project management Archives - Page 7 of 18

A Day In The Life Of An IT Project Business Analyst

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.

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A radio with music notes surrounding it.

Choreograph your IT project backstage to maximise your audience’s experience

Insights, News, Programme 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?

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8 lessons IT Project Teams can learn from Chatsworth International Horse Trials

Insights, Programme Management

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.

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How many hours overtime do you work?

Careers

Unpaid overtime increased sharply in 2023, according to a study commissioned by Rebel’s Guide to Project Management. As the momentum from the Great Resignation starts to wane, employees are finding that their bargaining power isn’t what it used to be. About a year ago, job opportunities and rising wages were abundant, but now, those trends are reversing,

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From ‘a meh thing’ to amazing! How PMaaS can help build innovation into IT Projects

Insights, Programme Management

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.

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Every IT project needs a Dale!

Insights, Programme Management

This is one of the things I love about Stoneseed, our team, and the culture we have evolved. When we talk about someone behind their back, it’s always positive and hugely complimentary!

If you haven’t yet had the pleasure, Dale Beeton is Stoneseed’s Head of Client Engagement and, as our clients will attest, he is one of those “extra milers” that make a real difference – and not just from a business perspective.

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How to guide a project involving huge change

Insights

In general, an enterprise is built around the expected, and whilst this doesn’t ignore the possibility of change it is more likely that this will be viewed as something that is constant and incremental in nature. Unfortunately, change isn’t always a constant and even the very notion of change is something that is continually changing.

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Project Management: How To Improve Your Leadership Skills

Leadership

Every organization understands the importance of having a good project manager to supervise the achievement of organizational goals and objectives. If an organization achieves its aims through the process of project management, it can see marked changes in employee productivity. However, at the end of the day, a project manager has to be a good

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organisational structure to support projects

Introducing a project management framework: Why it helps and how to do it

Insights

Introduction Organisations who are new to running projects might want to begin using a project management framework, but they may not know where to start. They might not have the experience to introduce a framework themselves and may decide to bring in a project manager with experience of frameworks to help them design one that

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IT Project Management: Nailing know-how, but are we wondering why?

Insights, Programme Management

The trainer was explaining the team’s fairly unique binary approach to scrum sprints, which effectively boils down to them having two duration categories – A) one week long and B) three weeks long.

The new hire found this interesting and enquired about the reason behind this approach. In her last job, length and number of sprints would be decided at a goal setting meeting, a twelve-week scrum project could have 15–20 Scrum sprints, which could be as short as a handful of days and as long as a month.

So, “Why?” seemed a reasonable question but it was met with either blank expressions or an unsatisfactory explanation. The trainer did not know, nobody on the team could answer either.

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