Project Management

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A blog that looks at all aspects of project and program finances from budgets, estimating and accounting to getting a pay rise and managing contracts. Written by Elizabeth Harrin from

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Finished your schedule? Here’s what to do next

The Evolving Landscape of Benefits Realisation

5 Challenges of Integrating Sustainability into Project Plans

Challenges that arise from implementing alternative metrics

Stakeholders: how to improve engagement


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Introducing The Public Sector Advisory Community for Estimating

At the EVA conference in London in March, I had the pleasure of listening to Gary Hill, Co-chair of PsACE, the Public Sector Advisory Community for Estimating. He was talking about the importance of estimating and how the community helps shape the professional estimating done on public sector projects in the UK.

The purpose of the group is to simplify, standardise, systemise and professional project estimating process and capability across the public sector. He shared their vision, which is to bring together experts across government and client organisations to promote leading practice in estimating, underpinned by an ethos of trust and collaboration. I like how he talked about leading practice instead of ‘best practice’ because as we all know, there isn’t one definitive best practice for pretty much anything in project management.

He talked about how the community started in April 2019 when someone reached out to him and asked for help with something. “It started over coffee and turned into a beer,” he joked. The community sets out to address the problem that many project managers have in all aspects of our work: where do you go for advice, how do you know if that advice is any good and who says it’s good anyway?

To find out where good practice was in the public sector the community carried out a benchmark of 7 government departments where they measured good practice. Surprise, surprise, no department was good at everything.

Today, the community is sponsored by IPA, the Infrastructure and Projects Authority, which Gary said gives the community’s work more weight and more chance of making things stick. They really started to gain traction when they were mentioned in a government select community discussion, and membership started to grow.

It’s a volunteer-led community and Gary shared the common problem that many volunteer-led communities have: everyone wants to get involved because it’s a good idea, but everyone has a day job to do so it’s hard to get people to take on jobs.

Next up on the agenda for PsACE is to write to each permanent secretary in the UK government and ask them to support the community’s work, so that’s a large piece of stakeholder engagement to do.

In terms of what they actually do, Gary explained that PsACE was involved in providing input to the IPA estimating guide, and was represented on the committee preparing British Standard 202002 for Project Controls.

There are current workstreams covering:

  • People capability: creating a course on estimating
  • Data platform: collating data for benchmarking
  • An advisory panel: to provide deep dive reviews of papers and initiatives
  • Guidance for Senior Responsible Owners: to help SROs understand estimating
  • Group conference: to bring together the community for a conference
  • Leading practice: to identify leading practice and launch a maturity assessment.

I found it really interesting to see what a grass roots effort could do, and how powerful it is when experts come together with a common goal of simply wanting to share knowledge and do things better.

Gary shared his vision for the community, and I think it seems hugely realistic given the momentum behind PsACE at the moment. He talked about how the long-term goal is to align policy, data and expertise to encourage informed decision making to achieve more predictable outcomes. That’s something worth striving for, don’t you think?

Do you have a community like this where you work, in your industry? Let us know in the comments!

Posted on: May 10, 2022 04:00 AM | Permalink | Comments (3)

Predictive Software: The Next Step for Collaboration Tools

Categories: collaboration tools

predictive software

How much time do you spend doing routine tasks? Just think about how long it takes you to type things like your company name or location details when they get mentioned in an email.

For a long time, Outlook (and I expect other tools) have had autocorrect functions that allow you to type something and have it ‘autocorrect’ to something else. It’s a text expander feature – and you get tools that lay on top of your normal suite of applications that just do text expanding. I even have that function built into my iPad, which is handy when it comes to typing out my email address every time. Now I just type a shortcode and the whole email address populates.

Predictive text takes this one step further by working out what you are going to type before you type it. Predictive apps use passive data, for example, emails, to suggest tasks and updates. Think predictive text when you are trying to type a message on your phone, and scale it up so that the app sends suggestions to your To Do list about what activities you should be working on that day or flags which deliverables are likely to be late because of software defects logged in your testing system.

Many tools are already embedding AI into them to help users have less to do. I was looking at one retrospective meetings management tool the other day and it used AI to automatically name the groupings of sticky notes we created in the meeting, based on the common content of those notes. Clever. It wasn’t always grammatically correct, but it saved us the job of typing a name for each group (although we could edit them if we wanted).

Predictive software sounds like it’s taking the thinking and professional judgement out of being a project manager, but it’s just crunching data for you. For example, you can’t hold information in your head about how accurate each individual team member has been in estimating their workload on this project and the last five projects they have worked on. Predictive software could sift through estimates and actuals, and then flag the three team members with the worst record for getting their estimates right so that you can appropriately challenge them.

This kind of system requires a particular leap of faith as it scours other systems for data. As a community, we’re going to have to go a long way before we are all comfortable with the idea of an app reading our emails and digging through personal files, even if it does predict who isn’t going to hit their deadlines that week.

Whatever collaboration tools you adopt at work, and however you use them, keep in mind that they should be compatible with and reflect what is going on outside the walls of your company. Technology and workplace cultures will continue to evolve and the key is going to be keeping up and staying relevant while making sure your teams have the tools they need to do their jobs productively. That might mean embracing AI and predictive functionalities of tools, even if it feels a teeny bit uncomfortable to do so.


Collaboration ToolsThe future is in flatter, more informal working cultures supported by unified organizational collaborative technologies. We might not refer to the tools that way (or even be using the term social and collaborative media) in ten years’ time, but the principles that underpin this revolution in working practices are here to stay.

This article includes a few points that were made in my PMI book: Collaboration Tools for Project Managers. Given what we’ve been going through and seeing so far this year, it felt appropriate to try to pick out some comments on tech for teams and where that might be taking us – because it seems to me that virtual working is here to stay.



Pin for later reading

predictive software pin

Posted on: December 21, 2020 08:00 AM | Permalink | Comments (6)

Interoperability: The key to efficient working

Categories: collaboration tools


We’re using more and more tools now – companies that didn’t previously have online collaboration tools are now signed up to an annual subscription, so even if you can now get into your workplace, a lot of project management teams are still working virtually.

There are changes that come when you add more tech tools into the estate.

You have to invest in keeping your collaboration tools relevant and up-to-date. You should also keep an eye on the future so that if you need to switch systems or link them together, you can. This is interoperability—the ability to use different tools together to provide a single, streamlined technology platform for your company that does not rely on manual rekeying of data.

In my experience, a single platform is better for enterprise data mining, as the fewer interfaces you have to deal with, the easier that exercise is. But it’s also unrealistic, especially if your business strategy has been to invest in best-in-class tools for each area instead of a single, “do everything” enterprise product. If you do have multiple systems, interoperability will help you get the data out.

Traditionally, linking systems together has been through data integrators or other pieces of software that built connections and interfaces between various tools, matching up the records and allowing you to transfer data between them. Increasingly in the online space, interoperability is being provided by third-party tools that handle the feeds for you, allowing smaller businesses to get their systems talking to each other without the need for bespoke developments.

Products like Zapier do this. It lets you build “zaps” which effectively work on a “if this happens, do this” basis. For example, if you upload a file to Dropbox, you can automatically sync it to your project management system.

More tools today are offering application program interfaces (APIs) as well, which are effectively the data standard for that product. By making these standards available, they have done half the integration for you. They let developers build the other half of the integration and match them up, then you can push data into project management tools from other systems and vice versa.

Interoperability of Methodology

Interoperability is something we need to consider in the broadest possible sense, as well as the impact on tech. We need to do more to understand interoperability between ways of working, blending virtual and on-premise teams and the approaches they use to manage projects.

Businesses don’t limit themselves to managing projects using agile or waterfall approaches. The same company can have project managers using PRINCE2®, Scrum, and A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Project collaboration tools need to be flexible enough to deal with all of those methodologies, and to be tailored to support internal processes as well.

collaboration tools for project managersThe marketplace today is not full of tools that only support one method, but it is something that decision makers should be aware of—choose a product that supports your future methodology and process needs and not just the approaches you use today.

This article includes a few points that were made in my PMI book: Collaboration Tools for Project Managers. Given what we’ve been going through and seeing so far this year, it felt appropriate to try to pick out some comments on tech for teams and where that might be taking us – because it seems to me that virtual working is here to stay.

Pin for later reading:

efficient working

Posted on: October 21, 2020 09:00 AM | Permalink | Comments (2)

Digital working: It’s not all about the tools

Categories: collaboration tools

digital working

Disruptive technologies such as big data are hitting businesses across all functional areas, not just project management. And with the recent uptake of collaboration tools for virtual teams because we haven’t been able to get into offices in the way we could before, it’s even more important to understand what that tech might mean for us.

Companies have to come up with practical ways to incorporate this massive amount of change and to sift through the trends that are worth adopting while ditching those that are not relevant at this time. This is starting to come to the fore in the form of the chief digital officer or other digital leadership position at the very top of businesses. We are also seeing digital PMOs—divisions supporting the project structure in the way a traditional PMO would, but with a leaning toward paperless, integrated, and online ways of working, along with the culture changes that brings.

Shadow IT – a challenge

Shadow IT is another challenge for the person or team taking on digital leadership within their organization. This is where employees have downloaded their own apps or software for work purposes.

I think it’s common in businesses where IT processes are slow and bureaucratic. When individuals don’t want to have to wait for software to be formally approved and installed, the Internet makes it possible for them to download pretty much anything they want and get started immediately. This forces business leaders to look for adaptable, speedy, and flexible models and processes while also giving them the headache of managing data security and unapproved software.

The culture of collaboration

It’s not all about the tech. Part of the challenge facing the digital leader, be that a project manager or a PMO director, is managing flatter teams, both across business teams and within projects.

Employees create their own internal networks outside of the traditional hierarchy, which potentially makes many of the formal line management structures redundant and forces the organization to become flatter. The digital divide—those employees who are familiar with digital working practices and those who are not—is a further team-related problem that digital leaders have to face up to and proactively manage.

Successful collaboration and teamwork comes from a culture that supports those ways of working. If virtual teams are to be successful, and if collaboration tools are to be fully embedded in the working practices of the team, then it’s important for businesses to invest in collaboration offline as well.

collaboration tools for project managersI think as we move forward, we’ll see greater investment in building corporate culture, fostering employee engagement, and creating the environment to deliver successful change. All of this underpins the use of any technology and supports the business objective of getting the right people to do the right things the first time, which cuts down on overall project costs.

It also supports the urgent need for knowledge sharing in a global economy that is facing significant talent gaps. As the Baby Boomer generation leaves the workplace, taking with them an incredible amount of organizational knowledge, companies need to find alternative ways to capture and maintain their knowledge assets. Technology (like wikis) has a part to play, as well as collaborative work environments where knowledge is freely shared.

This article includes a few points that were made in my PMI book: Collaboration Tools for Project Managers. Given what we’ve been going through and seeing so far this year, it felt appropriate to try to pick out some comments on tech for teams and where that might be taking us – because it seems to me that virtual working is here to stay.

Pin for later reading:

Digital working pin

Posted on: September 16, 2020 09:00 AM | Permalink | Comments (4)

How to move your team online [with infographic]

Categories: collaboration tools

Moving to online tools and collaboration via the internet takes planning, thought and consideration. It’s honestly not as easy as giving everyone a Slack account and hoping they get on with it.

Helping your team transition to online collaboration tools is something I discuss extensively in my PMI-published book, Collaboration Tools for Project Managers. In the infographic below, I share some of the do’s and don’ts of moving your team online.

Community, communication and tech all need to come together to enable your team to work efficiently in the online space. It’s a freeing and flexible way to work, but it needs support to get going and become second-nature. It is actually quite different to the mindset of being in the office all day.

Is this something you’d like more guidance on? Let me know in the comments, because I’ve got loads of tips and advice to help you get the best out of virtual working!

how to move your team online infographic

Posted on: July 20, 2020 08:00 AM | Permalink | Comments (1)

"One never needs their humor as much as when they argue with a fool."

- Chinese Proverb