Project Management is not a formulaic methodology for which one size fits all. For this reason Verta undertake an initial evaluation of a Client’s needs and from this they are able to recommend a project strategy based on dimensions including business objectives (success factors), project size, complexity, required timescales, expected risks, number of organizations involved, regulatory and geographic realities etc.

From this initial evaluation, a project plan is drafted which maps out how the project should be delivered taking into account all dimensions and in particular defining roles and responsibilities. Once this plan has been reviewed and agreed with the Client, Verta can either lead or assist with implementation of the plan staying with the project as long as required. Ideally Verta would be charged with project delivery and so be able to ensure that the plan delivered at the outset is fully achieved to the satisfaction of the Client.

Depending on the project, Verta can assist with or lead the establishment of a project office, project procedures (if no appropriate Corporate methodology to be followed), technical and quality audits, preparation of technical documentation, business case development, supplier selection, establishing and running an issue and risk management programme, progress monitoring and reporting, training and mentoring of key Client staff. Verta Life Sciences are able to operate at all levels in a project, however with their substantial experience the maximum value is obtained when they are put into a position where they are able to direct project activities and so ensure it proceeds as planned.


A Pharmaceutical company needed to rapidly install and start-up a technically challenging robotic technology project to enable a step change in business performance.


Create a collaborative project environment that allowed the client and multiple suppliers to work effectively together.


An Verta Consultant was engaged to assist the client to ensure the project delivered its objectives on time. An “open” door information approach was established to allow the client full visibility of the project’s progress and enabling issues to be resolved quickly to support rapid project progression and business objective delivery.

Following the definition of project requirements; Suppliers were selected based on technical competence, experience of similar projects, costs and their abilities to work in an open and collaborative environment.

Each supplier designated a Project Manager fully authorised to make decisions. Each major supplier was required to nominate a senior executive to provided oversight and participated in a Steering Committee with the client.

An internet based collaborative workspace was created into which working project documents were loaded so that all parties were able to work from a common information set. A clear set of project objectives with timescales were defined in a one page statement and provided to all project participants, so that everyone was clear about what needed to be done and by when.

From this defined common purpose and mission, major benefits were seen by all parties due to improved communications, alignment of objectives and understanding of the work being undertaken by other project participants.

The project proceeded to plan with the issues along the way being dealt with effectively and constructively, ultimately delivering both the client’s business and technical objectives for the project.