The distinction can have a significant impact on a team’s morale, project pace, and overall success. Whether you are a seasoned project manager or an aspiring one, it is important to understand this difference, particularly through already established project management principles.

Aligning with APMG

The importance of establishing robust control and monitoring mechanisms from the start of the project is underscored by the APMG framework. This means defining all your key performance indicators (KPIs), implementing regular reporting, and setting clear milestones. This is a proactive approach, taught under the APMG curriculum, and is vital when it comes to mitigating risks and ensuring that corrective actions are taken to prevent minor issues from becoming major ones.

When control goes too far

Unfortunately, the techniques and tools designed for effective monitoring can, when used inappropriately, become instruments of micromanagement. Characterised by excessive scrutiny of individual tasks, a continual need to check, and a lack of trust in the team’s performance, micromanagement can be destructive. Instead of a simple task to track progress, it can erode confidence, stifle autonomy and result in productivity being hindered. Those members of a team who are subjected to micromanagement often feel undervalued, which can decrease motivation, increase stress, and lead to higher turnover rates. 

The question is how project managers can use the principles of the APMG framework to make sure that they can effectively track progress without crossing the line and micromanaging. To achieve this, it is essential to understand not only the intent but also the impact of their actions.

Focus on outcomes, not just activities

The APMG approach emphasises the importance of defining clear deliverables,  with a focus on achieving those outcomes. Effective monitoring should primarily focus on tracking progress against these defined deliverables. There should be an emphasis on making sure that you are on track to deliver by agreed deadlines and that the quality of the deliverables meets the expected standards.

Micromanagement is often fixated on the minute details of each individual task and how it is being performed. It requires continually asking for updates on even the smallest steps, dictating particular methods, and scrutinising execution over results. This is not only a waste of valuable time but also indicates a lack of confidence in the team’s professional capabilities. The APMG framework encourages and empowers team members to find the most effective way of achieving assigned tasks, while fostering a sense of accountability and ownership.

Establish clear expectations – empower your team

A foundation of effective project management is the need for clear communication and well-defined roles and responsibilities. If team members understand what is required of them, any timelines they must adhere to, and the quality standards they should meet, then there is a higher chance they will take ownership of their work. This understanding reduces the necessity for constant oversight.

Micromanagement is often the result of a lack of trust or fear of losing control. When expectations are clearly defined, this provides the necessary support and resources. This empowers a team to manage their own workload within those limits. Project managers can then adopt an environment that is more autonomous and productive. The APMG principles recommend the need to delegate and trust as part of effective team management.

Implement transparent and regular reporting

The APMG framework emphasises the importance of creating regular and transparent reporting mechanisms. This might involve weekly progress meetings, milestone reviews, or using project management software in order to track progress against a schedule. Structured reporting processes, such as these, give a project manager the necessary visibility into the project’s status without the need for continual, ad-hoc check-ins.

Micromanagement, all too often, occurs as frequent, unscheduled interruptions which demands immediate updates. This can disrupt the workflow of the team and indicates a lack of faith in any ability they may have to manage both time and tasks effectively. When you commit to a pre-defined reporting schedule, it is possible to gather any necessary information whilst still respecting the focus and productivity of the team.

Focus on early warning signs and address issues collaboratively

Within the APMG context, effective monitoring is taught as a way of identifying potential problems early and then addressing them collaboratively. When we focus on leading indicators and analysing trends, it is possible to track progress effectively, intervene proactively and prevent minor issues from becoming critical ones. This approach fosters a culture of continuous improvement and greater shared responsibility.

Micromanagement, on the other hand, all too often emphasises the identification and criticising of individual mistakes after they have occurred. Thus, a blame culture is created, which can discourage team members from taking risks or admitting to challenges. The APMG framework suggests a collaborative problem-solving approach, where the focus is on finding solutions together rather than the more toxic trait of assigning blame.

Trust your team’s expertise

One of the fundamental principles of effective project management is recognising and leveraging the range of expertise within a team. Individuals in a project team are often selected for their unique skills and experience. Micromanaging their work will not only undermine their confidence; it can also prevent the project from benefiting from the unique insights and approaches that each team member brings to the table.

The APMG qualification places emphasis on the importance of building a team that is not only competent but motivated as well. Trusting in the abilities of the team and allowing them the autonomy to leverage their expertise is vital when it comes to fostering innovation and achieving optimal results. Project managers need to act as facilitators and guides, simply providing support and direction whilst allowing their team to execute the work.

To sum up

The APMG Project Planning, Scheduling, Monitoring and Control framework offers a robust set of principles and techniques designed to keep projects on track. Effective monitoring is a core component of this framework, essential for identifying mistakes and taking corrective action. Project managers, however, need to be vigilant when ensuring their efforts at monitoring do not devolve into micromanagement. This means focusing on outcomes, ensuring clear expectations, implementing transparent reporting, and addressing issues in a collaborative manner. Above all however it is about trusting the expertise of the team. That way, you can ensure a happy, motivated team and a desired outcome for the project.

The post How to Track Progress Without Micromanaging appeared first on Project Accelerator News.

… 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.

As the cost of living continues to bite, project managers are finding that their salaries aren’t going as far as they used to. A study by Rebel’s Guide to Project Management unveils how far your paycheck will go across the U.S., after cost of living adjustments.

The data reveals that where you live as a project manager can drastically impact your real earnings. In Hawaii, the high cost of living reduces the value of a typical PM salary by over $50,000, while in Oklahoma, lower expenses effectively boost take-home value by around $16,000. Across the U.S., the difference between the best- and worst-value states spans a staggering $66,000, proving that location isn’t just a lifestyle choice, it’s a financial one.

The top 5 states with the highest salaries once adjusted for cost of living are:

1. Oklahoma ($131,679)
2. Arkansas ($125,345)
3. Georgia ($124,861)
4. Kansas ($123,148)
5. Iowa ($121,960)

‌The 5 states with the biggest cost of living impact are:

1. Hawaii (-$50,605)
2. Massachusetts (-$34,659)
3. California (-$23,904)
4. New York (-$23,477)
5. New Jersey (-$23,412)

Rebel’s Guide to Project Management has created an interactive map showing the real value of a salary across the U.S.

Find the map here

“We all know that the cost of living affects salaries, but the difference it makes is significant,” says Elizabeth Harrin of Rebel’s Guide to Project Management. “The difference between the median salaries in top paying and least paying states is about $30k, but when you factor in the impact of cost of living, the result is double that.”

Harrin, who is the author of Managing Multiple Projects, offers the following tips on what job seekers can do to land the best salary:

1. Don’t just look at the number – Adjust for cost of living:

That $110k salary in California might sound tempting, but after rent, groceries, and taxes, you could end up with less take-home than someone earning $95k in Texas. Always adjust for local costs to understand your real earning power.

2. Target high-salary + low-cost states

States like Oklahoma, Kansas, and Indiana offer the best of both worlds: solid project manager salaries and a low cost of living. If you’re open to relocation or remote work, these are goldmines for better financial security.

3. Negotiate with relocation in mind

If you’re applying to a company in a high-COL state, use your knowledge to negotiate. Ask if they are open to discussing compensation that reflects the cost of living, or if they are prepared to offer other benefits or cover your relocation costs.

4. Use data to back up your ask

Citing reliable sources like the Bureau of Labor Statistics and industry reports in your salary negotiation shows you’ve done your homework, and that your expectations are grounded in market reality.

5. Don’t undervalue remote roles

Remote jobs allow you to earn big-city pay while living in a lower-cost state. If you’re based in Mississippi but working for a San Francisco company, you might pocket thousands more each year than your Bay Area colleagues.

The post New data reveals the best and worst US states for project managers 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

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Actually, I can tell you exactly where both have been … the bicarbonate of soda hadn’t moved from the cake-baking-stuff cupboard (probably bought after watching an episode of The Great British Bake Off and waiting for the moment I, once again, channel my inner Paul Hollywood) and the white wine vinegar has permanent residence in the condiment cupboard (from when I made a spectacular vinaigrette*!).

So, both bought with a different, single purpose in mind … but the cleaning tasks that that these two ingredients can handle are amazing!! From cleaning shower doors and bathroom mirrors to eating through limescale and hard water marks to bringing up the stainless steel to look new, the white vinegar is a manna from spring clean heaven … and I’ve used bicarbonate of soda (with lemon juice) to freshen the grouting, to remove tea stains from mugs and, as a bicarb and vinegar paste, worked wonders on the oven door.

I doesn’t have to white wine vinegar by the way, the regular 35p bottles of distilled white vinegar do as good a job in most places – the aroma just lasts a little longer!

Anyway, before I turn fully into Lynsey Queen of Clean (who IS my new cleaning hero!), let’s bring this back to IT Project Management … two questions:

1 – Should you “Spring Clean” your IT Project Management approach?
2 – Is there a magic secret weapon (like bicarb and vinegar) already in your cupboard?
The answer is yes … to both.

A SPRING CLEAN FOR IT PROJECT MANAGEMENT
Have you just had your budgets for the next financial year? Are you expected to deliver more with less money? What better time to make your operation as efficient as possible?!

A Spring Clean for IT Project Management is a great way to refresh processes, improve efficiency, and reduce risks. Here are six key areas you could focus on:
1 – Project Backlog & Priorities
• Review all ongoing and planned projects.
• Reassess priorities based on business goals.
• Cancel or sideline outdated or low-value projects.
2 – Project Documentation & Governance
• Update project charters, roadmaps, and risk logs.
• Ensure compliance with company policies and industry standards.
• Remove outdated or redundant documentation.
3 – Tools & Technology
• Audit project management tools (Are Trello, Asana, etc., still working for you?).
• Eliminate unused or redundant tools.
• Check for updates, integrations, and automation opportunities.
4 – Team Roles & Responsibilities
• Clarify roles and responsibilities.
• Ensure proper resource allocation and workload balance.
• Identify training or upskilling needs for the team.
5 – Processes & Workflows
• Optimise workflows for efficiency.
• Identify bottlenecks in approvals or task management.
• Improve Agile, Scrum, or Waterfall processes if necessary.
6 – Stakeholder Communication & Reporting
• Review stakeholder engagement strategies.
• Simplify or improve reporting formats.
• Enhance collaboration with better transparency and feedback loops.

Now, these are just illustrative examples of areas you may focus on during an IT Project Management spring clean, you may identify different priorities, perhaps: budget and cost management; knowledge/lessons learned documentation, culture and team, AI integration, etc.
I mean, it’s the same with your spring clean at home, your oven door might be pristine already, but your sink and drains may need unblocking! It’s great knowing that you have a secret weapon waiting in your cupboard! (Bicarb and vinegar great for both these tasks, by the way.)
Happily, you have a potent secret weapon for your IT Project Management spring clean too …

YOUR IT PROJECT SPRING CLEAN SECRET WEAPON
IT Project Management as a Service (PMaaS) can provide significant elbow-grease to your IT project management spring clean with flexible, expert-driven support – and it’s not just resources!
Like the bicarbonate of soda and the white vinegar, there are many ways that Stoneseed’s PMaaS can help your spring clean, and it goes way beyond the PMaaS “uses” that you know and love – like a project manager when you need one!

Here’s how PMaaS can help in each of those six focus area examples:
1 – Project Backlog & Priorities
PMaaS can conduct a professional portfolio review, identifying low-value projects and ensuring alignment with business goals.
Helps prioritise initiatives using data-driven decision-making and best practices.
2 – Project Documentation & Governance
Benefit from standardised templates, frameworks, and compliance checks to ensure consistency.
PMaaS talent have a wide experience of different approaches and can help documentation clean-up, reducing clutter and improving governance.
3 – Tools & Technology Stack
Offers expertise in tool selection, integration, and optimisation, ensuring teams use the best-fit tools efficiently.
Identifies redundant tools and implements automation to improve efficiency.
4 – Team Roles & Responsibilities
Helps define clear roles and accountability, reducing confusion and improving team collaboration.
Can provide temporary or permanent project management resources to fill gaps in expertise or capacity.
5 – Processes & Workflows
A fresh pair of eyes and broader experience brings industry best practices to optimise workflows.
Can identify bottlenecks and implement process improvements to increase efficiency.
6 – Stakeholder Communication & Reporting
Using Stoneseed’s P3MO platform, you can access standardised reporting and dashboards, improving transparency and decision-making.
PMaaS can also provide external, unbiased insights and “better ways to work” (which can enhance stakeholder engagement and expectation management.

SPRING FORWARD – FROM CLUTTER TO CLARITY
PMaaS had always given you scalable, on-demand expertise to streamline your IT project management, reduce costs, and enhance efficiency – without the need for full-time internal resources … but when it comes to spring cleaning – it’s more than that.
Spring cleaning your IT project management approach isn’t just about tidying up, it’s about creating a more efficient, agile, and resilient system that can drive real business value.

By reviewing key areas, like backlog prioritisation, governance, and tool optimisation, you can eliminate waste, reduce inefficiencies, and ensure projects align with strategic goals. When you focus on budget control, risk management, and knowledge sharing, you can lay stronger foundation for long-term success.

Project Management as a Service (PMaaS) can be the secret weapon because, instead of relying solely on internal teams (that may be stretched thin already), you can access expert-led support and clean up processes, improve decision-making, and implement best practices. Whether it’s optimising workflows, streamlining communication, or filling critical skill gaps, PMaaS provides the flexibility to enhance project management without the overhead of full-time hires.

When you spring clean, or take any proactive approach to project management maintenance, you’ll be amazed how you can increase efficiency, reduce costs, and boost team performance and enjoy all the benefits of a well-structured, well-managed project environment, such as improved collaboration, greater stakeholder confidence, and ultimately more successful project outcomes.

With the right strategy and support, your IT project team can turn its project portfolio into a streamlined, high-performing innovation and growth engine!

So … you up for a spring clean?

Call 01623 723910 – I’ll grab my marigolds and the bicarb!!!!

PS * My vinaigrette was: 1 part white wine vinegar; 1 part lemon juice; 5 parts extra virgin olive oil; pinch salt/pepper (to taste)

The post A breath of fresh air FOR IT projects: the power of a spring clean appeared first on Project Accelerator News.

I mean, it says IT Project Manager on your business card, but … juggler would be more appropriate. Especially if you are managing multiple projects.

I’m not sure if this is reassuring or not, but a few years ago, American Project Manager friend Austin told me that it was “OK to suck (sic) at managing multiple projects cos humans are not designed to multitask”.

I, maybe like you, think I am brilliant at managing multiple projects (we’ll come on to this belief later).

There is, however, some scientific support for Austin’s remark.

According to Multicosts of Multitasking by Kevin P Madore and Anthony D Wagner: “We have a hard time multitasking because of the ways that our building blocks of attention and executive control inherently work. To this end, when we attempt to multitask, we are usually switching between one task and another. The human brain has evolved to single task.”

So, the object of this blog is to:
(a) if you’re managing more than one IT project, congratulate you for defying evolutionary odds
(b) if you’re struggling, share some ideas for how to excel at something you’re not designed to be able to do!

I remember hearing the late Clifford Nass, a psychology professor at Stanford University, talk with NPR about today’s incessant multitasking culture. He said there was evidence that multitasking not only kills concentration and creativity and that it actually wastes more time than it saves.
I was intrigued.
Ironically, I stopped what I was doing to listen.

KIDDING OURSELVES

If you’re thinking, like me, that you’re great at multitasking (93% think we’re better than average by the way), Nass had news for us, “The research is almost unanimous, which is very rare in social science, and it says that people who chronically multitask show an enormous range of deficits. They’re basically terrible at all sorts of cognitive tasks, including multitasking.”

Indeed, research elsewhere shows that multitasking impairs metacognition, our ability to monitor our own performance on a task!
So, not only are we humans not evolved to multitask … those of us who think we can multitask are kidding ourselves.

It gets worse, Nass and his team divided people into those who multitask all the time and people who rarely do, he said, “The differences are remarkable. People who multitask all the time can’t filter out irrelevancy. They’re chronically distracted.”

“Our brains have to be retrained to multitask … if we do it all the time … brains are remarkably plastic, remarkably adaptable. We train our brains to a new way of thinking. And then when we try to revert our brains back, our brains are plastic but they’re not elastic. They don’t just snap back into shape.”

NEEDS MUST

As IT Project Jugglers though, we have to multitask! How many of us have the luxury of managing a single project from green light to delivery into service and then sashay on to the next project?

No, realistically we’re managing more than one at a time – I did a quick straw poll of colleagues and contacts, the average is four! (Although one PM told me they had seventeen on the go – I’m feeling burned out just thinking about this!!!)

Do get in touch … How many projects are you managing? How many you do you think we can/should manage concurrently?

Personally, I don’t think there is a fixed number for how many projects we can manage at once, it depends on many things, but probably two main factors: the complexity of the projects (and that includes stakeholders’ expectations); and the capacity of the Project Manager/Team (and this includes our expectations that we put upon ourselves)

HOW TO BE A MULTI-PROJECT-MANAGEMENT MASTER

(aka how to excel at something we “suck at” evolutionary)

I checked in with three senior execs and asked for the secrets to their success. Here’s what they said:

1 – MORE MEANINGFUL MEETINGS

The co-founder of a Buckinghamshire based TCG Events company said, “Question the reason for every meeting”.

“Back in the day, a meeting took some organising! You had to book the room in advance, arrange a time when everyone could attend, even arrange refreshments. Now an invitation via Zoom or Teams can ping and within minutes you can find yourself in a meeting!”

“Meetings can, of course, be productive but can also be disruptive. At a thought level, I consider calling meetings like I’d consider setting off the fire alarm. Both take us away from our work. So, only when absolutely necessary.”

Just because it’s easier to meet up doesn’t mean that you should. How many meetings have you attended that could have been a quick call between two attendees or simply an email?

You’re not alone. A study of 100,000 Microsoft employees exposed the level of multitasking during remote meetings, by analysing employee diaries, email and cloud file activity logs. Researchers discovered that many employees engaged in work-related tasks during meetings, ironically, because the abundance of meetings left them with insufficient time to complete their actual work! That doesn’t make sense if we are striving for more productive teams.

2 – SHARPEN YOUR PMO

The PMO lead at a major Edinburgh-based professional services organisation thinks of the “PMO as a strategic partner of the multitasking project team, which should be regularly assessed to check for any weak links in how the PMO is working”.

“The PMO can help prioritise projects based on strategic objectives, ensuring that time, budget, and human resources are distributed effectively to improve communication across teams> Our PMO creates a collaborative work environment and minimises conflicts between overlapping projects. If any aspects of this are under-delivering, we can quickly be in trouble.”

Your Project Management Office (PMO) plays a vital role in managing multiple projects by establishing standardised processes, tools, and best practices that enhance efficiency and coordination. By providing a central framework for project governance, the PMO ensures consistency in project execution, reducing risks and improving resource allocation.

This structured approach and commitment to constant evaluation enables Chris to maintain control over multiple projects, ensuring they deliver business goals. The PMO provides valuable oversight by monitoring project performance through key performance indicators (KPIs) and regular reporting, offers support in risk management, ensuring potential issues are identified and addressed early – it’s wise to keep this machine well-oiled and serviced.

Also, by facilitating knowledge sharing and continuous improvement, the PMO enhances decision-making and helps teams avoid repeating past mistakes and your PMO can drive training and mentorship to project managers, strengthening their ability to handle complex projects (improving their multi-project delivery skills).

3 – ATTEND TO YOUR TEAMS, TOOLS AND TIME

If we’re kidding ourselves that we can multitask in the first place – we are utterly deluded to imagine we can do it with depleted teams.

“Know your competency gaps and fill them!” advises a Project Manager from an Environmental Consulting company in Birmingham.
“Think of your favourite sports team – the more competitions they aim to win, the greater the depth of squad they need. I’m a Villa fan, we just brought in Marcus Rashford on loan to bolster the team, projects should do this!”

“We are competing in the Champions League, the Premier League, and the FA Cup, I think we made four changes for the FA cup match at Cardiff, IT Project teams should also select their teams like this to spread responsibility across the portfolio.”

An under-resourced IT project, where the project lacks the necessary resources to succeed (especially people but budget and tools etc. too), is prone to potential delays, scope creep, and project failure. Happens a lot, right? Now, multiply this by four (or even seventeen) and you can almost hear the creaking of under pressure IT Project portfolios! Common causes include:

• Poor planning: Failure to accurately estimate resource needs at the project planning phase.
• Unrealistic timelines: Setting overly ambitious deadlines without considering resource availability.
• Scope creep: Adding new deliverables or requirements to the project without allocating additional resources.
• Unrealistic expectations: Not properly communicating project’s limitations to stakeholders.

In my experience, way too many IT Project teams are managing multiple projects without the necessary people or skills for multiple successful outcomes.

We owe it to our physical and mental health (and the health of our project portfolio) to ensure we have the squad depth to deliver across our commitments. This is not a once-and-done thing though, commit to continuous progress reviews (monitor project progress regularly and identify any resource issues early on) and be prepared to adjust as needed (reallocate resources, alter timelines) based on project progress and emerging issues.

GET IN TOUCH

Share your tips for managing multiple projects in the comments.

Who knows, maybe we’re not designed to multitask, or perhaps those of us managing multiple projects are the evolutionary exceptions that prove the rule!

Sources:

Large Scale Analysis of Multitasking Behavior During Remote Meetings
The Illusion of Multitasking and Its Positive Effect on Performance
Multitasking costs on metacognition in a triple-task paradigm
Multicosts of Multitasking

The post The IT project jugglers guide to achieving the evolutionarily impossible 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

The post Taking stock! How to identify and fill IT project talent skills gaps appeared first on Project Accelerator News.

Defining Stakeholders and Their Influence

To grasp the significance of clear communication, it is essential first to understand what stakeholders are and how they impact a project. Stakeholders can be defined as individuals or groups who have an interest in the outcome of a project. This may include clients, team members, executives, suppliers, investors, and the community. Each stakeholder has interests, expectations, and potential influence over the project’s direction.

Recognising these diverse perspectives is vital. For instance, clients may focus on outcomes and budget adherence, while team members might be concerned with their roles. Executives often prioritise strategic alignment and return on investment. Understanding these varying interests allows project managers to tailor their communication strategies effectively.

Importance of Stakeholder Engagement

Stakeholder engagement is essential for project success. By fostering robust relationships, project managers can better understand the needs and expectations of key individuals, leading to informed decisions that align with broader objectives. Engaging stakeholders ensures their concerns are addressed proactively, preventing larger issues.

Clear communication plays a pivotal role in engagement. When kept informed, stakeholders feel involved and valued, fostering trust and encouraging collaboration. To keep stakeholders informed, leaders should establish regular communication channels through meetings, updates, or reports.

Utilising stakeholder mapping can provide insights into the dynamics of these relationships, allowing for tailored communication strategies. By identifying key stakeholders and their specific interests, project managers can prioritise outreach efforts, ensuring that critical voices are heard. Participation in an assertiveness skills course can equip professionals with the confidence to engage stakeholders and communicate project needs effectively.

Key Communication Strategies

Several communication strategies can be employed to enhance stakeholder management. One of the first steps is understanding each stakeholder group’s specific needs and preferences. This understanding helps in customising communication methods—whether through emails, presentations, or discussions—to improve engagement.

Active Listening

Active listening is an essential component of effective communication. It requires fully engaging with the speaker to understand their perspective. Project managers can adjust their strategies by genuinely considering stakeholder feedback and demonstrating that their opinions matter.

This practice builds rapport and strengthens relationships. When stakeholders feel heard, they are more likely to share their insights and collaborate on solutions. Effective leaders often summarise discussions to confirm understanding, further solidifying trust.

Transparency

Establishing a transparent communication framework is vital for stakeholder management. Clearly defined processes for sharing information, such as progress reports or updates, help ensure stakeholders are informed of critical developments. Transparency builds credibility and fosters a culture of openness.

Regular meetings can serve as checkpoints for discussing progress and addressing concerns. Keeping stakeholders informed about changes ensures they feel like they are part of the process, likely increasing their support for decisions made.

Adaptability in Communication

Flexibility in communication style is crucial. Different stakeholders may have varying preferences for how they receive information. Some might prefer detailed reports, while others might favour concise summaries. Being adaptable to these preferences can improve the effectiveness of communication efforts.

Visual aids can significantly enhance understanding, especially for complex information. Using charts or infographics can make it easier for stakeholders to grasp key points quickly. Adaptation ensures that messages are received as intended.

Overcoming Communication Barriers

Communication barriers can arise in various forms, from cultural differences to varying levels of understanding among stakeholders. Recognising and addressing these barriers is crucial for maintaining effective stakeholder management.

Cultural Sensitivity

Cultural differences can significantly impact communication styles. What may be considered direct in one culture might be perceived as rude in another. Understanding these nuances is essential when engaging with stakeholders from diverse backgrounds.

Project managers should educate themselves about the cultural contexts of their stakeholders. This awareness can lead to more effective interactions and help avoid misunderstandings. Approaching communication with respect and a genuine interest in diverse perspectives enhances rapport.

Avoiding Jargon

Jargon or technical language may not resonate with all stakeholders. Simplifying language and using clear terms can bridge gaps in understanding. It’s beneficial to consider your audience’s familiarity with industry-specific terminology. By avoiding overly technical language, project managers can ensure that all stakeholders comprehend the information presented.

Additionally, providing context when discussing complex concepts can help stakeholders understand the rationale behind decisions. This aids comprehension and encourages informed discussions about the project’s direction.

Fostering Open Communication

Fostering an environment that encourages open communication can mitigate misunderstandings. Creating spaces for feedback, whether through surveys or discussions, allows stakeholders to voice their thoughts and concerns. This proactive approach builds trust and facilitates continuous improvement in communication strategies.

Encouraging stakeholders to share their opinions without fear of judgement creates a culture of transparency. Facilitating discussions that invite different perspectives can lead to innovative solutions.

Continuous Improvement in Communication

Effective communication is not a static process; it requires ongoing evaluation and improvement. After significant meetings or milestones, soliciting feedback from stakeholders about the clarity and effectiveness of communication can provide valuable insights.

Learning from Feedback

Learning from feedback allows project managers to refine their communication strategies continually. By analysing what worked and what didn’t, they can adapt their approaches for future interactions. This iterative process fosters a culture of continuous improvement.

Documenting lessons learned can serve as a resource for future projects, guiding team members on best practices in stakeholder communication. This commitment to learning demonstrates a dedication to enhancing stakeholder relationships and project outcomes.

Training and Development

Investing in training focused on communication skills can further enhance stakeholder management. Workshops that emphasise active listening, conflict resolution, and negotiation can equip team members with the skills to engage effectively.

Encouraging team members to participate in professional development opportunities reinforces the importance of communication in stakeholder management. This investment contributes to individual growth and strengthens overall team capabilities.

Measuring Communication Effectiveness

Establishing metrics for measuring effectiveness is crucial to ensure that communication strategies achieve desired outcomes. This can involve evaluating the quality of stakeholder interactions and overall satisfaction with the communication process.

Setting Goals

Setting clear communication goals at the outset of a project can help guide efforts. These goals should align with the project’s objectives and stakeholder expectations. By tracking progress against these goals, project managers can identify areas where communication may need adjustment.

For instance, if a goal is to improve stakeholder response times to updates, analysing response trends can provide insights into whether the communication methods are effective or need adjustments.

Conducting Surveys

Surveys or feedback sessions with stakeholders can provide valuable feedback regarding communication effectiveness. This approach allows stakeholders to share their perspectives on what they appreciate and what might need improvement.

Incorporating this feedback into future communication efforts shows stakeholders that their input is valued and taken seriously, further strengthening relationships.

By embracing these practices and maintaining a commitment to clear communication, professionals can ensure that stakeholder management is effective and enhances collaboration and project success. Clear communication is the foundation for fostering strong relationships, addressing concerns, and achieving project objectives.

The post The Role of Clear Communication in Stakeholder Management appeared first on Project Accelerator News.

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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