Validating strategies workshop, 9th and 11th November 2015, by Dr Phil Driver

Copyright OpenStrategies Ltd 2015
Validating Strategies Course
November 9th and 11th 2015
Dr Phil Driver
phil@openstrategies.com
+64 (0)21 0236 5861

Who are we?
Participants
• Your name
• Your background (2-3 sentences)
Facilitator:
• Dr Phil Driver
• Author of Validating Strategies
• Founder of OpenStrategies Ltd
• Background in business, science and technology
2

Key questions and messages
• What is ‘strategy’ and what’s it got to do with project
management?
• What do organisations (and project managers) actually
do?
• Can project managers ‘realise benefits’?
• PRUB – linking Projects and Results to Uses and Benefits
• SubStrategies and OpenStrategies
• Validating strategies
– Is it logical?
– Will it definitely work?
– Will it be worth it?
3

Learning outcomes
• Understand why most strategies fail
• Understand the core functions of organisations and
project managers and how strategy influences (or
should influence) projects
• Know how to develop and ‘Validate’ strategies
• Understand how to work in the different types of
strategic environments
• Know more about your own strategic ‘comfort zone’

Clarify
• Breaks
• Lunch
• Time-keeping
• What else do you want or expect?

Your strategy background?
• Who has read a strategy document?
• Who has created and documented a strategy?
• Who has implemented a strategy?
• What was your strategy experience like?
• Did people apply the strategy successfully?
• Do ‘people at the top’ know what they are doing?
• What training have you had relating to ‘strategy’

Worldwide, what percentage of
strategies makes a significant
difference?

‘Tired of Strategic Planning?’
From a 2007 survey of 30 top international companies, McKinsey’s
conclusions about strategic planning were:
• “…the extraordinary reality is that few executives think
this time-consuming process pays off…”
• “…there is a lot of banging of drums and waving of
feathers and an almost mystical hope that something
good will come out of it”

Freek Vermeulen, London Business School
• “Most companies do not have a strategy… I think 9 out of
10 (at least) don’t actually have one”
• “Most companies and CEOs do not have a good rationale
of why they are doing the things they are doing and how
this should lead to superior performance”
• “A strategy is only really a strategy if people in the
organisation alter their behaviour as a result of it”

Actually…..
• All organisations do have a ‘strategy’ of some sort
• Most organisations have a ‘strategy’ which is not
written down and which just means that they will
– ‘respond to whatever the world throws at us’ (that is, it is a
purely reactive strategy without any serious planning)
• Many organisations have a written strategy but it is not
the same as what they are actually doing
• Very few organisations have a genuine strategy that is
written down and which they are actually implementing
10

What is the meaning of the word
‘strategy’?
– Discuss
– Agree that for this course we will define
strategy as: “…………”

Strategy?
• A strategy is “an action plan and rationale”
• ‘Rationale’ means the reasons for implementing the
strategy i.e.:
– confirmation that it is logical, plus
– confirmation that it will actually work, plus
– that it is worth it
12

Strategy?
‘Strategic planning’ may involve environment scanning,
scenario development, market research, focus groups,
test marketing, product development and much much
more……
but at the end of the day….
a strategy must be distilled from all the above information
and it must be:
“an action plan and rationale”
13

Strategy?
• A strategy may exist in people’s minds or it may be
written down
• If it’s going to be shared and used to inspire many
stakeholders it has to be documented in some way
• It has to be understandable by many people
14

Exercise
In groups, identify a list of stakeholders who
would be interested in the following high level
strategy:
“to design and build a new coal fired power
station in the old and partly abandoned
commercial area of the city”.
Most of these stakeholders need to understand
the strategy if they are expected to support it

Are these ‘strategies’?
• Optimise profit
• Operate sustainably
• Be environmentally responsible
• Be socially responsible
• Operate legally
• Exceed customer expectations
• Apply quality management methods
• Optimise shareholder value
16

Meridian will maximise long-term shareholder value
by:
• seeking sustainable competitive advantage from
excellence in generating electricity at optimal value
through to meeting customer needs for energy and wider
complementary and adjacent products and solutions
• actively developing and participating in competitive energy
markets to provide products and services that deliver value
to our customers and to enable Meridian to optimise its risk
position

Meridian will maximise long-term shareholder value
by:
• undertaking new investments that over their lives are:
– aimed at yielding a positive risk-related net present value
– managed in a manner that will maximise the commercial value of
the business
• undertaking prudent risk management in relation to its
business activities
• minimising operating costs
• acting with a sense of social responsibility and reporting on
its actions
• providing healthy and safe places of work for its people

• Exercise 5

Do we need strategies?
• “If in doubt restructure because it gives the impression
of progress”
• If in doubt create a strategy because it gives the
impression of progress
• If in doubt set up a pilot/trial (or committee or inquiry
or…) because it gives the impression of progress
• Too often, these are ways of avoiding making
decisions and taking action

The Old Strategy Paradigm
(by OpenStrategies 2001)
005

How do strategies influence Projects?
1. Stakeholder engagement
2. Strategy and higher-level SubStrategies
3. Design
4. Operational-level SubStrategies (tactics?)
5. Implementation
– Project Management
– Performance management

Why most strategies make no difference #1
• 3 levels of strategies
• Aspirational
• Guidance
• Operational
• Human cognitive limits
• Lack of focus on core organisational functions

Why most strategies make no difference #2
Strategy language
• Taxonomy (classification of strategy words)
– Outputs, outcomes, mission, goal, objectives, framework, vision, status,
cross-cutting-themes, aspirations, strategies, plans, collaboration,
cooperation, competition, values, structures, KPIS, tasks, accountabilities,
responsibilities, principles, tactics, actions, directions, issues, factors,
priorities, benefits, impacts, purpose, capacity, capabilities, forecasts,
scenarios, drivers-for-change, data, information, knowledge, wisdom….
and sometimes ‘implementation’
• Syntax (rules for constructing strategy ‘sentences’)
– Do goals create objectives or do objectives create goals?....
• Semantics (meaning of strategies)

Levels of strategies
• Improve the transport system
• Improve the bus system
• Buy new buses and make sure that they run on time
• Buy new buses which produce fewer harmful
emissions and make sure they arrive within 1 minute of
their scheduled time
• Buy new, low emission buses which use computer-
controlled scheduling system to ensure that they arrive
within 1 minute of their scheduled time

The meaning of strategy….
1. Strategy is what people above you in the organisation
do…
2. Tactics is what people below you in the organisation
do…
3. Statements 1 and 2 are true irrespective of what level
you are in the organisation
Driver’s 2nd Law 2014

Human cognitive limits
• There are limits to how much information humans can
use at any one time:
– Humans can hold 7 +/- 2 ideas in their heads (Miller’s law)
– We believe that humans can understand just 15-20 inter-
connected ideas when they are in a written or graphical format
(Driver’s 1st law)
• So if strategies are to be understood by many people
they must be easy to understand
27

Our main OpenStrategies’ principle
The smallest amount of information…
that has the highest value…
to the most people

What should strategies do?
Strategies should guide the improvement of what
organisations actually do
So what do organisations actually do?
29

Exercise: What do organisations actually
do?
Core functions of organisations
and their customers/citizens
Inputs Outcomes
External factors
Internal factors

This is what organisations actually do
Create assets (products, services,
infrastructure) and enable
customers/citizens to use them to
create benefits
Inputs Outcomes
External factors
Internal factors

This is what organisations actually do
Inputs Outcomes
External factors
Internal factors
32

Create assets & enable people to Use assets to create Benefits
33
P R U B

PRUB
Organisations run Projects
which produce Results (outputs/assets)
which people Use
to create Benefits (outcomes)

PRUB
PRUB: The smallest amount of information…
that has the highest value…
to the most people

36
Happy customersbecause they
have done and achieved what
they wanted to doand achieve
Sustainablymanufacture,
distribute andmarket our
company’snew product
Our company’s new product
availableto customers
together withrelevant
productmarketing
information
Customers buy anduse our
company’snew productto do
& achieve whatthey want
Our companyissustainably
profitable
Projects Results Uses Benefits
Build asheltered,safe
cycleway from the housing
estate to theschool
A sheltered, safe cycleway is in
place fromthe housing estate
to the school
Children ride toschool and
home again onthesafe and
sheltered cycleway
Children are safe when
travelling
Two simple example SubStrategies

Assess customer’s
needs based on what
they want to do and
achieve with our
company’s potential
new product
Information available
on what customers
want to do and achieve
with our company’s
potential new product
Use this information to
design, build and test
market new products
to enable customers to
do and achieve what
they want to do and
achieve
Accurate product and
customer-use data is
available relating to
our company’s
potential new product
Happy customers
because they have
done and achieved
what they wanted to do
and achieve
Sustainably
manufacture,
distribute and market
our company’s new
product
Our company’s new
product available to
customers together
with relevant product
marketing information
Customers and buy and
use our company’s new
product to do &
achieve what they
want
Our company is
sustainably profitable

Example SubStrategy
• Post-earthquake Christchurch

39
Deliver 30,000
chemical toilets to
ChCh homes
30,000 ChCh
homes have
chemical toilets
Families in 30,000
homes use
chemical toilets
30,000 ChCh
homes have high
hygiene standards
Install sewage
disposal tanks in
streets
Sewage disposal
tanks in position in
streets
Users Use & empty
their own chemical
toilets
Deliver cleaning and
sanitation chemicals
to all users
Users Use, empty,
clean/sanitise own
chemical toilets
Develop/operate
disposal tank
emptying/cleaning
processes
Vet/train reliable
operators who empty
& clean chemical
toilets for frail people
All users have
cleaning & sanitation
chemicals
Frail users Use
chemical toilets that
were emptied &
cleaned by
‘someone’
Disposal tanks clean
& useable at least
98% of the time
Chemical toilets of
frail people are
ready for use at
least 98% of the
time

Exercises
• Card sets
• Worksheet exercise

Kidney Health Monitoring example

You must identify and understand
1. The most compelling Uses
2. The Uses that the customer will pay for

43
GIS hardware
& software
GIS data
Land managers:
• learn about using GIS systems & data,
• purchase hardware/software,
• download GI data,
• collect their own GI data,
• integrate data,
• verify & analyse data,
• draw conclusions from data,
• make land management decisions,
• train their staff to implement the
decisions,
• get permits to implement the decisions,
• purchase equipment to implement the
decisions,
• manage the land better (i.e. implement
the decisions)
Results (Compound) Uses Benefits
Economic,
environmental
& social
Benefits
‘realised’ by
the better land
management
What is the ‘Benefit-realising’ Use?
Who is it that ‘realises Benefits’?

44
GIS hardware &
software
GIS data
Land managers:
• learn about using GIS systems & data,
• purchase hardware/software,
• download data,
• collect their own data,
• integrate data,
• verify & analyse data,
• draw conclusions from data,
• make land management decisions,
• train their staff to implement the decisions,
• get permits to implement the decisions,
• purchase equipment to implement the
decisions,
• manage the land better (i.e. implement the
decisions)
Results (Compound) Uses Benefits
Economic,
environmental &
social Benefits
‘realised’ by the
better land
management
GIS data
integration tools
GIS analysis &
validation tools
Decision support
tools/advisors
GIS/Managemen
t training
Land mgmnt
tools
Permitting
system
New Results which are essential
to enable ‘Benefits Realisation’
by users

PRUB or BURP
• BURP for strategic planning
• PRUB for strategy implementation
• Usually it is best to start by identifying
and precisely defining Uses

P R U B
46
Handover
Engage
Create assets Use assets
Planning
Implementation

Three broad levels of strategy
• Aspirational (high level – not implementable)
• Guidance
• Operational (action plans – implementable)

Projects
What organisations do….
– Aspirational
• Develop insurance policies
– Guidance
• Develop home insurance policies for earthquakes
– Operational
• Develop home insurance policies which cover selected
earthquake damage (but excluding ground liquefaction) for
the New Zealand market

Results
What organisations achieve….
– Aspirational
• Insurance policies are ready to sell
– Guidance
• Home insurance policies for earthquakes are ready to sell
– Operational
• Home insurance policies which cover selected earthquake
damage (but excluding ground liquefaction) are ready to
sell in New Zealand

Uses
What end-users do….
– Aspirational
• People buy and make claims on insurance policies
– Guidance
• People buy and make claims on home insurance policies
for earthquakes
– Operational
• New Zealanders buy and make claims on home insurance
policies which cover selected earthquake damage (but
excluding ground liquefaction)

Benefits
What end-users achieve….
– Aspirational
• People are happy because they have made successful claims on
their insurance policies
– Guidance
• People are happy because their homes were repaired after
earthquakes
– Operational
• Some New Zealanders are happy because their homes were
repaired after earthquake damage where their homes did not
suffer ground liquefaction
• Other New Zealanders are unhappy because their homes were
not repaired because the earthquakes caused ground liquefaction

Strategy syntax (rules for strategy ‘sentences’)
There are no short-cuts…to be effective…
Projects must lead to Results (outputs)
which must lead to Uses
which must lead to Benefits (outcomes)

‘Validating’ strategies
• Almost anyone can write a document and call it
a ‘strategy’
• It is not a strategy unless it has been ‘validated’
• How do we develop and validate strategies?
53

Creating a Validated Strategy
1. SubStrategy Describe the idea as a SubStrategy
Is it logical?
2. Evidence Add compelling Evidence for the Links
Will it definitely work?
3. Value $B must be greater than ($P + $U)
Is it worth it?
54

Step 1: SubStrategy
• Create a SubStrategy which identifies what we would
like to happen
• This shows theoretically how Projects (inputs) Link
through Results (outputs) and Uses to Benefits
(outcomes)
• Ideally 15-20 ‘PRUBs’ (a human cognitive limit for each
SubStrategy)
• This answers the question: “Is it logical?”
55

Research results suitable for
incorporation into XXXX
XXXX product developers and
programmers incorporate R&D
results into XXXX
Possibly… other organisations
incorporate XXXX into their
products or produce products
which are complementary to
XXXX
An updated XXXX product
Complementary products and
services
Farmers & other land owners
manage their land better using
XXXX & complementary
products within regulatory
guidelines
• Dairy farmers for nitrate
management (dairy effluent;
fertilisers)
• Conservationists for native
plant management
• Regional authorities for
river nutrient management
• Drinking water suppliers for
water quality management
•
•
Economic Benefits to farmers,
land managers, suppliers and
other stakeholders
Social Benefits to farmers,
other stakeholders
Engage with XXXX
Stakeholder Advisory Group to
develop & Validate an XXXX
R&D Strategy
Researchers secure funding
for and conduct XXXX
research in line with the
strategy
A Validated XXXX R&D
strategy which is widely
supported by stakeholders
Environmental Benefits to
farmers, land managers,
suppliers and other
stakeholders
Cultural Benefits to farmers,
other stakeholders
Sustainably viable
organisations creating XXXX
and complementary products
and services
Regulators create and
disseminate better and more
effective regulations guided by
XXXX
Better and more effective
regulations (guided by XXXX)
are in place and understood by
end-users

Step 2: Evidence
• A SubStrategy identifies what we would like to happen
• We need to add Evidence to be sure that it really will
happen
• Evidence is information which ‘validates’ the Links
between Projects, Results, Uses and Benefits
• This answers the question: “Will it work?”
57

Data vs Evidence
• What’s the difference between data and
evidence?
• How significant is this difference for
– Strategy validation?
– Performance management?
• Look out for policies which say they are
‘evidence based’ and ask yourself if they are
merely ‘data-based’

Evidence
• Evidence is information which confirms ‘cause-
and-effect’
• It is not just ‘data’ or ‘facts’ or ‘numbers’
• Evidence describes the cause-and-effect impact of
the Links in a SubStrategy
• So Evidence confirms whether or not:
– Projects contribute to Results
– Results contribute to Uses
– Uses contribute to Benefits
59

Evidence sits on
the Links
between
Projects,
Results, Uses
and Benefits
The most
important
Evidence sits on
the Links
between Results
and Uses
60

Exercise
Worksheet
• Data?
• Correlation?
• Evidence?

Step 3: Value
• Determine a ‘Value’ for Benefits ($B)
• Identify costs of Projects ($P) plus costs of Uses ($U)
• To proceed with a Project….
$B must be greater than $P + $U
• This answers the question: “Is it worth it?”
62

Benefits ‘realisation’?
• So who creates/delivers/ensures/realises Benefits?
• Organisations and project managers cannot ‘create’
or ‘deliver’ or ‘ensure’ or ‘realise’ Benefits
• Only Users create/realise Benefits
• Therefore organisations must:
– totally understand Uses and users
– make their Results (assets) attractive and easy to Use
– tell people about the Results
63

• Are these ‘Benefits’?
– Skilled leaders
– Motivated staff

Exercise part 1
Working in groups, create a high level SubStrategy
(4-8 boxes) on a simple topic of your choice
Expand your high level SubStrategy into a more
detailed SubStrategy of maybe 30 or more boxes:
• Start with identifying the main Uses
• Add Benefits
• Add Results
65

Exercise part 2
Reduce your SubStrategy to no more than 15 +/-
5 boxes:
• Cluster similar ideas together
• Summarise each cluster
66

Exercise part 3
Carefully rewrite your SubStrategy of 15 +/- 5
boxes so that each box contains a complete
sentence of up to about 20 words
Note: The key reason for this exercise is to be
able to describe Projects, Results, Uses and
Benefits so that anyone can understand them
67

From Projects to Programmes and Portfolios
– linking multiple SubStrategies
• Horizontally
– Across themes
– Across demographic groups (users)
– Across organisations (providers)
• Vertically
– High level aspirational strategies
– Mid-level guidance strategies
– Low-level operational strategies
• Sequentially
68

Cycling, walking
and buses
SubStrategies
Combined cycling,
walking and buses
OpenStrategy
021
69

Exercise: where do you feel most
comfortable working?
Aspirational Projects Results Uses Benefits
Level
SubStrategies
Guidance Projects Results Uses Benefits
Level
SubStrategies
Operational Projects Results Uses Benefits
Level
SubStrategies
70

Review #1
• A strategy is ‘an action plan and a rationale’
• Organisations create assets and enable people to use
them to create Benefits (for themselves and others)
• Strategies should improve the above process
• Stakeholders need to understand a strategy – it has to
be simple
• PRUB is ‘the smallest amount of strategic information
that has the highest value to the most people’

Review #2
• Only Uses create Benefits, so strategies must
understand and enable Uses
• Evidence is not the same as data or correlations (and
there can be different levels of confidence in the
Evidence)
• To be Validated a strategy:
– must be logical, and
– there must be compelling evidence it will work, and
– and it must be worth it

‘Wanting’ or ‘Doing’
• Compare and discuss these questions:
– Would you like better public transport?
– How often would you use better public transport?
• Compare and discuss these questions:
– Would you like more cycle paths?
– How often would you use new cycle paths?

‘Wanting’ or ‘Doing’
When you ask people: “what do you want?” they think
about what you can give them.
As a result, they often don’t take much responsibility for
their answer
When you ask people “what do you want to do?” they
think about what they want to do
As a result, they take much more responsibility for their
answer

Orphan Results
P R U B
P R
P1
P2
R1
R2 U B
Abandoned
Orphan
Result
Adopted
Orphan
Result

Management environments
and management styles
• Management environments
• Management styles
• Examples
• Your own management environment/style
• Summary

4 Management Environments
• Simple
– eg laying bricks
• Complicated
– eg fixing a Ferrari
• Complex
– eg understanding a rainforest
• Chaotic
– eg responding fast to an earthquake

Simple environments
• Repeating patterns and consistent events
• Clear cause-and-effect
• Right answer exists
• Facts
• Known-knowns
The domain of best practice/rules
eg laying bricks

Complicated environments
• Expert diagnosis required
• Cause-and-effect discoverable but not obvious
• More than one right answer possible
• Facts
• Unknown-knowns
The domain of experts
eg servicing a Ferrari

Complex environments
• Unpredictability
• Many competing ideas
• No right answers
• Patterns (not facts)
• Unknown-unknowns
The domain of emergence
eg understanding a rain forest

Chaotic environments
• High turbulence
• No clear cause-and-effect
• No right answers
• No time to think
• Patterns (not facts)
• Unknowables
The domain of rapid response
eg responding fast to an earthquake

Managing Simple Environments
• Sense, categorise, respond
• Proper processes
• Best practices
• Communicate clearly and directly
The domain of best practice/rules
eg laying bricks

Managing Complicated Environments
• Sense, analyse, respond
• Panels of experts
• Listen to conflicting advice
The domain of experts
eg servicing a Ferrari

Managing Complex Environments
• Probe, sense, respond
• Create environments where patterns can emerge
• Seek information, listen, learn, generate ideas,
encourage dissent and diversity
• Manage starting conditions and monitor for
emergence
The domain of emergence
eg understanding a rain forest

Managing Chaotic Environments
• Act, sense, respond
• Look for what works, not right answers
• Take immediate action to re-establish order
(command and control)
• Direct clear communication
The domain of rapid response
eg responding fast to an earthquake

Summary of strategic environments
• There are 4 management environments
– Simple (known-knowns)
– Complicated (unknown-knowns)
– Complex (unknown-unknowns)
– Chaotic (unknowables)
• These 4 environments require 4 different
management styles
– Simple (best practice/rules)
– Complicated (experts)
– Complex (emergence)
– Chaotic (rapid response)

PRUB is simple…. the world is complex
• The world of Projects and Results is simple (you can
only implement “known-knowns”)
• The real world of Uses and Benefits is complicated and
complex (characterised by “unknown-knowns and
unknown-unknowns”)
• PRUB links the necessarily simple world of Projects
and Results to real-world complicated and complex
Uses and Benefits
87

Exercise: Assess your own management
style
1. Do you prefer to work in a simple, complicated,
complex or chaotic environment?
2. Do you want to build up skills in:
1. ‘best practice/rules’ for simple environments, or
2. being a technical ‘expert’ in complicated environments, or
3. research & investigation in complex environments, or
4. wisdom to think and act rapidly in chaotic environments?
3. How does this impact on your other preferences:
1. in the PRUB-sequence?
2. re Aspirational, Guidance and Operational level strategies?

Engaging with stakeholders
1. What is the nature of the strategic environment you are
working in?
2. Do your individual stakeholders prefer to work in a
simple, complicated, complex or chaotic environment?
3. Do individual stakeholders prefer to operate at high,
aspirational levels or grass-roots operational levels?
4. Do individual stakeholders prefer to focus on Projects;
Results; Uses; or Benefits?
5. How do your own preferences impact on working with
multiple stakeholders?

Performance measurement & management
Measurement
Make measurements within each P, R, U, and B
– Indicators (the thing that you are going to measure)
– Targets (the number you are wanting to achieve)
– Measurements (what you actually measured)
Management
One ‘PRUB-step’ to the left (lead and lag indicators)

Exercise
Worksheet
• Indicator?
• Target?
• Measurement?

Exercise (if time)
Working in pairs, rapidly
• create a high level SubStrategy (4-8 boxes) on a simple
topic of your choice
• expand into ~ 30 boxes:
– start with Uses
– add Benefits
– add Results
• Repeat
92

OpenStrategies review #1
• Strategy failures
– poor strategy language (taxonomy, syntax, semantics)
– cognitive limits exceeded for many stakeholders
– lack of focus on organisation’s core functions
• PRUB
– PRUB = what organisations actually do
– Create assets (PR) Use assets (UB)
– BURP for planning, PRUB for implementation
• Orphan Results
– Abandoned Orphans
– Adopted Orphans

• 3 levels of strategy
– aspirational (governance)
– guidance (middle management)
– operational (implementable action plans)
• 4 strategic environments
– simple (rules, best practice, facts)
– complicated (experts, facts)
– complex (emergence, research, patterns)
– chaotic (act, patterns)

• There are no shortcuts. Effective strategies must have
Projects which must produce Results which must be
Used to create Benefits
• Strategies must be Validated, hence PRUB-Validate:
1. Theoretical/desired SubStrategy
2. Cause-and-effect Evidence that it really will happen (THE most
important Evidence is on the Link from Results to Uses)
3. Value (is it worth it) i.e. is ƩVB > ƩCP + ƩCU
• Understanding Uses is paramount
• Only Uses ‘realise Benefits’

OpenStrategies is a comprehensive
management system based on PRUB
• Develop strategies
• Validate strategies (protect services, save money)
• Implement strategies/manage processes
• Performance measurement and management
• Stakeholder engagement/consultation
• Integrate levels of strategies
• Integrate strategies on many topics, demographic groups
and geographical areas
• Integrate strategies across organisations (collaboration)
• Integrate sequential strategies

Contacts
phil@openstrategies.com +64 (0)21 0236 5861
merron@newrealities.co.uk +44 (0)7973 498603
Web www.openstrategies.com
Book http://www.gowerpublishing.com/isbn/9781472427816

This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events

Validating strategies workshop, 9th and 11th November 2015, by Dr Phil Driver

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Validating strategies workshop, 9th and 11th November 2015, by Dr Phil Driver