Growth and Projects · Strategy execution and project portfolio software

Strategy to delivery: the pillars you steer by, and every project that serves them

Say where the organization is going, name the few pillars that will get it there, and see every project and strategic initiative against them — what each one serves, who answers for it, where its milestones stand, and whether it is really on course. It is not a task manager: it is the view above the tools your teams already use.

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What Growth and Projects does

Strategy on one page

  • A vision and a mission — each optional — and up to twelve pillars, such as Operational excellence or Growth, each with an owner
  • Every project says which pillars it serves and by how much — 50% one, 50% another — in whole percentages that must add up to 100
  • What each pillar is carrying: its projects, weighted by how much of each belongs to it, and how they are doing
  • A pillar that projects serve is retired, never removed, so its history stays

A space for every project

  • A sponsor who answers for it, a manager and deputy who run it, and a team
  • Stages from proposed to closed: approved by its sponsor, closed only when every milestone is settled, cancelled with a reason
  • Open to everyone in the module, or restricted to its own people — a restricted project is left out of every list and total for anyone else
  • Grouped into programmes that roll up their projects' dates, milestones and status

Milestones, not tasks

  • Dated commitments, each with an owner who updates it — anyone with a role in the module
  • A baseline, which is what was agreed, and a forecast, which is when it will really happen
  • From approval, an agreed date moves only through an approved variation
  • Gates: decision points their owner marks ready and the sponsor confirms
  • Late milestones wait in their owner's My Tasks

Documents and their approval

  • A project's charter, business case, plan and the rest — of types you define — as files or links, every version kept
  • Submitted by the manager to the sponsor, or to up to three named approvers in order; never approved by whoever submitted it
  • An approved version is locked and stays the one in force until a later version is approved
  • A project cannot be approved to start until the documents you require — the charter, by default — are approved
  • Documents waiting on you are in My Tasks

Budget, invoices and variations

  • A budget in lines by category, capital or operating — shaped freely until the sponsor approves it as the baseline
  • Invoices recorded against a line with the invoice attached; the same supplier and number twice is refused
  • Payments against an invoice, in parts, with proof; paid is worked out, never typed
  • Approved, invoiced, paid, remaining, forecast at completion and variance — per line and in total, all calculated
  • Once agreed, a budget or a date is not edited: a variation says why, the sponsor decides, and approval applies it — every change naming the variation that made it
  • Budgets rolled up by programme and by pillar, weighted by each project's share

Risks, people and contracts

  • A project's risks kept in Risk Tracking, in a register of its own — scored and treated like every other risk, and counted among the organization's
  • Open risks by level, those past review and the most severe three shown beside the project and totalled on the dashboard
  • Who is on the project, in what role and for how much of their time — members and outside people alike
  • Anyone allocated more than the whole of their time in a month, across projects, is flagged
  • Contracts let for the project against a budget line: what has not yet been invoiced is shown as committed

Status you can believe

  • A status report from the manager: overall, schedule, budget, scope and risk — red, amber or green — with the reason for any that is not green and what needs deciding
  • Beside it, what the figures say: milestones late or slipping, a forecast past the planned end, a report gone stale
  • Where the report is rosier than the figures, the project says so — everywhere it is listed
  • Reports are filed, never edited, so the history of what was said stays as it was said

The portfolio at a glance

  • Projects by stage and by reported status, and what each pillar is carrying
  • Milestones late and falling due, across every project
  • Projects that need attention, and the decisions their managers are asking for
  • Approving a project to start, closing or deleting one, and changing the pillars can each be put behind a second person's approval

The leadership meeting, without the deck

  • Tag the projects the leadership will review and set their order
  • Present fills the screen with one project at a time: its lights and why, what it serves, milestones, budget, open risks, variations waiting and the decisions it needs
  • Next and Back, or the arrow keys; a project list to jump straight to any of them when the conversation leaves the agenda
  • Read live from the project itself — nothing to prepare the night before, and nothing out of date
  • Each viewer is shown only the projects they may open

Growth and Projects: questions and answers

Is this a project management tool?
No. It tracks projects and strategic initiatives at the level the leadership needs — what each serves, who answers for it, its milestones and its status. It has no tasks, boards or time sheets; the smallest thing it tracks is a milestone, and day-to-day work stays in the tools your teams already use.
How does a project contribute to more than one pillar?
A project names the pillars it serves and a share of itself for each, in whole percentages that add up to 100 — for example Operational excellence 50% and Growth 50%. Each pillar's totals count its projects by those shares, so nothing is counted twice.
What stops a project being reported green when it is not?
The manager's report stands as filed, but the module shows what the figures say beside it — a late milestone, a forecast past the planned end, no report within your cadence — and flags the project wherever the report is the more optimistic of the two.
Do we have to build a slide deck for the steering meeting?
No. Projects tagged for the meeting appear in the Status Presentation, one per screen, read live from the project's own milestones, budget, risks and latest status report. You step through them with Next and Back, or jump to any project from a list.
Can a sensitive project be kept private?
Yes. A restricted project is visible only to its sponsor, manager and team, the owner of its programme and Module Admins. For everyone else it does not appear in any list, count or total.
Which plans include Growth and Projects?
Small business and above — the same plans that include the other business modules.

Works with

Small business and up

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Risk registers at every level of the organization: score risks, treat them, evidence their closure, and raise the ones the board should see.

  • As many registers as your organization needs, each run by its own administrator
  • Risks at organization, unit or individual level, each with an owner
  • Optional approval before a risk closes — by the register’s administrator or someone you name
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Organization

Model the organization: its units, who leads each and who they report to, its people and their reporting lines, its committees and its sites — used by every module to track, assign and report by unit.

  • Units of every kind — CEO office, division, business unit, department, team, function — nested in whatever order your organization really runs
  • Everyone in the organization, licensed or not, with their email and primary unit
  • Offices, plants, warehouses and other places the organization works from, each with its country and the unit it belongs to
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Insights

Reports across the product: every unit of the organization seen whole — its people, what it runs and its footprint in every module — with more reports to come.

  • The organization and every unit in one tree, each with who leads it, who it reports to and how many people belong to it
  • Each module counts only what the viewer may see there — a restricted register's risks are not counted for someone it is not shown to
  • Reports that read across modules join Insights as they are built
More about Insights

Every module