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-Tools can be independent or collectively-based in a single project portfoliomanagement (PPM) package-Can the audience think of any other PMO tools? Is this it?-Within the context of this presentation, we’re also going to classify the enablers ofthe tools as “tools”

-Tools can be independent or collectively-based in a single project portfoliomanagement (PPM) package-Can the audience think of any other PMO tools? Is this it?-Within the context of this presentation, we’re also going to classify the enablers ofthe tools as “tools”

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-Processes transcend everything and the tools must adhere to the processes insteadof the processes getting moulded to fit the tools; based on the needs, is a sedanneeded or an SUV, or a luxury vs. household brand?

-Processes transcend everything and the tools must adhere to the processes insteadof the processes getting moulded to fit the tools; based on the needs, is a sedanneeded or an SUV, or a luxury vs. household brand?

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-It is the data that powers the tools-Without data, the PMO tools are like shiny cars that can only make the garage lookgreat but can’t take you from Point A to Point B, which is the real purpose of a car

-It is the data that powers the tools-Without data, the PMO tools are like shiny cars that can only make the garage lookgreat but can’t take you from Point A to Point B, which is the real purpose of a car

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-If people don’t have knowledge of the PMO tools, or don’t know what to do withtheir outputs, then the tools are meaningless - much like driving a car around all overthe place but not really getting to the destination of choice-In addition to the tools, the people must be equipped with the relevantknowledge/experience to effectively use them and reap their benefits

-If people don’t have knowledge of the PMO tools, or don’t know what to do withtheir outputs, then the tools are meaningless - much like driving a car around all overthe place but not really getting to the destination of choice-In addition to the tools, the people must be equipped with the relevantknowledge/experience to effectively use them and reap their benefits

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-This summarizes the relationship of PMO tool with its enablers-This summarizes the relationship of PMO tool with its enablers

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-PMO tools exist for one singular purpose; they help everyone involved in the PMOget the job done-Assist with labour-intensive tasks-Automate tasks where possible-Visualize-But what does this all mean? What does “getting the job done” mean?

-PMO tools exist for one singular purpose; they help everyone involved in the PMOget the job done-Assist with labour-intensive tasks-Automate tasks where possible-Visualize-But what does this all mean? What does “getting the job done” mean?

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-PMO tools provide the knowledge of the current: How much have we spent? Whatresources are working on what?-PMO tools enable forecasting: How much will we spend after 3 months? Will wemeet our timelines?-PMO tools allow reporting of information relevantly and accurately-With all this in place, they empower decision-making

-PMO tools provide the knowledge of the current: How much have we spent? Whatresources are working on what?-PMO tools enable forecasting: How much will we spend after 3 months? Will wemeet our timelines?-PMO tools allow reporting of information relevantly and accurately-With all this in place, they empower decision-making

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-When the right PMO tools don’t exist, or its enablers are non-functional:-Milestones can be missed-Costs can exceed budgets-Resources can be over-staffed, which can lead to productivity loss and moralereduction-Focus could shift from management to administration-Improper prioritization can occur-Projects could fail

-When the right PMO tools don’t exist, or its enablers are non-functional:-Milestones can be missed-Costs can exceed budgets-Resources can be over-staffed, which can lead to productivity loss and moralereduction-Focus could shift from management to administration-Improper prioritization can occur-Projects could fail

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-There are 2 possibilities here-There are 2 possibilities here

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-The path chosen of how a tool made its way to the organization plays a significantrole in its effectiveness and utility

-Choice Paradigm: Secondary research only-Best tool Complex-Cheapest tool Lacks key features, limited customization, slow

-Situations-Enterprise-wide tool being forced within subsidiary Not in syncwith organizational processes-Adopted via M&A Lack of interoperability-Good tool then but not now Tool cannot cope with theorganizational changes

-The path chosen of how a tool made its way to the organization plays a significantrole in its effectiveness and utility

-Choice Paradigm: Secondary research only-Best tool Complex-Cheapest tool Lacks key features, limited customization, slow

-Situations-Enterprise-wide tool being forced within subsidiary Not in syncwith organizational processes-Adopted via M&A Lack of interoperability-Good tool then but not now Tool cannot cope with theorganizational changes

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-Know what you need-What this means

-Be business-capability oriented-Be product agnostic (e.g. Don’t think about “I want this specificproduct or this specific brand of product”)-Be aware of your pain-points-Be specific-Be focused (e.g. On one specific area of a PMO instead of the wholething, e.g. Resource management, budget management, etc.)

-Know what you need-What this means

-Be business-capability oriented-Be product agnostic (e.g. Don’t think about “I want this specificproduct or this specific brand of product”)-Be aware of your pain-points-Be specific-Be focused (e.g. On one specific area of a PMO instead of the wholething, e.g. Resource management, budget management, etc.)

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-Before we proceed, let’s take a step back and talk a bit about what “business-capability oriented” means

-Business capability is the ability to-Perform a business task OR-Obtain specific inform

-Business capability is NOT a solution or a requirement

-Before we proceed, let’s take a step back and talk a bit about what “business-capability oriented” means

-Business capability is the ability to-Perform a business task OR-Obtain specific inform

-Business capability is NOT a solution or a requirement

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-Know what success looks like-What this means

-If you don’t know what success looks like, you won’t realize it onceyou get there-You will need to identify qualitative and quantitative parameters thatserve as success indicators-You will have to time-box these parameters-Be objective and nimble, so that if things aren’t going as planned, youcan do the root cause analysis to course-correct yourself

-Know what success looks like-What this means

-If you don’t know what success looks like, you won’t realize it onceyou get there-You will need to identify qualitative and quantitative parameters thatserve as success indicators-You will have to time-box these parameters-Be objective and nimble, so that if things aren’t going as planned, youcan do the root cause analysis to course-correct yourself

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-Know who is behind you-What this means

-You need to have executive support/sponsorship-This assists you with getting roadblocks out of your way-Higher adoption-Initiative is deemed more important

-Know who is behind you-What this means

-You need to have executive support/sponsorship-This assists you with getting roadblocks out of your way-Higher adoption-Initiative is deemed more important

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-These three (3) elements are the pre-requisites before you get started on yourjourney to get the right tools for your PMO-They prepare your mindset, enable you to be objective and ensure you’re armedwith the proper support to get through the way-Now let’s dive deeper into the approach and look at some strategies and tactics thatwe will need to consider

-These three (3) elements are the pre-requisites before you get started on yourjourney to get the right tools for your PMO-They prepare your mindset, enable you to be objective and ensure you’re armedwith the proper support to get through the way-Now let’s dive deeper into the approach and look at some strategies and tactics thatwe will need to consider

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-Again, before getting started, we should have our pre-requisites in place: 1) haveexecutive sponsorship, 2) hone down the PMO area(s) that require work (e.g.Resource management, financial management), and based on 1) & 2), obtain peopleresources and SMEs for support-For each component of the approach, we will cover its intent and the actions thatare required to deliver the expected results/outputs

-Again, before getting started, we should have our pre-requisites in place: 1) haveexecutive sponsorship, 2) hone down the PMO area(s) that require work (e.g.Resource management, financial management), and based on 1) & 2), obtain peopleresources and SMEs for support-For each component of the approach, we will cover its intent and the actions thatare required to deliver the expected results/outputs

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-Requirements Identification:: Intent-To understand where you want to go, you first need to understand where youcurrently are-Examine your current state and determine what your pain-points are-Are they painful enough to go through a major change or will minor tweaksmake the difference?

-Requirements Identification:: Intent-To understand where you want to go, you first need to understand where youcurrently are-Examine your current state and determine what your pain-points are-Are they painful enough to go through a major change or will minor tweaksmake the difference?

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-Requirements Identification:: Action-With the key resources engaged, ensure that there is communication withthe leadership team, management team, SMEs and everyone in between-Conduct interviews, surveys, workshops/JAD session-Discuss historical issues, current pain-points, current positive items andfuture capabilities-Review information and put an objective lens to determine businesscapabilities and requirements-Determine protocol to prioritize (number scheme, must-have vs. nice-to-have)-Solicit consensus from the key stakeholders on the requirementsprioritization-Identify key metrics that can be used to measure success from requirementsmeeting, operationalization, and adoption perspective

-Requirements Identification:: Action-With the key resources engaged, ensure that there is communication withthe leadership team, management team, SMEs and everyone in between-Conduct interviews, surveys, workshops/JAD session-Discuss historical issues, current pain-points, current positive items andfuture capabilities-Review information and put an objective lens to determine businesscapabilities and requirements-Determine protocol to prioritize (number scheme, must-have vs. nice-to-have)-Solicit consensus from the key stakeholders on the requirementsprioritization-Identify key metrics that can be used to measure success from requirementsmeeting, operationalization, and adoption perspective

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-Requirements Identification:: Result-These items serve as pre-requisites for the next phase: RequirementsValidation

-Requirements Identification:: Result-These items serve as pre-requisites for the next phase: RequirementsValidation

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-Requirements are a “need” or “want”-Extend the business-capabilities’ “what” – don’t delve into the “how”-Be specific and provide information (avoid ambiguity)

-Requirements are a “need” or “want”-Extend the business-capabilities’ “what” – don’t delve into the “how”-Be specific and provide information (avoid ambiguity)

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-Requirements Validation:: Intent-POC

-Build, buy, or try (this decision is based on budget, time, resource andskill availability, and the nature of buy/try tools that exist in themarket)-The purpose is to have something basic that meets the requirementsidentified in the earlier phase-Have change management aspects in place before initiating the pilot(support center, basic training, job aid, communication, incentives,view of future benefits)

-Pilot-Leverage the team in place and ask them to conduct a pilot on thePOC-The important thing to consider is here is not to focus on how wellthe tool did, but how the requirements fared the “real-life” test, andhow did the enablers of the tool (people, process and data) hold up

-Requirements Validation:: Intent-POC

-Build, buy, or try (this decision is based on budget, time, resource andskill availability, and the nature of buy/try tools that exist in themarket)-The purpose is to have something basic that meets the requirementsidentified in the earlier phase-Have change management aspects in place before initiating the pilot(support center, basic training, job aid, communication, incentives,view of future benefits)

-Pilot-Leverage the team in place and ask them to conduct a pilot on thePOC-The important thing to consider is here is not to focus on how wellthe tool did, but how the requirements fared the “real-life” test, andhow did the enablers of the tool (people, process and data) hold up

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-Requirements Validation:: Action-Of course, the POC & pilot management will be one of the primary activitieshere-Once the pilot is done, a review must be done to understand how well therequirements were met or not met

-Obtain summary from pilot users and update metrics accordingly-Obtain their feedback and recommendations

-Were these truly the requirements that the stakeholders wanted? Shouldthere be any modifications? Update the requirements accordingly-Use the information collected (pilot parameters such as timelines and costs,success metrics, benefits, finalized requirements) along with executivesponsorship support on the pilot to build the business case required to moveto the next phase

-Requirements Validation:: Action-Of course, the POC & pilot management will be one of the primary activitieshere-Once the pilot is done, a review must be done to understand how well therequirements were met or not met

-Obtain summary from pilot users and update metrics accordingly-Obtain their feedback and recommendations

-Were these truly the requirements that the stakeholders wanted? Shouldthere be any modifications? Update the requirements accordingly-Use the information collected (pilot parameters such as timelines and costs,success metrics, benefits, finalized requirements) along with executivesponsorship support on the pilot to build the business case required to moveto the next phase

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-Requirements Validation:: Result-A strong business case is required to kick-start key initiatives-Proven, practical tie-ins of requirements to organizational goals andobjectives make business cases extremely relevant-Hence, the upfront work done here comes quite handy when you reach tothis point: it becomes a very convincing story to tell

-Requirements Validation:: Result-A strong business case is required to kick-start key initiatives-Proven, practical tie-ins of requirements to organizational goals andobjectives make business cases extremely relevant-Hence, the upfront work done here comes quite handy when you reach tothis point: it becomes a very convincing story to tell

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-Guiding forces-Determine the PMO capability that needs to be considered (schedule, resource,time, budget, etc.)-Invest some time in research, do basic option comparisons in terms of what “seems”sufficient and start trying it out-Understand what is the budget and time at hand to do the POC and the pilot-Assess the easiness of procuring/building/learning the tool-Check if there are any other special requirements (e.g. on the cloud, mobile-optimized)-Make decision on tool (build or try – free or limited trial)-Again, the goal here is to validate or invalidate requirements, not assess thefeasibility of the tool-Suggestions (not recommendations) include, Asana, AtTask (now Workfront),Mavenlink, Basecamp, Microsoft Excel, Microsoft Project, Zoho, Wrike-Caution: do not consider mature and complex PPM tools

-Guiding forces-Determine the PMO capability that needs to be considered (schedule, resource,time, budget, etc.)-Invest some time in research, do basic option comparisons in terms of what “seems”sufficient and start trying it out-Understand what is the budget and time at hand to do the POC and the pilot-Assess the easiness of procuring/building/learning the tool-Check if there are any other special requirements (e.g. on the cloud, mobile-optimized)-Make decision on tool (build or try – free or limited trial)-Again, the goal here is to validate or invalidate requirements, not assess thefeasibility of the tool-Suggestions (not recommendations) include, Asana, AtTask (now Workfront),Mavenlink, Basecamp, Microsoft Excel, Microsoft Project, Zoho, Wrike-Caution: do not consider mature and complex PPM tools

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-Do the relevant processes need any optimization?-Does the data require population, refinement or normalization?-Do the people involved need to be trained/coached on project managementprinciples or anything organization specific (e.g. Processes) before the tools can beintroduced?-Before the focus is shifted to identifying and getting the right tool on-board, thesecourse-corrections, especially around the processes, must be executed (data andpeople issues can also potentially be addressed during tool implementation butpreference is to start at the earliest)

-Do the relevant processes need any optimization?-Does the data require population, refinement or normalization?-Do the people involved need to be trained/coached on project managementprinciples or anything organization specific (e.g. Processes) before the tools can beintroduced?-Before the focus is shifted to identifying and getting the right tool on-board, thesecourse-corrections, especially around the processes, must be executed (data andpeople issues can also potentially be addressed during tool implementation butpreference is to start at the earliest)

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-Tool Identification:: Intent-Obtain continued executive support-Understand scope (how many requirements, areas of impact), budget andtimeline-Use these elements to create guiding principles for decision making-Create decision making team and governance-Understand level and availability of skills in-house

-Tool Identification:: Intent-Obtain continued executive support-Understand scope (how many requirements, areas of impact), budget andtimeline-Use these elements to create guiding principles for decision making-Create decision making team and governance-Understand level and availability of skills in-house

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-Tool Identification:: Action-Use the guiding principles and decision making team to determine

-Should the tool be procured or built?-If procured, should the same tool be used that was used in thePOC?-If built, can our own resources build it or do we need externalhelp?-Shall we use any of our preferred vendors or the tool’sprofessional services team?

-Should the roll-out support be managed internally?-Do we have the right skills and/or capacity for it?-Do we external on this one as well?

-Build decision tree and selection criteria/scorecard for tool-Determine timeline for this process-Determine tool (short-list options, request for demos, understand fitwith business requirements & technical complexity, cost,sustainability)-Proceed with vendor engagement process where required (create,issue & assess RFIs/RFPs, short-list, present)-Vendor selections

-Tool Identification:: Action-Use the guiding principles and decision making team to determine

-Should the tool be procured or built?-If procured, should the same tool be used that was used in thePOC?-If built, can our own resources build it or do we need externalhelp?-Shall we use any of our preferred vendors or the tool’sprofessional services team?

-Should the roll-out support be managed internally?-Do we have the right skills and/or capacity for it?-Do we external on this one as well?

-Build decision tree and selection criteria/scorecard for tool-Determine timeline for this process-Determine tool (short-list options, request for demos, understand fitwith business requirements & technical complexity, cost,sustainability)-Proceed with vendor engagement process where required (create,issue & assess RFIs/RFPs, short-list, present)-Vendor selections

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-Tool Identification:: Result-All pieces should be in place now-Tools and vendors (if applicable) identified-Its now time for implementation

-Tool Identification:: Result-All pieces should be in place now-Tools and vendors (if applicable) identified-Its now time for implementation

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-Tool Implementation:: Intent-This is the final, launch stage, and a huge one to say the least, no matter howmany people or departments the roll-out is for-Need to on-board all relevant parties and start the detailed planning

-Tool Implementation:: Intent-This is the final, launch stage, and a huge one to say the least, no matter howmany people or departments the roll-out is for-Need to on-board all relevant parties and start the detailed planning

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-Tool Implementation:: Action-The entire implementation has to be “projectized”

-POC & pilot-We will need to do a POC and pilot again on the tool selected-Previously, the focus was on validating the requirements andhow the enablers held up-Now the focus is on ensuring that the tool is a right-fit andhow it needs to be customized with processes in place

-Project Management Lifecycle (PMLC), Software DevelopmentLifecycle (SDLC) & governance

-Like any software implementation project, establish thegovernance based on PMLC and SDLC pertaining to yourorganization-Establish timelines (including a program schedule if required),resource accountabilities, reporting mechanisms tostakeholders-Determine need for additional procurement of infrastructure-Plan for iterative roll-outs

-Ensure change management is being planned for in parallel – this iskey for adoption and reinforcement

-Communication plan-Support center creation-Adoption metrics and project success determination (howmuch is the tool being used, is it being used for what it was putin place for, is it being used correctly, are the expected resultsevident)-Training/knowledge transfer plan-Job aids/cheat sheets-Incentivizing users-Non-compliance corrective action

-Tool Implementation:: Action-The entire implementation has to be “projectized”

-POC & pilot-We will need to do a POC and pilot again on the tool selected-Previously, the focus was on validating the requirements andhow the enablers held up-Now the focus is on ensuring that the tool is a right-fit andhow it needs to be customized with processes in place

-Project Management Lifecycle (PMLC), Software DevelopmentLifecycle (SDLC) & governance

-Like any software implementation project, establish thegovernance based on PMLC and SDLC pertaining to yourorganization-Establish timelines (including a program schedule if required),resource accountabilities, reporting mechanisms tostakeholders-Determine need for additional procurement of infrastructure-Plan for iterative roll-outs

-Ensure change management is being planned for in parallel – this iskey for adoption and reinforcement

-Communication plan-Support center creation-Adoption metrics and project success determination (howmuch is the tool being used, is it being used for what it was putin place for, is it being used correctly, are the expected resultsevident)-Training/knowledge transfer plan-Job aids/cheat sheets-Incentivizing users-Non-compliance corrective action

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-Tool Implementation:: Result-With the tool implemented and people, process and data in place, early focusmust be kept on reinforcement-If vendor(s) were identified for build/roll-out support, work on knowledgetransfer and self-sufficiency of the organization-Expect some growth pains and some non-compliance but ensure thatcorrective actions are being executed-Reward and recognize good behaviour and celebrate the little wins-Empower the owners of the tool and ensure metrics are being measured forcontinuous improvement-So there you have it: the requirements-based approach to identify andimplement the right tool for your PMO

-Tool Implementation:: Result-With the tool implemented and people, process and data in place, early focusmust be kept on reinforcement-If vendor(s) were identified for build/roll-out support, work on knowledgetransfer and self-sufficiency of the organization-Expect some growth pains and some non-compliance but ensure thatcorrective actions are being executed-Reward and recognize good behaviour and celebrate the little wins-Empower the owners of the tool and ensure metrics are being measured forcontinuous improvement-So there you have it: the requirements-based approach to identify andimplement the right tool for your PMO

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-Drivers & Pain-points-Nothing exists (or very limited availability)-Need to quickly understand the landscape and maturity of the organization(culture, requirements, status of enablers, painpoints)-Focus on tools accordingly-Don’t need to start from scratch, there are a lot of options to get on your feetquickly

-PMO leads often bring their past experiences to set things up quickly-“PMO-in-a-box” type of solutions where MS Office tools/templatesare all available that can be easily customized based on the enablers atthe organization-It is however the requirements tied to the business capabilities, whichare linked to the organizational objectives that lead to the proper roll-out of the tools

-Drivers & Pain-points-Nothing exists (or very limited availability)-Need to quickly understand the landscape and maturity of the organization(culture, requirements, status of enablers, painpoints)-Focus on tools accordingly-Don’t need to start from scratch, there are a lot of options to get on your feetquickly

-PMO leads often bring their past experiences to set things up quickly-“PMO-in-a-box” type of solutions where MS Office tools/templatesare all available that can be easily customized based on the enablers atthe organization-It is however the requirements tied to the business capabilities, whichare linked to the organizational objectives that lead to the proper roll-out of the tools

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-Drivers & Pain-points-Some tools could be working fine but there could be challenges in certainareas-To get a perspective, understand how the tools were brought on and assess ifthat could lead to some root causes-Determine if any of the enablers are not working

-Some minor changes here could lead to high value improvements-But if this doesn’t work, and indeed the problem is with the tool, then thisrequirements-based approach needs to be considered

-Drivers & Pain-points-Some tools could be working fine but there could be challenges in certainareas-To get a perspective, understand how the tools were brought on and assess ifthat could lead to some root causes-Determine if any of the enablers are not working

-Some minor changes here could lead to high value improvements-But if this doesn’t work, and indeed the problem is with the tool, then thisrequirements-based approach needs to be considered

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-Drivers & Pain-points-With mature PMOs, issues are usually around the enablers

-Have the processes become too complex?-Are the people not familiar with the tools? Are certain areas of theorganization more mature than others? Are the people new to theorganization not knowledgeable about the tools?-Is the submission or usage of data not standardized?

-These are some of the pain-points that you can see with mature PMOs andcan be fixed when focusing on these areas-There are also situations where mature PMOs have portfolio projectmanagement (PPM) tools but they aren’t being used to their fullest extent

-Were these PPM tools a wrong choice for the organization?-The requirements-based approach could help determine this (andwe’ll talk more about it in our case study)

-Drivers & Pain-points-With mature PMOs, issues are usually around the enablers

-Have the processes become too complex?-Are the people not familiar with the tools? Are certain areas of theorganization more mature than others? Are the people new to theorganization not knowledgeable about the tools?-Is the submission or usage of data not standardized?

-These are some of the pain-points that you can see with mature PMOs andcan be fixed when focusing on these areas-There are also situations where mature PMOs have portfolio projectmanagement (PPM) tools but they aren’t being used to their fullest extent

-Were these PPM tools a wrong choice for the organization?-The requirements-based approach could help determine this (andwe’ll talk more about it in our case study)

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-You need to have the grand, bold vision in sight, with all pieces in place, but youshould take one step at a time

-Focus on one PMO capability before going to the other-Roll-out to certain areas of the organization before moving to the rest-This may seem like a slower approach, but proven success and momentum inone area can lead to faster overall adoption

-You need to have the grand, bold vision in sight, with all pieces in place, but youshould take one step at a time

-Focus on one PMO capability before going to the other-Roll-out to certain areas of the organization before moving to the rest-This may seem like a slower approach, but proven success and momentum inone area can lead to faster overall adoption

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-This is instrumental in making your initiative in success-With engaged sponsors who are interested in the success of the initiative, they willnot only ensure that they are able to remove the roadblocks from your way, they willensure adoption is facilitated within target areas, and also champion the cause to therest of the organization-You need to ensure that the sponsors remain engaged by being transparent in status,challenges and wins

-This is instrumental in making your initiative in success-With engaged sponsors who are interested in the success of the initiative, they willnot only ensure that they are able to remove the roadblocks from your way, they willensure adoption is facilitated within target areas, and also champion the cause to therest of the organization-You need to ensure that the sponsors remain engaged by being transparent in status,challenges and wins

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-Complete adoption can take some time, so ensure that the expectations are setaccordingly-There could be opportunities for some quick wins once things are in motion, butthey will only show that you’re heading down the right path, not that you’ve reachedyour destination

-Complete adoption can take some time, so ensure that the expectations are setaccordingly-There could be opportunities for some quick wins once things are in motion, butthey will only show that you’re heading down the right path, not that you’ve reachedyour destination

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-In the journey of pilot to adoption, metrics are your best friends-They can indicate how the requirements have been validation, how effective thetools have been, and how supportive the enablers have been-Have some meaningful drill-downs here (e.g. By PMO area or by organizationalbusiness units) to understand how adoption is relative across the board and whichareas need some help with reinforcements

-In the journey of pilot to adoption, metrics are your best friends-They can indicate how the requirements have been validation, how effective thetools have been, and how supportive the enablers have been-Have some meaningful drill-downs here (e.g. By PMO area or by organizationalbusiness units) to understand how adoption is relative across the board and whichareas need some help with reinforcements

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-Sometimes you become really attached to the interim solutions (often seen duringpilots) because they are really working out for you-You have to let them go-Focus on the requirements that they’ve helped validate and use that to get to yourfinal solutions-Did you hit gold with the interim solution? Should that really be your final solution?Let the requirements guide you to this answer

-Sometimes you become really attached to the interim solutions (often seen duringpilots) because they are really working out for you-You have to let them go-Focus on the requirements that they’ve helped validate and use that to get to yourfinal solutions-Did you hit gold with the interim solution? Should that really be your final solution?Let the requirements guide you to this answer

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