Insights Archives - Project Accelerator News The latest project management news, views and project management sites from the around the world Thu, 19 Jun 2025 16:47:27 +0000 en-GB hourly 1 https://wordpress.org/?v=6.8.2 https://www.projectaccelerator.co.uk/wp-content/uploads/2024/10/cropped-Project-Accelerator-Icon-New-32x32.png Insights Archives - Project Accelerator News 32 32 8 is the magic number https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-8-is-the-magic-number/ https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-8-is-the-magic-number/#respond Wed, 18 Jun 2025 09:13:13 +0000 https://www.projectaccelerator.co.uk/?p=141332 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!

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From PMBOK’s EIGHT Project Performance Domains …

… 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

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GPT vs KPIs! AIs vs PMs!! OMG!! When Artificial Intelligence meets project reality https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-when-artificial-intelligence-meets-project-reality/ https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-when-artificial-intelligence-meets-project-reality/#respond Fri, 09 May 2025 09:56:24 +0000 https://www.projectaccelerator.co.uk/?p=141328 AI continues to shape conversations across IT project management, increasingly augmenting and assisting project delivery.

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?

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AI continues to shape conversations across IT project management, increasingly augmenting and assisting project delivery.

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

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Roller coaster delivery: Managing IT projects with theme park energy https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-roller-coaster-delivery/ https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-roller-coaster-delivery/#respond Wed, 23 Apr 2025 09:05:14 +0000 https://www.projectaccelerator.co.uk/?p=141320 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.

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It was recently confirmed that Britain is getting a new Universal theme park in Bedford.

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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A breath of fresh air FOR IT projects: the power of a spring clean https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-the-power-of-a-spring-clean/ https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-the-power-of-a-spring-clean/#respond Wed, 09 Apr 2025 15:39:42 +0000 https://www.projectaccelerator.co.uk/?p=141318 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.

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I am writing this at the start of April and, at our house, the “Spring Clean” is well underway!
This year, I have two new best friends: white wine vinegar and bicarbonate of soda!
Oh my!!!! Where have these been all my adult life?!!!????!!!

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)

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The Role of Clear Communication in Stakeholder Management https://www.projectaccelerator.co.uk/the-role-of-clear-communication-in-stakeholder-management/ https://www.projectaccelerator.co.uk/the-role-of-clear-communication-in-stakeholder-management/#respond Mon, 03 Mar 2025 17:09:19 +0000 https://www.projectaccelerator.co.uk/?p=141306 Effective communication is the lifeblood of successful stakeholder management. When stakeholders—from team members to clients—are aligned with the project’s goals, challenges can be mitigated, and opportunities maximised. Many professionals find it difficult to convey their messages succinctly, leading to misunderstandings and conflicts. By focusing on clear communication, individuals can enhance their relationships with stakeholders and […]

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Effective communication is the lifeblood of successful stakeholder management. When stakeholders—from team members to clients—are aligned with the project’s goals, challenges can be mitigated, and opportunities maximised. Many professionals find it difficult to convey their messages succinctly, leading to misunderstandings and conflicts. By focusing on clear communication, individuals can enhance their relationships with stakeholders and ensure everyone is on the same page. This clarity boosts team morale and significantly improves the chances of project success.

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.

project manager communicating with stakeholder

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.

LOOKING FOR

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.

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The Environmentally Aware Project Manager https://www.projectaccelerator.co.uk/the-environmentally-aware-project-manager/ https://www.projectaccelerator.co.uk/the-environmentally-aware-project-manager/#respond Mon, 24 Feb 2025 14:54:00 +0000 https://projectaccelerator.co.uk/the-environmentally-aware-project-manager/ Much of a project manager’s time is taken up with juggling limited resources so it’s a natural progression to think about project managers being environmentally aware and helping to use the Earth’s limited natural resources to best effect. Project Management is often concerned with managing limited resources – there never seems to be enough time […]

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Much of a project manager’s time is taken up with juggling limited resources so it’s a natural progression to think about project managers being environmentally aware and helping to use the Earth’s limited natural resources to best effect.

Project Management is often concerned with managing limited resources – there never seems to be enough time allocated to complete the project or to complete individual tasks within the project. Neither does there ever seem to be enough budget to cover everything that needs to be done to deliver the project successfully. Even those projects that start off on-track with time and costs very often veer off course when the inevitable change requests start to roll in.

In many parts of the world we have already become used to the idea of recycling our household waste and large organisations are taking the recycling of waste seriously too, particularly electronic waste, driven by the Waste Electrical and Electronic Equipment Directive (WEEE Directive) in Europe and the UK. These WEEE regulations aim to cut the amount of e-waste going to landfill and reuse the valuable components of electronic gadgets in a more sustainable way to create a circular economy that supports green jobs, instead of the more typical linear economy we have been used to. So corporations are increasingly dealing with their waste in an ethical and sustainable manner.

And it’s not just corporations own waste they are concerned about. Increasingly big businesses want products and services that have eco-conscious credentials too.  Take, for instance, the traditionally un-sustainable hotel and business accommodation sector (yes many people do still need to make business trips). Major hotel chains such as Accor Hotels and Marriott have worked to eliminate single-use plastics and implement energy-saving initiatives by minimising laundry through a programme of raising customer awareness of it’s impact. Serviced accommodation specialists such as Situ will recommend business accommodation that uses eco-friendly cleaning products and biodegradable soap and shampoo.

Sustainable business services are clearly high on the agenda, but wouldn’t it be better if we restricted our use of precious resources in the first place so we had less to recycle or reuse? And wouldn’t it be better if businesses did that on home ground not just when employees have to travel?

Let’s use as an example how we can integrate an awareness of the environment into project management.

Integrating environmental awareness into project management

Perhaps the first step is to ensure that every decision made on a project is viewed from an environmental perspective. From the basic decisions on how to share and distribute project documentation, to the design methods and the end product itself.

A simple way to make a start is never to print documentation unless absolutely necessary. And what about travelling (particularly flying) to meetings when video-conferencing is so readily available and is much more an accepted way of doing business than pre-pandemic. We could all easily minimise our own personal carbon footprints.

But being an environmentally aware project manager is not simply about these basic and obvious steps. It is also about viewing the product to be delivered in an environmental light, particularly where production methods may not be energy-efficient or where the end-product itself may not be eco-friendly, for example, by constantly mining new metals when, in fact, it is more efficient to re-use certain metals from old, discarded equipment.

The benefits of eco-friendly products in the construction industry, such as eco-friendly paint, for example, are not purely environmental ones. There can be significant cost reductions to this approach and the bottom line is always easy to sell to stakeholders. Outdated production methods can often be upgraded to provide substantial savings over time.

Take as an example Apple which, as an organisation, is dedicated to the production of mobile devices and other products that are energy efficient. The energy that a device uses when plugged in adds to the environmental footprint of the firm that produced the device. That energy consumed also contributes to the environmental footprint of the owner of the device so by producing and using an energy efficient product the owner benefits by a reduction in their electricity bills and the business benefits from the lower costs of energy-efficient production. Both the producer and the user jointly contribute to a lowering of greenhouse gas emissions from power plants and consequently to a lowering of the environmental impact.

So every project has the opportunity to improve its environmental credentials in both small and large ways and a professionally qualified project manager adept at making the most of limited resources is well-placed to have an influence over decisions, large and small, that might have an environmental impact on projects that they lead and direct.

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With A.I. mainlined into its veins, why IT project management needs heart, mind, body and soul https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-a-i-mainlined-into-its-veins/ https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-a-i-mainlined-into-its-veins/#respond Fri, 31 Jan 2025 09:53:56 +0000 https://www.projectaccelerator.co.uk/?p=141276 As an industry, we are using AI more to deliver IT Projects (not just our blogs) and it’s only going to ramp up! That “mainline AI into the veins” announcement by Sir Keir Starmer talked about billions of pounds of private sector investment, government support and that he wants Britain to be “the world leader” in AI.
Of course, a major reason for implementing AI is to save money! Even those that say that it’s about automating the mundane tasks or freeing talent to focus on other more strategic areas concede that, deep down, it’s really about the bottom line.

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In January 2025, the Prime Minister announced plans to “mainline AI into the veins” of the UK.

So, before I start, let me affirm something …

Heyyyy!
Actual human here … writing an actual blog, from my actual thoughts and actual experiences about actual IT Project Management challenges and solutions.
There are so many AI generated blogs on IT Project Management now – I wanted to make it clear!
Real person, sat with a brew, staring at a (so far) blank word doc, waiting for me to type out my thoughts. Not a robot! Send me a CAPTCHA, I’ll happily point out the traffic lights!

M-AI-NLINE

It got me thinking. As an industry, we are using AI more to deliver IT Projects (not just our blogs) and it’s only going to ramp up! That “mainline AI into the veins” announcement by Sir Keir Starmer talked about billions of pounds of private sector investment, government support and that he wants Britain to be “the world leader” in AI.
Of course, a major reason for implementing AI is to save money! Even those that say that it’s about automating the mundane tasks or freeing talent to focus on other more strategic areas concede that, deep down, it’s really about the bottom line.

So, let’s consider our corner of the economy.

In a climate where everyone is looking for cost savings, is AI the way?

Blogs on IT Project Management are, as it happens, a microcosm and a handy metaphor.

At Stoneseed, we look at as many sources as possible to gather ideas for our own blogs, we publish at least 48 a year (enough to have published 7 volumes of “Straight Talk on Project Management”, a yearly e-book compilation of the very best of our blogs).

It’s useful to check in with the rest of the industry to see what challenges unite us! Also, it’s a highly effective way to identify business needs and nuances to help hone and tailor our IT Project Management as a Service offer – although usually our PMaaS universe already has the solution!

This all means that we read A LOT of blogs and …
… OH MY WORD!!!

There’s a proliferation of AI generated blogs and articles!
They stand out like a big yellow fire hydrant on that traffic light CAPTCHA!

PL-AI-N AND ST-AI-D

AI generated blogs lack personal connections and relatable anecdotes, there’s no warmth or depth, no shared experiences or emotional connection, and no deep knowledge (just dry lists of “stuff”). They are inconsequential, shorter and “fluffier” and lacking personal opinions and positions, ChatGPT, for instance, gathers information from various sources and gives you a broad consensus of option – bland!

And don’t get me started on the go-to AI phrases:
“In the realm of…”
“In today’s fast paced digital world…”
“Tapestry…”
“Multifaceted …”
“Foster…”
(I did say to not get me started!)
Who says “in the realm of” in real life?!?!?!
BUT … does it matter?

In the context of a business blog, where you are showcasing your unique offer, I think it does matter. You’ve spent time and money on your brand’s voice and personality, AI can’t replicate this, often not even its essence.

AI generated blogs can feel generic, sterile, shallow and forgettable. If that’s what you want your reader to feel about your brand, then crack on! You’ve saved a few quid by not hiring a talented storyteller or a few minutes of your time putting together a relatable narrative!

I said that this was a microcosm, the more we use AI to manage our IT projects, the more we run the risk of our delivery appearing generic and sterile too. Is that the vibe you want for your IT Project Management team?

I asked seven CIOs and IT Project Leaders to choose adjectives that they’d prefer, they selected: proactive; empathetic; innovative; knowledgeable; collaborative; communicative; resilient. These are much more aspirational attributes, they are “people” characteristics and, as we’ve already established, IT Project Management is a people business!

The key is to explore new ways of resourcing our people-centric business with that vital component – its people!

SELF PR-AI-SE
In a previous blog, “As AI does more heavy lifting, why IT PM’s soft EQ skills are becoming more important than ever”, we talked about EQ (Emotional Quotient aka Emotional Intelligence) and how real-life experience and connections are the valuable components that we project management humans have over AI.
With AI you get intelligent automation… but can it or does it replace the human touch?

As we wrote in that blog, “while AI can assist in project scheduling, risk analysis, resource allocation, and even decision-making, while it can enhance efficiency and productivity, it also brings with it a new set of unique challenges that require a human touch – EQ is going to be more valuable as an IT Project Management skill, not less!”

“As organisations rely more on AI in IT projects, it’s crucial that Project Managers maintain, develop, and harness their emotional intelligence. AI isn’t going anywhere and nor are we! The future of IT Project Management will, I think, evolve into a symbiotic relationship between artificial intelligence and emotional intelligence – technological success and the well-being of the people involved.”

That was an ace blog! You should read that next! (AI doesn’t insert self-congratulatory sentences, just saying – Ed)

T-AI-LORED

An AI writing assistant can be a valuable tool in blog writing; to draft the structure of the article for example. AI should never replace the human touch that adds colour to the canvas. In the same way, it’s wise to pick and choose where AI is applied in project management and delivery so as not to lose YOUR unique human selling points (Hu-S-P!!).
Due the nature of our PMaaS resourcing model, Stoneseed’s Project Managers, Business Analysts, and other project talent, instantly flex and fit into a client organisation. When joining a team, emotional intelligence is a huge strength that allows them to hit the ground running – it’s all tailored to fit in a heartbeat.

As we wrote in that As AI does more heavy lifting, why IT PM’s soft EQ skills are becoming more important than ever blog, “AI can handle the technical aspects, but EQ addresses the human and emotional dimensions of Project Management. Ours is still a people business. Project Managers with high EQ foster collaboration, manage stakeholders, make informed decisions, mitigate risks, adapt to changes, and communicate effectively.”

Happily, all our people have EQ in abundance.
They have other advantages too.

Let’s say you’re deploying AI to reduce talent overheads. Makes some sense, right? Employer National Insurance Contributions are about to rise, IR35 brought with it complexities and can still be a minefield, then there’s the costs of hiring, onboarding and retention!
AI is tempting.

TR-AI-LBLAZING

Thinking back to what we said about AI generated blogs though, and how they can appear “generic, sterile, shallow and forgettable” and those aspirational descriptive words the CIOs and project leaders shared – our people centred business craves more.

As the title says: HEART; MIND; BODY AND SOUL

In IT Project Management, it’s still your people who make the difference.

With Stoneseed’s Project Management as a Service (PMaaS), you open a highly experienced toolbox of skills and individuals – far more than you do byhiring one full-time employee or a contractor!

At Stoneseed we employ all our talent too, so we cover the cost of NI – the forecasted increases won’t impact you. IR35 is sorted too – it’s not even part of the equation with PMaaS talent.

Also, Stoneseed’s straightforward cost model and pay-as-you-go billing (giving you resources on demand) helps control budgets.

FINAL THOUGHT

In the realm of blogs (I couldn’t resist), you want the human touch to jump out of the screen and portray your brand’s personality.

In today’s fast paced digital world (still couldn’t resist), clients and stakeholders need to feel this authenticity, connection and tailored care too.
Generative AI might get there, it will already have scraped this blog to train itself!

For now, to “foster” the benefits of human touch project management, you need the best people, when and for how long you need them, PMaaS delivers a “multifaceted tapestry” of talent.

Our humans are waiting to take your call on 01623 723910.

More about Project Management as a Service from Stoneseed

Sources
www.stoneseed.co.uk/ebook/
As AI does more heavy lifting, why IT PM’s soft EQ skills are becoming more important than ever
news.sky.com/story/uk-to-mainline-ai-in-the-veins-under-new-plans-from-sir-keir-starmer-13287743

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Five Green Shoots of IT Project Led Growth https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-five-green-shoots-of-it-project-led-growth/ https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-five-green-shoots-of-it-project-led-growth/#respond Fri, 17 Jan 2025 09:30:25 +0000 https://www.projectaccelerator.co.uk/?p=141273 When the Financial Times asked nearly 100 economists about the UK economy in the year ahead, their responses were mixed – uninspiring even.
There will be growth, albeit fuelled by higher Government and some consumer spending, and the UK will perform better than other European countries where political instability threatens to destabilise their economies.

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When the Financial Times asked nearly 100 economists about the UK economy in the year ahead, their responses were mixed – uninspiring even.
There will be growth, albeit fuelled by higher Government and some consumer spending, and the UK will perform better than other European countries where political instability threatens to destabilise their economies.

Meanwhile, UK households will not feel much better off, wage growth will be slow, and businesses are likely to pass on the impact of tax increases. Inflation will remain above 2% making Bank of England interest rate cuts unlikely.

That’s not a VERY joyful outlook …
OK …
How about a more positive IT Project Management perspective?

GREEN SHOOTS OF GROWTH

Happily, we are seeing some green shoots of growth!
Firstly, at Stoneseed, we’ve noticed an increase in enquiries about our IT Project Management as a Service offer, including Project Management Office (PMO) resources and Business Analysis as a Service, with prospective clients citing flexibility, scalability and upcoming employer National Insurance increases among their reasons for checking us out (PMaaS talent is employed by Stoneseed so let us worry about those NICs!).

Secondly, I asked IT Project Management industry colleagues, clients and contacts if it is just us – it isn’t! It feels like a wider trend, in some cases, it is IT Project teams who are leading new business growth! Rather than IT project teams reacting to improving business confidence – we are driving it!
This feels like a real shift!

Thinking back to every historic recession or period of economic stagnation, it’s taken a boost in business confidence to be the catalyst for everything else, including IT projects to kick back into gear. The thing is, then we were a business support function, now IT is the business and IT project management talent is the catalyst, driving business confidence with tech-led solutions and thinking.

Five areas of growth were mentioned time and again:

FIVE IT PROJECT MANAGEMENT GREEN SHOOTS OF GROWTH

1 – The “Digital Transformation” Green Shoots

Digital transformation is increasingly crucial for businesses to stay competitive. To meet ever evolving market needs and customer expectations firms are leveraging digital technologies to improve their processes, improve customer experiences, and drive innovation.
IT Project managers, of course, are perfectly placed for digital transformation and their natural skill sets (change management, digital strategic thinking, tech implementation, stakeholder engagement, etc) could not be more suited.

Digital transformation trends are emerging early in 2025, including the implementation of AI and cloud computing, and businesses that are seeing green shoots seem to be concentrating on customer-focussed approaches and leaning into data analytics to improve decision-making and drive innovation.
Data is king! In fact …

2 – The “Data Driven” Green Shoots

In his blog for projectmanagement.com, titled “What I see for Project Managers in 2025”, William Meller writes:
“In 2025, project managers won’t just need to track data—they’ll need to use it to make better decisions. Tools are getting smarter, showing you real-time dashboards with progress, risks, and resources. But the tool won’t do the thinking for you. Ask yourself:
• Are we tracking the right numbers?
• What’s the story behind the data?
• How can this help the team improve?

Data is helpful, but your judgment will still make the biggest difference.”
I think Will has nailed it, project managers are getting “better at data” using platforms like Stoneseed’s P3MO to lift the bonnet on their projects, access the right numbers and be better connected to business need.
And … It’s not just project managers!

This year already, I’m seeing organisations harnessing their business, market and industry data like never before to inform decision-making, drive innovation and create blue sky between them and their competitors. The best in class at this all have one thing in common – they have at least one Business Analyst on their team!
Increasingly, Business Analysts are not viewed as a luxury to help maximise margins in the good times, the companies I’m seeing pushing up green shoots are treating BAs as a necessity for navigating these leaner times in preparation, and they are identifying extra revenue.

Adding a BA to your headcount might not be top of your priority list right now, thanks to Business Analysis as a Service (BAaaS) you can access BA skills without the costs of hiring new staff.

3 – The “Migration From Legacy To Emerging Tech” Green Shoots

Writing for LinkedIn, Lauren Klaus observes: “CIOs who can successfully bridge the gap between technological potential and business value will emerge as true strategic partners in their organisations. The key lies in fostering cross-functional collaboration, prioritising enterprise-wide digital skills development, and aligning technological investments with core business objectives.”

Lauren says over 80% of CIOs plan to increase investments in cybersecurity, generative AI, data analytics, and integration technologies/APIs, meanwhile almost half (43%) plan to cut spending on legacy infrastructure and on-premises data centres.

A shift like this necessitates meticulous planning and the kind of change management acumen that your IT Project talent have in abundance.
Maintaining business continuity and at the same time driving innovation can be a tricky tightrope to walk along, and the CIOs who are aligning the potential of emerging tech with their organisation’s needs and creating new business value are finding that their stock is rising!

4 – The “Strategy Aligned” Green Shoots

More and more strategic decision makers are elevating the perceived value of their IT Project Management talent, affording them greater influence in the decision-making process.
Gone are the days of IT projects being measured just on cost-vs-budget or the proximity of their actual delivery to the forecast delivery date – the strategic business value of an IT Project is more scrutinised that ever and over time this has afforded project managers the chance to get involved earlier in the decision-making process.
Where this happens, project managers understand how each project fits into the company’s strategy and they become adept at explaining business value to stakeholders. Over time, this process has evolved and it’s a small step from being able to demonstrate the business value of your current IT Project, to identifying needs and make the business case for the IT Project you’d love to deliver.

Anecdotally, but repeatedly, I hear of transformed decision-making timelines. Project managers like Steve are sharing news of projects that are getting green-lit faster than ever. Steve told me, “Even just five years ago, the business brains would identify what they wanted to achieve in the following year around October or November, then we’d have some time to put together plans and pitch tech ideas to deliver these goals, there’d be some negotiation and costing and successful projects would get the go-ahead ready for the start of the new financial year in April. That was six months lost! We got good at articulating the business value of our projects and slowly found our input was being sought earlier. Being closer to strategic thinking, you get an insight into what the business needs and being naturally up to date with the latest tech solutions you can marry these, often before the business itself even realises it has a need! We’re starting IT projects in January this year based on challenges we flagged in the last quarter of last year because we went to the board not only the challenge, but with a fully costed and ready-to-roll solution and timescale.”
The lesson is: Bring your IT Project talent into the decision-making process sooner!

5 – The “Literal, Actual GREEN” Green Shoots
Sustainability in IT is vital in minimising the environmental footprint of the technology that we all increasingly rely upon. From strategies like implementing energy-efficient computing, to sourcing materials sustainably, migration to greener tech remains a high priority for many firms and organisations.

Many IT project managers are well-versed in green technologies, sustainability standards, and regulatory frameworks and their traditional skills like stakeholder collaboration, and driving organisational change are essential – not to mention their expertise in IT project management!

Emerging green trends include energy-efficient data centres, moves toward renewable energy sources, switching to more efficient hardware, and refining the use of existing hardware for efficiency.

Technology decision-makers are driving this, according to Foundry’s recent Customer Engagement Survey, understanding a company’s sustainability approach is now an important factor in vendor selection.

As Gartner said back in September 2024, “Green IT is a complex domain where technologies and requirements are evolving rapidly” … but the progress is promising. There is a growing awareness of green solutions and stronger commitments to sustainability across the IT sector, and this is delivering some lovely green shoots for IT Project teams to work on.

CONCLUSION
These five growth areas are by no means an exhaustive list – you may have identified areas where IT Project led growth is starting to emerge too. I hope so, and I’d love to hear from you if you have – how nice would it be to be able to do a positive blog like this EVERY MONTH!?
From IT Project Managers to CIOs to Business Analysts, the talent we work with is driving business growth and innovation in ways that, even just a decade ago, might have felt fanciful.

At Stoneseed we’re ready to support you and your business with IT Project led initiatives and resources, from advisory to delivery, we’re with you every step of the way.
I bet the FT wishes it had asked us now!

More about Project Management as a Service from Stoneseed

SOURCES AND INSPIRATION

linkedin.com pulse/navigating-future-7-key-technology-challenges-cios-2025
projectmanagement.com/blog-post/77682/what-i-see-for-project-managers-in-2025
gartner.com/en/articles/green-computing
Foundryco.com/tools-for-marketers/research-customer-engagement/
ft.com/content/2a53391c-2db3-413f-a5ee-2add76fd0966

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Seven in 10 project managers have benefited from AI https://www.projectaccelerator.co.uk/seven-in-10-project-managers-have-benefited-from-ai/ https://www.projectaccelerator.co.uk/seven-in-10-project-managers-have-benefited-from-ai/#respond Wed, 15 Jan 2025 13:10:32 +0000 https://www.projectaccelerator.co.uk/?p=141271 Seven in 10 project managers have benefited from the implementation of artificial intelligence, finds latest APM survey Artificial intelligence is improving outcomes for the majority of project managers, a new survey by the Association for Project Management (APM), the chartered membership body for the project profession has found. Seven in 10 project managers have integrated […]

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Seven in 10 project managers have benefited from the implementation of artificial intelligence, finds latest APM survey

Artificial intelligence is improving outcomes for the majority of project managers, a new survey by the Association for Project Management (APM), the chartered membership body for the project profession has found.

Seven in 10 project managers have integrated AI into their everyday processes with the same proportion saying it is improving the outcome of their projects.

The survey of 1,000 project professionals, carried out by national research company Censuswide, demonstrates the growing benefits of AI adoption in the project profession. Adoption of AI tools has been seen across all sectors, with the manufacturing sector leading the way with 78% of project managers stating AI has been integrated into project management processes at their organisation. This is closely followed by Financial Services seeing a 77% adoption rate, and Aerospace & Defence and Healthcare & Pharmaceuticals both at 75%.

Professor Adam Boddison OBE, Chief Executive of APM, said: “AI is a hot topic in all industries, sectors, and professions. This research goes to show the project profession is a leader when it comes to using AI for positive change. The emerging technology is already having a significant impact on projects, and we expect this to continue for the foreseeable future.

“Furthermore, following Kier Starmer’s promise to fast-track decisions on major infrastructure projects, the use of AI throughout this could be essential. The implementation of AI provides the opportunity to significantly improve the prospects of projects of all scopes and scales being delivered on time, to cost, and to quality.”

Survey respondents identified specific areas where AI tools have even greater potential to enhance project management outcomes. Performance analysis emerged as the top area for improvement potential, cited by 28% of respondents. This was followed by data analysis at 26%, and administration tasks, such as form-filling and record-keeping, at 25%.

The findings demonstrate that AI is proving particularly valuable in streamlining time-consuming manual tasks, enhancing the accuracy of data analysis, and providing project managers with the insights needed to support strategic decision-making processes.

Professor Adam Boddison OBE continued: “By automating manual processes and enhancing analytical capabilities, AI can help organisations deliver projects more efficiently and effectively.

“However, as adoption increases, it’s important that project professionals take the lead in ensuring AI tools are used responsibly and ethically. By doing so, we can unlock even greater potential for AI to support project delivery across all sectors.”

Case Study: Network Rail’s data-first strategy for AI adoption

Network Rail’s Wales and Western region delivers large-scale infrastructure projects worth £1 billion annually.

Recognising the challenge of managing vast amounts of project data, the team implemented a transformative data-first approach. By centralising project data from multiple platforms and leveraging tools like PowerBI and SharePoint, they developed intuitive dashboards and automated reporting systems.

This strategy not only improved data accessibility and accuracy but also enhanced decision-making and project efficiency. A rapid roll-out across the region enabled significant cost savings, faster reporting and reduced manual errors.

Over three months, sustained training and iterative updates ensured widespread adoption. The resulting systems recorded over 60,000 user interactions in 90 days, demonstrating robust engagement.

Network Rail’s success showcases the potential of combining innovative tools with strategic planning to harness AI effectively in project management

Case Study: predicting project outcomes with MIGSO | PCUBED’s AI Capability

MIGSO-PCUBED, a leading global consultancy in project, programme, and change management, developed its Intelligent Project Prediction (IPP) platform to transform how organisations forecast project outcomes.

Using advanced AI and machine learning, IPP identifies potential risks and performance issues early in the project lifecycle. By analysing historical project data and generating predictive insights, the tool allows project managers to proactively address challenges, optimise resources and improve overall efficiency.

The implementation of IPP represents a significant step in leveraging AI to enhance decision-making and foster greater project success. This innovation aligns with MIGSO-PCUBED’s commitment to digital transformation, demonstrating how AI-driven solutions can support more informed, agile and strategic project management approaches.

The initiative underscores the transformative impact of AI when combined with traditional project management expertise.

As organisations continue to embrace AI, the project profession has an opportunity to shape how these tools are utilised to deliver long-term value. This includes addressing potential risks, ensuring effective training for project professionals, and maximising AI’s ability to drive innovation and tackle existing challenges, such as the industry-wide skills gap.

To learn more about APM, visit www.apm.org.uk.

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The best IT project themed Christmas cracker jokes and festive earworms https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-it-project-themed-christmas-cracker-jokes-and-festive-earworms/ https://www.projectaccelerator.co.uk/https-www-stoneseed-co-uk-it-project-themed-christmas-cracker-jokes-and-festive-earworms/#respond Thu, 19 Dec 2024 14:00:19 +0000 https://www.projectaccelerator.co.uk/?p=141265 In the New Year, we’re back on a more serious trajectory with more Straight Talking on IT Project management with the top IT Project Management trends for 2025, and a January blog that will turn you from worrier to warrior!

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.

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In the New Year, we’re back on a more serious trajectory with more Straight Talking on IT Project management with the top IT Project Management trends for 2025, and a January blog that will turn you from worrier to warrior!

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

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