all these activities. So it’ll prompt them to send the survey link to the project sponsor. The PM will personally fill out the retrospective form. When you’re setting up your forms and coming up with fields, we recommend categorizing feedback according to theme to generate meaningful reports. For example, our PMs can attribute bottlenecks to a pick list of predetermined categories, such as content delay, approval delay, process not followed, things like that. And doing it this way is going to let you easily group the results and inform process changes.

All right, so the last few slides, and these can get really technical. These are dedicated to some of the calculated field KPIs that I’ve mentioned earlier. You can repurpose these in your own instance. So after the session, I’m going to post documents in the discussion thread that’ll let you copy and paste this really easily. And with a few tweaks, you should be able to use this.

And the ones that we have here are two project calculated fields. So you can use these to measure go-to-market velocity. As I mentioned earlier, it’s just the difference between when the project is entered and when the go-to-market date happens.

To use this, we also have a custom field called go-to-market date one that the PM populates. So you will have to have something like this in order for this to work.

And this lets us determine how quickly an asset was released to market, because the project end date doesn’t always match when the asset was released to market. Sometimes it’s released in the middle or three quarters of the way through the project. And then we have all these like post release activities that happen before the project closes. So this is our way of pulling this out and measuring the velocity a bit better. And this one down here just measures on time versus late for completed projects, really simple. And here we get into the calculated fields that measure the timeliness of tasks. The first one generalizes the results by the user’s home team, or I should say the second one generalizes the results by home team or home group. And the first one is especially useful if you want to measure how early later on time a task is, but you also want to control for tasks that are received late. So if you run a lot of waterfall projects and you’ve been using Workfront for a while, you might hear the complaint of, well, yeah, I’m completing my tasks late, but I’m also receiving them late. So it’s not really a fair measurement. This formula is a way to get around that. So as long as the user is completing their tasks within their allotted duration, it’ll still report out as on time or maybe even early. And it doesn’t matter if it was technically past the plan completion date or received late.

And then finally, we’ve got issue calculated fields. So the first one is going to let you measure between normal versus rush requests. And this only works if you have your queue topic default duration updated. So this is your default turnaround time, your SLA for whatever queue you’re standing up. And if the plan duration exceeds that, then it’s a normal request. But if they want a turnaround time that is tighter than that, it’s going to flag it as a rush request. And what we do is we also will run reports on this and then group it by the business unit of the person requesting it so we can track over time, is this department or team submitting a lot of rush requests, that sort of thing.

We also have formulas that measure request processing time expressed as a range. And this is really nice for if you have queues that have approval processes that happen before you convert your request into a project. It allows you to see how quickly it moves to that pre-project planning phase before the project actually gets started. And the last formula shows the duration of an issue’s resolving project or the duration of the issue itself if the issue has no resolving project. So this is good for request queues where issues are sometimes converted into projects, but they’re sometimes just resolved at the issue level, but you want to measure it all in one place. So this formula is going to allow you to do that.

Yeah, and that’s it. So thank you very much for coming to this session. Whether you’re just starting out with your implementation or if you’re in the optimization phase, I hope you got a lot out of this and you walk away with a better understanding of the benefits of using the end-to-end processes. So I’m going to stop sharing and then I guess we’re going to go into Q&A and breakout. Yeah, based on the number of chats and based on the number of private messages that I’ve received from people saying, this is amazing. This was fantastic, Lenny, thank you so much. I do have a couple of questions and there’s probably more in chat that we may or may not be able to get to. So if we don’t get to your question, there’ll be a thread on Workfront 1 and we can continue there. But the first one was from Monique and it was early on in your presentation and it was, do you define projects to the deliverable type or do you ever combine multiple deliverable types into one process stream? That’s a great question. So when we first started out, not everything was end-to-end. So we could just say, okay, this is an email project here. This is a web project here, but as we’re maturing, we’re finding a need to have multiple options to tag a project. So let’s say if you’ve got, we recently created a huge project template for executing webinars and that includes activities or social media posts, email, landing page creation, lead generation activities, those are all separate categories so we would tag that project template with all those categories. So we can, no matter what report we run, that’ll just pop up every time.

There’s another one from Linda and Linda asked this question and then there was a number of people that replied back to it. So while this may be resolved, I’m just curious for your perspective as well. So the question was, we have anywhere from 100 to 150 active projects at any given time. The number of individual assets within each project varies from one to more than 25. In order to evaluate time and project success, I really wanna see a report that tells me how many individual assets were released per project.

Interesting, so I am not sure. And Linda, I saw you were gonna jump in. Did you have anything to add? No, I think Kimberly responded and her idea sounded really good. It’s something I have to talk about with my team. The designers would have to go in and make a note as they released things. It sounds doable, change management, but I think it should be an easy fix in the short term if we can find a better solution.

Exactly, and I’m not sure if there’s an organic way to say, oh, let’s run a report on how many documents are posted here and that can get conflated with what if they’re supporting docs in the project. But we do something where at the end of the project, the PM will pick how many assets were produced. So we have a predetermined pick list of that and then we’ll report off of that information.

Yeah, my two PMs are on this call. So they’re probably picking up some of this information as well. Hi, well, and then one last question from Janine. What is the average adoption time for many of these reports? I’m a new user, I feel, and I feel just getting all of our items and project templates and custom forms into Workfront and people using it is enough work to keep me busy. I feel like I can’t devote time to learning this until maybe three to six months after full adoption. Is that a mistake to think that way? I love these types of questions because it allows a lot of the folks on the phone to say, if I could go back to my new user self, what guidance would I give? So, Lenny, I would ask you, but if anyone else has feedback for Janine, type into chat as well. Sure, I mean, so the stuff that I presented at the end, this is something that I just learned within the past year and a half or so I would say. It’s more towards the end of your implementation of Workfront. I think the learning curve can be kind of high for actually implementing the calculated fields. But at the same time, you do wanna make sure that things are set up such that the report creation is cleaner and easier in the long run. So that’s why I included the slides for the technical tips. I think if you just follow those and look at that checklist against what you’re doing now, you’ll be in pretty good shape and you won’t do yourself a disservice by waiting to explore the reporting until maybe, I would say like at least a year, year and a half into your Workfront implementation. But that also depends on, can you devote all of your time to it? I’m the product owner for Workfront. So I spend all day in it, but a lot of people are wearing mutual hats. So it could take longer if you’re doing that.

Well, I think what we’re gonna do, we’re actually just perfectly on time. I’m gonna move us into breakout group. So again, Lenny, thank you so much. That was incredible. And Lenny’s not going away. All that we’re doing is we’re just gonna continue this conversation. So this Q&A, this conversation that we’re having here, we’re just gonna continue that by going into breakout groups. And so here in a moment, Kena Baker, who’s our one, she’s our community manager. If you don’t know Kena, I know most of you guys do, but she’s also helping out with breakout groups today. We will break this group out into just some smaller Zoom rooms.