Why the dashboard is a project lifesaver

work management dashboard lets you see everything in one place

Project dashboards are your go-to hub to see everything that’s going on with your projects.  They are nothing short of a project lifesaver.  They make sure that you are one step ahead of struggling projects. 

It's simple - by flagging those issues that need your attention quickly, it helps you prioritise your time and effort and keep your projects on track.   Verto’s dashboard gives you a live, interactive picture of everything you need to know in an easily digestible way.

 

A place for all of the information relevant to you and your projects ....

 

Team members, stakeholders, funding, budgets, tasks, milestones, and progress to date, you name it,  the Verto project dashboard can be as detailed or high level as you like.   You can customise it to display exactly the information you need, in a way that is relevant to your organisation. So you can create fields that not only display meaningful data but also describe that data in a way that is in keeping with your existing practices and workflows. This means that there is no need to re-train using technical language, and Verto will enable you to continue to operate within a familiar framework. You can specify what information is displayed for your projects, meaning that every aspect is highly relevant to your team and their projects.

 

Highlight important information

Get instant, up to date information on the details that matter most to your project in customised tiles. For example, you could create tiles to display financial data, task status, risk profile and other items that you need to monitor.  You can instantly see which projects are at risk using the RAG (red, amber, green) matrix so you can quickly and easily spot projects in trouble.

 

A single hub for information

Verto replaces all your separate systems by capturing your data in a centralised hub. You will no longer have to juggle emails, Excel spreadsheets, Word documents and project plans. You can easily retrieve the messages and information you need in the project view, and you can share information easily in real-time with your internal project team members and stakeholders.

 

See everything that's gone before

Verto records every change made to the project on a timeline. You can review any changes made and revert them to their previous versions if necessary, making management of your information very flexible and secure.  What this gives you is great business continuity.  So, if you've got people on leave, new starters or need decisions made quickly, it's very easy to track what's gone on before in the lifetime of the project.

 

Easily co-ordinate the project team

Verto’s scheduler provides a calendar view of all the work across your projects. This feature helps coordinate the schedules of all team members, giving everyone visibility of key tasks and activities, including milestones. This feature is especially useful where you need to prioritise activities and understand exactly where resources need to be positioned.

 

A birds eye network view

Verto’s network map feature lets you easily view all dependencies between your project and another. For example, one of your main milestones might not be able to be completed until another project has finished. In Verto, you can link the specific milestone across projects, programmes and portfolios. The link will then take you directly to the item it references, making the whole process intuitive and giving you information at the click of a button.

Using the network view, you can assess the impact of interconnecting activities on of your project. You can create dependencies based on any of your project elements, for example connecting a benefit to a risk, so you can assess the impact of decision making.

Verto allows you to connect these dependencies across multiple projects, meaning your project planning benefits from dynamic information and collaboration.  Better still

The network map shows these connections in an interactive spider diagram where you can dig into the detail if needed.

Using Verto makes collaboration more straightforward and more efficient, helping you eliminate a lot of the potential bottlenecks in bringing your project to a successful conclusion. Try our 30 day Free Trial and see how Verto can support your organisation or contact us for a chat and a demo.


a road marked with two sprint tracks denotes project roadmap and governnance

A road map for your project's success - A Guide to PM governance

 

 

running race track with two sprint lanes to show on projects on track

Whether your project is big or small, you know that you need to devote both time and resources to give it the best chance of a successful conclusion. Sometimes a project is not successful, even when you have a skilled project manager and a dedicated team working on it.

But, having good project governance in place can improve your chances of getting your project over the line. This systematic approach to project management can have a significant impact on how successfully your project proceeds.

 

 

Project governance defined

Project governance consists of the processes, policies, procedures, standards and guidelines that shape how your organisation leads, runs and controls projects. It provides your organisation with a framework that ensures accountability and alignment between your project team, your organisation’s senior management and your project’s stakeholders.

Project governance gives you a framework for deciding which projects to undertake. It gives you an understanding of how the project will be structured, and the information and teams required to fulfil the project scope.  This can also help you understand when a project is not going to plan, what needs to be changed or even if the project should be closed altogether. Project governance will also help you to complete projects on time and on budget by fostering collaboration with stakeholders to facilitate effective decision-making. Your focus when making key decisions should be on how both decisions shape the project and in which direction the project will go.

Many larger organisations have a function that is responsible for program governance and formalises the process within the organisation. However, many companies may need to pull together a team from around their organisation, some of whom have no formal PM experience. Regardless of the internal organisation, it is essential that the project has a structured approach so that it can be monitored and measured.

 

The importance of project governance

 

Of course, your key stakeholders want to see that you’re spending the budget for the project in line with the project’s agreed objectives. They also want to validate that you are tracking the progress of the project effectively and that you are evaluating and managing project risk by intervening to make changes when necessary.

If you are in the public sector, good project governance can also require effective interaction with government regulatory agencies. In many cases, these agencies can require that your project meets certain standards and that you can document your project operates following the specific regulations and guidance for your operations.

Effective project governance also assists you to:

  • Get initial buy-in for your project from stakeholders
  • Communicate and collaborate with all parties involved more effectively
  • Introduce standardisation across all your projects, making it simpler to compare their performance and help you become more efficient on future projects
  • Develop and motivate your staff in a structured environment, making your team work more efficiently and effectively.

Project governance activities

 

Now that you have a definition of project governance and an understanding of why it’s important, here are some of the activities that show proper project governance at work.

 

Decision-making process

 

In an ideal world, your organisation would have a well-defined project decision-making process in place that includes defined approval points where the team discusses the viability of the project and decides whether the project should proceed any further. Before the project begins, the project leaders need to reach a clear consensus on how to recognise, classify and deal with the risk that might occur during the life of the project. Projects have clear, quantifiable reasons for being considered for approval and have data available to allow your project management team to make informed decisions about the viability of the project.  It is crucial that decisions are documented and communicated to everyone involved.

 

Project teams

 

Ideally, project management teams consist of people who have relevant experience and are qualified to take on their assigned roles, and the project manager is responsible for determining who does what, and the levels responsibility and accountability. Putting processes and procedures in place allows project teams to evaluate the project on an ongoing basis and document the need for additional resources as and when they are needed. An objective evaluation of the team's performance and discussions around the lessons you’ve learned in an environment that doesn’t point the finger allows lessons to be carried on to future projects.

 

Meetings and reporting

 

Communicating information is essential, and you will need to establish the proper balance between generating reports and having meetings. The complexity of the project and the types of issues that need resolution will set the requirement for the report/meeting mix.  It's important to let everyone know how and when they will receive information updates on the project.

Stakeholder engagement. Identifying all the stakeholders involved in your project is crucial to understanding the environment in which your project operates. Stakeholders can have either a positive or negative impact on your project, and if you neglect to include an important stakeholder in the planning process, they could use their influence to disrupt your project.

 

Stakeholder communication

 

After you identify your stakeholders, you need to develop a plan to communicate with them and get the right information to the right people. Your communication plan should specify the manner in which you will share relevant messages with your stakeholders to ensure they understand how the project is proceeding and be aware of any unexpected issues that have developed.

 

Stakeholder assurance

 

The easiest way to keep your stakeholders having a favourable view of the project is to assure them that the project is on schedule and on budget is to send regular reports to update them. This information gives them the checks and balance they need for assurance that the project is heading in the right direction. The data will show them if there are any significant changes from the project outline you agreed at the start of the project.

If you take the view that the primary objective of project governance is to make sure that project activities are carried out correctly, you can see how project governance links to the overall management of your organisation in terms of financial performance and risk.

 

Improve project governance with Verto

 

Verto can provide you with work collaboration and project management software that helps the project management office and stakeholders interact more efficiently and improves project control.

Our cloud-based software provides dashboard status and reports as well as document storage and sharing. Get in touch with us, follow us on LinkedIn and chat with us on Twitter to learn more about our ideas and software.  


person looks at book with diagram of project lifecycle

. person looks at book with diagram of project cycle

 

Whether you are responsible for developing a new office building or updating your information system (maybe even planning a family holiday), you need to have a process in place to get you from the beginning to the end of your project successfully. This process is called the project management (PM) lifecycle. Typically, it consists of four steps: project initiation, project planning, project execution and project closure.

 

1. Project initiation — Get the ball rolling

It’s tough to define each of these stages in terms of their importance, but you can make a solid case for project initiation being the most important within the PM lifecycle!

In this step, you are developing the need for your project and defining the scope of it. Key data points include defining the project’s purpose, the vision and mission, identifying stakeholders and understanding how the project affects them, along with many more.

In simpler terms, it’s useful to think of the PM lifecycle as planning your family holiday — your mission is determining where you want to go, your stakeholders are your family members, and your income and savings determine your budget.

 

2. Project planning — Decide on the most efficient way to get to your goal

Project planning defines the overall approach you will take in tackling the project (strategic planning) and fleshing out the specific tasks to accomplish it (implementation planning).

Going back to the family holiday analogy, strategic planning is determining how you want to get to your destination. Flying and driving are potential options, as is taking a cruise. You can probably rule out walking early in the planning process…

If you decide on driving to your destination, Implementation planning would consist of planning your route, deciding how long you want to drive each day and identifying where you want to stay when you stop at the end of the day.

 

3. Project execution — Execute the plan

In this stage, you carry out all the tasks you planned in the previous step. Your role as a project manager would be to ensure that you and your team carry out the tasks in an organised, logical manner, keep track of your expenditures versus your budget and adjust your plans if you encounter unexpected difficulties.

Relating this to driving on your family holiday, you need to stick to your route (so no unplanned shopping excursions that take you miles off course!).

 

4. Project closure — Evaluation is key to the success of future projects

In this final stage, you evaluate how successful you were in meeting your project’s objectives and document any lessons learnt that will help you execute future projects. Learning from our mistakes is one of the most valuable skills in life and is especially applicable in project management.

At Verto, we can provide you with work collaboration and project management software that helps the project management office (PMO) and stakeholders interact more efficiently and improves project control, giving you an edge in all four of these stages.

Our cloud-based software provides dashboard status and reports as well as document storage and sharing. Stay in touch with us, follow us on LinkedIn and chat with us on Twitter to learn more about our ideas and software.

Black and white image HM Gov G-Cloud 11 supplier logo

We're on on G-Cloud 11

Black and white image HM Gov G-Cloud 11 supplier logo

 

Verto has been a supporter of G-Cloud since its inception and uses each iteration to introduce new and improved services in response to the changing needs of the UK public sector.

 

We've gone further...

 

For G-Cloud 11, Verto has gone further than ever before.  By introducing Verto Plus, an easy to use, out of the box work management solution designed to help both experienced and new project managers, Verto now provides everything an organisation needs to effectively manage its capital and revenue programmes.

 

But that's not all, Verto’s new powerful dashboard, integrations including popular work tool Slack, and chatbot help function continue to drive innovation and ways to enhance existing users’ experience.

 

To see how Verto can help your organisation plan, collaborate and track benefits using cloud technology, contact us for a demo or sign up for a 30 day free trial.


Shed with written words room to grow to show stakeholders engaging with innovation and change

The business of innovation: how can project managers make sure stakeholders embrace change?

We explore how innovation can cause concerns amongst key stakeholders, and how your approach can manage these challenges and potential roadblocks.

 

Keep your cool

It can sometimes seem like everyone is in the business of innovation,  and project managers are increasingly under pressure to embrace the trend. One of the keys to successfully managing an innovative project is to try and maintain your cool.  Not something that is always easy in light of the many differing ideas and opinions that come from stakeholders who are either participating in the project or who are affected by it.   One of the first steps you should be taking is to identify these stakeholders, and have an effective system in place to be engaging with them and address any concerns they may have about the project.

 

Hold on for a bumpy ride

Brian Uzzi, the Richard L. Thomas Professor of Leadership and Organizational Change at Northwestern’s Kellogg School of Management in Evanston, Illinois, points out in an article in the Harvard Business Review that innovative projects can be challenging – especially in regards to finding new ideas.

Uzzi proposes several steps when dealing with the challenges that the politics of innovation create. Firstly, anticipate that there will be resistance to the project (my fortune teller told me it was a bad idea!) and plan to deal with it early in the project management lifecycle. By identifying potential points of resistance early on, you can show how the benefits of the project can outweigh the concerns stakeholders may have.

 

Innovation requires allocation and deployment of organisational resources… without definite proof of future returns."

 

Build Trust

Politics can mask the real concerns that stakeholders have but there are plenty of opportunities to remedy these issues, as Uzzi points out: “Innovation requires allocation and deployment of organisational resources… without definite proof of future returns. This ambiguity allows politics to enter into the choice process, as people attempt to influence decision-makers toward favouring innovations that advance their individual interests.”  In short, innovation can be a gamble and people have a vested interest in backing their own horses.

Try to  develop enough trust with your stakeholders to get them to reveal their true concerns about the project looking.  How? Well, for starters by looking after them  - simple things like food and beverages at meetings through to fostering transparency, collecting and sharing information and data, mean you can then start working to gather and present data that addresses the real issues and start moving forward.

 

Be prepared to pilot your idea

 

Uzzi continues this topic and alludes to the dilemma that occurs when workers are trying to implement a new idea: “People won’t support an idea without sufficient evidence it works, but securing data-based evidence of an idea’s effectiveness requires launching it in some form.”

 

“People won’t support an idea without sufficient evidence it works, but securing data-based evidence of an idea’s effectiveness requires launching it in some form.”

Overcoming the internal politics can be one of the most challenging project management techniques, sometimes even more so than developing the project concept itself!

If you’re looking for a helping-hand throughout a project, Verto’s cloud-based management software can help stakeholders work together with the project management team, as both parties can access the software to view the latest project reports, provide updates and communicate with each other.

It takes a lot of work to effectively engage stakeholders for the long-term as a project progresses, but Verto can help simplify the process for you. Like what we’ve got to say? Why not follow us on Twitter and LinkedIn as well.


How to improve your stakeholder engagement

lego people showing stakeholder engagement in public meeting outside lego building

 

These days stakeholder engagement is an important part of almost all projects.  Because when you engage with your stakeholders, and you do it well, it can have a significant positive impact on your whole project.  And, of course, the reverse is true when your stakeholder engagement doesn't go well, so it's critical you try and engage with your stakeholders as well as possible.

 

 

Before you start, it’s important to be clear about who your stakeholders are and what you mean by engagement.

Who are your stakeholders?

A stakeholder is any person or organisation with an interest or concern in your project.

Your project may affect them, and they may also influence it.

This means you can have a very diverse mix of stakeholders.

What do you mean by engagement?

Just as you can have a diverse mix of stakeholders, so you will engage with them in a variety of ways. However, whichever method you use, you will have the same aim: to establish a meaningful connection that allows your stakeholders to hear about, comment on and become involved in your project.

At the start of your project you need to find out who your stakeholders are and engage with them all.  You also need to be clear about why you want or need to engage with your different stakeholders. Ask what can they bring to your project and what is your responsibility to them?

It’s likely you’ll need to engage with a broad mix of organisations and individuals who will have different interests, motivations and may approach the project from very different backgrounds. All this will affect the way in which you choose to engage with them. For example, you’re not going to report back to a local user group in the same way that you’ll send your annual report to a national body such as NHS England or the Department for Communities and Local Government.

To help you engage well with all your stakeholders, have a look at our nine top tips.

1. Be timely

Start your project with some form of engagement activity. It will help shape everything else you do and let people know from the start that you are serious about listening to and working with them.

2. Be relevant

Don’t send everything to all your stakeholders. Because of their different interests and roles, they’ll want and need different information at different times and in different formats. One of the key ways you can help people stay actively engaged is to send them the right information at the right time.

Think about what your different stakeholders need. Some will simply need to be informed through, for example, an annual report, but won’t be directly involved in the project or its activities. Others will also be your partners in delivering a project and you will need to collaborate with them throughout the lifetime of the project. Others will be somewhere in the middle and you will need to ask their views, listen to them and share information with them at regular intervals. But they won’t be involved in or need to be updated on everything.

3. Be flexible

You want to involve as many of your stakeholders as you can. This means using as many methods as possible to help different people engage with you.  Some stakeholders will readily engage with technology  - this is true of many more people as technology such as mobile devices and virtual assistants such as Siri and Alexa become a standard part of our lives.  For others, different methods of engagement will be needed.

For example, some people will be happy speaking up in a meeting while others will prefer to fill out an online questionnaire in private. Some people will need help from others so they can engage. And different groups of people will find it easier to attend meetings and events at different times of day.

4. Listen

It’s more important that you listen to your stakeholders than talk to them. You want them to help inform and shape your project and the only way they can meaningfully do this is if you listen to what they have to say. That doesn’t mean you act on everything everyone says, but it does mean everyone gets a fair hearing and a chance to share their point of view.

Which leads us nicely on to…

5. Feedback

It’s vital you provide feedback to your stakeholders. The outcome of a decision or the final shape of your projects many not be what they were hoping for. But this will be easier to accept if you explain why.

6. Be honest

Different stakeholders may have different opinions about what success means for them.

So from the start you need to be clear about the limits of what your project can achieve, how quickly any change can come about and who else needs to be involved.

Change often takes longer than people hope for, but if they have realistic expectations from the start they are more likely to stay positively engaged.

7. Involve your whole team 

Don’t assign your stakeholder engagement to one person and leave it all to them. Although you need someone to lead and guide the process, everyone can and should be involved and aware of the part they play. You all have a responsibility to listen to and share information with your stakeholders.

8. Keep in touch

Keep everyone updated regularly so they know you are still working on the project and can see its progress. Knowing what’s going on will help people stay positively engaged.

9. Monitor stakeholder engagement

Be proactive. Monitor who is engaging with your project, when and how. If people who were engaged become less so, get in touch with them and find out why. Ask what you can do to re-engage them.

How Verto makes it easier for you to engage with your stakeholders  

Verto helps different stakeholders work together. Anyone with access to the system can see the most up-to-date project reports, update information themselves and communicate with the other partners who use Verto.

This means everyone has direct access to the latest information, can clearly see what’s going on and can use Verto’s instant messaging tool to communicate quickly and easily with each other.

Long-lasting, effective stakeholder engagement is hard work. As with all your project management, Verto makes it easier for you.

To find out more about how Verto can help with your stakeholder engagement please call us on 0118 334 6200 message us or sign up for a 30 day free trial!


Ever wish for project management reports with just one click?

silhouetted woman with fist in the air to show success with reports and work management

Ever had a job like this?

Rebecca is the programme manager at Beckstead County Council (BCC). She oversees 53 projects that are delivered through the eight departments of BCC.  Add to that, another seven partnerships the council is a member of.

As part of her job, Rebecca has to provide reports on these projects at regular weekly, monthly, quarterly and annual intervals. On occasion, she also has to produce reports for specific council and partnership meetings.

The reports are read by people from a wide range of organisations that work at different levels, from national through to local interest group level.

As the reports serve different purposes for different audiences, the information they contain and the way in which it’s presented also needs to be different.

Time is a precious resource.

While Rebecca oversees the projects and has responsibility for compiling all the reports, different departments and organisations deliver the projects. This means information is in different places and there are wide differences in how it’s recorded, costs are calculated and outcomes are measured. This makes it very hard to interpret project data, make comparisons and reconcile spend with budgets.

As you can see, Rebecca’s job is no easy task. She has to compile the reports manually, which takes up a significant amount of her time and means the reports are never completely up to date. She’d also like to spend more time doing other, equally important things. For example, Rebecca would like to identify where projects overlap and how they can work together more. She knows this would help make significant savings that the council and its partners could then invest in other work.

If only...

If only Rebecca had an easier way to compile her reports.

If only Rebecca had Verto.

Her job would be so much more productive.

So, while hard-pressed Rebecca and the stretched BCC are fictitious, the problems they face are all too real.

Happily, Verto is real too. With Verto as your online project management system, you can:

  • Standardise how you record project data
  • Make comparisons and manage the relationships between your projects
  • Build your reports to include meaningful information you and your stakeholder need
  • Develop more detailed reporting and more proactively manage risk
  • Produce real time reports at the click of a button
  • Quickly and easily share your reports with project stakeholders

To find out more about how Verto can help with your project management reports please call us on 0118 334 6200, message us or sign up for a free 30 day trial!


person screams into a plastic bag to denote fear and hatred of what we dont understand

Five ways work management tools build transformational culture  

“People fear what they don’t understand and hate what they can’t conquer.”    

The most successful organisations are those that embrace change and constantly move forward. Building a transformational culture within your organisation is key to progress, growth and innovation. It is not easy, however. It relies on the entire workforce not only understanding what needs to change, but also easily seeing how that change can be implemented and the benefits that will result. 

We look at five ways in which work management tools can play a vital role in building a transformational culture.

 

 

 

1. Organisation 

 

Cloud based work management systems can organise information, providing a complete overview of a project. This gives everyone involved a clear picture, along with data that can be used to evaluate what’s working and what’s not. They give a team the chance to track a project in real time and adapt as the project progresses so that time, resources, enthusiasm and momentum are not wasted. 

 

2. Consolidation 

 

A big advantage of work management systems is the potential for consolidation. Most importantly, the right system brings all the moving parts of a project together.  A dynamic space that is always up to date. Knowing where your information is can be key to understanding where your organisation is on the transformational journey. Being able to access all project data and communications in one place pulls disparate details together, enabling teams to connect the dots and see how change is positively impacting the organisation. This can help to cement confidence in the transformation process. 

 

3. Visibility  

 

Having up-to-date, visual information helps encourage understanding and buy-in when it comes to the process of transformation. This is particularly important for project sponsors, who can use software to assess how the lever of strategy relates to transformation programmes, which are effectively the cogs attached to the lever. One-touch reporting means that change can be monitored in real time. Each new update changes the overall picture, building a visual representation of how each small step is moving the organisation towards the desired change. 

 

4. Learning  

 

Work management output information makes using data analysis as a learning tool simple and intuitive. In order to make good decisions and learn from the project management process, the whole team needs to understand what worked well, why things went wrong, and how threats and opportunities were dealt with along the way. It is not easy to utilise this information while the project is in progress, unless there is a central system where all relevant data can be accessed, in real time, by everyone involved. 

 

5. Evaluation  

 

Project evaluation is key to building a transformational culture. The project wrap-up process, and retrospective analysis, can contribute to a continuous learning culture that underpins transformation. Project management software provides a ready-made system, storing all the data needed to put together a useful evaluation on which to build future change. 

 

Verto software can help you build and  embrace transformational momentum. To find out more, contact us at info@vertocloud.com  register for our 30 day free trial!

 


How work management tools support place based systems of care

shows painted hands joined together to form picture of heart to denote care

One of the big recent policy developments in health and social care is the push to form Integrated Care Systems (ICS). 

The BMA  helpfully explains ICS's as place based systems of care that bring together NHS, local authority, and third sector bodies to take on collective responsibility for the resources and health of the population of a defined area, with the aim of delivering better, more integrated care for patients. So, how can work management tools support  ICS's to deliver place based systems of care?

 

 

The plan.

Firstly, the name says it all. Integration. The bringing together of things. Combining, unification, blending, meshing. Whichever way you look at it, the title is giving a clear steer as to what is envisioned and it's definitely not a silo mentality of split responsibility, duplication or mystification.

Integrated care systems focus on collaborating to set strategy, finance, workforce planning, and agree overall levels of integration. Information sharing and joined up working across such key strategic areas requires the artful management  and sharing of information so that ICS's can break down barriers between services, support doctors to collaborate, and facilitate the move towards a model of co-operation over competition.

 

In real life ....

 

So let's step back from this a moment and think about our own practical experience of how these things often happen in reality. Cross organisational working often gets bogged down in the sheer snowstorm of admin. Emails that get lost, buried or remain unread. Spreadsheets and documents that have no clear version control or management process. Reports that horrifyingly have to be created manually from multiple sources. Management teams trying to make decisions based on out of date information that doesn't provide clarity.  It's quite possible to see why things just sometimes grind to a halt.

 

Manage the work and the information.

 

Verto is a clever  cloud based work management platform that allows different organisations to robustly manage the cross-organisational projects involved in moving towards an Integrated Care System. Verto provides a birds-eye -view, single version of the truth. It brings together planning, tasks, risks, resource management, information sharing, conversations and project performance monitoring all under one roof.  In essence it provides a hub for all of the information needed to make a plan, operationalise the plan, resource the plan, and monitor, report and manage the plan.

 

Recently, Verto has been working with Eastern Cheshire Clinical Commissioning Group (CCG) as it moves forward with establishing a single commissioner and two Integrated Care Partnerships.  With over a decade of experience in working with the healthcare sector to improve project tracking and outcomes, Verto was chosen as the tool to allow the Eastern Cheshire to get the most out of it's collaborative working across all four CCG's in the locality.

The CCG recognised that it needed a Cloud-based approach for its programme and project management in order to deliver:

  • Ease of use
  • Collaborative working
  • Version control and visibility of updates
  • Easy and accurate reporting to enable planning with confidence and deliver efficiency savings

Using technology and data is such a staple and standardised part of everyday life now.  Clever technology is woven in to our everyday experience from television to transport.   These advances are filtering into the healthcare space - some will deliver front line benefits to patients and care receivers.  Others such as work management exist in the background to facilitiate the logistics of deploying transformational ways of working.

 

The bigger picture.

 

Understanding of priorities and a plan for engagement and implementation is vital for digital policies to succeed and this comes down to communication, information sharing and visibility.  A recent report by the Nuffield Trust identified a fragmented approach to communication and engagement between national policy makers and NHS providers as a barrier to digitisation (arguably, modernisation) of healthcare.  As is often the case, it comes down to understanding  - nationally, policy makers want standardisation while local providers seek flexibility.  Work management systems such as Verto can provide the link between locally considered priorities and visible, measurable implementation plans.

 

One thing's for certain, it's a complex landscape.  The divergent organisations involved in providing place based systems of care operate against a backdrop of very different systems of governance, accountability, finance and culture. Bringing them together in order to provide the long term care needs of the population is a challenge. Shared, trusted information and data will be a key ingredient to fostering collaboration but also as a tool for collecting data to understand and evaluate impact, look at changes and feed into long term planning.  This will be vital to a progressively evolving care planning system.

To learn more about Verto can support your organisation to deliver place based systems of care, visit us at www.vertocloud.co.uk or contact us for a conversation.


Want to use Verto and Slack? We've got that covered

Want to use Verto and Slack? We’ve got that covered

We've brought Verto and Slack together so you can get the best of both.

Verto is a pretty amazing work management and collaboration tool.  But say you’ve already got your team using Slack?  They no doubt like the cool retro coloured interface plus the fact that it’s pretty slick at what it does best – instant messaging and simple communication.  It’s great for conversations.

Yet beyond this, there’s more in depth work and projects to be managed.  Projects that need a clear governance and approvals process, tracking, risk management, reporting, the stuff Verto does really well.

The good news is that Verto works seamlessly with Slack so you can:

 

  • Link your Slack and Verto accounts together
  • Manage your Verto approvals from Slack without needing to log in to Verto
  • Add projects, tasks, risks and issues to Verto from Slack
  • Link channels to Verto projects and retrieve and publish project information to the channel
  • Receive notifications in Slack when there is activity relevant to you in Verto. For example, say you are heavily invested in Project X staying on schedule.  You can set up a change notification on that project so that Verto will ping you a message to let you know if anything changes so you’re bang up to speed.
  • Check on your Verto work assignments in Slack
  • Go straight to an individual project in Verto from Slack

We haven’t stopped there.  You’ll be able to push your Slack conversations into Verto projects, pull files and PDF reports from Verto and add them to the Slack document store.  You’ll also see in Verto which of your projects are linked to Slack so you can manage your Slack link from Verto.

We think that bringing Slack and Verto together is a smart move and one that will enable you to plan, collaborate and deliver like never before.

To find out more about how Verto can help you stay on top of your work sign up for a free trial  or get in touch with us at info@vertocloud.com