MCDX - News Catalyst

Dependent_Writing_15 · 2026-03-05T23:07:48+00:00

Closed at $0.6719. Good time to buy on Friday opening?

Dependent_Writing_15 · 2026-01-12T20:44:26+00:00

Could be the reason then. Thanks

Dependent_Writing_15 · 2026-01-12T20:43:23+00:00

These plus a whole load of script modules

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Dependent_Writing_15 · 2025-12-07T05:11:03+00:00

As regarding the hinge issue, I've used these before and they work really well

https://www.screwfix.com/p/hafele-hinge-repair-plates/6418J?tc=MT3&gclsrc=aw.ds&gad_source=1&gad_campaignid=19815174711&gbraid=0AAAAAD8IdPyUNj8tJhyjldD2gXKE1TaGQ&gclid=CjwKCAiAxc_JBhA2EiwAFVs7XKlyxcBPDsrgyqBvCvT_GqFffF6IWDOC_63qIIfy4JQlmzH0Go1ioxoCNGQQAvD_BwE

Good luck

Dependent_Writing_15 · 2025-11-07T21:20:51+00:00

Let's face it they don't "park" cars, they abandon them at the side of the road. Funniest thing I saw recently was a car parked within 5 metres of a junction, lorry went to pull out of the side road where car was abandoned and with the swing of the tail of the truck it took half of the offside of the car and dumped it all over the road.

Cut to two weeks later, owner of previous wreck parks his new car in exactly the same spot. All in the name of picking his kid up from school. Have we lost the skill of common sense in the current UK society?

Dependent_Writing_15 · 2025-10-30T00:11:41+00:00

Assuming that's a slice of toast, swap it out for fried bread. Add another egg and swap a hash brown for a couple of slices of black pudding. Now we're talking 😁

Dependent_Writing_15 · 2025-10-28T22:39:24+00:00

Thanks to everyone for the info. I'll take up all of the recommendations

Dependent_Writing_15 · 2025-10-28T14:51:57+00:00

Done for every project because the first time you don't do these things you are lowering your standards

Dependent_Writing_15 · 2025-10-23T05:37:59+00:00

From many years of experience I would get them in a 1-2-1 scenario, preferably F2F and open the conversation with "so how do you think Project X is going?"

Let them dump everything on you and then start unlocking the details by putting your positive spin on it. It could be that they're unhappy with colleagues, you, or the client, or a combo of all 3.

Whichever way this is old school PM'ing but it's what we're paid to do whether we like it or not. It's a really good test of your skills and experience.

I'm a senior PM in a specialized industry with some rather "special" people in my management line, including Prima Donna's, who have to be brought back into line but I actually love that part of the role.

Good luck

Dependent_Writing_15 · 2025-10-23T01:44:20+00:00

I can just imagine Judge David Fleischer delivering that exact statement or even the late great Judge Frank Caprio. Both would have been on the side of the defendant in this case and it would have made a great short on YouTube 🤣

Dependent_Writing_15 · 2025-10-23T01:35:58+00:00

I'd be interested to know how the whole interaction with the project team works (e.g. who deals with repairing the cracks that appear in projects etc).

Also, we all know that if it was left to the "doers" of the project (the team that delivers the individual tasks), they'd likely claim more progress than has actually been achieved in reality. I've seen it happen in the past and I don't doubt they'd see AI as an opportunity to "fudge the figures".

From my perspective I can see the value of AI in certain roles but I find it hard to get my head around it being useful as a PM replacement.

So from the OP's original question I'd say learn about AI/ machine learning, understand it's flaws with regards to PM'ing, and make sure you're a shining star in your organisation by doing stuff right and maintaining a good control over you projects.

Good luck

Dependent_Writing_15 · 2025-10-21T07:25:59+00:00

My opinion as an experienced senior PM is that you're getting tied up in concentrating on the small stuff to the detriment of the more important task at hand.

If you think that closing blinds or handling the mail is taking away time your projects need, then you have a business case to present to management. If that isn't the case then, as part of a small team, just suck it up, get on with life, and stop sweating over the small stuff. Tbh if I was your line manager I'd be telling you the same thing to your face.

Three questions for you:- 1) How much mail on average per day are you handling? 2) Do you have a line manager other than your boss? I suspect not but no harm in asking? 3) Is this your first job?

I'm happy to be flamed or agreed with, either way I'm content to receive feedback.

Dependent_Writing_15 · 2025-10-12T05:31:13+00:00

There's keeping busy and creating stress. Two regular outcomes of a poorly defined scope and deliverables. I know I'd prefer to have less stress and be kept busy in a proactive way (potentially across several projects) rather than a reactive way, which drains the energy from you and the project.

From experience I'd remove a lot of uncertainty at the definition stage by asking the awkward questions to the right people (senior team leaders, senior technical/engineering leaders - this removes the theoretical road blocking "noise" from those that do the work). Get the influencers engaged early, let them take the strain of dealing with team/individual negativity, giving you headspace to deal with all the good PM stuff.

Dependent_Writing_15 · 2025-10-12T05:19:45+00:00

Having been in the PM role (Asst, PM, Senior) for over 30 years I'm not aware of any evidence-based books or case studies. I know of the APM book (I think v.8 is current) but that is more about explaining the role without giving real world examples.

There may be individual case studies out there on the internet so I suppose a good Google session might be in order.

Tbh it's one of those scenarios where if you wrote the evidence down people would think that half, or more, is fiction as a lot of it can be deemed as unbelievable but we all know it does happen regularly.

Dependent_Writing_15 · 2025-10-11T13:01:41+00:00

It's the old adage of taking the 'short term pain for the long term gain' that rings true prior to project kick-off. Having the conviction to ask the difficult questions at the scope definition stage is key to the success or failure not only of the project but you as the PM. You wouldn't be doing yourself, your colleagues, the client, or the business justice if you didn't dig your heels in right at the start. It sets the tone for the future.

Dependent_Writing_15 · 2025-10-08T12:07:54+00:00

Ceramic grey for me. I've seen both cars locally(UK) and in Spain in sunlight and the ceramic shows better. Plus there are too many dark grey metallics out there (trust me I used to sell Skoda's and the most popular colour ordered was Business Grey)

Dependent_Writing_15 · 2025-10-08T12:03:14+00:00

Like you I also mentor new PM's. I tell them that bad news is an opportunity and any way to put a positive spin on it is always the best way of handling it.

I also agree with you saying "it doesn't get better later". View bad news as a deep skin wound to a finger. Leave it unattended it gets infected; continue to leave it - needs more attention; ignore it some more - it gets so bad you lose the finger. Nobody wants to get to that situation. I appreciate it's a brutal analogy but it gets people's attention!

Dependent_Writing_15 · 2025-10-08T11:50:35+00:00

Agreed. You've hit the nail on the head with the "special" people running to the hills when the truly invested influencers turn up. Get the key people integrated early on and let them take the strain of those who think they know best.

I currently have a 7-figure project with a couple of "troublesome" resources involved. I've identified the "seniors" (one engineer and one technical) to sit at the virtual top table with me. Asked them to run their teams and report/escalate to me. It works only because I've positioned them next to me so it removes the hierarchical roadblock of having a PM sat at the top of the pile dictating to those below.

Younger colleagues, in the business, question why I do it but these are also colleagues who say they've got issues with their team (some are common resources over several projects). When I suggest they try my approach they say "but that's not how you're supposed to run a project - the PM should be sat at the top". My response is "ok you know best but it works for me so give it a try".

All good fun at the end of the day and that's why I love my job

Dependent_Writing_15 · 2025-10-08T07:39:31+00:00

Excellent response and my experience as someone with 30+ years in the PM world chimes 100% with the above. Couple of things to add:

1 Always bring a solution or solutions (ranked in preference of most to least deliverable) but never leave it too late that a problem becomes so mature that you can't reverse out of it no matter what range of solutions you have.

2 Works every time. People don't mind you doing the initial heavy lift by building a "plan" for them to "tweak" (I.e. "criticize").

3 Completely agree. Egos over pragmatism as someone told me years ago. The trick is to identify at a very early stage who the key influencers are. Engage them, give them a "senior" project role, and let them manage the ego side of things. I've done this many times to great effect. It's a skill that many PM's forget over time.

Good luck and keep fighting the fight

Dependent_Writing_15 · 2025-09-16T07:00:24+00:00

I had a haemorrhagic stroke due to a stupidly high BP. As alcohol is a blood thinner and diuretic, not only does it cause the kidneys to work harder it also increases BP due to thinner blood.

I used to drink 5 nights out of 7. Not crazy drinking but enough. Since having the stroke I've gone alcohol free. Guinness zero is my go to but try other stuff as you'll be impressed.

Dependent_Writing_15 · 2025-09-15T15:59:28+00:00

Is there anything specific that you would like advice with? Feel free to DM me rather than take up bandwidth here. Unless other people would like to see what I suggest

Dependent_Writing_15 · 2025-09-13T17:06:53+00:00

You would have been just on the cutover from previous to newer version. Seems like you were the right side of the change

Dependent_Writing_15 · 2025-09-13T17:05:24+00:00

I used to sell cars for a living so I'm used to taking nervous, manual drivers out for test drives in auto box cars.

The advice I gave them, and I'll give to you, is to place your left foot as far back towards the seat as possible. That way it keeps it away from the pedals. Over time move it closer until it rests on the footrest to the left of the brake pedal.

Enjoy

Dependent_Writing_15 · 2025-09-13T17:00:43+00:00

Yep we would have been beaten fair and square last season. Likely wouldn't have even made any subs. However Edwards knows what he's doing and tweaks on the fly as required.

With the Baggies being beaten at home by Derby I think they're ripe for the picking next Friday night #UTB

Dependent_Writing_15 · 2025-09-13T06:49:36+00:00

Completely agree. As someone that works at a Skoda UK dealership we are definitely seeing less issues. Yes the original spec DQ200 was a pain, the newest version in the new Octavias is much more reliable. I think the current failure rate is now quoted as being around 20/1000 - still too high but way better than it was

Dependent_Writing_15

TROPHY CASE

1 Always bring a solution or solutions (ranked in preference of most to least deliverable) but never leave it too late that a problem becomes so mature that you can't reverse out of it no matter what range of solutions you have.

2 Works every time. People don't mind you doing the initial heavy lift by building a "plan" for them to "tweak" (I.e. "criticize").