Analogue tools for a digital life

As a digital PM, I spend all day in front of two screens, and as a tech geek, I usually spend a few more hours in front of screens when I get home. Even my addiction to reading novels - formerly a low-tech endeavour - involves a screen these days, thanks to my trusty Kindle. Recently, I've found integrating an analogue tool into my project management arsenal (AKA "keeping a paper diary") has really helped me focus on what's important. Plus, I get to buy nice stationery.

Opportunities for lenders with digital intermediaries

In our previous article we looked at intermediaries and brokerage in the digital era. So what to make of the rise of these digital aggregators in the SME lending market? Well, firstly, when working with the right aggregators it should mean easier and fewer relationships with your introducer network, superior quality leads that match your lending criteria and more complete lead information delivered online...

The greatest strategy for project retrospectives

Software delivery teams often struggle to implement all outputs from a retrospective. Once a team is into their next sprint, the new backlog takes priority and what may have been agreed in the retrospective can be put onto the back burner. Starfish, a technique for retrospectives, helps the team to take accountability for retrospective outcomes to ensure they are achieved...

How to improve Agile software delivery with story maps

As part of an Agile delivery team, you may be familiar with the usual project constraints of budget, time and scope. All too often, one or more of these elements needs to be reduced to allow for project delivery. But how can you quickly find out how close you are to delivery? How can you decide at what point your product becomes a releasable MVP?

How to convince your CFO to invest in modernising Legacy Systems

Legacy technology is the bane of progressive IT. Primarily, it means that progression is slow and although that clearly means less ability to deliver value for the business as a whole, it’s still difficult to fully explain to your CFO why you need budget to invest in legacy systems. Make no mistake, you will still need to earn majority support from your board, but as the keeper of the budget keys, your CFO is the judge to your stakeholders’ jury. Here are four pieces of tried-and-tested advice to help you communicate the problem and guarantee that investment.

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