What Success Looked Like for The Crown Estate

Another success factor for the organisation was the ability to produce consistent portfolio reporting.

Kerry says: “When you're spending a lot of money on projects and an average of 100 projects going through each year, the business wants to know what you're delivering. So being able to report on that in a standardised, automated way was a big thing for us.

“We needed a project management delivery tool that could manage the projects and programmes and report out at portfolio level.”

The overall aim was therefore to create a Digital Delivery Framework: a standardised way of taking a project from initial idea through to delivery, with defined processes, information, approvals, reporting and measurable benefits.

“We decided if we're going to standardise the delivery process and approach, we needed a tool to standardise and run our projects in. So that's why we reached out to Wellingtone.”

The solution was to build and extend a Power App-based Digital Delivery Framework, supported by Power Automate for workflow automation and Power BI for reporting and advanced resource management.

A Collaborative Approach to Implementation

The implementation began in March 2025, using Wellingtone’s quick-start package with configuration to reflect The Crown Estate’s project types and operating rhythm.

To begin, Wellingtone conducted workshops to understand current processes, identify improvement goals, determine what the out-of-the-box functionality could support, and configure areas needing a more tailored approach.

“Their service model is phenomenal in that respect,” says Kerry. “They have really knowledgeable teams that know the system and, because they're a strong project and portfolio management company as well, they understand how to use the tool in a project.”

Kerry adds that this helped The Crown Estate determine where process changes would improve system use, while avoiding the need for a larger project-management maturity service.

“It wasn’t simply, ‘here's a tool, off you go and good luck’. Wellingtone helped us challenge our process by knowing what the tool could do. They listened to how we do things and advised on ways they could be improved if we wanted to in a non-judgmental way. They're very open and helpful and will guide you gently.”

Wellingtone also supported the organisation through internal technical forums and governance activities, including cyber security, integration readiness and user sign-on arrangements.

“They attended all our forums to demonstrate the solution, answer questions and provided technical documentation rather than simply handing over the platform,” says Kerry. “Wellingtone will partner with you as much or as little as you want; it’s your call. Their approach is wonderfully refreshing – really collaborative.”

As well as upskilling users and delivering initial training, Wellingtone provided handover packs, training materials and training videos.

“They created them with our configurations in mind, so it looked like our own training materials, not standard off-the-shelf materials,” says Kerry.

“We're now in a service management contract with them, which is also lovely. Their Head of Client Services, Bradley, is the nicest guy - supportive and knowledgeable - with a wonderful way of asking how they can help without making it salesy.

“Often, these types of vendors just want to sell more. But with Wellingtone, it's more about guiding us to get the best from the solution.

“I love all the podcasts and webinars Wellingtone do, and they hold a PMO Conference every year. You get to feel like you’re part of a community of people that understand what you do. And that’s what they excel at above anyone else. They’re passionate because they're enthusiasts in all things project management.”

Saving 10+ Hours a Week on Portfolio Reporting

The tool went live in July 2025 and replaced manual portfolio administration with dynamic project information. Kerry says her favourite part is that she can now inspect project statuses directly in the platform instead of asking project managers or waiting for monthly reporting.

“I was maintaining an out-of-date Excel spreadsheet across 100 projects. So, I'd have to go into meetings with people to get the information to find out what was going on. Now I only focus on the top five watch list projects that need a bit more guidance.

“From my own portfolio reporting perspective, I’d say it's saved me at least 10 hours a week.

“The knock-on effect is that project managers now update the platform as part of running their projects. So, we have more bandwidth to take on more work because the reporting and the management of it is easier.”

Kerry also says the broader portfolio has greater visibility, and emerging problems can be identified earlier.

“I've got in-the-moment intel. I don't need to wait until the end of the month to know the risks and issues. So, we rarely have to go up to senior management to help solve anything because we've caught it early. We absorb any shocks, as we call it, before we have to escalate because it's there at your fingertips.”

Continually Improving Processes with Wellingtone

he Crown Estate’s digital function supports about 100 projects, with around 40 core platform users on average and participation expanding to approximately 80 when business experts are involved.

Kerry admits that resource management was “probably the least mature part of our process… because the project plans weren't being managed in a standardised way.”

While the platform has improved visibility of resource demand, she says some internal processes, such as maintaining project plans, still need to be standardised before the resource management functionality can be used consistently.

Plans to strengthen standard project ways of working are underway with Wellingtone recently conducting a maturity assessment for The Crown Estate.

Kerry explains: “The maturity assessment is part of the ongoing contractual package we have with them. It's so nice. We know the gaps, but I know they're going to give me their expert view on our processes and project management and how we can use the tool better to help us with our maturity.

“We're really going to double down on project ways of working and how project teams use the tool to run their projects in a more standardised way, which in turn will improve our resource management.”

‘People Are Front and Centre of What You're Doing’

It’s been over a year since the tool was launched. What advice does Kerry have for other organisations considering a similar transformation?

“Get curious. Really understand all your end users, not just the senior person at the top that wants a report each month. Know where they’re at with their current ways of working and how they feel about the new tool. Often you get the greatest nugget when you get up front with the people that are going to use it.

“When you’re making process changes as well as system changes, you’ve got to put the people at the heart of it. So, make sure people are front and centre of what you're doing. Because, at the end of the day, they're the ones who have got to use it.”

Learn more about The Crown Estate’s PMO story.

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