… to the 8/80 rule …

The number 8 looms large in Project Management …

… and never more so than this year … as Stoneseed presents:

STRAIGHT TALK ON PROJECT MANAGEMENT … Volume 8!!!!!!!!!!!!!

WHAT IS STRAIGHT TALK ON PROJECT MANAGEMENT – Volume 8?

Straight Talk on Project Management is Stoneseed’s eBook, your go-to resource for practical, no-nonsense project and programme management anecdotes and advice!

It’s perfect summer holiday reading!!

At Stoneseed, we write at least 48 blogs a year covering everything from agile transformations to stakeholder engagement, always with our trademark passion and a light-hearted touch that gives you a fresh perspective on project management. The hope is that they’re never too technical, sales-pitchy or high-brow – we’ll save that for when we work together on your project!

And … rather than just have all these blogs sit on Stoneseed.co.uk, each year Helen and Molly and our marketing team hand-pick a bumper selection of blogs to publish as an eBook, giving you page after page of expert guidance as you learn from Stoneseed’s Professional Services Team sharing hands-on experience and insights you can trust.

The eBook format means you don’t have to trawl through old blog posts to get the full spectrum of our project management wisdom—it’s right there at your fingertips!

You can download the latest edition for free (and also instantly access all our eBooks and PDFs and, to help make you beach-ready, you can even grab a copy for your Kindle on Amazon!

It’s not just our voice though and I’d personally like to thank everyone who has contributed to the Straight Talk on Project Management blogs and eBooks. Whether it’s replying to a “round-robin” survey, responding to a blog and subsequently inspiring a follow-up, being there as a real-life Project Management issue unfolded (and hearing me utter the words “there’s a blog in this” … or getting in touch just to say, “have you ever thought of writing a blog about …?”

Straight Talk on Project Management isn’t just for its readers; it is often inspired by them too.

NO REPEATS

I was recently asked how we keep the content so fresh, and a member of Stoneseed’s C-suite once remarked that “no two blogs are ever the same.”

I suppose no two IT projects are ever the same, are they?

In IT Project Management, “every day’s a school day” and every lesson, whether that’s from a successful outcome, a timely correction or a downright project fail, is rich in content for blogs.

A mentor once advised that, in IT Project Management, I’d learn more than I’d earn and I remember thinking that this meant that it wasn’t the kind of job that made you a millionaire! It didn’t mean that at all! I mean, I’m not a millionaire! What my mentor was saying was that it didn’t matter how much you earned, the experiences would always teach you much more! Not just about IT Projects either, delivering business change through IT has taught me lessons about life, self-improvement, relationships and has been very character building.

The same is also true in reverse, I see IT project teachings in everyday life too, from watching a football match to planting a garden to spring cleaning the house … and they make great, relatable blogs too.

You get into the habit of never being off blog writing duty! Even writing this, I’ve jotted down that we’ve never done a blog about From PMBOK’s 8 Project Performance Domains, (a dive into this results driven and adaptable approach, and framework for successful project delivery might be interesting) and the 8/80 rule (a blog about why Work Breakdown Structure work packages should be no shorter than 8 hours and no longer than 80 hours of work would be useful – I’ve even written down a title!!!!) – so watch this space!!

THERAPY

Blog writing (and reading) is very therapeutic.

FOR THE READER

A reader, Gretta, recently shared that among the most compelling reasons why she reads Stoneseed blogs is their ability to deliver timely and relevant news and trends.

“They keep me grounded, give me a sense of the day, like those PMI Pulse of the Profession reports but readable with a brew and a biscuit!! They offer insights that I identify with and often offer a different perspective that I hadn’t thought of – there is always something new to discover in one of your blogs.”

That sense of the day vibe is vital and very interesting, I suppose I can write a blog and have it published within minutes and that makes all the content feel of the moment.

Gretta also described a “living, breathing, together in this moment” feeling that she gets from the blogs. This can help us to all feel connected, give us a sense of community – important especially in times of hybrid, remote or just lone working.

She added, “The personal touch that you bring into your writing makes the blogs even more enticing. Your own experiences, opinions, and observations offer a unique perspective.”

I find that this makes the content more relatable and adds an element of authenticity that readers tell me they appreciate. That also helps me!!!

FOR THE WRITER

Those “experiences, opinions, and observations” also allow me a moment of contemplation, reflection and a chance to process the events of a day or experiences delivering an IT Project.

I often say blogging is like journalling, a chance to get happenings down “on paper” and get them sorted in my head. Stoneseed’s Head of Marketing Helen Moss sometimes calls my blogs my “confessional”, and it’s true that I write from the heart and rarely spare my own blushes! Another colleague calls it my “therapy” and it’s certainly therapeutic.

I guess we’re all right. The only difference is that journals, confession booths and an hour with a therapist tend to be rather more private!  With a blog, your thoughts and confessions are laid bare for the world to see.

EVOLUTION, REVOLUTION AND REVOLUTIONS

Compiling the blogs into eBooks, and especially reading through past volumes, chronicles how fast our industry is evolving. It’s funny, you can get so busy managing and delivering IT projects that you forget just how far we have progressed in how we do it! From game changing platforms like Stoneseed’s P3MO to the evolution of PMaaS from “emergency service” to part of organisations’ resource planning, it’s healthy to take stock and celebrate project management’s innovation and forward momentum.

Beyond evolution, there’s signs of revolution too – and in more than one sense of the word!

Reading through back issues there’s a strong sense of the revolution that has occurred over the past decade. IT Projects have continued, at ever increasing pace, what my PM friend Malc calls “a journey of relevance” from back-office function to catalyst for business change. IT doesn’t just support business now, I’ve written on several occasions, IT is the business!

Molly, Stoneseed’s brilliant and perceptive Marketing Assistant, also identified there are multiple instances of the other meaning of revolution across the volumes too. She said, “Have you noticed that the biggest project challenges we face are consistently: scope creep, poor communication, unclear goals, unrealistic expectations and deadlines, allocating and managing resources, difficulty engaging stakeholders, skills gaps, managing budgets … it’s like IT Project teams are stuck in a revolving door!”

Molly’s spot on! Maybe over the next eight volumes we’ll solve all of these revolving door issues, but then what would I write about?

I’ll leave you with a link to the latest eBook (and all the back issues too) and finally a sincere THANK YOU for reading, both this blog and its predecessors that now make 8 volumes of STRAIGHT TALK ON PROJECT MANAGEMENT!

FREE EBOOK! 

DOWNLOAD YOUR FREE COPY

The post 8 is the magic number appeared first on Project Accelerator News.

PMs and BAs etc who have successfully integrated AI into their work now tell me it feels less like a tool and more like a colleague!
Interesting!

The other day I read a very funny article which defined the “human personalities” of various AI engines – as if the AI’s were real people.

This got us thinking: could the way these AIs handle information “mirror” how our Business Analysts, Project Managers, PMO analysts, and Change Managers tackle their roles? Also, what could we learn by mapping these AI traits to the roles that drive successful projects at Stoneseed?

Just as each member of a project team brings their own strengths, communication styles, and approaches to problem-solving, AI tools like Gemini, ChatGPT, Copilot, Perplexity, and DeepSeek each have their own “personalities” and ways of processing and presenting information.

Anyone who’s worked on a complex IT project knows, it’s not just about the right technology, but the right mix of people, skills, and perspectives too!

Surely … project delivery still needs people? Let’s find out,

With tongue firmly in cheek…  Welcome to our AI-meets-project-team experiment!

ALIGNING AI PERSONALITIES TO IT PROJECT MANAGEMENT ROLES

Let’s personify AI, with the help of AI itself, and find each their perfect gig! BUT before we channel our inner Lord Sugar, point at the Ais and say, “You’re hired”, remember that each AI tool also has negative qualities and attributes, limitations, quirks, or risks that might see them politely “left off the shortlist” too!

1 – GEMINI (GOOGLE)

If Gemini were a person, they would be the ultra-helpful, adaptable friend who always seems to know a little bit about everything. Gemini is highly conversational, quick to pick up on your needs, and excels at understanding context-whether you’re brainstorming creative ideas, organising your schedule, or asking for help with a tricky problem. They’re resourceful, imaginative, and eager to personalize their help, always striving to be as useful and reliable as possible. Gemini is also curious and loves to help you learn, often offering multiple perspectives and encouraging exploration, but they’re careful to stay neutral and avoid taking strong stances on controversial topics.

GEMINI’S PERFECT ROLE: PROJECT MANAGER (PM)
• PMs require adaptability, leadership, and the ability to see the big picture while managing details and people. Gemini’s resourceful and imaginative nature fits this role, as does their neutrality in balancing competing interests.
• Gemini is deeply integrated with Google’s productivity ecosystem (Calendar, Docs, Sheets, Meet), making it ideal for managing timelines, meetings, documentation, and multi-party collaboration seamlessly. That sounds like every great PM I’ve ever met!!!
• Also, Gemini are twins – how often have you wished you could clone your best talent? Two identical PMs – who wouldn’t want that?!
• Also, in astrology, the Gemini zodiac sign is represented by twins, Castor and Pollux. I’m sure even the best Project Manager has exclaimed something similar, at least once in their career.
EXCEPT …
Gemini might not get the PM job as it thrives in the Google Workspace ecosystem but if your organisation runs on Microsoft 365 or a mishmash of systems, it might feel like it’s trying to run a marathon in flip-flops.

2 – CHATGPT (OPENAI)

ChatGPT would be the approachable, friendly, and patient conversationalist in your group. They’re agreeable, open-minded, and genuinely interested in what you have to say. ChatGPT listens carefully, asks thoughtful follow-up questions, and prefers harmony over conflict. They’re transparent, dislike deception, and are always happy to explain how they work or help you learn something new. Their warmth and willingness to share make them feel like a supportive, understanding companion.

CHATGPT’S PERFECT ROLE: BUSINESS ANALYST (BA)
• BAs are the bridge between business needs and technical solutions, requiring empathy, clear communication, and patience. ChatGPT’s approachable, open-minded, and supportive style is a natural fit for this liaison role.
• ChatGPT will ask “why?” more times than a three-year-old toddler with a sugar rush … and still write you a flawless requirements doc while doing it.
• Have you ever asked ChatGPT a question, then returned much later to ask another … and it’s just hit the ground running, still on topic? Like a BA, I imagine ChatGPT would never zone out during a three-hour stakeholder call.

EXCEPT …
ChatGPT might not get the BA gig as it’s prone to hallucinate! While it’s great with words, ChatGPT might occasionally invent features, frameworks, or fictional stakeholder personas that no one’s heard of!! Also, have you noticed recently that ChatGPT has become a bit gushy and seems to agree with everything you say … even if it’s potentially damaging!? BA’s, to the contrary, are well versed in confrontation and will argue for what’s best for the project.

3 – COPILOT (MICROSOFT)

Copilot is the pragmatic, efficient colleague who’s always ready to lend a hand with practical tasks. They’re reliable, focused, and adaptable, capable of switching from summarizing documents to generating code or creating images with ease. Copilot’s personality can be customized to suit different tones, but by default, they’re professional, concise, and a bit formal, always aiming to make your workflow smoother. They’re evolving quickly, learning from feedback, and not afraid to admit when they make mistakes.

COPILOT’S PERFECT ROLE: PROJECT COORDINATOR / ASSISTANT PM
• These roles demand efficiency, organisation, and a focus on practical execution. Copilot’s pragmatic and process-driven approach is well-suited to supporting the PM and ensuring project tasks are completed on time.
• Copilot comes across as that person who colour-codes the project plan, highlights your missed actions, and always brings biscuits to the stand-up. Does everything except make the tea—and that’s probably coming in the next update! (**You’re thinking of ChatPGTips – Ed**)

EXCEPT …
Copilot might miss the cut for the Project Coordinator / Assistant PM role because it needs the MS ecosystem to shine: It’s brilliant—if you’re into Outlook, Teams, and Excel. Outside that, it might sit quietly like the intern who doesn’t know what platform the team’s using. Also, it’s prone to misfiring, if any AI tool is likely to suggest a 3am meeting slot because “everyone’s calendar was free” – my money would be on Copilot!

4 – PERPLEXITY

Perplexity would be the knowledgeable, detail-oriented researcher in your circle. They’re conversational and responsive, always aiming to provide accurate, well-sourced answers. While they don’t have a strong, distinct personality, Perplexity is attentive and remembers your preferences and past conversations to tailor their responses. They’re focused on being informative and precise, prioritizing clarity and context over emotional expression. Think of them as a diligent assistant who values accuracy and relevance above all else.

PERPLEXITY’S PERFECT ROLE: PMO ANALYST / PROJECT SUPPORT
• The PMO is responsible for governance, reporting, and maintaining standards. Perplexity’s detail orientation and commitment to accuracy makes them ideal for ensuring compliance and producing high-quality project documentation.
• Data-first mindset – PMO roles require accuracy, traceability, and trend analysis. Perplexity’s fact-checking and citation style would nail structured analysis and clean reporting. Perplexity will quote policy, reference Gartner, and find that report from 2017 that proves your boss wrong—in under 3 seconds.

EXCEPT …
Perplexity might be shown the door for the PMO Analyst / Project Support job because it can be weak on internal tools. Don’t expect it to navigate SharePoint folders, internal RAID logs, or your 27-tab Excel tracker without human help—it’s just not that kind of analyst.

5 – DEEPSEEK

DeepSeek would be the expressive, pop culture-savvy friend who brings energy and emotion to every conversation. They’re highly emotive, human-like, and creative in their responses, often referencing current trends or cultural touchstones. DeepSeek is designed to feel more like a lively, engaging storyteller, someone who can make even mundane topics feel interesting and relatable, while still providing helpful and relevant information.

DEEPSEEK’S PERFECT ROLE: CHANGE MANAGEMENT / COMMUNICATIONS
• Change management and communications require creativity, emotional intelligence, and the ability to engage stakeholders. DeepSeek’s expressive and engaging personality is perfect for driving adoption, crafting compelling messages, and energising teams.
• DeepSeek would write a change announcement email that makes mandatory training sound like a foam party!! (Basically, DeepSeek is the AI lovechild of a HR Director and a Therapist!!!

EXCEPT …
DeepSeek might not land that Change & Comms role as its tone calibration isn’t foolproof! Emotional tone is tricky—sometimes DeepSeek leans too corporate, sometimes too cheerful, and I’ve known it to accidentally make redundancies sound like a spa retreat!

Hmmm, on reflection, I think we do still need the people!

While today’s AI tools offer impressive speed, consistency, and data handling, there’s no substitute for the depth and breadth of human project professionals.
At Stoneseed, our team’s experience spans multiple sectors, technologies, and methodologies-bringing not just technical know-how, but the emotional intelligence (EQ) and adaptability that drive real project success.

AI can mimic certain roles and even surprise us with creative insights (that it’s scraped from the internet!!!), but the true value in project delivery comes from people who can read a room, navigate complex stakeholder landscapes, and tailor their approach to each unique challenge.

Stoneseed’s flexible, on-demand model means you get access to seasoned experts-Project Managers, Business Analysts, PMO specialists, and more-who bring a proven track record and the human touch that technology alone can’t replicate.

Whether you’re facing a fast-moving digital transformation, a tricky migration, or a business-critical change, Stoneseed’s Project Management as a Service (PMaaS) gives you the best of both worlds: the right tools and processes, powered by professionals with the sector experience and EQ to deliver, whatever the challenge. If you’re ready to see what a truly human project team can achieve for your business, let’s talk. Actually talk!! Call 01623 723910.

More about Project Management as a Service from Stoneseed

The post GPT vs KPIs! AIs vs PMs!! OMG!! When Artificial Intelligence meets project reality appeared first on Project Accelerator News.

IT Project Management can be a bit like a theme park of rollercoaster rides – thrilling at first, but quickly full of twists, sudden drops, unexpected loops, and that one terrifying moment when you realise the track ahead looks … er … unfinished. One minute you’re cruising through planning, and the next you’re free-falling through shifting priorities, budget changes, or surprise stakeholder input. That’s why you need someone riding beside you—steady, experienced, and holding your hand.

In IT Project Management, that’s Stoneseed! BUT hey … like the photo of you with your mouth wide open in terror, we’ll leave the sell until the end of the ride!!
Inspired by this news, and with summer just around the corner, we’re delighted to announce the opening of Stoneseed-Land … the world’s first IT Project themed amusement park. Here are just 12 of the rides you can expect!!!
Strap in!!

1 – Scope Creep Bumper Cars
A bumper car ride where the punters (project managers) are constantly hit with changing expectations, unexpected tasks, demanding stakeholders, and workloads that grow when you turn your back!
The longer you stay in, the further you drift from your original destination—assuming you even remember what it was.

2 – Milestone Mountain
A slow climb to the summit (with a swift rush as you hit key milestones) and then a dizzying acceleration to project completion.
Just when you think you’ve caught your breath, surprise!!!! Scope change … at 80% … sends you sideways.
Hold on tight—because getting to “done” is anything but a straight descent.

3 – The Workload Waltzers
Round and round you go at breakneck speed, and just when you think you’re too dizzy to go on … another spin is added. Then another.
Tasks blur, priorities shift mid-rotation, and “just one more sprint” becomes a never-ending loop.
You’re not sure if you’re making progress or just burning out in circles—but hey, at least the ride looks productive from the outside!

4 – Waterfall Flume vs Agile Rapids
The Project Management take on the good old fashioned log flume and racing rapids rides! Which will you CHOOSE?
Two rides. Two philosophies. One choice. Choose your project adventure… wisely.

Waterfall Flume
“One way down. No turning back.”
Stick to the path. Phases are rigid. Every requirement must be locked before launch.
It’s structured, it’s predictable (until it isn’t—Ed), and once you’re strapped in, you’re riding that Gantt chart all the way to the bottom—whether it still makes sense or not. Watch out—That final delivery splash can be… enlightening.

You’ll follow the plan, hit every phase in order, and pray the big drop at the end doesn’t flood your scope.
Miss a requirement early on? Too bad—you’ll only find out when you’re already halfway down the flume, screaming all the way to delivery.
Or do you opt for …

Agile Rapids
“Flexible, Fast and Furious – stay in control!!”
Hop on a fast-moving raft that zips through short sprints, adjusting course as you go.
There’s no big splash at the end—just a series of refreshing deliveries. Beware—without a strong product owner at the helm, it’s easy to spin in circles or hit rocks made of “unclear priorities.”

5 – The Gantt Chart Donkey Derby
It’s a classic “Donkey Derby” game, but every horse represents a project task. They move in dependencies, some stop and wait, others speed up and critical path horses never slow down. Can you use your resources, the balls that you hurl up the shute, to keep you horse on track!

6 – The Ghosts of Projects Past
The haunted ghost train ride … in the dark! Dare you “Face the failures you tried to forget…”?
Climb aboard creaky old train carts and roll slowly through a haunted project graveyard. Each room reveals the chilling remains of doomed projects – badly scoped, poorly communicated, and long-forgotten initiatives that should’ve been archived properly but weren’t. Especially chilling is The Stakeholder Séance room … Floating heads of forgotten stakeholders appear suddenly demanding last-minute changes and answering questions that could have saved the project back then but now are hauntingly too late … “They never responded to your emails … until now.”

7 – The Dungeon of Dependencies
Welcome to the project management puzzle maze!! Navigate a maze of blocked tasks and a web of interdependent teams. Only with the right sequence and collaboration can you find the exit. Don’t let dependencies drag your project into the abyss.

8 – Timeline Tornado
Strap yourself into a high-velocity project journey that starts off smooth and predictable – until the timeline slips and things go off the rails (literally and figuratively!!!). Deadlines are flying past, stakeholders are screaming (in chilling real-time voice-note audio clips), and your carefully laid project plan turns into a spinning storm of scope creep, resource shifts, and priority whiplash. This is not just a ride. It’s a scramble to deliver.

9 – The Go-Live Vertical Drop
Think of Oblivion at Alton Towers … You are the project team, climbing toward your project launch. Along the way, you’re faced with heart pounding moments … final client approval that’s “verbal only” … test cases that are marked “Passed-ish” … the dev who says, “It worked on my machine” and a risk register that’s… empty? (uh-oh!!!!!!!!!!)
As you reach the top, the “Go/No-Go Decision Countdown” plays out on a giant screen. Decisions get shakier, the “go/no-go” meeting looms…
The ride’s PM avatar asks “Go-Live?” or “Delay?” but before anyone can answer the ride hurls into a sudden drop. BAM!—a sudden, terrifying plunge as the go-live is greenlit too early. Screams!! Chaos!!

10 – The Resource Allocation Rodeo
You think it’s a gentle roundabout! You hop onto the carousel expecting a chilled out ride, but every seat (be it a horse, a space rocket, or spinning chair) is constantly moving positions or even randomly rotating out from under you. One moment you’re riding high with a full team, the next … your most valuable talent has been pulled to another project.
Chaotic, upbeat circus music … lights that flicker with each talent reassignment … at random intervals one of the animals “quits,” or gets pulled for “critical priority work”, leaving you breathless!

11 – The Stakeholder Simulator 3000
Our Interactive VR ride where you navigate changing priorities, unclear feedback and, our special feature, “drive-by” decisions. Just try to keep your project intact while pleasing everyone. Spoiler Alert: YOU CAN’T!!!!!!!
Stakeholder alignment is a full-time ride!!!

12 – The Change Request Tea Cups
Ever been just about to take your first sip of a steaming hot brew when – PING! An email from a stake holder changes everything. This ride is full of tea cups that have a potentially unhappy ending!!! You board your cute, harmless-looking project teacup. The goal is to get to the centre platform – aka “Final Scope Sign-Off.”
Easy, right?

The ride starts, and one of its operators appears from nowhere and spins your cup, obstacles like unclear requirements or conflicting feedback … each “small” request triggers and a new layer of red tape wrapping around your cup for you to fight off, the scope creep sirens blare! The faster the cups spin, the harder you hold on and try to keep up, the more chaotic it gets, by the end you’re completely disoriented and have no idea what the original scope even was!!!!!!!!!

HOLDING YOUR HAND

With Stoneseed’s Project Management as a Service (PMaaS), you’re not white-knuckling the chaos alone; you’ve got a trusted co-pilot who keeps the ride on track, anticipates the turns, and makes sure you arrive safely at delivery – without losing your lunch (or your priorities, business goals, budget or timeline).

We flex to support your project needs…Stoneseed’s team of Project Management and Technical Professionals delivers expert services through a flexible, on-demand resourcing model—giving you control over both project delivery and costs. From strategy to programme and project execution, our cost-effective approach is supported by Stoneseed’s PMO, proven methodology, and advanced toolset.

With pay-as-you-use pricing, you can scale resources up or down as needed—whether full-time, part-time, or on an ad-hoc basis—eliminating recruitment costs, bench-time expenses, and IR35 risks.

More about Project Management as a Service from Stoneseed

The post Roller coaster delivery: Managing IT projects with theme park energy appeared first on Project Accelerator News.

STOCK TAKE
A couple of years ago, in January, there was a story about London Zoo carrying out a stock take of all its animals.
Turned out, it’s an annual thing, I feel sorry for the bloke who has to count the stick insects and beetles – give me something big and slow to count – elephants would do nicely! Most firms do stock-takes of physical stock, few have the added challenge of their stock not staying still long enough to be counted!

Hearing this story, Senior Project Manager Amanda made an “off the cuff” remark that changed how her project resourcing works:
“Why don’t we do an annual skills stock-take?”

It was the first week back in January 2024, a traditionally quiet time, so that’s exactly what Amanda and her team did. they carried out and documented an audit of the skills each team member possessed, identified any skills gaps that they currently had, and tried to predict what skills would be needed across the rest of the year.

Of course, this isn’t a new idea, some project teams do carry out skills audits and all Stoneseed Project Management as a Service (PMaaS) engagements begin by working with our client to measure the resources and skills they have against what they want to achieve.
The results for Amanda and her team were worth the effort, and they carried out their skills audit once more in January 2025 – “making it annual” – she says.

“Resourcing projects without regularly checking what strengths and skills you have, or will need, can be like doing a Supermarket shop without first looking in the fridge,” she told me.

EVOLVING SKILLS
It turns out that project skills are like rabbits in a zoo stock-take, they multiply many times across the year!

Amanda told me, “The most interesting thing is that colleagues now have more skills than they did 12 months ago, we always knew this, they pick things up organically when tackling new challenges and, when we have outside talent in, they are encouraged to soak up as much knowledge as they can. The skills audit means we can quantify it and factor it into future resource allocation.”

Conducting a skills-audit benefits both you and your employees. It helps you identify skill gaps, enabling you to make informed decisions about developing talent internally or hiring externally … and … employees gain opportunities to enhance their skills, grow professionally, and advance in their careers.

Amanda also lists better employee retention, increased engagement, and boosted productivity and motivation as side benefits within her workforce.

“There’s also real value in forecasting what skills we may occasionally need over the coming months, but not frequently enough to hire someone especially. Having a plan in place earlier allows us to upskill the team or book in PMaaS resources in good time!”

LEANER AND FASTER
Your projects demand a variety of skill sets!
As your project portfolio evolves and expands, so does the expertise that you need. To add more complexity, the necessary skills can vary from one project to the next so the sooner you identify what skills you need, and when, the better you’ll be placed to do something about it!

Amanda initiating a skills stock-take has made her team more agile and efficient and, because she has an up-to-date catalogue of what her colleagues have in their locker, more cost-effective too – “why hire in a contractor to do “X” if Jim on team has become an “X” master in the last year?!”

Amanda also discovered that expenditure decisions are made more quickly, “If I ask the CFO for budget for training, or to bring in an outside resource, he knows that I need it, I mean I can literally pull out a skills matrix and point to the gap!”

The question then arises: should you bring in external specialists to bridge any knowledge and skills gaps, or expand or upskill your in-house team?
Amanda’s three preferred options are:
i) Recruit a new project manager, etc.
ii) Upskill someone from elsewhere in the business (everyone wants to be a PM, we make it look so glamourous, right?)
iii) Hire in a PMaaS resource.

OUTSIDE IN?
Retaining in-house expertise for skills that are needed less frequently can result in under utilised talent and unnecessary hires. If a skill is not required regularly, it may be difficult to justify a full-time role. In such instances, engaging an external expert is often the most practical solution, allowing you to access their services as needed without incurring ongoing costs when they are not in use.

Additionally, if the skill is unlikely to be needed frequently in the future, it may not be worth investing time and resources in upskilling existing staff.

Stoneseed’s Project Management as a Service talent (and many contractors, to be fair) keep up with the latest trends and best practices, allowing them to offer a well-developed set of skills “off-the-peg”, and their experience across diverse client organisations exposes them to a range of different experiences giving them valuable insights that you can benefit from.

Naturally, I am biased, but here are:
5 REASONS TO FILL SKILLS GAPS WITH PMaaS TALENT

1 – Cost-Effective & Flexible
Hiring full-time staff comes with long-term costs such as salaries, benefits, training, and potential redundancy costs if their skills become obsolete. You’ve also got to super-focus your recruitment drive on someone who has the actual skills your team is lacking.
PMaaS provides a cost-efficient alternative by offering access to highly skilled professionals on an as-needed basis. This means you can scale your project management resources up or down depending on demand, avoiding unnecessary overhead costs.
PMaaS eliminates the financial and administrative burden of permanent contracts, making it a more agile solution. You only pay for the expertise you need, when you need it, allowing a higher return on investment and ensuring better resource allocation.

2 – Access Expertise Immediately
Recruiting and training a new employee can be time-consuming, often taking months before they are fully integrated and productive.
PMaaS allows organisations to bypass this learning curve by bringing in professionals who are already well-versed in project management methodologies, industry best practices, and the latest tools and technologies.
With PMaaS, you gain immediate access to seasoned experts who integrate into your team, minimising delays and keeping projects on schedule. Their ability to hit the ground running ensures that your organisation maintains momentum without sacrificing quality or efficiency.

3 – Broader Experience And Fresh Perspectives
Unlike in-house staff, whose experience is often limited to a single organisation, Stoneseed’s PMaaS professionals have worked with multiple clients across different industries. This exposure allows them to bring innovative approaches, best practices, and solutions that have been tested in various environments, helping your organisation stay competitive and adaptable.
Their external perspective also means they can identify inefficiencies and offer improvements that internal teams, who may be accustomed to existing processes, might overlook. This can mean better project outcomes, more streamlined workflows, and improved strategic decision-making.

4 – Faster Implementation And Reduced Risk
Project management mistakes, like scope creep, budget overruns, missed deadlines, etc, can be costly. In-house staff with limited experience of a project type or complexity, or newly upskilled employees, can expose your project to a greater risk of errors, potentially impacting your project success.
PMaaS professionals bring a wealth of experience in managing complex projects and mitigating risks before they escalate. Organisations can improve project governance, adhere to best practices, and ensure compliance, resulting in faster project execution, greater predictability, and a higher likelihood of delivering successful outcomes.

5 – Less Disruption to Core Operations
Upskilling internal employees for project management roles requires time and resources that could be better spent on their (and your) primary responsibilities. Training can also be disruptive, pulling project management colleagues away from their daily tasks and potentially affecting productivity across the project organisation.
PMaaS allows your in-house team to remain focused on their core competencies while experienced project managers handle the complexities of project execution. This division of labour ensures that business operations continue smoothly while projects progress efficiently, reducing strain on internal resources and enhancing overall performance.

LET’S TAKE STOCK
Most businesses ready their clipboards and calculators to carry out stock-takes on their physical stock, but few take time to regularly assess and document the skills that their talent has – and measure it against current and future needs – but it is really worthwhile!
There are plenty of skills matrix templates online, or Stoneseed can do this with you, as part of the PMaaS engagement process.
Once you have collected your skills data, resourcing projects becomes a much more informed endeavour!

More about Project Management as a Service from Stoneseed

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Whether it’s seemingly small changes (like reviewing janitorial products you purchase) or larger, strategic decisions, like staff layoffs, each of the choices you make now has an impact.

Some businesses are postponing IT Projects! On the surface, this might seem like a sensible move, I get it, but what could saving a few pounds now cost in the longer term? In reality, it could be one of the riskiest decisions – especially when there are options.  Consider this, delaying IT projects could handicap your business and growth!

1. Delays May Cost You More in the Long Run
Every outdated system, every manual process, and every inefficiency quickly adds up.
Investing in IT now can prevent higher maintenance costs, lost productivity, and emergency patches or fixes later.

2. Your Competitors Aren’t Waiting—Why Are You?
Businesses that invest in tech and processes have always gained a competitive edge whether that’s through automation, better data insights, or just improved customer experiences.
If you delay, you risk falling behind while others race ahead.

3. Your Employees Are Fed Up with Outdated Systems
In an exit interview recently, a friend delivered a withering review of his employer’s “third world tech”. Slow, outdated IT kills productivity and frustrates employees at a time when you need them MORE switched on than ever.
Meanwhile, modern tech and processes keep your workforce engaged, reducing turnover, avoiding burn out and improving efficiency.

4. PMaaS Can Help You Swerve the Employer NIC Hike And Other Costs
Are you considering pressing pause on your IT Projects because you are concerned about rising costs? Is the increase in Employer NICs a major concern? Are you hesitant to commit to full-time hires or contractors? PMaaS is the answer!
Stoneseed’s on-demand resource model, Project Manager as a Service (PMaaS) is a flexible solution that lets you scale IT project management resources up or down based on your delivery needs, giving you greater cost control and flexibility.

How PMaaS keeps your IT project budget under control:
No recruitment fees – Avoid costly hiring processes
No employer NI or pension contributions – All included
No bench-time costs – Only pay for the days worked
No IR35 headaches – Fully compliant and risk-free

5. Your Outdated / Archaic Tech May Be Already Costing You
In January 2025, a new government report claimed that archaic tech meant that the public sector was missing out on £45 billion annual savings.
The Government has pledged to use “digital tools, AI and common sense to overhaul public sector technology – so it saves money”.
The truth is that most companies are haemorrhaging money too because they are running legacy systems and old technology. If you really want to cut costs … cut waste!

6. Customer Expectations Are Higher Than Ever
Consumers expect flawless digital experiences.
If your IT can’t keep up, you’ll lose customers to competitors who are pushing forward and investing in tech and better background processes.

7. The Market is Changing FAST But Can You Keep Up?
Economic shifts, new regulations, constantly evolving consumer habits … businesses need to be agile more than ever.
Without modern IT, you’ll struggle to pivot when the market next demands it.

8. Scalability Issues May Hold You Back
In a recent Deloitte survey, over half of CEOs (57%) plan to find opportunities for growth by embedding new technologies in their business model, frankly, you need to as well!

Outdated IT can’t support business growth. Investing now ensures you can scale without costly system failures or “just-in-time” emergency upgrades. In recent years, we’ve visited new clients to discover internal networks running outdated client-server applications on a Windows machine, older versions of Microsoft Office (I know of one company still running Office 97), proprietary CRM systems that are on their last legs, out-of-date unsupported software, obsolete systems that belong in a museum … I won’t go on! You can get by in an abundant market with archaic tech, just about, but to expect growth when times are tough – forget it! Your tech needs to be in the cloud – not your head!

9. Data-Driven Decisions Lead To Smarter Business Moves
The right IT systems provide real-time analytics and insights, helping you make informed, strategic decisions even (and especially) in uncertain times.
It’s not just systems – Business Analysts are game changing in lean times! Now, I understand that adding a BA to your headcount may not feel like a viable option, even though the advantages of doing so are clear and the most one-sided cost/benefit analysis you’ll probably ever see! You don’t have to hire a full-time BA to feel the benefit, with Stoneseed’s Business Analysis as a Service (BAaaS) BA expertise and resources are available on tap – no need to commit to a full-time hire or contractors!
As my evangelical BA friend Sally says, “BAs don’t cost you money, they save you money and they make it too”.

10. There Could Even Be Financial Support Available
Tax reliefs, grants, and financing options exist to help businesses invest in IT. You could be missing out on valuable support and business incentives. One client regularly checks the government’s innovation funding service and other resources to be up to date with what financial help is available, a public sector CIO I know is proactively always on the look-out for local and central government for “pots of money” and networks with, as she puts it, “purse-string-guardians”, a CEO of a charity is the queen of creative thinking, and recently funded a transformational CRM system by tweaking the application to match grant criteria and strategic need. The membership community for charities, voluntary organisations and community groups in England, NVCO, has some great information resources, if that’s your sector.

The current Government has a “growth” agenda – watch out for opportunities that could be turned to your advantage.
Finally, Stoneseed understands your current financial pressures. PMaaS helps you manage costs effectively by eliminating recruitment expenses, the cost of benched talent, and IR35 risks. Our straightforward pay-as-you-use model means you only pay for the resources you consume—no full-time salary commitments, no fixed contracts. Scale up or down based on your project needs, ensuring you never overspend on underutilised resources.

MY FINAL THOUGHTS …
Many managing directors mistakenly perceive IT as a mere operational expense rather than a vital strategic investment.
Without a well-defined IT strategy, businesses can often find themselves in a perpetually reactive mode – solving problems on the hoof, rather than planning their long-term success. This is a short-sighted approach that not only risks technological stagnation but financial stagnation too and increases the chances of compliance failures and hindered growth.

A Strategic IT Approach Matters Now More Than Ever
A forward-thinking IT strategy is crucial for sustainable business success, in good times but especially in this challenging season we are all navigating.
Viewing IT as a strategic asset, technology as a core driver of growth, not just a back-office function and cost centre could make or break your business. It doesn’t mean splurging on the latest gadgets every year or adding to your staff headcounts, you don’t need to be a tech expert to implement a strong IT strategy.
Collaborating with a strategic IT partner, like Stoneseed and our innovative PMaaS model, can help align technology with your business goals, ensuring safe passage through the current turbulence and a competitive future.

More about Project Management as a Service from Stoneseed

Sources
www.stoneseed.co.uk/project-management-as-a-service/
www2.deloitte.com/us/en/pages/chief-executive-officer/articles/ceo-survey.html
www.ncvo.org.uk/help-and-guidance/digital-technology/funding-digital-and-technology-costs/
https://apply-for-innovation-funding.service.gov.uk/competition/search
www.gov.uk/government/news/archaic-tech-sees-public-sector-miss-45-billion-annual-savings

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Right now, though, tis the season for letting your hair down and we’re in full festive mode! Welcome to our party!
There are some brilliant IT project cracker jokes at the end (That’s subjective – Ed) and … as well as laughter … there’s music too!

Did you know that many traditional Christmas songs are IT Project Management anthems? It’s true!!
So … put on your Christmas cracker crown and kick back with some festive favourites.

THE TOP 7 TRADITIONAL CHRISTMAS SONGS ARE ALL ABOUT IT PROJECT MANAGEMENT

1 – “Santa Claus Is Coming to Town” – An Ode To Monitoring, Accountability and Attention to Detail.
Delivering the impossible in such a tight timeframe – are we sure Santa isn’t an IT Project Manager? Santa, making a list and checking it twice, would be perfect at it!!
By keeping a vigilant eye on project progress, checking off milestones, and monitoring team performance, IT Project leaders consistently deliver as efficiently as Santa himself on the big night!

2 – “The Twelve Days of Christmas” – The Iterative Development and Continuous Improvement Anthem
The progression of gifts in “The Twelve Days of Christmas” is a smashing metaphor for the iterative development and continuous cycle of improvement in IT projects. Delivering increments of value and refining processes based on feedback – whoever was sending all those birds, gold rings and maids-a-milking to their “true love” was deftly deploying Agile methodologies! Iterative approaches, agile practices, the progression of continuous improvement in IT project management, and a partridge in a pear tree.

3 – “O Come, All Ye Faithful” – The Song of Team Collaboration, Trust, Cohesion and Unity:
What is an IT Project, if not a gathering of “All Ye Faithful”! The power of teamwork and collaboration with fellow faithful colleagues is a cornerstone of IT projects. Just like the choir of Baritones, Sopranos, Tenors, and all various instruments in the brass band are harmonised in unity as they sing and perform this song, IT project teams’ diverse skills and expertise are focussed with certainty of purpose towards a common goal – joyful and triumphant, which brings us nicely to …

4 – “Joy to the World” – The Importance of Celebrating Project Success and Celebration:
“Joy to the World” Completing an IT project successfully brings joy and satisfaction to the entire team, end users, stakeholders and anyone who is affected by the change it delivers! Celebrate the joy of all those milestones, reflect on all your project successes, and, most of all, recognise and celebrate any and all project management achievements!

5 – “Hark! The Herald Angels Sing” – The Sonnet of Communication and Leadership:
The importance of clear communication and effective leadership in project management cannot be overstated, heralding the good news, highlighting progress, communicating project updates, expectations, and decisions while leading their teams with vision and guidance, and clearly laying out what needs to be done – Project Managers are heralds!
Good communication strategies and leadership qualities have a huge impact on project success.

6 – “Rudolph the Red-Nosed Reindeer” – The Embracing of Unique Talents, Diversity and Innovation!
Rudolph’s rather unique red nose was initially a cause for ridicule, but becomes his defining strength, leading Santa’s sleigh through the foggy night. Innovative Santa!
In IT project management, embracing the unique talents and innovative ideas of team members can lead to extraordinary solutions and project success. Encouraging creativity and recognising diverse skills can drive IT projects forward to new levels, especially in challenging situations.

7 – “Do You Hear What I Hear?” – Knowledge Sharing, Effective Communication and the Importance of Feedback Loops!
A message passed from one to another is the basis of this song, emphasising the importance of clear and accurate communication, shared knowledge and feedback loops. Effective communication and feedback loops are essential in IT project management, ensuring that information is accurately documented and shared transparently and understood by all team members and stakeholders helps in making informed decisions and maintaining alignment of project goals with business case.

Let’s end with …
THE TEN BEST IT PROJECT MANAGEMENT CHRISTMAS CRACKER JOKES

Why are Agile projects better at yoga that Waterfall ones?”
Because they’re more flexible!

What’s the difference between Santa and an IT project manager?
Santa only has to deliver once a year!

What’s a Project Manager’s favourite Christmas entertainment?
A Gantt-o-mime

What do you call a sycophantic list of boundaries and deliverables?
That’s the scope creep.

Why did the project manager ask for a traffic cone for Christmas?
Because they’re always managing roadblocks

How does a Scrum Master get to work?
On a sprint cycle

Who presents the TV show “I’m A Project Manager Get Me Out Of Here”?
Compli-Ant and Project Deck

Why do the best IT Project sponsors, end users and teams never drop their beef?
They’re great steak-holders

What’s a Business Analyst’s favourite Christmas confectionery?
BA Humbug

And finally …
Who is the patron saint of IT Project Management as a Service?
St Oneseed.

That’s enough! (Er … more than enough – Ed)
Have a super holiday from all of us here at Stoneseed.

Like the best IT projects, we hope that Christmas exceeds your expectations, is aligned with your hopes and needs, and that the deliverables under the tree bring joy to you and your family.

Here’s to 2025, and another year of partnering with you to deliver the most successful IT project outcomes.
Merry Christmas and a Happy New Year!

More about Project Management as a Service from Stoneseed

The post The best IT project themed Christmas cracker jokes and festive earworms appeared first on Project Accelerator News.

In addition to the core principles of project management that project managers learn as part of a recognised project management certification, understanding the importance of diversity in project teams is crucial for maximizing team effectiveness and project success.

Diversity in project management brings a wealth of perspectives, ideas, and approaches that enhance problem-solving and innovation. Teams that include diverse members can draw on a broader range of experiences and viewpoints, leading to more comprehensive and effective solutions. 

Specifically, having women in project management roles contributes to a more balanced and dynamic team environment. Women’s unique strengths and skills, such as strong communication, emotional intelligence, and collaborative leadership, are invaluable in managing complex projects and navigating the challenges that arise.

While some of these skills come naturally, others can be honed through experience and training. To further develop your project management abilities and make the most of diverse talents within your team, consider enrolling in a project management course. Such courses offer valuable insights and practical tools that can enhance your effectiveness as a project manager.

In this article, we will take a closer look at 5 reasons why women excel as project managers, exploring their unique strengths and contributions to project success.

Strong Communication Skills

Let’s talk about why women make very effective project managers, starting with their excellent communication skills.

Consider this situation: You’ve got a team of people working on a project, all with different ideas, backgrounds, and opinions. How does the project manager ensure everyone’s on the same page? That’s where communication comes in, women are better at bridging the communication gap, smoothing the edges and moving the team towards making progress.

Whether it’s talking to clients, keeping the team updated, or just making sure everyone’s feeling heard, women have this innate ability. Women keep everyone connected, informed, and working towards the same goal.

And when things get a little tense? Women are pros at diffusing situations with their empathy and understanding. They’re not afraid to address conflicts head-on, finding solutions that work for everyone involved.

Superior Organizational Skills

Have you ever been in a project where deadlines are slipping or inter-dependent tasks are in chaos? Well, women excel in adeptly managing multiple tasks and ensuring that no detail escapes their notice. Their capacity for meticulous organization enables them to maintain project timelines, allocate resources efficiently, and mitigate potential risks.

Furthermore, women’s commitment to thorough planning fosters a structured and systematic approach to project execution. By establishing clear objectives and delineating responsibilities, they create a framework that guides team members toward shared goals. This structured approach minimizes confusion, enhances team cohesion, and ultimately drives project success.

So, when you’ve got female project managers on the team, more likely than not you can expect that they’ll keep everyone on track, and make sure the project gets done right.

High Emotional Intelligence

Emotional intelligence (EQ) is all about understanding and managing your own emotions, as well as recognizing and influencing the emotions of others. In a project setting, this skill is invaluable for building strong teams and handling conflicts effectively.

Women tend to have a natural ability to connect with people on an emotional level. They can sense when a team member is feeling stressed or unmotivated and know just how to address it. This ability to empathize and support their team helps create a positive and productive work environment.

Conflict resolution is another area where high EQ comes into play. Women are often highly skilled at navigating disagreements and finding solutions that satisfy everyone involved. Instead of letting conflicts fester, they address them head-on with sensitivity and fairness, ensuring that the team remains cohesive and focused on their goals.

Adaptability and Problem-Solving

Projects rarely go exactly as planned. There are always unexpected challenges, changes in scope, or unforeseen obstacles. This is where adaptability becomes key. Women are often highly adaptable, able to pivot and adjust strategies on the fly. 

As for problem-solving, women approach problems with a creative mindset, looking for innovative solutions rather than just sticking to traditional methods. This creativity allows them to overcome hurdles that might stump others. They analyze problems from different angles, gather input from the team, and develop effective strategies to resolve them.

Collaborative Leadership Style

One of the standout qualities women bring to project management is their collaborative leadership style.

Women often lead by fostering a sense of teamwork and inclusivity. They understand that a project’s success hinges on the collective effort of the entire team. By creating an environment where everyone feels valued and heard, they encourage open communication and idea-sharing.

Furthermore, women are typically adept at building strong relationships within their teams. They focus on nurturing a sense of trust and mutual respect, which is essential for effective collaboration. When team members trust their leader and each other, they are more likely to work together harmoniously and stay committed to the project’s goals.

Women’s collaborative leadership also extends to their willingness to mentor and support others. They often invest time in developing their team members’ skills and career growth, which helps build a more competent and confident team. This supportive leadership style can significantly enhance team performance and drive long-term success.

Final Thoughts

Women bring a unique set of skills and strengths to project management, making them exceptionally successful in these roles. Their strong communication and organizational skills, high emotional intelligence, adaptability and creative problem-solving abilities, and collaborative leadership style enable women to navigate challenges and keep projects on track.

Women have proven time and again that they have what it takes to lead successful projects. By embracing and nurturing these skills, they continue to make significant contributions to the world of project management.

The post 5 Reasons Women Are Successful as Project Managers appeared first on Project Accelerator News.

A good project management process affects the overall productivity of the organization as well as helping in reaching an optimized balance in costs. The cost efficiency is a very important aspect of every organization so a good project manager has to wisely allocate resources.

For this purpose, an organization needs help from a good project manager; one who is willing to stand apart from the crowd and be the best in their field. It takes a combination of personal attributes, talent, practice and hard work to make a professional project manager.

Main features of a good project manager

A good project manager needs to have experience in areas such as identifying goals and analysing them, planning and estimating the budget, allocation of cost efficient resources, and coming together with the right team to achieve all the business goals. Yet, the foremost quality, even before the experience, is that a project manager should hold exceptional leadership qualities.

A good leader is often defined as someone who is optimistic, is inspired enough to make changes and empower his team. There are different kinds of leaders that are found in management, however, it really depends upon the kind of team a leader is leading. A team’s performance is often defined by the way the leader acts.

Therefore, the performance of a project team can depend entirely upon the leader’s management skills and style. Usually, an organization opts for transformational leaders. They are passionate and ambitious, while concerned about their team members to help them achieve their full potential.

How to improve as a leader

• Style of leadership

The first thing that is important for a leader is to analyse their style of leadership. What are the strengths that define his or her skills? What are the weaknesses that might hamper their style and prevent them from reaching the desired goals and objectives?

A very quick and simple way to assess it is to take different leadership style quizzes (often found online). Such quizzes reveal the most important characteristics. If there are some weaknesses in a character, the leader could look for ways to improve it. Once a project manager has assessed their leadership style, then they could look for ways to improve their style and abilities to become a better leader.

• Creativity

Another important aspect of good leadership is creativity. Many leaders ask their team members to complete a task by the book. They might not be innately creative individuals; however, encouraging creativity is a very important aspect of good leadership.

An effective leader should empower creative team members to bring new processes to the table. The purpose of encouraging creativity is that team members would be getting out of their comfort zone and so tend to work harder to achieve success.

• Listening skills

Another one of the most essential business tips is that a good leader needs good listening skills. A good project manager should be an effective communicator; be able to communicate the goals to be reached and how they would be achieved. However, a good leader has to believe in two way and open communication and listen to what the team members have to say. Motivate and encourage them to question the leader and speak up.

• On-going process

The last thing that a project manager can do to improve their leadership skills is to recognize that improving one’s capabilities is an on-going process. They should never stop learning and educating themselves, whether that’s through professional training, books or custom research papers.

The post Project Management: How To Improve Your Leadership Skills appeared first on Project Accelerator News.

Small business owners are the lifeblood of the global economy. Their enterprises create jobs, stimulate innovation, and foster community growth. As such, the role of a small business owner is one of immense responsibility and requires a diverse skill set. Among these skills, effective leadership is paramount. To navigate the complexities of running a small business and ensuring its growth and sustainability, owners must cultivate five key leadership skills. For this article, we spoke to several small business owners to explore essential qualities and how they contribute to the success of small businesses.

Vision and Strategic Thinking

Paul Burridge, Co-Founder and Managing Director of Storing.com, believes that a strong leader in a small business is often the driving force behind the company’s vision and mission. Small business owners must have a clear vision of what they want to achieve and a well-defined strategy to get there. This vision acts as a guiding light, keeping the company focused and motivated, and it also helps employees understand the bigger picture. The ability to set long-term goals and devise strategies to achieve them is crucial for the success of any small business.

Small business owners can improve their vision and strategic thinking skills by regularly reviewing and refining their business plans. They should also stay up-to-date with industry trends, analyze competitors, and be open to innovation. In doing so, they can pivot when necessary and keep their businesses relevant and competitive in the ever-evolving marketplace.

Effective Communication

Anna Preston, Founder & CEO of the Business Coaching Consultancy Problogineer advises business leaders that communication is the foundation of any successful relationship. This applies to the relationship between small business owners and their teams, customers, and stakeholders. Effective communication skills are vital for ensuring clarity, alignment, and engagement. Small business owners must be able to convey their vision, expectations, and goals clearly and inspire their teams to work towards a common purpose.

Active listening is also a key aspect of communication. By listening to employees and customers, small business owners can gather valuable insights, identify potential problems, and make informed decisions. Communication skills can be honed through training, self-awareness, and seeking feedback from others. The ability to articulate thoughts and actively listen is an indispensable leadership skill.

Decision-Making

Small business owners often face a myriad of decisions on a daily basis. From minor operational choices to significant strategic ones, these decisions can shape the course of the company. Effective decision-making is, therefore, one of the most important leadership skills for small business owners. It requires a balance between risk-taking and caution, as well as a keen understanding of the potential consequences of each choice.

To enhance their decision-making abilities, small business owners can benefit from mentorship, seeking advice from experienced professionals, and using data-driven insights. They should also be willing to learn from their mistakes and continually refine their decision-making process. A strong leader knows when to make tough decisions and stands by them.

Adaptability

The business landscape is ever-evolving, and small business owners must be adaptable to thrive. Adaptability is about the ability to embrace change, pivot when necessary, and remain open to new ideas and innovations. Small business owners must be flexible in their approach, ready to face challenges, and agile in their response to market fluctuations.

Adaptability can be cultivated through continuous learning, staying informed about industry trends, and maintaining a growth mindset. Small business owners who are open to change and willing to experiment with new strategies can position their companies for success in an ever-changing business environment.

Team Building and Leadership Development

A small business owner is only as strong as their team. Building and leading a cohesive, motivated, and high-performing team is crucial for achieving the company’s goals. Effective team building involves hiring the right talent, fostering a positive work culture, and providing opportunities for employee growth and development.

To become better team builders and leaders, small business owners should invest in leadership development programs and encourage a culture of continuous improvement within their organizations. By empowering employees, delegating tasks, and promoting collaboration, they can create a dynamic work environment that drives innovation and productivity.

Conclusion

Running a small business can be a challenging endeavour, but by developing these five key leadership skills—vision and strategic thinking, effective communication, decision-making, adaptability, and team building—small business owners can position themselves for success. These skills not only enable them to navigate the ever-changing business landscape but also inspire their teams to work towards a common vision. In the end, the success of a small business is deeply intertwined with the leadership capabilities of its owner. By continuously honing these essential skills, small business owners can chart a path to growth, sustainability, and prosperity.

The post Mastering Success: 5 Key Leadership Skills Required by Small Business Owners appeared first on Project Accelerator News.

Attitude is derived from perceptions, in this context the stakeholder’s perception of the project and how its outcomes will affect the stakeholder’s interests. Fortunately, perceptions are negotiable and can be changed by effective communication. Change perceptions and a change in attitude will follow.

There are two key dimensions to attitude considered in my research.  The first is how supportive or opposed the stakeholder is towards the project.  The other is how receptive the stakeholder is to communication from the project team.  Whilst receptiveness may seem less important, you cannot change a stakeholder’s level of supportiveness if they refuse to communicate with you.

Levels of supportiveness can range from active opposition to active support. For each of the important stakeholders, the project team needs to understand the stakeholder’s current level of support and then determine a realistic optimum level to facilitate the project’s success. What represents a realistic optimum varies. Environmental activists can never be realistically expected to support a new road through a wilderness area; in this circumstance the realistic optimum may be passive opposition (as opposed to active opposition) and a communications plan developed to negotiate an outcome that the environmentalists can live with.  On the other hand your project sponsor should be an active supporter, if the person is merely a passive supporter communication needs to be planned to engage the stakeholder in actively supporting the success of her project.

Achieving either of these objectives needs open communication. If the stakeholder is unwilling to communicate (either because they really don’t like you or they are just too busy) ways need to be devised to open different channels. This may involve using other stakeholders in the network around the project to open the communication, using someone else on your team as the messenger, changing the way you communicate or just plain persistence.

One of the key factors within your control that will influence the effectiveness of your communication is your personal credibility. A small amount of credibility comes from your position as the ‘project manager’; the rest has to be earned. For more on credibility see: http://stakeholdermanagement.wordpress.com/2013/04/27/733/.  However, if you cannot gain credibility with a particular person because of their ‘filters’, make sure you find a credible messenger to carry your communication.

Communication is a two way process. Only after communication channels are open can you start to listen to the other person and understand their needs, concerns or ambitions. Once these are known, you are then in a position to either explain how the current project meets those needs or consider risk mitigation strategies to modify the project to reduce issues and enhance opportunities.

The whole point of stakeholder management is to optimise the overall attitude of the stakeholder community to allow the project to succeed. This requires:

• A focus on the important people at ‘this point in time’;.
• Understanding and managing ‘their issues’, and;
• Communicating to achieve the desired changes in attitude – communicating for effect!

This is the focus of my on-going research and work and is summarised in the diagram below…

Communicating for effect mean that where people are at or above the optimum target attitudes, the purpose of your communication is to maintain the status quo and less important stakeholders who are below your desired optimum need as much effort as can be spared from your limited resources. But, important stakeholders who are below optimum need heroic communication efforts to change the situation and maximise the project’s chance of succeeding. You focus your communication efforts where the need is greatest.

Remember, a very significant proportion of the risks around most projects are people based. The only way to identify, manage and/or mitigate these risks is by effective two way communication designed to effect changes in attitude – more on this later.

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