Project Management

Excellent project management is the basis of a successful project. This might not surprise you, and it is hardly coincidental that poor management is the root cause of most project failures; whether in terms of managing resources or preparing users for what can be, for them, a huge change to the way they work. Despite this being common knowledge, project management is still played down or neglected on many major IT projects.


Project Task Tracking

Our Approach

Parabola recognises the importance of IT project management and we apply our knowledge and experience in this area on all our projects. We like to get to know our clients and gain an in-depth understanding of their business, giving us an insight into how IT affects people. As a result we can ensure that not only is your project delivered on time and within budget, but is also something your employees want to use.

Some of the project management techniques we apply are illustrated below:

Lifecycle planning – Choosing the right project shape and approach for each project. Estimation – As well as tried and tested estimation models we have a wealth of data from previous projects we can apply. Scheduling – Scheduling provides vital tools that help the team and the manager keep on track and to plan ahead in the face of often complex inter-dependencies. Risk Management – We identify, quantify and plan to deal with common issues and potential issues before they occur. Change Management – Requirements change, priorities change - it's a fact of life. Change Management enables it to happen within the framework of the project without derailing it. Project Control Meetings – Management is much more than note taking, schedule keeping and budget minding - providing leadership and direction are essential to achieving results. Project Control is about the actions taken in the face of risks.

We’re not dogmatic about methodologies but we apply the relevant processes and techniques with a realism that is only possible through experience. For example; we use elements of Prince2 on larger public sector projects but never on smaller or rapidly changing projects.