Meeting Title: Brainforge Project Management Sync Date: 2025-09-11 Meeting participants: Justin Breshears, Rico Rejoso
WEBVTT
1 00:00:27.580 ⇒ 00:00:28.989 Justin Breshears: Hey, Rico!
2 00:00:29.670 ⇒ 00:00:30.929 Justin Breshears: How are you, sir?
3 00:00:31.540 ⇒ 00:00:33.449 Rico Rejoso: Hey, Justin, I’m good, how are you?
4 00:00:33.930 ⇒ 00:00:35.190 Justin Breshears: Doing good, man.
5 00:00:35.890 ⇒ 00:00:42.939 Justin Breshears: It’s good to get a chance to chat with you. I haven’t gotten a chance to just meet you and get to know you a little bit, so…
6 00:00:43.170 ⇒ 00:00:49.229 Justin Breshears: I would love to hear just kind of a little bit about you and your role at Brain Forge to start with, that’d be great.
7 00:00:50.040 ⇒ 00:00:56.870 Rico Rejoso: Yes, definitely. Yeah, so, my name is Rico. I’ve been with Brainforge since June.
8 00:00:57.250 ⇒ 00:01:15.660 Rico Rejoso: Late part of June. Originally, I am a, operations coordinator or operations lead, but we have a PM coordinator before, but after she left, for not passing the evaluation after the first few weeks,
9 00:01:15.770 ⇒ 00:01:23.279 Rico Rejoso: I take on some of her work, since Amber, we’re, like, full from a lot of clients.
10 00:01:23.400 ⇒ 00:01:28.850 Rico Rejoso: So I was doing it, temporarily, to cover up for some of the clients.
11 00:01:29.480 ⇒ 00:01:37.349 Rico Rejoso: So that’s how I, you know, were managing the marketing and, default and interviewed projects.
12 00:01:38.890 ⇒ 00:01:41.279 Justin Breshears: Nice. Where are you located?
13 00:01:41.750 ⇒ 00:01:42.899 Rico Rejoso: I’m in the Philippines.
14 00:01:43.060 ⇒ 00:01:44.000 Justin Breshears: Okay, awesome.
15 00:01:45.380 ⇒ 00:01:49.240 Justin Breshears: So, a little bit, late night for you right now, isn’t it?
16 00:01:49.240 ⇒ 00:01:51.439 Rico Rejoso: Yep, it’s 2AM here.
17 00:01:51.770 ⇒ 00:01:52.800 Justin Breshears: Oh, wow.
18 00:01:53.000 ⇒ 00:01:55.890 Justin Breshears: So, you’re pretty used to working nights.
19 00:01:56.470 ⇒ 00:02:03.760 Rico Rejoso: Yep, I’ve been working for almost 6 years, doing, during U.S. time, U.S. time zone.
20 00:02:04.390 ⇒ 00:02:06.700 Rico Rejoso: from Eastern to Pacific.
21 00:02:07.910 ⇒ 00:02:21.239 Justin Breshears: Cool. Well, thanks for that. It’s… it’s nice to get to know you a little bit. I’m Justin, obviously just starting this week, just doing, you know, project management. That’s what I was brought in to help out with.
22 00:02:21.250 ⇒ 00:02:29.059 Justin Breshears: I am located in Texas, not too far away from Utam, actually. We got a chance to meet up and…
23 00:02:29.430 ⇒ 00:02:34.329 Justin Breshears: have lunch together, so… that was cool. Yeah, so it’s,
24 00:02:34.590 ⇒ 00:02:38.620 Justin Breshears: 1.15 in the afternoon right now for me.
25 00:02:38.900 ⇒ 00:02:42.839 Justin Breshears: But yeah, so I have a background in project management. I’m
26 00:02:43.260 ⇒ 00:02:54.060 Justin Breshears: working part-time right now at Brainforge, because, gotta keep my day job for, for the time being, just, financially, so…
27 00:02:54.310 ⇒ 00:02:56.490 Justin Breshears: In my day job, I…
28 00:02:56.640 ⇒ 00:03:16.480 Justin Breshears: Lead a team of project managers, and, run a portfolio of about $65 million worth of projects. So, a lot going on there, but coming in to help out Brainforge run projects, but also kind of build out processes and things like that. So, that’s kind of where I’ve tried to dive in. So, anyway.
29 00:03:16.500 ⇒ 00:03:19.739 Justin Breshears: With that, you know, Utam.
30 00:03:20.100 ⇒ 00:03:28.309 Justin Breshears: kind of brought me in on something that was going on. Was it maybe, an internal project or something? So yeah, tell me a little bit about it.
31 00:03:28.710 ⇒ 00:03:36.909 Rico Rejoso: Yeah, so, when I first handled the marketing team, or the marketing department, basically it’s marketing content.
32 00:03:37.050 ⇒ 00:03:38.930 Rico Rejoso: department.
33 00:03:40.060 ⇒ 00:03:56.929 Rico Rejoso: there were a lot of backlogs already. First, I was unfamiliar with the terms and some of the processes. As I mentioned, I was not a project manager nor a coordinator at all. This is my first time handling projects, clients, and people.
34 00:03:57.020 ⇒ 00:04:12.759 Rico Rejoso: So, everything’s new to me. I don’t know how to initially respond or create action plan on the spot with a given situation. But, yeah, the marketing team, they have a lot going on every day, like, they don’t have, like.
35 00:04:12.950 ⇒ 00:04:28.619 Rico Rejoso: A specific, like, any other specific project or clients where, and once you onboard them, you can prepare a management plan, a roadmap, everything, and you could just assume that we need to be on track.
36 00:04:28.620 ⇒ 00:04:37.680 Rico Rejoso: to make sure that, you know, we reach the destination of what we’re aiming for for this project or client. But the marketing team is somewhat different.
37 00:04:37.680 ⇒ 00:04:53.079 Rico Rejoso: Since, they have, like, a lot of ad hoc stuff, they have projects that had been started, and has still been in progress with no definite time of accomplishment or completion, so I think that’s one thing that
38 00:04:53.340 ⇒ 00:04:55.300 Rico Rejoso: I’m confused about, because
39 00:04:55.560 ⇒ 00:05:01.699 Rico Rejoso: the process that we’re doing right now, or I’m doing, is based on the document that I’ve read.
40 00:05:02.520 ⇒ 00:05:07.099 Rico Rejoso: from Amber and the, PMO, PMO or the PM team.
41 00:05:07.100 ⇒ 00:05:24.679 Rico Rejoso: Where we just need to, you know, make sure that we update those tickets, remind them of the tickets, make sure that they’re within their story points, and at the same time, groom all tickets, check those backlogs, and have everything done within the cycle. So that’s, follow… that’s the process that I’m following. But…
42 00:05:24.720 ⇒ 00:05:29.799 Rico Rejoso: As you see, there were, like, instances where the project.
43 00:05:30.750 ⇒ 00:05:31.680 Rico Rejoso: it’ll be…
44 00:05:32.250 ⇒ 00:05:39.380 Rico Rejoso: I don’t know, had been blocked, or had been delayed for a couple of weeks already, and I’ve noticed that, but…
45 00:05:39.680 ⇒ 00:05:42.880 Rico Rejoso: I can’t really, you know, create a plan for it, since…
46 00:05:43.120 ⇒ 00:05:46.230 Rico Rejoso: I don’t know how to adjust to it, since
47 00:05:46.400 ⇒ 00:05:53.729 Rico Rejoso: I don’t know where they’re going, or… the process that we have right now is… Unorganized, to be honest.
48 00:05:53.990 ⇒ 00:05:57.959 Justin Breshears: Okay, yeah. Well, I’d love to help where I can.
49 00:05:58.060 ⇒ 00:06:01.249 Justin Breshears: Can you add me to the project in linear?
50 00:06:05.610 ⇒ 00:06:09.120 Rico Rejoso: Is there a way that you could just add me to everything?
51 00:06:09.500 ⇒ 00:06:11.989 Justin Breshears: I don’t know if I’m able to, like, see everything or not.
52 00:06:12.310 ⇒ 00:06:14.379 Rico Rejoso: I think you can search for it.
53 00:06:14.380 ⇒ 00:06:15.560 Justin Breshears: Oh, I can, okay.
54 00:06:16.030 ⇒ 00:06:18.380 Justin Breshears: Even if I’m not a part of it, I can search for it. Okay.
55 00:06:18.380 ⇒ 00:06:19.230 Rico Rejoso: Yeah.
56 00:06:19.450 ⇒ 00:06:21.360 Rico Rejoso: Cool. That’s what I do.
57 00:06:25.280 ⇒ 00:06:28.159 Justin Breshears: Dang, there’s actually a lot here, I’m looking through all of them now.
58 00:06:29.380 ⇒ 00:06:31.360 Justin Breshears: Oh, I see you just added me. Great.
59 00:06:32.370 ⇒ 00:06:35.010 Justin Breshears: Let’s see how it currently is. So…
60 00:06:38.290 ⇒ 00:06:43.939 Justin Breshears: You got… All these different projects. How are you organizing it currently?
61 00:06:44.560 ⇒ 00:06:50.950 Rico Rejoso: Okay, so what we do after each sprint or cycle is, during the planning,
62 00:06:53.030 ⇒ 00:07:05.670 Rico Rejoso: we have Utam on the meeting, and every team member, and we just… I mean, we ask UTAM what needs to be prioritized for this cycle, or for this one, and once we know that one, we just…
63 00:07:05.890 ⇒ 00:07:13.109 Rico Rejoso: Go to the ticket board, get those tickets that, based on what we need to prioritize for the cycle, and add them to the cycle.
64 00:07:13.220 ⇒ 00:07:17.200 Rico Rejoso: That’s what we do. And since, like.
65 00:07:17.500 ⇒ 00:07:31.200 Rico Rejoso: Monday, when we had the planning and meeting session with Lutong, there were no specifics on what needs to be on the cycle, so we assumed that we just need to carry over some of the stuff that were not finished during the previous cycle.
66 00:07:31.430 ⇒ 00:07:41.060 Rico Rejoso: That’s what we did. And unfortunately, there were, like, some tickets that had been carried over from the previous months. And this is not, like, your typical, like.
67 00:07:41.280 ⇒ 00:07:46.499 Rico Rejoso: two, three weeks delay. There were, like, tickets that… Had been created from…
68 00:07:47.150 ⇒ 00:07:49.660 Rico Rejoso: I don’t know, April? May? March?
69 00:07:50.380 ⇒ 00:08:07.629 Rico Rejoso: and still have no results, or still in progress, not yet finished, and we’re still digging things up to make sure that we keep those updated, or at least tickets will stay, or will be in linear for only, like, 2 months, something like that.
70 00:08:07.910 ⇒ 00:08:11.529 Justin Breshears: Can you share your screen and show me those tickets?
71 00:08:11.580 ⇒ 00:08:12.860 Rico Rejoso: Sure. Where to find them?
72 00:08:12.860 ⇒ 00:08:14.910 Justin Breshears: There’s a lot going on in here.
73 00:08:15.420 ⇒ 00:08:21.660 Rico Rejoso: Yeah, so we were able to clean up some of the tickets. Let me, like, let me check. Let me just share my screen real quick.
74 00:08:22.070 ⇒ 00:08:22.980 Justin Breshears: Oh, that’d be great.
75 00:08:25.570 ⇒ 00:08:28.719 Rico Rejoso: So, the content board here is new.
76 00:08:28.880 ⇒ 00:08:33.340 Rico Rejoso: Because it was part of marketing before, but… We separated.
77 00:08:33.610 ⇒ 00:08:35.929 Rico Rejoso: Content has a lot of stuff going on.
78 00:08:36.140 ⇒ 00:08:36.970 Justin Breshears: Oh, okay.
79 00:08:37.530 ⇒ 00:08:40.270 Rico Rejoso: But these are the issues, and…
80 00:08:41.659 ⇒ 00:08:46.879 Rico Rejoso: Yeah, there were, like, tickets from me and everything, although we made, like, good…
81 00:08:47.040 ⇒ 00:08:50.949 Rico Rejoso: I mean, progress from last month, because we were able to, like.
82 00:08:51.690 ⇒ 00:08:55.919 Rico Rejoso: Okay. Get 10-15% of the backlogs.
83 00:08:59.380 ⇒ 00:08:59.970 Justin Breshears: Yeah.
84 00:09:08.140 ⇒ 00:09:25.299 Justin Breshears: I gotcha. I think… so, you’ve cleaned up a lot of it already, but we still have, like, some stuff from May and everything, so I think it would be worth having a session to just clean all of it up, to see, like, are the ones from May still relevant? Still necessary? You know, and some of these are one-point tickets, so…
85 00:09:25.840 ⇒ 00:09:32.260 Justin Breshears: Stuff that could be… knocked out in 2 hours, right? That’s what a 1 point means?
86 00:09:32.640 ⇒ 00:09:37.499 Rico Rejoso: Yeah, I tried to, because we had a grooming session last week, and I liked…
87 00:09:37.750 ⇒ 00:09:46.649 Rico Rejoso: guys, we have this for, like, since May. We can, like, cancel this, or delete this, delete this one first.
88 00:09:47.000 ⇒ 00:09:50.740 Rico Rejoso: If we’re not planning to continue on doing this stuff.
89 00:09:51.120 ⇒ 00:09:58.920 Rico Rejoso: and just put it back, or once, you know, because I think some of this were forgotten, like, ad hoc stuff that they…
90 00:09:59.550 ⇒ 00:10:01.470 Rico Rejoso: I think we’re, like, a good part…
91 00:10:02.000 ⇒ 00:10:05.650 Rico Rejoso: Of, you know, to be part of the cycle, then eventually.
92 00:10:06.080 ⇒ 00:10:08.299 Rico Rejoso: Take it off, and forgot about it.
93 00:10:08.420 ⇒ 00:10:11.459 Rico Rejoso: There’s, like, a lot of tickets that… in that situation.
94 00:10:13.340 ⇒ 00:10:13.680 Justin Breshears: Yeah.
95 00:10:13.680 ⇒ 00:10:19.030 Rico Rejoso: And they don’t want to remove it yet, because they were, like, saying that
96 00:10:19.210 ⇒ 00:10:24.150 Rico Rejoso: Maybe we will be doing this in the future, something like that, but it’s been, like, you know…
97 00:10:24.340 ⇒ 00:10:27.260 Rico Rejoso: We’re in the fourth… almost in the fourth quarter of the year.
98 00:10:27.630 ⇒ 00:10:30.979 Rico Rejoso: And he just… he hasn’t been here since the first quarter.
99 00:10:31.580 ⇒ 00:10:40.039 Justin Breshears: So, when you do these planning sessions on Mondays, do you have a capacity for the team? Like, here’s the number of points the team can do.
100 00:10:40.450 ⇒ 00:10:40.999 Justin Breshears: For the week.
101 00:10:41.000 ⇒ 00:10:41.590 Rico Rejoso: gap.
102 00:10:41.740 ⇒ 00:10:49.070 Rico Rejoso: For each cycle, as per Amber, each should have the maximum of 40 points, not more.
103 00:10:49.070 ⇒ 00:10:51.960 Justin Breshears: 140 points. And the cycle is 2 weeks, right?
104 00:10:52.160 ⇒ 00:10:52.960 Rico Rejoso: Yes.
105 00:10:52.960 ⇒ 00:10:55.720 Justin Breshears: Okay, so how many people do you have?
106 00:10:56.030 ⇒ 00:10:59.369 Justin Breshears: on the project, is it 40 per person, or 40 total?
107 00:11:00.210 ⇒ 00:11:07.880 Rico Rejoso: You know, we have, like, for marketing, we only have two, Anna and Anne, and for content, we have Ray and Ryan.
108 00:11:09.890 ⇒ 00:11:13.719 Justin Breshears: Okay, and it’s 40 each, or is it 40 total with them?
109 00:11:14.280 ⇒ 00:11:15.630 Rico Rejoso: 42 oil points.
110 00:11:16.110 ⇒ 00:11:18.360 Rico Rejoso: 40 total points.
111 00:11:18.540 ⇒ 00:11:19.369 Justin Breshears: For each person.
112 00:11:20.100 ⇒ 00:11:20.840 Rico Rejoso: Yes.
113 00:11:21.040 ⇒ 00:11:29.459 Justin Breshears: Okay, so is that how you’re measuring, like, your planning, where you’re assigning out a full 40 points to each person on Monday?
114 00:11:29.960 ⇒ 00:11:30.770 Rico Rejoso: It’s…
115 00:11:33.890 ⇒ 00:11:39.469 Rico Rejoso: I mean, they don’t reach, like, 40 points, like, for example, here.
116 00:11:39.710 ⇒ 00:11:54.880 Rico Rejoso: Ryan is the only one that’s, like, reaching 40 to 50 points each week, and his workload has been, like, a lot for the past cycles already. That is because he’s taking a lot of stuff, he’s doing sales and content.
117 00:11:55.000 ⇒ 00:12:06.280 Rico Rejoso: And that’s the reason he has a lot of tickets on his… and that was the reason that we have a lot of blockage as well, since some tickets need to go through him first before it gets passed down to Ray.
118 00:12:06.430 ⇒ 00:12:09.089 Rico Rejoso: Before we proceed to other team members.
119 00:12:09.640 ⇒ 00:12:10.590 Justin Breshears: I got you.
120 00:12:11.170 ⇒ 00:12:14.779 Justin Breshears: Is there a way on Linear to view…
121 00:12:14.860 ⇒ 00:12:16.120 Rico Rejoso: people’s…
122 00:12:16.340 ⇒ 00:12:25.229 Justin Breshears: workloads independent of the project or the cycles? Like, if I… if I can just look at, like, Ryan’s entire workload across all projects?
123 00:12:27.580 ⇒ 00:12:33.640 Rico Rejoso: I think this is the only board that has Ryan’s projects, so this is, I think.
124 00:12:33.850 ⇒ 00:12:39.180 Justin Breshears: So, are the ones from sales, like you said you had some stuff from sales coming in, is that tracked anywhere?
125 00:12:40.440 ⇒ 00:12:42.070 Rico Rejoso: For that, I…
126 00:12:42.380 ⇒ 00:12:49.510 Rico Rejoso: I don’t usually take the sales team, so I’m not sure, but he kept on mentioning that he has GPM stuff he needs to
127 00:12:50.130 ⇒ 00:12:58.240 Rico Rejoso: Do, but he also put it within content… within the content board, since the sales linear, not that organized.
128 00:12:58.620 ⇒ 00:12:59.350 Justin Breshears: Right.
129 00:12:59.650 ⇒ 00:13:01.860 Justin Breshears: That’s what my question is, cause, like.
130 00:13:02.100 ⇒ 00:13:12.970 Justin Breshears: the way that Linear is set up right now has everything very segmented, and if you have one person across different projects, it’s hard to track what their total workload is.
131 00:13:13.280 ⇒ 00:13:16.530 Justin Breshears: Right? I think that’s one of the issues here, is…
132 00:13:16.640 ⇒ 00:13:22.870 Justin Breshears: we can’t see what Ryan’s total workload is, because he’s not tracking everything in the same place.
133 00:13:24.110 ⇒ 00:13:32.379 Rico Rejoso: can, since, I mean, the content board is basically Ryan’s board. He takes over this one, so…
134 00:13:32.500 ⇒ 00:13:43.259 Rico Rejoso: everything that he’s doing, from GTM to content, he adds it here, and I always recommend and advise them to add it here, because I need to track their productivity, like.
135 00:13:43.310 ⇒ 00:14:03.589 Rico Rejoso: if out of 43 on this current cycle, how many, or what was the outcome by the end of the cycle? Were he able to finish, like, 80-90%, something like that? And he’s trying to keep track of all the tickets and make sure that everything is within here, and I also advise them that if they are, like, too busy to create those tickets, just ping me.
136 00:14:03.590 ⇒ 00:14:06.799 Rico Rejoso: or tag me on those posts, and I can create those tickets for that.
137 00:14:06.800 ⇒ 00:14:13.250 Rico Rejoso: Just so that we can track all of this and make sure everything’s clear, so they will be reminded that nothing’s, you know, yet forgotten.
138 00:14:14.820 ⇒ 00:14:15.370 Justin Breshears: Okay.
139 00:14:16.620 ⇒ 00:14:25.529 Justin Breshears: Yeah, I mean, that makes sense. That’s step one, is we gotta make sure, like, everything’s accurate, and that we’re tracking those workloads. And then, I think step two is the tickets themselves, so I think…
140 00:14:26.080 ⇒ 00:14:30.130 Justin Breshears: If we… Clean up the tickets.
141 00:14:30.290 ⇒ 00:14:47.949 Justin Breshears: then I think it’ll help us to understand, like, when things need to get done, because I think in that thread, I saw there were some misunderstandings between, like, timeline on the tickets, right? There was some event that happened, like, 2 months ago, and then, like, there was videos that needed to be created for them, and they weren’t out 2 months later, is that right?
142 00:14:48.530 ⇒ 00:14:49.200 Rico Rejoso: Hmm.
143 00:14:49.640 ⇒ 00:14:51.259 Justin Breshears: Is that one of the… one of the issues?
144 00:14:51.260 ⇒ 00:14:54.749 Rico Rejoso: I think I have a question for that one. I think I have a question.
145 00:14:55.620 ⇒ 00:15:00.989 Rico Rejoso: One problem is that they do multiple pro- I mean, multiple projects at a time.
146 00:15:01.050 ⇒ 00:15:15.909 Rico Rejoso: Like, what I mentioned, that’s the reason, like, those tickets are still pending, because they’re, like, doing 4, 5, 6 projects or campaigns at a time, and they just haven’t got time to finish the other projects, and that’s why it’s been in progress for months or weeks.
147 00:15:17.630 ⇒ 00:15:23.719 Rico Rejoso: I don’t know how we can fix that one, or if it’s possible that they just focus on one project first, then.
148 00:15:24.040 ⇒ 00:15:35.299 Rico Rejoso: or have at least 3 to 4 projects maximum to focus on each month or each cycle before you can proceed to another. I… I don’t know if I can recommend that, or if it’s, you know.
149 00:15:35.760 ⇒ 00:15:39.279 Rico Rejoso: something that we can implement some… so that we can…
150 00:15:39.280 ⇒ 00:15:52.910 Justin Breshears: I think that’s something that you should be bringing up. I think you should be bringing up… so I would work backwards from their capacity, right? That’s why I started there. They have 40 points per cycle, right? They can only do 40 points worth of work per cycle.
151 00:15:53.010 ⇒ 00:15:57.880 Justin Breshears: In my sprint planning, I would be assigning out work
152 00:15:58.400 ⇒ 00:16:04.019 Justin Breshears: Based on that capacity. If somebody has 20 points assigned to them in the cycle, then I know
153 00:16:04.050 ⇒ 00:16:19.210 Justin Breshears: okay, they have some more capacity to do some stuff, let’s see if we can pull some of this older stuff from the backlog, or lower priority stuff, right? If somebody has over 40 points, then I know they got too much on their plate, right? So that’s the first thing I would start. And then I just sent you in the chat here.
154 00:16:19.520 ⇒ 00:16:30.370 Justin Breshears: the doc that I’ve put together, for, like, ticket standards, in the Zoom chat here, if you want to open that up.
155 00:16:30.700 ⇒ 00:16:45.609 Justin Breshears: if… if the tickets themselves had all of these things in them, those minimum requirements for a good ticket, if they had a timeline, right? So that… that would… that would reduce the confusion on, like, when things should be done, right? And so…
156 00:16:45.840 ⇒ 00:16:49.119 Justin Breshears: You could even, like, start in your planning, prior, like.
157 00:16:49.520 ⇒ 00:17:08.170 Justin Breshears: assigning out tickets by timeline. If one’s due that week, then you know, okay, we need to prioritize that in this cycle, right? And then if you see, oh, we got too many that are due this week, right? Then you can make decisions on prioritization with UTOM there. And so, these are some of the things that I would be doing in project management, just like.
158 00:17:08.910 ⇒ 00:17:23.640 Justin Breshears: looking at… I always work back from, like, velocity or capacity of the team, like, here’s how much they can do, here’s the priority, you know, tickets, let’s assign them out. If, you know, we need to adjust workload, we can do so from there.
159 00:17:23.640 ⇒ 00:17:26.209 Rico Rejoso: I try to do that as well, but…
160 00:17:26.210 ⇒ 00:17:26.690 Justin Breshears: Yeah.
161 00:17:26.690 ⇒ 00:17:40.230 Rico Rejoso: You know, those… I mean, Ryan kept some clarity that, no, I don’t think we can move it next week, I need to have it this week, things like that. But you already have, like, more than out of 43 points for this cycle.
162 00:17:40.500 ⇒ 00:17:49.150 Rico Rejoso: 30-something is, like, going this week, and you need to move some of it for next week, and he just keeps on saying that I need to have it this week, I need to finish it this week.
163 00:17:49.880 ⇒ 00:17:57.070 Justin Breshears: Yeah, and that’s where I would be raising the risks, so are you, like, documenting or communicating those risks anywhere?
164 00:17:57.950 ⇒ 00:18:12.029 Rico Rejoso: No, I… I don’t know if I can, or I should, to be honest. If they… if the member itself states that I can do it this week, I just take their word for it, and, you know, trust that they can do it, or finalize it this week.
165 00:18:12.030 ⇒ 00:18:24.069 Justin Breshears: Which, if they’re doing it, is great. If they actually get it done, it’s great, but it looks like they weren’t in this situation, right? So if they’re telling me, hey, I can do it, but then they’re not doing it, then…
166 00:18:24.730 ⇒ 00:18:27.329 Justin Breshears: That’s a risk that we gotta call out, right?
167 00:18:30.200 ⇒ 00:18:31.000 Rico Rejoso: Yes.
168 00:18:32.640 ⇒ 00:18:37.400 Justin Breshears: And I think that’s what the situation your time, you know, called out, was,
169 00:18:38.330 ⇒ 00:18:51.109 Justin Breshears: you know, hey, some stuff was just not getting done because we just had too much on his plate. And so, if he has too much on his plate and he’s not getting it done, then I don’t care how many times he says, I can do it, I can do it, he’s not doing it, you know?
170 00:18:51.550 ⇒ 00:19:08.410 Justin Breshears: So, it’s… it’s kind of the project manager’s job to call out that as, hey, this is affecting the timeline of being able to do these tickets, because he has too much work on his budget. And it’s not like calling Ryan out. Ryan’s trying to do the best he can, right? He only has so much capacity, though, in a cycle, right?
171 00:19:08.570 ⇒ 00:19:22.700 Justin Breshears: So, it’s… it’s not about calling out Ryan, it’s about saying, hey, Ryan has too much on his plate, therefore, we’re at risk of these tickets not getting done, like, we need to reprioritize and make sure that he has a proper workload. That’s how I would call it out.
172 00:19:24.890 ⇒ 00:19:26.599 Rico Rejoso: I see. And I can, like.
173 00:19:26.600 ⇒ 00:19:27.210 Justin Breshears: Does that make sense?
174 00:19:27.210 ⇒ 00:19:33.229 Rico Rejoso: So, I mean, I can, like, inform Utam and Robert, perhaps, that Ryan has a lot of.
175 00:19:34.060 ⇒ 00:19:47.149 Justin Breshears: That’s exactly what you should do, yeah. Yeah, that’s exactly what you should do. I mean, use whatever channel y’all are managing this in, or whatever, however you’re communicating on these marketing tasks. I’d be calling out,
176 00:19:47.590 ⇒ 00:19:52.210 Justin Breshears: Like, in… in sprint planning, Or cycle planning at the beginning.
177 00:19:52.440 ⇒ 00:19:58.239 Justin Breshears: you notice, oh, Ryan has 43 points, I’d be calling it out and be like, hey.
178 00:19:59.320 ⇒ 00:20:02.390 Justin Breshears: Right now, Ryan has prior, like, is planned to have…
179 00:20:02.500 ⇒ 00:20:10.849 Justin Breshears: Excuse me. Ryan is planning to have 43 points in this cycle. That’s 3 points over, you know, his capacity.
180 00:20:11.360 ⇒ 00:20:20.639 Justin Breshears: he’s… he’s saying he can take it on, but just calling out, like, that’s a risk. And then, at the end of the week, that’s halfway through the cycle, I’d be tracking, like, how many points has he done?
181 00:20:20.830 ⇒ 00:20:23.410 Justin Breshears: If he has done less than…
182 00:20:24.190 ⇒ 00:20:30.430 Justin Breshears: what is that, 22 points? He’s done less than 22 points in half the cycle, he’s not gonna get 43 done.
183 00:20:30.630 ⇒ 00:20:44.310 Justin Breshears: So then I’d be calling out again, like, hey, you know, Ryan’s not going to be able to finish the entire capacity of his cycle, like, maybe we need to, have a quick, you know, sync on what needs to get pushed in the next cycle.
184 00:20:45.560 ⇒ 00:20:58.070 Justin Breshears: Those are some of the things, like, I would be doing as a PM, like, keeping track of velocity is one of the biggest things that you can do to help. And it’s, again, it’s helping Ryan have a proper workload. It’s not like…
185 00:20:58.320 ⇒ 00:21:05.909 Justin Breshears: getting him in trouble or anything. It’s about managing a proper workload so that he doesn’t burn out, and he gets his tasks done that need to get done.
186 00:21:08.180 ⇒ 00:21:08.880 Rico Rejoso: Hey, Steve.
187 00:21:09.010 ⇒ 00:21:10.330 Rico Rejoso: I think I’ll do that one.
188 00:21:10.820 ⇒ 00:21:12.649 Justin Breshears: Yeah, that would be helpful.
189 00:21:13.610 ⇒ 00:21:14.300 Justin Breshears: Go ahead.
190 00:21:14.730 ⇒ 00:21:21.219 Rico Rejoso: I mean, I think it’s just to speak up to Tom and Robert about it is something I haven’t done yet.
191 00:21:21.970 ⇒ 00:21:22.910 Rico Rejoso: Guess…
192 00:21:23.240 ⇒ 00:21:26.919 Justin Breshears: I just put my trust in Ryan, finishing the best.
193 00:21:27.440 ⇒ 00:21:41.100 Justin Breshears: And I can’t tell you how many PMs that I talk to, you’re not alone in this. I talk to so many PMs that they want to, like, believe the best in their teams, right? Which is great, like, you’re optimistic, you’re like, I trust my team, like, they’re gonna do great, right?
194 00:21:41.620 ⇒ 00:21:45.519 Justin Breshears: That’s, like, PM101, though, is, like, it’s kind of our job to, like.
195 00:21:45.640 ⇒ 00:21:56.929 Justin Breshears: support our team, but, like, not just believe everything that they’re seeing. Like, we gotta track, you know, what’s going on, and when we see, you know, things aren’t tracking the way they should, then it’s our job to call it out, right?
196 00:21:58.550 ⇒ 00:21:59.680 Rico Rejoso: Gotcha, yeah.
197 00:22:01.240 ⇒ 00:22:10.720 Justin Breshears: You’re… you’re a good guy, and that’s, that’s gonna serve you well in a lot of ways in life. In PMing, sometimes you gotta be a little bit more… more paranoid.
198 00:22:11.240 ⇒ 00:22:11.950 Rico Rejoso: Yeah.
199 00:22:12.660 ⇒ 00:22:16.760 Rico Rejoso: I think that’s something I need to improve as well. Well, I’ll try to.
200 00:22:17.940 ⇒ 00:22:18.640 Rico Rejoso: Yeah, that’d be.
201 00:22:18.640 ⇒ 00:22:36.049 Justin Breshears: I mean, you’re there, I mean, you’re doing a great job for just jumping in on this out of necessity, and you haven’t done this before, so you’re doing a great job, like, this is all stuff that, like I said, the PMs that I work with have years and years of experience, they still… they still, you know, struggle with this, so… it’s not… you’re doing a great job.
202 00:22:36.310 ⇒ 00:22:37.060 Justin Breshears: He’s…
203 00:22:37.060 ⇒ 00:22:37.600 Rico Rejoso: It’s, it’s.
204 00:22:37.600 ⇒ 00:22:40.790 Justin Breshears: Part of the journey, is learning… learning these little nuances of it.
205 00:22:41.470 ⇒ 00:22:46.059 Rico Rejoso: Gotcha. Do you want to, like, be more in project management, or are you…
206 00:22:46.060 ⇒ 00:22:51.709 Justin Breshears: It’s kind of helping out right now, but you kind of want to get out of it, or what is your long-term desire?
207 00:22:53.050 ⇒ 00:22:55.290 Rico Rejoso: As I shared with Ukama.
208 00:22:55.290 ⇒ 00:23:14.289 Rico Rejoso: I just want to learn how giving stuff… because, you know, I don’t know how… I don’t even know what project management is before I landed to Greenforge. It’s not a word or a role or a position here in the Philippines, to be honest. So when I learned about project management, from Tom and Amber, I just, you know, read…
209 00:23:14.340 ⇒ 00:23:19.889 Rico Rejoso: notes, notions, do my research online, and implement what Amber,
210 00:23:20.090 ⇒ 00:23:23.299 Rico Rejoso: told me to do, and eventually it worked. I just, you know…
211 00:23:23.300 ⇒ 00:23:27.860 Justin Breshears: So the good thing is, everything that you learn… I’m sorry, I didn’t mean to interrupt you. Go ahead.
212 00:23:27.860 ⇒ 00:23:29.740 Rico Rejoso: No, no, no worries, I will spend.
213 00:23:30.380 ⇒ 00:23:42.170 Justin Breshears: I was just gonna say, the things that you learn in project management, they’ll help you in any job that you have. Like, even if you’re not a project manager, like, learning how to keep a team on track, and…
214 00:23:42.170 ⇒ 00:23:51.179 Justin Breshears: you know, report on all this stuff and communicate, like, all that transfers to any job. So, it’ll be… you’ll be better off for having learned all this stuff, for sure.
215 00:23:52.830 ⇒ 00:23:53.719 Rico Rejoso: Yeah, better people.
216 00:23:53.840 ⇒ 00:23:57.490 Rico Rejoso: Aside from this one, do you have, like, you know, Because…
217 00:23:57.760 ⇒ 00:24:03.699 Rico Rejoso: What kind of document do we have? I think we have, like, a startup guide for Project Manage.
218 00:24:04.190 ⇒ 00:24:05.730 Rico Rejoso: Yeah.
219 00:24:06.980 ⇒ 00:24:10.360 Rico Rejoso: This is the basis of everything that I’m doing.
220 00:24:11.290 ⇒ 00:24:25.009 Justin Breshears: Yeah, it’s good. I’m kind of doing a look, because this is my first week, so I haven’t gotten to do a lot of it, but I’m kind of, like, reviewing all of this Notion documentation. I’m trying to, like, add to it and everything, so, along the way, I’m hoping to…
221 00:24:25.170 ⇒ 00:24:33.849 Justin Breshears: add to what’s here, like, all this stuff is really good. I want to add to it and just, like, make it even more, like, easy to follow.
222 00:24:33.960 ⇒ 00:24:38.179 Justin Breshears: with SOPs and stuff like that. So,
223 00:24:38.880 ⇒ 00:24:53.789 Justin Breshears: that I hope, like, if there’s any, like, topics or anything that you want to see that you don’t have as documentation here, like, hey, how would you do this? Or, you know, it’d be really helpful to have a guide on this topic, or whatever, let me know, because I’d be happy to create it.
224 00:24:54.250 ⇒ 00:25:01.820 Rico Rejoso: the one you mentioned, if I… if you can, Lise, like, what to do on a cycle or sprint.
225 00:25:01.950 ⇒ 00:25:06.920 Rico Rejoso: Like, you mentioned, Checking the velocity by end of week, then…
226 00:25:07.720 ⇒ 00:25:15.580 Rico Rejoso: Because, I mean, first week is, like, two weeks, right? So for the first week, by end of week, you have to measure the velocity and gauge if
227 00:25:15.920 ⇒ 00:25:23.259 Rico Rejoso: A specific team member will be able to… has reached 50% of their assigned points, or if not.
228 00:25:23.490 ⇒ 00:25:27.099 Rico Rejoso: like, create an SOP or risk register for that, so that
229 00:25:27.640 ⇒ 00:25:31.150 Rico Rejoso: because I’m by the book, so if you create something like that.
230 00:25:31.310 ⇒ 00:25:35.069 Rico Rejoso: I’m definitely gonna follow in how, you know, execute it.
231 00:25:35.340 ⇒ 00:25:36.149 Rico Rejoso: If you have…
232 00:25:36.150 ⇒ 00:25:36.690 Justin Breshears: I appreciate that.
233 00:25:36.690 ⇒ 00:25:41.350 Rico Rejoso: that I… I can follow it and make sure that… to inform the Department Robert that…
234 00:25:41.630 ⇒ 00:25:46.770 Rico Rejoso: Ryan cannot accept any more ad hoc stuff from you guys. He’s fully loaded for the weekend for the spring.
235 00:25:47.500 ⇒ 00:25:55.159 Justin Breshears: Yeah, I will definitely do that. I know Amber has, like, a weekly checklist thing, so I think I can just, like, add my thoughts onto that or something.
236 00:25:55.160 ⇒ 00:26:02.580 Rico Rejoso: I don’t have a basis for it, so I can’t really, you know… I got you. Yeah.
237 00:26:02.880 ⇒ 00:26:07.189 Justin Breshears: It’s good to know, like, what would be helpful for you so I could focus on that, so I’ll get to work on that.
238 00:26:07.960 ⇒ 00:26:12.519 Rico Rejoso: Thank you so much. I’m sorry for the rushed for… But what happened to leadership?
239 00:26:13.440 ⇒ 00:26:16.799 Justin Breshears: You… I was… wait, what’d you say? I’m sorry, I missed that.
240 00:26:17.350 ⇒ 00:26:22.480 Rico Rejoso: to be honest, when Tom was like, you know, Expressing himself to the channel.
241 00:26:23.160 ⇒ 00:26:27.050 Rico Rejoso: I don’t know what to reply. I’m just, like, staring at it, right? For, like.
242 00:26:27.350 ⇒ 00:26:29.500 Rico Rejoso: 10-15 minutes, because I’m stuck.
243 00:26:29.500 ⇒ 00:26:29.840 Justin Breshears: Oh.
244 00:26:31.110 ⇒ 00:26:35.089 Justin Breshears: Very good, man, like… I… that’s… okay.
245 00:26:35.280 ⇒ 00:26:51.539 Justin Breshears: like I said, you didn’t have any kind of project management experience, you just kind of got thrown into it or whatever, so give yourself a little bit of grace there, like, you didn’t have any training on that. What I hope to do is just, like, help. I just want to help you learn and grow in that stuff, because I do have the experience, and so…
246 00:26:51.720 ⇒ 00:26:55.039 Rico Rejoso: Like, there’s no need to be, like, sorry or anything, like…
247 00:26:55.230 ⇒ 00:26:59.370 Justin Breshears: I’ll just commit to helping you learn and grow, and…
248 00:26:59.580 ⇒ 00:27:07.200 Justin Breshears: like, you’ll just get better from there, so I think there’s nothing to be sorry about. I think we’ll just… we’ll learn, and we’ll grow together.
249 00:27:07.880 ⇒ 00:27:09.469 Rico Rejoso: Thank you so much, appreciate that.
250 00:27:10.130 ⇒ 00:27:10.710 Justin Breshears: Yeah.
251 00:27:11.020 ⇒ 00:27:17.659 Justin Breshears: that’s why I wanted to hop on with you and, you know, just kind of go through everything, because I’ll… I’ll definitely always share my thoughts, and…
252 00:27:17.770 ⇒ 00:27:19.860 Justin Breshears: you know, see where… see where I can help, so…
253 00:27:20.000 ⇒ 00:27:32.099 Justin Breshears: Okay, I will… I’ll do, like, a little write-up of, like, what we talked about in the channel, and I will put on my list of, like, Notion documentation to, like.
254 00:27:32.100 ⇒ 00:27:41.769 Justin Breshears: kind of lay out the steps of, like, how I would measure velocity in a sprint. I think that would be helpful for all of us. And then…
255 00:27:41.780 ⇒ 00:27:55.479 Justin Breshears: I will continue to go through the docs and see where I can add, like, my processes and my thoughts and stuff to, and I’ll send them… I’ll always tag you and send it for your review. Like, the ticket standards one, like, that’s one I would highly recommend because
256 00:27:55.690 ⇒ 00:28:09.779 Justin Breshears: if you have good tickets, then you can, like, prioritize them better, you know? So, priority and timeline would have helped out a lot in this situation, because then the timeline is, like, on the same page. Utomos understands the due date.
257 00:28:09.780 ⇒ 00:28:17.919 Justin Breshears: Ryan understands the due date, and you understand the priority, right? And you understand, like, what’s the definition of done, so you understand, like.
258 00:28:18.010 ⇒ 00:28:29.639 Justin Breshears: what’s the end goal here? We’re trying to release this video from this event, and the due date is this, and it’s a high priority to get it done by that time. Boom. Now you can plan it in the proper cycle.
259 00:28:30.090 ⇒ 00:28:32.519 Justin Breshears: So I think those ticket standards would help.
260 00:28:33.650 ⇒ 00:28:38.799 Rico Rejoso: Definitely. Regarding this one, like, there’s instances where
261 00:28:38.900 ⇒ 00:28:45.829 Rico Rejoso: We usually push everything to the next cycle, so if we set a due date for the first week or the end of cycle.
262 00:28:46.160 ⇒ 00:28:53.719 Rico Rejoso: If it’s getting pushed, or when it gets pushed to the next cycle, so we have to move the due date as well. What are, like, the.
263 00:28:53.720 ⇒ 00:28:54.140 Justin Breshears: Yeah.
264 00:28:54.140 ⇒ 00:28:58.179 Rico Rejoso: I mean, I can… What’s the right question for that?
265 00:29:00.220 ⇒ 00:29:16.790 Rico Rejoso: Because I try to explain to them that we cannot… we can’t have, or we… we shouldn’t be, like, moving the due date every now and then. If we set a particular due date for a ticket or for a… for an issue, we have to make sure that we follow the due date and not remove the due date instead, right?
266 00:29:17.430 ⇒ 00:29:32.429 Justin Breshears: Correct. So, that’s a great, you know, call out and question. We shouldn’t be pushing a bunch of stuff to cycles. That’s a risk, or that’s an issue that I would be calling out if that’s happening. So, when I do sprint planning.
267 00:29:32.960 ⇒ 00:29:38.270 Justin Breshears: When we… when we set the sprint at the beginning, we are committing to getting that work done.
268 00:29:38.540 ⇒ 00:29:48.820 Justin Breshears: So if I have 40 points assigned to me, I’m committing, hey, these are the 40 points that I’m gonna complete by the end of the sprint. If anything happens and I don’t complete those 40 points.
269 00:29:48.890 ⇒ 00:29:58.800 Justin Breshears: then that is an issue to call out. Just be like, hey, this happened, this took longer than expected, this, you know, popped up, we had a spike that we needed to add to here, whatever.
270 00:29:59.850 ⇒ 00:30:13.279 Justin Breshears: that’s an… that’s an issue that I would be calling out. So if things are getting continually pushed to the next sprint, that means our velocity planning is off, because we can’t really get a full 40 points done if we are…
271 00:30:13.700 ⇒ 00:30:17.020 Justin Breshears: You know, consistently pushing things to another sprint, right?
272 00:30:17.190 ⇒ 00:30:25.750 Justin Breshears: Yeah. So, that’s something I’d be calling out, be saying, hey, either we’re estimating wrong, and our 40 points are really more like 45 points, 50 points, you know?
273 00:30:25.750 ⇒ 00:30:41.169 Justin Breshears: So maybe our estimation’s off, or maybe our capacity’s off, because Ryan gets a bunch of little tasks from sales that add to this, or whatever. Maybe we should only plan 30 points for Ryan throughout, and leave 10 points of buffer for ad hoc work, and stuff like that.
274 00:30:41.330 ⇒ 00:30:46.950 Justin Breshears: Does that make sense? So, I would be using that to help our capacity planning in the future.
275 00:30:48.260 ⇒ 00:30:55.979 Justin Breshears: But yeah, you should never just, like, rewrite the due dates if those are agreed to. Like, let’s say Utam wanted that video out a month after the event.
276 00:30:56.400 ⇒ 00:31:14.930 Justin Breshears: that’s the due date. Like, that needs to stay put. Even if you go past the due date, that due date needs to be set in stone, because that’s when it was supposed to get out, and if it goes past, like, that’s the job of the project manager, be like, hey, like, we’re not gonna hit this timeline, we need to figure out how to reprioritize and hit, you know, the new due date, you know?
277 00:31:16.670 ⇒ 00:31:29.769 Justin Breshears: So that’s how I would look at it. If you’re continually having tickets pushed sprint over sprint over sprint, then something is off in your planning, and the team needs to be able to plan
278 00:31:30.090 ⇒ 00:31:34.399 Justin Breshears: to a capacity of workload that they can actually complete in Sprint.
279 00:31:35.650 ⇒ 00:31:38.620 Rico Rejoso: What about for, because I think…
280 00:31:38.770 ⇒ 00:31:44.370 Rico Rejoso: The, the greatest challenge for the marketing and content is the ad hoc.
281 00:31:44.520 ⇒ 00:31:46.329 Rico Rejoso: Tickets were in…
282 00:31:46.560 ⇒ 00:32:06.239 Rico Rejoso: Utham and Robert will be requesting on Slap, and if… I mean, we were able to plan everything out for the… during the first day of the sprint, but eventually, as we go through the sprint, a lot of ad hoc stuff will, stuff or tickets will come in, and that basically ruins everything. And from 4…
283 00:32:06.240 ⇒ 00:32:12.410 Justin Breshears: Do… Do an analysis of how much ad hoc work is coming in.
284 00:32:12.580 ⇒ 00:32:30.170 Justin Breshears: So, is it 10 points worth of ad hoc work? Is it 15? Like, what is the amount of ad hoc work? And then, from there, you can start building that buffer in. So, if you plan a full 40 points in the cycle for Ryan, he has 0 points available for ad hoc work, right?
285 00:32:30.200 ⇒ 00:32:41.420 Justin Breshears: And what you’re saying is, it’s pretty typical to have stuff pop up, which is fine, but that means you need to reduce the amount of plan work that you can have for him. So let’s say it averages 10 points of ad hoc work.
286 00:32:42.020 ⇒ 00:32:44.829 Justin Breshears: You can only plan 30 points in the cycle, then.
287 00:32:44.940 ⇒ 00:32:49.319 Justin Breshears: That’s… that’s the max of planned work that he can have. Does that make sense?
288 00:32:50.200 ⇒ 00:32:52.310 Rico Rejoso: And what if we, like, reach…
289 00:32:52.710 ⇒ 00:33:01.270 Rico Rejoso: 40 points already with all the ad hoc and planned tickets, and there’s, like, 4 coming in, how do we respond to it? Like, do.
290 00:33:01.270 ⇒ 00:33:03.960 Justin Breshears: Yeah, that’s something I would call out and be like, hey.
291 00:33:04.720 ⇒ 00:33:09.240 Justin Breshears: we now are at capacity. What needs to be pushed?
292 00:33:09.370 ⇒ 00:33:28.109 Justin Breshears: So, if Robert or Utam is saying, hey, we need this, you know, urgent sales ad hoc request in, that’s fine. If this is more high priority than the other ones, that’s fine. We can put this one in the sprint, but something needs to come out at this point. And then you’re making a decision on what takes out of the sprint.
293 00:33:28.110 ⇒ 00:33:42.370 Justin Breshears: And it’s probably just some planned work comes out of the sprint, right? But it’s different than just getting to the end of the sprint and pushing it to the next. You’re actually just having a conversation with your key stakeholders, Utam and Robert. You’re saying, hey, like.
294 00:33:42.380 ⇒ 00:33:48.639 Justin Breshears: In order to fit this, we now have to pull this many points out, so what would you like to deprioritize in the sprint?
295 00:33:50.680 ⇒ 00:33:51.490 Rico Rejoso: Got it.
296 00:33:52.210 ⇒ 00:33:53.399 Justin Breshears: That’s how I would handle that.
297 00:33:54.030 ⇒ 00:33:59.710 Rico Rejoso: Yeah, I think that’s, part of the risk register that I’m looking for, on how to respond to
298 00:34:00.110 ⇒ 00:34:11.159 Rico Rejoso: situation, because right now, what we’re doing is just, I consult with them, hey, you have, like, we have, some ad hoc requests that came in from Utam and Robert.
299 00:34:11.810 ⇒ 00:34:16.310 Rico Rejoso: what’s your thought about it? I usually get their perspective or, you know, opinion on that.
300 00:34:16.449 ⇒ 00:34:24.840 Rico Rejoso: And usually they, like, accept it and just move on with the habit on the board, and if we didn’t make it, we just move it to the next cycle.
301 00:34:25.360 ⇒ 00:34:27.370 Rico Rejoso: That’s what we’re doing right now.
302 00:34:27.810 ⇒ 00:34:34.510 Justin Breshears: Yeah, that’s gonna have to change, in order to have proper planning. The way… the way…
303 00:34:34.580 ⇒ 00:34:48.889 Justin Breshears: The way I find is, like, technical resources, technical people, they’ll always say, yeah, I can take it on, because they want to help, right? They want to do a good job. They want to accommodate the request. It’s out of a good heart. They’ll say, yeah, I can take it on, but then…
304 00:34:48.889 ⇒ 00:34:59.640 Justin Breshears: they really can’t, because they only have so much bandwidth, right? And so then, yeah, what you’re experiencing happens, things get pushed, and then all of a sudden, two months later, the key stakeholder is unhappy with the result, right?
305 00:34:59.950 ⇒ 00:35:17.430 Justin Breshears: And so that’s why you can’t do that. You can’t do that, because eventually that bill is gonna come due, yeah. So, you gotta… you gotta, like, call it out when it happens. Okay, yeah, we can do this 5-point task that comes in, but 5 points have gotta leave, so what are you deprioritizing here?
306 00:35:18.240 ⇒ 00:35:19.140 Rico Rejoso: Okay.
307 00:35:19.140 ⇒ 00:35:35.270 Justin Breshears: And that’s the mindset I always have with, like, my stakeholders is, hey, I’ll do whatever you want, like, you’re the stakeholder, like, you’re the one who wants it, great. I’ll do whatever you want, but just letting you know, we only have this much… it’s like a glass, right? You can only fill a glass with so much water.
308 00:35:35.620 ⇒ 00:35:37.340 Justin Breshears: Before it starts overflowing.
309 00:35:37.340 ⇒ 00:35:42.120 Rico Rejoso: So, if I cannot overflow that glass, that means if I want to pour more water in.
310 00:35:42.220 ⇒ 00:35:46.339 Justin Breshears: I just had to pour it… pour some out first, you know?
311 00:35:46.340 ⇒ 00:35:47.319 Rico Rejoso: Gotcha, yeah.
312 00:35:47.950 ⇒ 00:35:49.000 Justin Breshears: That’s how I look at it.
313 00:35:50.390 ⇒ 00:36:03.329 Justin Breshears: Well, I have to run, I gotta go pick up my daughter from her preschool, but, if you have any more, like, questions or want to meet again, like, I’m always happy to set something up. But I think…
314 00:36:03.330 ⇒ 00:36:03.939 Rico Rejoso: Thank you so much for the side.
315 00:36:03.940 ⇒ 00:36:12.720 Justin Breshears: I’ll get to work on the stuff that we talked about, and yeah, like, I’m always happy to just kind of share what I do, and what I’ve learned, and you can always pick my brain, so feel free.
316 00:36:12.720 ⇒ 00:36:15.059 Rico Rejoso: Yeah, I already learned a lot. Thank you so much.
317 00:36:15.360 ⇒ 00:36:17.680 Justin Breshears: Awesome. Well, thanks, Rico, it was great talking to you.
318 00:36:17.880 ⇒ 00:36:19.610 Rico Rejoso: Yeah, you have a good day, okay? Be safe.
319 00:36:19.610 ⇒ 00:36:20.510 Justin Breshears: You too, bye.