In a recent blog, TOP 3 WAYS TO RETAIN IT PROJECT TALENT AND HOW TO REMAIN EFFECTIVE WHEN YOU CAN’T I shared a Director People’s story of how a candidate had flipped this perennial interview question and asked, “Where does the company see me?”
There must be something in the air! This week, another HR Director called to canvass my thoughts – An applicant had trumped this by asking … WHERE DO YOU SEE THE IT PROJECT MANAGEMENT INDUSTRY IN FIVE YEARS?
Great question! BIG QUESTION!
Like us all, the candidate was mindful about the impact of AI, but there’s an exciting prediction from the “Future of Project Management” (a collaborative “living” thought leadership initiative) about where Project Management might fit within organisations by the end of the decade – read on to find out more!
How an IT Project Management team handles and learns from mistakes and setbacks can significantly impact success, not just for the current project but across your whole current portfolio – and future projects too.
How an IT Project Management team handles and learns from mistakes and setbacks can significantly impact success, not just for the current project but across your whole current portfolio – and future projects too.
A Stoneseed BA’s day will vary depending on the client’s requirements and project type. Whether it’s an Agile, Waterfall or Hybrid environment and whether its product, Infrastructure, software or digital transformation project for example. The life of a Stoneseed Ba is very varied, on this particular day, it is a for a client who is delivering an Agile software upgrade and development project.
Explore the newest edition of Straight Talk on Project Management, Volume VII, is now available as an eBook! Each year, we compile the finest of our blog content into a comprehensive volume, providing you with a one-stop resource for all things Project Management.
In IT Project Management we put so much effort into choreographing our deliverables and outcomes, the part of the process that our “audience” sees, but how much thought goes into what happens out of sight, behind the curtain?
When a colleague heard that I was heading to the RHS Tatton Garden Show in July, she said that even I couldn’t find project management teachings in the topsoil. Like most gardeners, I do love a challenge, so the gloves are, well, ON! Years of experience, and countless IT Projects under my belt, and a passion for plants and flowers! How hard can this be?
Sow, here we grow!
There are unexpected parallels even if, at first blush, horse trials and IT Project Management may seem worlds apart – I was struck by many similarities in the principles, the methods and the challenges.
WORLDS APART
Quickly, let’s compare the two.
I love this out of office reply from Collette, an IT Project leader who takes herself out of the project portfolio the first Friday and Monday of every March just to have a proper delve into how they do things, assess how aligned their resources and ambitions are, and imagine how they could operate better. A Spring Clean – what a great idea.
IT PROJECT MANAGEMENT CAPABILITY ASSESSMENT
We measure how successful our projects are all year round, in terms of Return On Investment (ROI), budgets, delivery times met, etc but an IT Project Management Capability Assessment checks in on how effective the delivery frameworks and processes that underpin project success are.
If you’ve ever trained a puppy, you’ll know the value of a “treat” to reward good behaviour, like sitting or staying on command. I think most dogs know the word “biscuit” before they learn their own name, mind you, I know some PMs who are as partial to a bourbon or chocolate malted milk, she writes dunking a digestive! At Crufts I saw a lot of treats passed from owner to dog with a “good boy” or “good girl”. Rewards are vital to the process.
Experience and anecdotal evidence suggest that Bex isn’t alone in seeking a little bit more. In many organisations now, IT project teams feel that the necessary fixed scope, set budgets, tight deadlines, limited resources and defined roles and responsibilities, leave little or no room for experimentation and innovation.
The thing is, if you’re getting the results, do you need the added sizzle of innovating?
I think that you do.
