person stands arms open celebrating success under sunset sky

What makes a successful project manager?


Successful project management professionals who fast-track up the career ladder tend to have a few things in common. They deliver successful outcomes, keep their stakeholders happy and help bring in projects on time and on budget. Obviously, training and experience influence how well members of the PMO perform, but there are some habits anyone can cultivate if they want to be a successful project manager.  


Pick your team strategically 


Great project managers pick the right team for the project. Not just the best individuals, but the right team. Know who is in your team, what they can do and how they can fit in with all the other team members and their skills.  


Be a people person  


Now that you have a great team, manage them well. Get to know them. Use their skills. Develop good team building skills. Learn to communicate, motivate and reward your team members. Use everyone’s strengths in both planning and implementing the necessary tasks. Take responsibility for your part in any problems and give credit where credit is due. 


Manage issues efficiently 


All projects are affected by issues you didn’t plan for. However, counter-intuitively, you can plan for the unexpected. Good project managers have processes in place to quickly assess and respond to issues so that problems are dealt with promptly and efficiently. This is where a good project management system comes into play.   Verto gets rid of time consuming admin such as trawling through email trails, scrutinizing spreadsheets and documents and constant vigilence around version control - leaving project managers to do those things that are going highlight their abilities and profile.  In short, by working smarter, successful project managers learn where to use their skills to maximum advantage.  They know that using technology to take out the admin slog enables them to focus on the areas that deliver results. 


Track time and cost


One of the most common reasons a project is assessed as unsuccessful is that it exceeded its budget. Tracking costs can allow you to predict and avoid budget overspend or plan for it by reallocating resources.  

 The other common reason a project is seen as a failure is when it significantly overruns its deadline. Time is like money. It needs to be closely monitored so that extra resources can be allocated to tasks that might otherwise slow down the entire project. 


Plan for change 


Change that affects a project should not be a threat to project completion. In fact, the possibility of change is one of those variables that should be planned for even though you may not be sure exactly how or when it will present itself. Good project managers are flexible and resourceful. If they need to make changes to the original plan, they use the opportunity to improve on the original plan. 


Update the schedule  


Keeping your schedule updated is perhaps the most important communication task that keeps a project moving forward. When things change, make sure that everyone affected knows about it. This includes the stakeholders as well as the team members.   With an integrated project management tool such as Verto, updating the project schedule can be done and live in a couple of clicks, with stakeholders notified,  resource plans updated all without breaking stride.


Manage risk 


Identifying, assessing and managing risk is a vital part of any project. It is also ongoing. It is not enough to identify potential risks at the beginning of the project and then simply monitor them. Risk assessment should be carried out regularly throughout the project life cycle to identify and manage new risks as they arise. 




Perhaps the most obvious mark of a good project manager is the ability to deliver the desired outcomes. Whatever happens, great project managers deliver the changes they promised, every time.   


Verto is a system that makes these things look easy, making you look good and keeping you on the fast track.  For more information and to see Verto in action contact us on or sign up for a  free trial


people looking at reporting information print outs and mobile data on table

10 ways a project management approach is helpful

 A project management approach can have a large impact on the success of any project. However, many managers are reluctant to re-position their team, approach or budget to focus on project management. They may argue that it is expensive and that they can manage their own team on a certain project just as they do on a day-to-day basis.  This approach, however, overlooks the vital differences between routine management and project management and how a project management approach is actually helpful to achieving successful delivery. 




1. Avoid the admin time drain

Running a project without having a project management approach in place is usually a false economy. Projects involve a lot of moving parts. They require constant communication and collaboration, and they can bring with them specific issues involving many team members working, sometimes remotely, to update data and documents. This means that issues such as version control can quickly get out of hand. 


Working on a project without collaboration and project management software in place can unnecessarily complicate circumstances.  If you are relying on email, spreadsheets, documents and calendars to try and stay on top of the initiation, progress and performance of your projects then you are having juggle a lot of complex admin.  That's just managing the information, never mind reporting on it.  All of this saps time, time that could be spent more usefully doing more interesting and productive things. 


2. Keep track

Having an easy to use collaboration, reporting and management tool to hand can solve problems that you did not even know that you had. Project management software will simplify your project, especially if you are: 

  • Communicating remotely  
  • Sharing large files 
  • Regularly updating centralised information and data 
  • Emailing attachments  
  • Amending and annotating documents  
  • Trying to manage version control   
  • Manually creating reports  
  • Waiting for the completion of certain tasks so that other tasks can start 
  • Constantly pursued by people chasing you for approvals so that they can move on with their work  


A lack of project management techniques and software leads to a lack of clarity on who is doing what as well as what is important and what is urgent or not. Without proper project management in place, it is almost impossible to work out how different tasks involved in the project fit together, who is waiting for whom and what needs to be a priority for the project to move forward. 


Good project management greatly increases the chances of delivering a project on time, within budget and with all its objectives met. However, there is more to the process. With an effective project management approach in place, the benefits go beyond simply delivering what you promised when you promised it. There are other advantages that help the project run smoothly and reduce stress for everyone involved. 


3. Make Quick and effective decisions


Waiting for decisions and experiencing confusion over who handles specific decisions are major causes of delay with many projects. Good project management clearly lays out whose approval is necessary for which decisions and only puts relevant decisions in front of the team members that need to see them. This means that decision-making is quick and effective throughout the project’s life cycle, allowing it to move quickly from one stage to the next. 


4. Stakeholders know what to expect 


A project management approach ensures that stakeholders stay informed of progress, delays and key changes as the project progresses. This keeps everyone satisfied and enables stakeholders and team members to agree on what they will deliver, even if this changes slightly (or even drastically) from the objectives laid out in the original business case. 


5. Problems resolve quickly 


A good project management approach incorporates risk management processes. This means that risks undergo regular assessment, anticipation and preparationEasy, real-time communication is another feature of good project management software, and it allows both current and potential risks to stay on everyone’s radar. This lets all team members be proactive about problem-solving and facilitates engaging talk about the problems encountered and the solutions implemented. 


6. Team members are more satisfied and motivated 


Controlled projects with few surprises are more enjoyable and satisfying to work on. When team members are all working collaboratively and proactively, it leads to a happy, motivated and efficient environment that saves time, money and stress for both managers and clients. Of course,  the other major benefit that flows from this is increased productivity.  Given we are all working in a climate of doing more for the same or less, a project management approach coupled with the right delivery tool means less time doing time consuming admin and more precious time doing more productive and worthwhile activities  -  undoubtedly helpful for the individual, team and organisation.


7. Controlled scope and costs  


Badly managed scope is a major cause of projects over-running their budget and timescale. Costs can quickly escalate when a project has no clear definition or constant monitoring. Project management software allows for the tracking of costs in real time and a solid overview of the allocation of resources. This facilitates proactive budget management as the project progresses. 


8. Dealing with variables 


Projects rarely run smoothly from inception to delivery. One of the criticisms of project management in today’s dynamic and fast-changing work environment is that it is too rigid and inflexible. This certainly does not need to be the case, however.. Even old-style project management included techniques to monitor, re-assess and adapt circumstances according to variables that were likely to crop up but unpredictable. Modern project management software makes this process easier than ever, allowing projects to stay on track overall despite situations that impact certain tasks and processes. 


9. Built-in quality control  


Good project management techniques and software can ensure that the quality of deliverables is consistent and sufficient as measured against pre-defined objectives. Gated phases are part of the process and involve the assessment of quality, applicability and return on investment. These phases provide teams with the time and processes to examine and test outputs regularly as the project moves from one stage to the next. 


10. Deliver real value  


A good project management approach allows for strategic alignment. The project manager, team members and stakeholders can track not only what they deliver but also how that aligns with the strategic framework for the entire project. They can put processes in place to monitor pre-defined deliverables and assess and evaluate whether the project is actually delivering real value for the organisation. Properly applied project management techniques ensure that the goals of an individual project remain closely aligned with the strategic goals of the company. 


Great project management software for all team members helps deliver successful and stress-free projects. To find out how Verto project management software can help with your next project, you can experience the software in action via our demo or  free trial. Contact us at to find out more. 

When high profile projects experience delay, where do you turn?


Good project management can help guard against delays in project completion. It is not unusual, however, for projects to experience delays, even when they have significant resources behind them.  So when high profile projects experience delay, where do you turn? 


A recent report by the National Audit Office  attempted to assess the success of over 300 projects that left the Government Major Projects Portfolio between 2011 and 2017. The resulting report found that even in the case of these strategically significant government projects, incomplete data made it difficult to assess whether the projects were completed successfully and on time. In short, poor records and reporting make it difficult to keep track of whether major government projects are delivering on their objectives, according to the NAO.


Organise for results


Here at Verto, we are aware from our extensive work with Local Government and across the NHS how vital it is that complex government projects are closely tracked at every stage. Managing time and avoiding major delays is a particularly common challenge, and one that it is difficult to address in a large, complex and far-reaching project environment unless the right tools and processes are in place from the beginning.


The bigger the project, the more difficult it is to ensure every outcome is delivered on time. Unfortunately, the bigger the project, the higher the cost of delayed completion, making delays as much of a budget issue as a time issue. Projects that run over deadline tend to run over budget, and the larger the project, the more significant this becomes.


Using the right project management software can help project teams to both avoid and plan for delays. It is essential to put processes and communication channels in place that will allow everyone involved to know who to turn to, who to inform and how to reallocate resources quickly in the event of a potential delay. There are several things to do to enable your team to manage large and complex projects while also dealing with real and potential delays effectively.


Set realistic deadlines


Unrealistic deadlines are often an unacknowledged issue behind high profile project delays. Deadlines are important to guide the team towards their milestones in a timely matter, but constantly working towards unrealistic deadlines puts teams under excessive pressure, lowers morale and makes project delays inevitable.


When setting deadlines, project managers have a responsibility to their team. The team will work best when deadlines are designed to realistically fit with the actual work required and resources available, incorporating all relevant constraints and extenuating circumstances and reflecting all risks and priorities. In addition, those deadlines should be carefully defined and documented as part of the project definition process. The specific results needed, and the value being produced at each deadline should be clear in order to guide and motivate the team.  Importantly, those deadlines should be capable of being monitored and maintained by the project manager, incorporating changes to the project as they are approved and implemented.


Plan for delays


While project delays are seen by stakeholders as undesirable, they are common and, most project managers would admit, to be expected. When we talk of “unexpected” project delays, we generally mean not knowing when or why the delay would happen, not that there is surprise over the fact that something happened to delay the project.


Some delays are more predictable than others. Late delivery from outside sources or contractors, for example, can easily delay a project. Some delays are highly improbable and much more unpredictable. It is impossible, and undesirable, to factor every possible delay into a project schedule. Doing so would result in a project being deemed so time consuming and costly that it would never be approved.


Predictable delays can certainly be factored into the project by using a risk management plan. Less predictable delays may not be an established part of the documented risk management plan, but project teams can still do everything in their power to plan for the unexpected.


Expect the unexpected


Unforeseeable delays happen. Expect them to crop up even if you do not know what the source or timing of these delays will be. Factor in extra time, budget and resources to deal with the unexpected. Have contingency plans in place. Know which resources could be temporarily reallocated to the project if needed. Get familiar with team members skills and capabilities in case human resources need to be reallocated at short notice.


Monitor the project carefully and communicate often. Even unpredictable delays can sometimes be predicted shortly before they happen, giving the team extra days or hours to respond and cutting down on the length and cost of the delay.


Act fast to minimise damage


Once a delay is inevitable, act immediately to mitigate any damage. Acknowledge the missed deadline, take responsibility and calculate what it will mean for the project. The sooner this is done, the sooner the business case can be updated to reflect the new reality, and adjustments can be made to future deadlines to ensure everyone is aware of any changes to their own responsibilities. Resources can be reallocated and approvals sought for any budget extensions.


Inform appropriate stakeholders immediately. The way unexpected delays are managed can have a big impact on how the finished project is perceived. When high profile projects are delayed problems often stem from no one knowing who to turn to and who to inform.  All relevant stakeholders should be updated promptly. Who this is depends on the project but may include the project sponsor, steering committee, vendors and customers. Often, when a project experiences a few minor delays that are immediately communicated to stakeholders and incorporated into the schedule, the stakeholders will not perceive that the project completed late, even though the completion date was different from the one in the original business case. A project that experiences delays may still be perceived as successful as long as delays are well managed.


Verto project management software gives teams the tools they need to effectively manage project delays. To find out more, register for our  free 14 day trial or contact us at

How to evaluate projects and manage risk


How to evaluate projects and manage risk? Risk management goes hand in hand with project management. How smoothly a project runs will always factor on how well risk is identified, assessed and planned for. It is necessary to manage risk  effectively in order to avoid and reduce risks that pose a threat to project completion and success.  


Projects are liable to change throughout the project life cycle. For this reason, risk management should be an integrated and ongoing part of project management. You do not identify potential risks once, plan for them and then forget about risk. Evaluating new risks as the project is progressing should be one of the ongoing activities of the project manager. On a regular basis, the PM should be running through the following tasks. 


Identify risks 


Identifying and evaluating risks is a constant process. It requires complete honesty on the project manager’s part. There is no room for a ‘head in the sand’ approach to risk management. No matter how inconvenient a risk is, it needs to be acknowledged, and in evaluating risks, it is important to be honest again. It may be a small risk, but there is no sense in pretending that it is negligible when it is not. Correctly identifying and evaluating risks makes the next step easier. 


Document risks 


Well-documented risks make planning easier for the whole team. A risk log, listing and describing risks along with the predicted impact of the risk and the mitigating actions that could or should be taken is invaluable.   Everyone involved should be able to access and easily update this risk log. This allows the whole team to see at a glance not only what risks exist but also what can be done about them and what has already been done by other team members. 


Prioritise risks 


Not all risks are equal. In order to prioritise risks, the project manager needs to look at the impact the risk could have in terms of cost, time and the quality of the final deliverable. This needs to be assessed alongside another variable: how likely is it that the risk will actually occur? A risk that is very likely to occur but will have a very low impact may actually be assigned a lower priority than a less likely risk that would have a much bigger impact. 


Plan responses 


Every risk should be planned for. The plan should include what can be done to avoid the risk and what can be done to reduce its impact. Planning responses to risks will also help identify where time and resources should be spent within the risk management process. If the actions needed to avoid that big-impact, low-probability risk are minimal and cheap, then it may make sense to avoid that risk and accept or reduce the very low-impact, high-probability risk. Ongoing, well-documented risk management will often make the next action crystal clear to everyone involved. 


Verto provides a whole programme view so you can plan, assess risks and stay focused on project delivery.  Sign up for your 14 day free trial to check it out or email us at  for more information!

5 tips to help your organisation love your PMO


Your programme management office may be doing a valuable job, but not everyone in the organisation will appreciate it or even understand what it is.  Help your organisation love your PMO by making sure you are doing these key things.


Ask for feedback and respond


If the role of the PMO is misunderstood or unappreciated within the organisation there may be valid reasons.  Consider surveying staff from all departments to find out what their feelings toward the PMO are and why. Ask them what their challenges are when implementing projects.  Would they volunteer for project teams?  Could they recommend being on a project team to a colleague?


Be prepared for negative feedback and respond to it. Sometimes, improving what needs to be improved will radically alter other departments’ view of you and positively impact how well-received, well-implemented and efficient future projects are.


Keep it simple


Try to demystify the project management process so that it makes sense to others.  You can achieve this by simply using laymen’s terms. Avoid complicated project management terminology that others might see as jargon. By all means, use the terminology you all understand within the PMO.   Just make sure that when you communicate with other employees, you tailor your language, process and tools to be easily grasped by everyone across the organisation.


Add value and demonstrate it


The role of the PMO is to add value to the wider organisation. You know this, and your business case should specify exactly what value you are adding and how. However, the benefits you are providing may not be self-evident or may not be evident until the end of the project. Projects involve change, and most employees don’t like change. Focus on both the value you are adding to the organisation and demonstrating that added value to everyone across the organisation.


Serve the wider organisation


The PMO is a service function for the organisation, so live to serve.  Ask employees what they need from you, how you can help and if they have suggestions for new projects to be considered.  Sometimes, if your PMO is unpopular within the organisation, it’s because many employees only ever hear from you when you are chasing an action or deliverable that they are responsible for. Turn this around by constantly checking on what you can contribute as well.


Let your organisation’s values drive your actions


Get clear on the values of your organisation and integrate them into everything you do. This creates cooperation and cohesion throughout the entire organisation.. Plus it helps employees understand why you are taking the actions you are or requiring certain actions of them. If you can always tie project aims back to company values, it will be easier to demonstrate the benefits of each project.


The aim is to have everyone within the organisation on the same page. By implementing these tips, the PMO can become a valued and appreciated part of any organisation.


Verto brings together plans, people and processes in one place so your PMO can start to feel the love!  Contact us for a free trial or for more information email us at







3 ways to be an effective manager in an agile environment

Agile project management focuses on delivering project outcomes repeatedly and incrementally. It is a less rigid and regimented process than traditional project management, giving the project team more autonomy and flexibility.

Without the rigid framework of a traditional project management approach, agile teams need great tools in place. They need to communicate, collaborate and respond to each other’s needs. Agile environments rely on team members being motivated and well informed, and agile project managers need to trust in their team and exhibit behaviours of flexibility, collaboration and empowerment. So what makes a project manager effective in an agile environment?


Pay attention


Some people assume that agile management means as little project management as possible. In fact, in an agile environment, change happens fast, and the act of managing and accommodating that change requires the project manager to be attentive, disciplined and actively managing at all times. Agile PMs may be handing a lot of autonomy to their team members, but that does not mean they take a ‘hands off’ approach. On the contrary, they need to pay a lot of attention to what is going on within the team and coordinate it all.


Know your people


Great agile project managers get to know their team. Knowing the strengths and weaknesses of each team member helps in any project management situation, but in an agile environment where things change at short notice, knowing who has which skills and attributes is vital. Agile teams are generally more collaborative with responsive team members much readier to step up and take on ‘other duties as required’ than in a traditional project management setting.

Knowing who in your team needs extra support and coaching is also vital. Agile team members need to be motivated, self-disciplined and proactive. It is worth developing these attributes in team members who are missing them, as this will help an agile team work better. Lastly, great PMs in an agile environment will make sure team members know each other well. Good team building and facilitating a rapport between team members means that they also know the capabilities and special skills of their colleagues.


Use collective wisdom


Having a more collaborative team is only useful if everyone can contribute their best. Agile teams will be expected to make joint decisions, and to do that, it is necessary to have a process in place to share collective wisdom. A successful agile project manager will find a way to bring people together, encourage feedback and ideas and somehow aggregate diverse opinions to reach the best decision possible.

Agile project managers must find a way to benefit from wide-ranging feedback without getting too hung up on the need for consensus. It is the job of the agile PM to aggregate all the information and make a decision based on the collective wisdom of the team.

Project management may be different in an agile environment. It is, however, every bit as important as in a traditional setting.

Verto is a powerful way of pulling together project information and collaboration in one place, enabling you to work smart, be intuitive and deliver.  To see how we can help you contact our friendly team for a demo at or sign up for a free trial!

We Build Bots & TMI Partner With A Reseller Agreement

Multi award winning AI company We Build Bots (WBB Ltd.) partner with TMI Systems, the Public Sector specialists in Cloud based work collaboration and programme management with their flagship product Verto.


Since WBB Ltd. was founded in August 2017, the Cardiff based Start-Up has secured a 6 figure investment, become a Certified Oracle Cloud Partner, and  recognised G-Cloud supplier. They have also won multiple awards for innovation, and quadrupled the size of their team.

With national and global clients across the financial, automotive, public, utility, sports and third sectors, WBB Ltd. are seeing a rise in demand for their chatbot technology; ‘IntelAgent’ within Local Authorities across the UK –  new clients include Monmouthshire, Pembrokeshire and Carmarthenshire County Councils.  This increase in public sector interest has sparked the partnership TMI Systems.

Also G-Cloud accredited, TMI Systems have more than 10 years’ experience in providing the cloud based project management software ‘Verto’ which is used by over 60,000 users across over 120 public sector clients including Councils, NHS CCGs and STPs; Local Enterprise Partnerships and the emergency services.

With both businesses providing solutions to key challenges within the Public Sector, the Partnership provides an exciting opportunity for both parties. The partnership will begin 6th February 2019.

We’re delighted to be working with TMI a leading project management and collaboration provider, this will create synergies that are both complementary to our goals and serve both of our clients in the years to come.

-Paul Shepherd, CEO at We Build Bots

Working with We Build Bots is already adding value to our clients as Verto now uses WBB’s chatbot technology as part of our comprehensive support for all our users. We are delighted therefore to launch this partnership of Verto our leading project management and collaboration software with WBB’s award winning ‘IntelAgent’.

-Chris Wright, Managing Director at TMI Systems

Advancing sustainable collaboration across the public sector

Verto has teamed up with Shared Service Architecture (SSA) to combine our Cloud-based multi-agency project management systems with over 200 proven collaborative transformation tools and techniques.

What is Shared Service Architecture?

Shared Service Architecture (SSA) is a dynamic facilitation and teaching company focused on equipping politicians, board members, chief executives and senior managers in the public sector with the skills and knowledge to innovate and initiate successful shared service and collaborative transformation solutions.

What is Verto?

Verto is a Cloud-based work collaboration and programme management system with over 60,000 users across the UK. It replaces countless emails, spreadsheets and templates with a simple to use service that allows teams to share and keep everything in one place and report directly from the system.

The bringing together of SSA and Verto assets in one place will enable our clients to have real-time oversight and control over complex projects, enabling leaders to make better, more informed decisions that maximise leverage, address interdependencies and mitigate risks. Build the skills, capacity and confidence of your people to successfully deliver complex, multi-agency service transformation programmes.


To find out more about how Verto and Shared Service Architecture can help with collaboration and project management click here.

Verto: Supporting Integrated Care Systems at Eastern Cheshire CCG



Our case study on Eastern Cheshire CCG shows how Verto has improved digital collaboration by streamlining their processes and documentation, enabling a single view of programme information; this has simplified their reporting management systems, including instant visibility of its project performance and the ability to generate high-quality reports, including its Board Assurance Framework, with one click of a button. 

“Working with the Verto team has been brilliant – they have such a great ‘can do’ attitude. They are so responsive, listening to our ideas
and challenges and finding solutions so the system really works for us.  One of the key factors in choosing Verto was that it was in use at NHS West Cheshire CCG so we could see in detail how it was working and how good it was. West Cheshire were very impressed with the system and support.  In particular, we could see how using VertoGrid would enable us to run programmes and reports cross-oganisationally whilst retaining all the individual configuration of our own system. For us this was the best of both worlds and, combined with its ease of use and depth of functionality, it wasn’t a difficult decision”.

Adam McClure, PMO Manager for NHS Eastern Cheshire CCG

Read the full case study here


How a clear strategy will streamline your project delivery



The word strategy is in wide use in businesses and other organisations. The term is so common that it is easy to assume that everyone knows exactly what it means. In practice, however, many people confuse strategy with planning and sometimes with process. Planning and strategy are not the same concept. In fact, strategy is what needs to be in place before planning can begin.   Understanding the blend between strategy, planning and processes will streamline project delivery.





Planning involves decision-making, but strategy involves devising a framework that will guide how you make decisions. For this reason, strategy always comes before planning, and a clear strategy should make day-to-day planning and decision-making much easier. 


 Applying a strategic framework


A strategic framework should lay out a set of principles that guide both your daily decisions and long-term planning. This framework should include answers to these important questions: 


  • What value are you creating as an organisation? 
  • Who are you creating it for? 
  • What skills, resources and core capabilities do you need? 
  • How will you reach and communicate with your customers or end-users? 
  • What level of revenue or profit are you aiming for? 
  • What unique qualities or offerings set you apart from the competition? 


In short, strategy is an overview of what will move you from where you are to where you want to be. It is about what you want to achieve and what needs to be in place to achieve it. 


Develop your knowledge


Becoming knowledgeable about strategy helps guide the daily decision-making processes of your entire team. Once your strategic framework is in place, it can inform decisions on investments, hiring, product development, budgets, advertising and most other issues. Having a strategy can also help team members prioritise everything from major projects to small daily tasks. 


A clear strategy also lets your team members decide what not to do. If a plan, decision or process does not in any way support your clearly defined strategic framework, then it probably does not need done. Alternatively, it could need to be adapted so that it does contribute to your strategy. 


When everyone understands the strategic framework, autonomy increases, and decision-making is more streamlined. Often, much of the back-and-forth clarifications between managers, employees, departments and team members is due to a lack of understanding in regard to what the organisation is actually trying to achieve. Once everyone is clear on the answers to all the above questions, formulating plans becomes easier. Many decisions become more obvious, and some decisions practically make themselves. 




Strategy, planning and process are very different things, but they are all linked. A plan involves making a set of decisions based on a strategy. A process is a clearly defined way of doing a particular task. The strategic framework lays out the big picture of what needs done; the plan is the actual roadmap of how to do it and the process is the system that you have in place to implement what is in your plan.

To find out how Verto project management software can help with implementing strategy, planning and processes, sign up for your 14 day free trial .