A guide to successfully tracking benefits for your programme.

A guide to successfully tracking benefits for your programme.

Benefits realisation allows organisations to plan, manage and monitor how time, effort and resources are invested into making desirable changes within the organisation. It is an essential part of project management, which invariably involves change for the better through a clearly defined, results-focused process.

Planning for benefits realisation, however, involves a lot more than identifying which benefits should be delivered and to whom. You also need a clear timeline, a plan for implementation, and a way to assess how well your actual results match up to the outcomes you planned for.

infographic explaining the benefit management process

The process:

  • Identify benefits.
  • Define in detail what each benefit will entail.
  • Assign dates for the delivery of the benefits.
  • Detail the necessary implementation procedures to ensure that benefits are delivered in full.
  • Plan for change management as the processes to deliver new benefits are implemented.
  • Track progress at every stage of the project lifecycle.
  • Develop methodologies to compare actual outcomes to planned outcomes.


Benefits realisation generally involves a complex process that can, of course, be made easier by the right project management tools. A significant number of changes implemented by public sector organisations come under harsh criticism for not actually achieving the benefits that they aimed to deliver. This can often be due to a lack of benefits management, or sometimes a lack of any robust project management methodology at all.

Identifying benefits


Identifying the benefits that you’re aiming for is the first step. Ensuring that those benefits are well defined and quantifiable is the only way to know for sure whether you delivered them or not. You may also be identifying and monitoring benefits that are not quantifiable but are observable and measurable. Let’s look at each of those in turn.

Quantifiable benefits are benefits that can be forecast and measured. They are often financial, such as a specific amount of money that can be saved (particularly in the not-for-profit sector) or made (more commonly in for-profit organisations). They may also be quantifiable in some other way, such as cutting waiting times in a healthcare setting or improving exam results in educational facilities.

When it comes to justifying a particular project, quantifiable benefits can be fundamental in persuading stakeholders of the project’s importance. They can be defined in advance and accurately tracked at each stage of the project life cycle. It’s vital, of course, to establish a baseline by which benefits will be measured, and then capture all data relevant to the benefit. Omitting data related to outcomes is where project analysis often goes very wrong!

Measuring Benefits


Observable benefits are those that may not be easy to measure objectively but can undoubtedly be assessed by experienced observers. These can include things such as staff morale, ethical standing within the community, and satisfaction levels among end-users of your service. These benefits can be incorporated into your objectives for your projects, and you may devise methods to assess them, but defining their success will rely primarily on observation.

Measurable benefits are those that can be objectively measured but not easily forecast. You can identify these benefits, but they can’t be incorporated into the outcomes that you are working towards as they can’t be predicted. Monitoring them, however, can be useful for future projects. Measurable benefits can be particularly valuable for pilot projects. Not sure if a change to your inventory system or a customer service initiative will make things better or worse? It can be implemented in one office or department and expanded (or ditched) depending on what your project analysis suggests regarding measurable benefits.

Mapping benefits to organisational goals


Excellent project management techniques will allow you to map benefits to overall organisational goals. Benefit realisation rarely serves just one purpose. Customer satisfaction is linked to customer retention. Employee morale is related to productivity levels. Patient experience is connected to public trust, complaints processing and even crisis management budgets.

Innovative, solution-based project management techniques allow organisations to link the desired benefits of any given project to the overall goals of their organisation, and assess how these two elements are moving forward together (or not) at each review point throughout the project life cycle.

Direct and indirect benefits


In every project, there will be direct and indirect benefits, which is why monitoring the non-quantifiable aspects of your project is essential. Indirect benefits include those intangible benefits that can’t be easily tracked, such as reputation, image and ethical standing in the community. Many organisations use a system of benefit estimation to assess the indirect benefits of a project, along with the more tangible direct benefits.

To track and measure the indirect benefits of a programme it is essential to observe and monitor every aspect of change that occurs within a system as a project progresses. Including both direct and indirect benefits in the final analysis of any benefit-driven organisational change creates a fuller and more valuable assessment on which to base future projects. It can allow potential change-makers to justify future plans that will potentially create indirect benefits.

Benefits framework


To make expectations clear during the project management process, it’s useful to define a benefits realisation framework. A benefits framework allows organisations to identify, deliver, analyse and sustain the benefits associated with any particular project that they implement. The framework must be driven by the strategic planning process of the organisation and, to be effective, it must become standard practice throughout the project life cycle.

A benefits framework will lay out best practices, processes and techniques to be followed throughout the transition (and beyond, to sustain the value from changes). Most importantly, the framework will present the benefits not as a random list but as a web of interrelated objectives, creating a clear picture of where the achievement of a particular benefit is dependent on the realisation of another.

Solution-based project management software is a valuable piece of the puzzle when trying to implement benefits-driven change.

6 reasons great followers become great leaders

lifeguards in circle on showing followers akin to leader


Being a great leader has a surprising amount in common with being a good follower. Whether you are leading a business, a project or a revolution, excellent leadership qualities will often develop from skills that you learned earlier in your career, often while following a great leader.  If you want to know where to start to become a great leader, begin from the knowledge that great followers become great leaders.




There is a great deal of crossover in the skills required of those leading a team, and the team members themselves. This is obvious in many project management scenarios, where both the project manager and the team members need to show openness, responsiveness, flexibility and excellent communication skills. There are several qualities of good followers that allow them to develop into inspirational leaders.


1. Good followers understand their role.


They know exactly where they fit in and how best they can benefit their team. Good leaders are similar. The best leaders understand their role as leader, and recognise exactly where they can step in to support their team, make tasks easier, and move the whole team closer to their objectives.


2. Good followers listen.


No team can move successfully towards their objectives unless team members are listening to and following instructions. However, listening is also a leadership skill. If anything, listening becomes more important when you are in charge of a project or programme where you will be receiving lots of feedback from different team members, staff and other stakeholders. Good leaders listen, process information and respond accordingly, using multiple sources of feedback to keep their projects moving forwards.


3. Good followers serve others.


Within a team working towards a common goal, it is sometimes necessary to step up and do what needs to be done to support other team members. This is another “following” skill that is even more vital in leaders. The leader has a better overall view of a project and should be the first to step in and help when something changes and someone requires extra help or support.


4. Good followers are humble.


They make their leader look good. And good leaders? They make their team look great. Humility allows leaders to step back and shine a light on others, give credit where credit is due, and make the whole team proud of their individual and collective achievements.


5. Good followers are loyal.


They don’t criticise their leader or their project in public. They are able, of course, to disagree, debate and put forth alternative suggestions in private, but the world will see a united front. Great leaders do their team the same courtesy. Negative feedback happens in private, and with the sole aim of reaching a solution.


6. Good followers grow into good leaders.


It is easy to think in either/or terms when it comes to leaders and followers, but in practice, most leaders grow into their roles over time. Being a member of a successful team is excellent training for future leaders. Often, it is only by observing how things work from the inside that we truly appreciate what it takes to lead a project or programme to a successful outcome.


To discover how Verto gives you more management information at your fingertips contact us for a demo or sign up for a free 30 day trial.

5 ways to streamline project approvals


swimmer in pool to illustrate streamline approvals


Few things bring a project to a grinding, if temporary, halt quite as fast as a badly-managed approval process. Streamlining the approval process can keep a project flowing smoothly from one stage to the next. To do this, it is necessary to put systems in place that allow approvers to make fast, contextually informed decisions.




1. Consult the right people


Decision authority is the first thing to streamline. Too many organisations have too many people or functions involved in the decision-making process.

This gives veto power, or the power to delay the project with unnecessary queries, to the wrong people. Some people or departments are consulted for no reason, other than that is the way things have always been done. In this way some projects are just 'delayed to death'.  Ensure that decision authority is only given to the decision-makers whose input is really necessary.


2. Ask the right questions


The successful project manager knows how and when to communicate by asking the right questions at the right time.   Project processes are rarely standalone events but crisscross each other, with many interdependencies throughout the life of a project.


When it comes to capital expenditure decisions, there are three vital questions to answer:


  • Is this proposal complete, and does it exceed the minimum hurdle rate?
  • Do we have the funds to invest in this project?
  • How attractive is this project compared to others, at this time?


Any queries, objections, or decision-making delays that are based on anything other than these questions are irrelevant and should not be holding up the approval process.


3. Implement a unified approach

Many organisations make approval decisions in silos. There is no unified system to compare one project against another. This hinders the process, as approvers try to identify the most attractive project by navigating multiple reports, spreadsheets, and databases to ascertain exactly what the updated forecasts, budgets, and return on investment is for each project are.


To complicate the process further, the criteria for evaluation may be either qualitative or quantitative, depending on the project goals. This can make it challenging to answer the question as to which project is most worthy, inevitably delaying the approval process. It is vital, therefore, to have a system to compare disparate projects objectively and ensure that the most appropriate project is quickly approved.  The organisations strategic goals are central to providing the contextual lens through which projects are viewed.


One way to streamline the approval process is to streamline the comparison process. Organisations can do this by implementing a unified capital-portfolio-management system, that tracks each project across the investment life cycle, allowing easy comparison at every stage for which approval is required.


4. Forecast frequently


The approval process is also hindered by out-of-date forecasts. Projects grow and change as they move through the project life cycle, making it important to update forecasts at every stage. To keep approvals streamlined, it is necessary to:


  • Make real-time data automatically available to the capital-management system
  • Allow project managers to easily and frequently update this data
  • Compile forecasts in a systematic and standardised way
  • Make forecasts easily accessible to everyone involved, to enable effective collaboration
  • Ensure that management act promptly based on these frequent, real-time forecasts


5. Understand what happens next

Have a clear process for what happens next with a project whether it is approved or rejected.  A project may not be sufficiently well developed to be approved.  Planning for next steps will mean work, whether on a refined version of the project, a change of scope or moving ahead on the work schedule can take place without delay.  It means that projects can be rejected with a clear framework of what needs to be done to meet the criteria for success leading to more contextually informed decisions and confident project approvals.


You can check out how Verto can streamline approvals in your organisations by signing up for a free 30 day trial or you can request a demo from our friendly team!

Why business cases are important to making things happen.


Person with book on face to denote finding writing or reading a business case difficult


Great things can come out of business cases.  After all, without a business case, an idea just remains an idea - a lightbulb forever floating in the ether.  We like the things that come out of business cases, the latest Apple device, a new gin, Netflix series or bypass that makes our journey to work easier but who actually likes business cases?  And why are they important to making things happen?




I just cant wait to write/read this business case! Said no one ever.  If you think about it, when have you ever looked forward to writing a business case or reading one?  It's probably fair to say no-one settles down to read a business case with a sense of exciting anticipation.   The trouble with business cases is that they are a bit dull.  Even for life-changing, cutting edge stuff exciting stuff.  And because they live in the world of dull, nobody really reads them.  Not really - and certainly not with passionate engagement.


So, why bother with a business case?


What's the point of putting the time, thought and effort into something that is so unenthusiastically approached and received?

Well, in a budget-conscious, results-oriented world, it is no longer enough to simply deliver what you promised. Now, you also need to be sure that what you propose justifies the investment of time and resources needed to create it.

The business case focuses on the value that a project or programme brings to an organisation. In spite of the use of the word business, it is equally applicable to non-commercial organisations, such as government entities and non-profits, where it is sometimes referred to as a ‘use case statement’.

The aim of the business case is to justify the existence of the project or programme. It should clearly demonstrate the value of the work being done and the deliverables being created. The business case is outlined during the concept phase of the project life cycle and is used to assess whether the project should go ahead.

Preparing the business case is generally the responsibility of the project manager. Often, they will have input from other experts and specialist agencies. Once the business case is approved and the project moves forward, the business case must be regularly updated to reflect any changes to the project as a whole. It is used at gateway reviews to ensure that the project is continuing to progress in a way that will deliver the required value to the organisation.


What does a good business case look like?


The business case should tell a story.  This is the story of the benefits of the idea. It puts into context the value that a project or programme will bring to the organisation.

So the narrative of the story will flow like this:


  • The problem or situation that led to the project being considered
  • Why the project is needed
  • What might change about the situation that could make the project unnecessary
  • An options appraisal setting forward options considered, and options chosen
  • An appraisal of the “do nothing” option – what is the scenario if no action is taken?
  • Expected results and benefits, and their value to the organisation
  • The timescale in which the benefits are expected to be delivered
  • How the project team will assess whether benefits have been realised
  • Any unavoidable dis-benefits, with justification for why they are acceptable
  • Costs and funding arrangements
  • The risks involved, and their impact on the business case


The Reality Check


Assessing whether benefits have been realised is an essential part of the business case. This is mentioned above, but it is important enough that it generally gets its own separate document, known as the benefits review plan. This should be developed by the project manager alongside the business case and should be updated as the project progresses through the project life cycle.

The benefits review plan identifies specific benefits to be measured. These are taken directly from the business case. It should also state how benefits will be measured, who will be accountable for measuring them, and what information and data will be needed by those accountable. It will also state when the benefits assessments will take place, who will carry out these reviews, and what the baseline measurements are, in order to measure improvement.


How it benefits the organisation


Every project undertaken should clearly benefit the organisation. The business case demonstrates in advance exactly why a project is being put in place and how much value the successful completion of the project will add to the organisation as a whole.

The business case encourages the project manager and team to focus on not just what they are building, but also how it will be used. It helps the organisation avoid wasted resources on projects that do not yield a justifiable amount and quality of benefits. It also allows the organisation to prioritise multiple projects, by making the immediate value of each project clear.


How it works


The business case is a guide and reference point, before, during and after a project. Before the project begins, the business case establishes and justifies the goal of the project. It puts the outcomes of the project in context, by clearly stating not just what needs to be achieved, but also why it is necessary.

During the project, the business case remains central to day-to-day project management decisions. When different options present themselves, the project manager can refer to the business case to ensure that the chosen option not only moves the project closer to the deliverables, but also closer to the real values to which those deliverables are aiming to contribute.

After the project, the business case allows for an assessment based on actual value added to the organisation. Instead of measuring success based on whether the deliverables were completed, the organisation can easily assess whether the expected benefits were delivered. If not, then why not? Perhaps benefits were not accurately estimated, or maybe the deliverables developed were the wrong ones, incomplete, or badly implemented. This allows the organisation to learn valuable lessons.


How the business case creates project success


The business case can be the guiding light that creates project success. Communicated clearly, it can keep the entire team focused not just on their tasks and deliverables, but also on how they are providing the value that is at the heart of the change they are implementing. The proper development and maintenance of the business case allows for:

  • A clear definition of the value that a project is intended to deliver
  • A way to prioritise projects and ensure that resources are used to deliver real value
  • An ongoing way to assess whether the project is worth continuing
  • A tool to facilitate decisions on when and how the project plan needs to be changed
  • A well-managed business case substantially increases the chances of a project being completed successfully, to the satisfaction of all stakeholders.


To see what Verto can do to improve the success of your project management techniques, register for our free 30-day trial today or contact us for a demo!

10 ways project teams can leverage the power of technology

old rotary phone to show advancement of digital technology for project teams


Unless your company is still using typewriters and rotary phones (and in that case, you need more help than we can offer here!),  digital transformation is probably already an integral part of your project management methodologies.

Here are our top tips for leveraging the power of digital transformation in project management teams.



1. Stay calm


Project management is constantly evolving and even though new methods and approaches can seem initially disruptive to an established framework, the payoffs in agility and results are well worth making adjustments. Remember to use all the digital tools at your disposal to help take some of the weight off of your shoulders.  Build your digital fluency using your own learning style - whether it's being shown, attending a training course or following notes it doesn't matter as long as you are gaining incremental knowledge and confidence.


2. Organise for flexibility


The speed at which the project management life cycle moves means that keeping things simple by using the best software as a result of digital transformation is key.   The easiest teams to manage are small, collaborative and flexible - with adaptable technology supporting their agility.


3. Don't forget to keep it simple


Simplicity is the golden egg of productivity and effectiveness. You can keep things moving even faster by taking a simplified approach. Test rapid prototyping or break down complex projects into smaller, more manageable phases. Just be sure these sprints aren't too rushed, as this can mean significant defects or problems may go unnoticed until it's too late.  Work management software such as Verto helps by keeping track of multiple project variables and risks so you can confidently stay on top of a complex workload.  Whether this means you can get more personal quality time or get ahead in your field, it gives you capacity for what is important to you.


4. Work together


Keep lines of communication open, seek multiple viewpoints and encourage collaboration. This is especially important for large-scale project management concepts that span teams, departments or physical locations. It's essential for team members to stay open-minded and build up a tolerance for failure.  Cross-boundary knowledge and communication are key differentials in harnessing a critical thinking approach.  Critical thinking allows for different and innovative ways of doing things which is central to genuine transformation.


5. Emphasise results over process


Planning, budgeting, forecasting, risk assessment and all the rest are still essential to project management, but be sure to stay focused on results. Becoming a slave to 'the plan' can be a significant obstacle to reaching goals and project objectives. Don't be afraid to take advantage of the knowledge through data that work management software provides.  Pivot and adjust when necessary.


6. Communicate


Digital transformation also requires an adjustment in the way you communicate with project stakeholders. One of the biggest ways to improve here is by building tools that facilitate faster, more accurate communication in real time, such as an online community where project stakeholders can access the latest updates and information.


7. Make time for face time


Digital communication can help keep things moving and allow on-the-go face-to-face meetings with key stakeholders and your team to take place. This ease of communication and the speed at which it can happen is vital in the current digital age.


8. Be insightful


Programme management data is vital to leveraging successful project outcomes.   Quality data gives your the confidence to keep the vision on track while allowing for change in routing.   Data mining supports the early identification of problems or trends and in effect is a heads up display of what is going right, or wrong across your work programme.  Such insight bolsters effective stewardship whether at project sponsor or project manager level and enables the right decisions to be made to keep the project on track, not just the usual, obvious or expedient one.


9. Get stakeholders on board


The nature of collaborative, high-frequency delivery in digital project management means that all stakeholders have to be kept in the loop. From top executives down to the last team member, everyone should be invested and motivated to see a project succeed.  This is made easier by automated project updates, notifications and reporting which keeps the people who need to know up to speed.


10. Understand the benefits


Digital transformation has a number of benefits for project management methodologies. If things get tough, remember the advantages:

  • More flexibility
  • Greater productivity
  • Better transparency
  • Improved quality
  • Less risk of overlooked objectives
  • Increased engagement and satisfaction for stakeholders


The conclusion?


Managing projects and getting the most out of the recent digital transformation can be a complex process. By embracing agility and taking the time to focus on what's important, you can dramatically improve your chances of success.

For even more project management tips, insight, industry news and research, follow Verto Cloud on LinkedIn.

Delivering technical projects: Critical success factors

Person wears virtual reality goggles to show technical projects and visioning for success


What are the critical project management principles that lead to successfully delivering technical projects? Most programme managers agree that there are many keys elements to a project’s success; from getting buy-in from key stakeholders, strong support from top management, to a clearly defined project scope.

Some of the most fundamental elements of a successful project lie in getting the set up right from the start. There’s no doubt that clear communication and expectation management, the right skills, a clear vision  and a robust risk management plan are crucial for a project to remain on track.




Technical projects in the knowledge-economy


We spoke to Dr Sarah Tasker, founding Director of CAM-SCI, who shared some of her thoughts on the factors that lead to the successful completion of complex technical projects. She’s worked with many clients to develop some of the UK’s most exciting science park projects in Cambridge, Oxford, London, Manchester and Liverpool.

Dr Tasker specialises in projects that involve partnerships with universities, non-profit organisations, public-sector firms and sometimes private investors. CAM-SCI work exclusively in Knowledge Economy development, a critical part of enabling the UK to fulfil its vision to be a world leader in Innovation and Technology.

“The UK economy is increasingly reliant on wealth creation coming from Knowledge Economy development”

“The UK economy is increasingly reliant on wealth creation coming from Knowledge Economy development” Dr Tasker notes; and the reason for her company’s success is their understanding of the requirements of the sector, from specialised services to infrastructure.

The property sector has often overlooked the innovation sector where the requirement is for more flexible workspace and flexible operations - with a capacity to change according to the needs of the occupants and importantly the infrastructure around emergent sectors like the life sciences, biomedicine, cyber and ICT sectors. Keeping up to date with the trends in the market, and anticipating new trends, is critical in making sure projects are fit for purpose.


Managing the relationships


Knowledge-economy development brings together public and private sectors, non-profit organisations and the education sectors including universities.  These partnerships can lead to challenges as stakeholders often approach projects with different cultures, mindsets and different priorities.

"Creating a clearly defined vision that is supported by all parties throughout the life-time of the project is a key starting point to any successful project. "

"Creating a clearly defined vision that is supported by all parties throughout the life-time of the project is a key starting point to any successful project.  Understanding the differing priorities of clients – and helping them to understand key market drivers and critical success factors, underpins vision development.  It is important that clients from all background are confident in their vision and delivery strategy.  In a fast-changing market, working within a strong evidence-based methodology is critical in creating a best-practice approach.”

She adds that as the knowledge-economy has become more main-stream in the last two decades, there is a greater awareness that a specialist approach is required to support, develop and grow companies in the innovation, science and technology sectors. Key to this is developing an in-depth understanding of the specialism that you are delivering.

Dr Tasker has an interesting point of view on the types of skills required to deliver a project successfully. “You clearly need an experienced team with the specialist skills required to complete the project within a defined project scope.  We work with teams of highly skilled designers and technical experts to deliver our specialist infrastructure, facilities and services”. However, she notes that it is just as critical to ensure that the project stays true to its vision. This sometimes means having “the integrity to keep the project on track and fighting for its best interest even when behind the scenes politics could threaten to knock it off course. “Some of our projects are in development for a period of years.  Pro-active communications with and between client stakeholders is a crucial element of successful delivery”.

What is the appetite for risk?


Dr Tasker considers risk management essential for the successful delivery of a project. She feels that every project is unique, so it’s essential to conduct an evidence-based risk assessment rather than assume there is a “one-size-fits-all solution” when assessing risk.

She adds that in many cases, the reason a project fails is lack of a proper risk assessment before implementation. “When every client has a different appetite for risk, getting into the detail with our clients and understanding their attitude to risk, and how they perceive the kinds of risks that the project brings them is fundamental to the success of the project.”

"A significant risk to projects that is often overlooked, is losing the vision and project priorities over time or allowing them to become watered down to the detriment of the outcome."


Don't lose sight of the vision


A significant risk to projects that is often overlooked, is losing the vision and project priorities over time or allowing them to become watered down to the detriment of the outcome. “It sometimes takes courage to voice concerns if we feel a project is being compromised but being willing to do the right thing, not just the expedient thing, has been critical to our success.  A priority for all our projects is delivering sustainable success over the long-term – both for our clients and for the tech-companies that are our target audience.”

Cloud-based project management software can make collaboration between the project management office and stakeholders more efficient and improve project control.  Verto’s work collaboration and programme management software provides real-time programme information and gives project management teams and stakeholders their own role-based customised views.

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.

Get hold of "how much is this going to cost"?

piggy bank to show cost


It's an important question but one that even some of the programme delivery specialists find difficult to answer satisfactorily. Is it possible to start a project on solid budgetary footing? We think so.


At Verto, we believe costs and budget are integral to any project management framework. That's why our system has been built up with a powerful tool that makes it easy to establish, analyse and manage your project budgets more effectively to ensure you always have the resources you need to deliver the very best to your clients and other stakeholders.



Manage the budget through the project lifecycle

The power of the Verto system is that we allow you to track both projected and actual costs throughout the project lifecycle. We have also included multiple gateways and stage touch-points so you can create more detailed – and more accurate – cost analysis. You'll be able to plan your budget from beginning to end, all the way through the life of the project for better reporting.


Get accurate cost projections 

Another key feature of the Verto system is the data lock capability on a project's estimated costs.

Here's how it works:

  • You enter essential data about the size and scope of your project. This includes things like the how, what and when of each phase.
  • Assign cost estimates to individual project management phases.
  • Lock in those projected costs once the project is underway.
  • As the project progresses, report the actual costs of each phase.

This integration lets you compare a project's expected costs against what you're actually spending. You will be able to see where you are under (or over) estimating and how you can make adjustments on future projects for better cost projections going forward. You can also analyse how your budget break-down for each step in the project management framework. This means you can carefully budget future projects for improved value.


Make it work your way

Our cloud-based project management software is fully customisable and keeps all your essential budgeting information in one easy to access system. Imagine it – no more juggling multiple spreadsheets or data sources. Everything you need to create incredibly detailed, personalised cost and budget reports kept in one place.

We also understand the importance of bringing people together, so we've included plenty of features that let you share and communicate budget items with everyone on the team. From chat and instant messages, project status notifications and alerts, calendar integration, document sharing, real-time project updates, audits and more, you'll have your team and stakeholders completely in the loop and up-to-date from start to finish.

Effective budgeting is critical to project management methodologies. If you can't track costs, you can't allocate resources when and where you need them, and this can put the entire project at risk. The Verto system makes it easy to estimate, record and track spending in one convenient place.


Try our 30-day Free Trial and see how Verto can plan and track your programme budgets, outcomes and savings today. Thousands of users all over the UK have already discovered the benefits of engaging Verto project management solutions.

PeopleToo Partnership With Verto

Verto announces digital information partnership with Peopletoo

Verto announces digital information partnership with Peopletoo

Presenting and managing information visually and effectively is a key component of successful transformation project delivery, so we are delighted to announce our partnership with specialist local government and health transformation consultancy Peopletoo.

Verto enables organisations to successfully plan, collaborate and deliver their projects, large and small, capital and revenue via our easy to use project management platform. With all the information in one place, managing and reporting on individual projects or whole programmes becomes easy and Verto’s interactive dashboards give ready access to all the key data.

Peopletoo Logo

“We are delighted to announce our partnership with Verto. As an organisation we have been successfully delivering successful transformation programmes across the public sector for many years and using Verto we have a new digital component to our work. This enables us to not only see everything easily in one place but to present this to our clients in a live environment. We are looking forward to developing this further over the coming months and years”

Mike Butler, Director, Peopletoo

Verto Logo Large 3

“Working with Peopletoo has brought a new level of insight to the use of data and systems to support the successful delivery of transformation programmes. As a successful consultancy Peopletoo has looked for new ways of delivering change with their clients.  Using Verto and the power of technology not only enables you to see all the data visually and quickly but also supports key decision making and a structured approach to project delivery. We are delighted to be working with the Peopletoo team and look forward to supporting the delivery of future transformation partnerships”

Paul Tonks, Director, Verto

To find out more about how Verto can help successfully deliver your transformation plans contact us or sign up for our free 30 day trial.

How to implement strong project governance


person holds compass to depict staying on track of project governance


Project management is the key to guiding a project from the initial planning stage to completion and ensuring that successful implementation as smoothly and efficiently as possible. Good project governance is essential for efficient and effective project management, helping everyone involved to understand, monitor and implement the policies and procedures needed to bring the project to completion.



What is governance?

The concept of governance is, at its purest, the establishment of policies and the monitoring of their proper implementation. Governance involves designing systems, structures and processes that ensure that all team members are aware of their duties and responsibilities, allowing them to work towards well-defined goals and outcomes.

There are several essential elements that are generally believed to be essential to good governance, including:

  • Accountability
  • Transparency
  • Responsiveness
  • Equity
  • Participation
  • Consensus orientation
  • Strategic vision

Governance is not a new concept. In fact, the very word has an old-fashioned ring to it, but don’t let that fool you. The way that good governance is being brought into 21st-century project management is modern, high-tech and increasingly implemented via solution-based software rather than bureaucratic box ticking.  One overarching component of good project governance is the process of review at various stages of the project.


The gateway review process 


In project management terms, gateways refer to key decision points that occur throughout the project life cycle.  Gateway reviews are carried out at each decision point to assess the progress so far and rate the likelihood of success. Gateway reviews involve an independent and confidential peer review process designed to ensure that the project is ready to progress to the next stage of implementation or development.

You can probably already see the potential problems with that, of course. Without an excellent communication and project management system in place, the gateway process can be the very thing that stalls a project or slows its progress. With the right system in place, the project sails through the gateway process efficiently address any issues, and continues briskly in the direction of its desired outcomes. With the wrong system in place, not so much.


What is the purpose of governance?


The purpose of governance depends on the type of organisation employing it.  When it comes to the public sector,  good governance generally has the purpose of ensuring that the organisation is balancing achieving their intended outcomes with acting in the public interest.

In this way, good governance is closely linked to public trust and accountability, as few things destroy an organisation’s viability as quickly as a lack of trust and respect in those whom it aims to serve.

Within this broad definition, there are a few core functions of governance that all teams within an organisation need to keep in mind.

In general, governance:

  • Sets out the organisation’s objectives
  • Defines the organisation’s ethics
  • Creates the organisation’s culture
  • Ensures legal compliance

Governance, then, needs to permeate the entire organisation and will affect every project carried out within the organisation, from the initial planning stage through to final completion. At each stage of any project’s life cycle, managers and team members need to be working within a framework that incorporates all of the above.


Who should be involved in governance?


So that you keep to good governance best practice, responsibilities will need to be assigned and delegated to various people both within the organisation and externally. When it comes to project governance, it is vital to assign duties, authority, powers and responsibilities clearly, ensuring appropriate levels of accountability and transparency, and laying out a range of individual and team deadlines that often need to fit together like a (very complicated) jigsaw puzzle.

Those involved in governance may include board members, managers, workers, volunteers, and external review and assessment entities. Another important group often involved in governance is, of course, the community that the organisation is serving. This might be the students in an educational facility, the patients (and their families) in a health or social care setting, or the local community in the case of local government.


How should communication work within a governance structure?


Effective communication is key to good governance, but it is far from easy to maintain. How often when dealing with large, bureaucratic organisations have you heard, or felt, that “the right hand doesn’t know what the left hand is doing”? Clarity of communication is an ongoing problem for many organisations, especially large, complex ones such as local government departments, hospitals or social care facilities.

This is why those solution-based software options mentioned earlier are becoming increasingly important. While governance itself is an old concept, the solutions to developing good governance in a modern-day world are decidedly high-tech. Even most reluctant organisations realise that computer programs, cloud-based software and other technical solutions provide the answer to their many and varied communication issues. Solution-based software is increasingly the key to implementing and monitoring policies and outcomes, carrying out gateway reviews on time, and tracking projects through every stage of their life cycle to successful completion.


Governance in an agile environment


In an agile environment, project management necessarily works differently from in a traditional environment. Traditional project management establishes a detailed plan, with concrete outcomes for each stage, and then works towards the agreed finish point. Agile project planning involves defining the desired result, then working towards it by delivering each stage of the plan in a short period of time, and then clarifying what needs to be done next.

When project management becomes highly responsive in this way, project governance and gateway reviews need to be implemented differently. In short, they need to become “agile”. In agile projects, the gateway review process can still be carried out at pre-defined stages (such as pre-project, at the end of the feasibility stage, end of foundations, and so on). The steering committees of traditional project management will also take a different role, operating as a “management by exception” response in most agile projects. The good news? Solution-based project management software allows for adaptations to suit many different methodologies!

To see what Verto can do to improve the outcomes of your existing project management techniques, register for our 30 day trial or contact us for a demo

Team Learning Digital Fluency

How to build digital fluency

woman and man share learning in technology to show digital fluency


It is becoming increasingly vital for managers to build digital fluency across their organisations. Developing digital fluency allows employees to swiftly learn, master and manipulate new technologies.  It facilitates creativity and collaboration allowing entire teams to create, access navigate and interpret large amounts of information successfully.





What is digital fluency?

Technology is no longer the territory of the IT department, or any specialised department. No organisation can afford to have just one agile person or one machine-learning expert. As automation and AI continue to take over routine tasks, organisations will be required to morph into project centreswhere each team member must simultaneously be a technician, mentor and project delivery expert.  A recent Forbes post on digital fluency describes it as the extent to which people "embrace and use digital technologies to become more knowledgeable, connected and effective."


Developing digital fluency

Digital fluency can be built and developed, but it is up to leaders to ensure that this happens. Training and professional development programmes must be integrated into the working practices of the organisation. This could be through internal training days, seminars and workshops, external courses overseen by the organisation, or reimbursement for tuition fees for any courses and training that contribute to necessary digital fluency skills.  The key vector of digital fluency in an organisation though is it's people.  It is people that will invest time in learning something new.  That will champion a system and share their knowledge in an accessible and meaningful way.  The importance of person to person  motivation and development of digital fluency cannot be underestimated.


Digital fluency and emerging technologies

The organisation needs to focus on reskilling, upskilling and building a team that can adapt to shifts in the value delivery landscapeTeam members need to be constantly learning and adapting, focusing on software, systems and emerging technologies such as artificial intelligence and block-chain distributed ledger technology  which, it is now recognised, has the potential to eliminate current recordkeeping techniques, save money and streamline supply chains.

In an interesting extract from JIm Swanson's article on Digital Fluency: An intelligent approach to AI  he discusses how AI might impact the workforce.

"Earlier I noted that when we instituted the A.I.-driven logistics function at Monsanto, our transportation planners and analysts were “freed up.” That phrase may invoke fear because of concerns that A.I. will take jobs away from people. But I use the term in a much different context. Allowing people to break away from monotonous, repetitive tasks is liberating. By significantly reducing or eliminating the time people spend on rote tasks, A.I. empowers employees to engage in more fulfilling and higher value capabilities like analysis and insight."

This example shows that building digital fluency builds capacity both in terms of effective resource deployment, but also in terms of performance and satisfaction for people.


The importance of leadership

Training in new technologies needs to span the entire organisation, but leaders should not ignore the trickle-down effect.  Formal training can be combined with internal mentoring within the organisation to great effect. Being familiar with key innovators and early adopters of technology within your own employee base can allow you to be efficient with training budgets, creating a highly knowledgeable team of mentors to support the spread of digital fluency throughout the entire enterprise.

Ensuring that leaders recognise and embrace the importance of digital fluency is also vital. Many leaders may not be of the generation that have spent their entire careers immersed in technology. They are, however, often in a position to fully appreciate the strategic advantages offered by new systems and software. This makes them prime candidates not only to develop new skillsets but also to advocate for digital fluency and the acceptance and adoption of new technologies across the organisation.  The siren call of someone finding simplicity and ease in digital technology is powerful - and is a key motivator to others.   With that in mind, digital epiphanies should be shouted from the rooftops, learning achievements celebrated and knowledge shared. 

Ultimately, widespread digital fluency is non-optional for modern organisations. Finding ways to train, mentor and encourage employees and leaders to embrace it will create a culture of innovation that stays competitive in the face of constant technological advancements and innovations.

To find out more about Verto, our innovative, solutions-based work management software that can help increase digital fluency in your organisation, contact us or register for our 14-day free trial!