Programme Governance & Management Service

Client: Leading Investment Bank

Challenge: 

• Asked by the Client to manage the oversight and delivery of requirements for the strategic financial regulatory reporting required by regulating governing bodies predominately in US, UK and Germany.

Approach

• Create the Project Initiation Document (PID) and baseline project plans from inputs from work stream leads. 
• Status updates and production of regular and ad-hoc reports, capturing and reporting of programme benefits and achievements.
• Creation of fortnightly OpCo Packs for the US.
• Maintained & monitored project plans and schedules: includes tracking of key project milestones, risks and issues and proactively highlighting potential impacts to project delivery providing an independent view of project health.
• Organized and managed 18,000 project plans based on the Bank’s finance data and project scopes.
• Implemented the governance model; defined project deliverables, ensured timely updates and delivery of programme deliverables, updated and maintained component plan templates received from the business unit.
• Ensured robust daily and weekly tracking of 190,000 project milestones across various projects, for reporting to directors, key stakeholders and the FRBNY. 
• Maintained the FRY9c Metrics Tracker, producing a real time refection of deliverables; this included reporting on data trends and analysis, risks and issues, as well as variance reporting while liaising with stakeholders for approaching deadlines. 
• Monitoring resource utilization, reconciling headcount, oversight of project timesheets, & support for resource off-boarding.  
• Ensure accuracy in financial reporting and forecasts through tracking and monitoring of actuals to budget and perform monthly forecast updates.

Results

• Successfully handed over the Programme Management function to the Client to run independently.
• The initiative was delivered on time to the respective governing bodies

Client: Leading Ratings House

Challenge:

• The Infrastructure Services PMO Group, is responsible for ensuring the correct processes and governance are implemented across the Infrastructure portfolio of projects, inline with  internal controls. The portfolio currently consists of 60 projects overseen by a team of 15.
• The requirement was to provide a PMO Service which was established to work on site at  providing the following services: 

1. Audit current portfolio environment
2. Programme Governance and PMO support
3. High level reporting/exceptions
4. Resource Management

Three Phase Approach

• Phase 1 – Discovery: Review and audit the current portfolio environment and propose recommendations/suggestions to improve overall governance in line with internal requirements and delivery assurance processes.
• Phase 2 – Remediation: Based on the report delivered as part of Phase 1, a remediation plan will be agreed and timescales/cost confirmed.
• Phase 3 – Provision of PMO Service

o Programme Governance and PMO Support - To assist with the adoption of processes and governance across the Infrastructure PMO portfolio

1. High Level Reporting/Exceptions - Provide reporting via compiling complex data into exception reports
2. Resource Management - Provide Project Coordinators in line with portfolio demands and lifecycle for the duration of the contract 

Results:

• Established governance framework
• Defined Programme org & reporting structure
• Programme RACI & Roles / Resp’s
• Detailed project plans aligned & baselined
• Consistent approach to project planning
• Plans aligned to PPM systems with key project data centralised
• Programme governance established
• Full Programme insight
• Proactive Programme monitoring 

Client: Tier 1 Investment bank

Challenge:

• Client was reactive to issues instead of proactive
• Programme and project plans not visible across portfolios
• Project management and PMO capability not understood
• Ineffective PMO function
• Non delivery of projects with no way of tracking why
• Inconsistent governance across function with no way for PMs to escalate issues or non delivery

Approach

• Assessment of current project status, reviewed the reporting process and implemented and rolled out an improved agile process
• Implemented standardised governance across portfolio (including PM review meeting health checks)
• Standardised project plans across portfolio
• Delivered project plan health check to PMs before submission of plans to PMO
• Created a centralised action tracker to show visibility across portfolio of actions

Results:

• 95% increase in updating of data for milestone plans, risks, issues and actions
• Senior staff able to concentrate on the areas that need addressing to make informed decisions
• PMO function adding value within the portfolio
• PMO Service in place with capability in offshoring
• Projects being delivered with more control and governance

Client: Leading Telecommunication provider

Challenge: 

• Oversee the migration of two existing CRMs on to one single platform which involved data for over 800,000 customers.

Approach:

• Directed programme design, test, and readiness to deploy the technology as well as the operational readiness within IT and the business.
• Oversaw two different onsite and offshore test teams working in isolation from each other for the testing and deployment to 'live' of two clients.
• Formulated test strategies, test plans, and test reports in great details so that all business and technical requirements are understood by Testers to be able to test.
• Conducted standup scrum daily for 30 minutes with the project board and Programme Manager to explain how testing is progressing.

Results:

• Successfully delivered both projects in 'live' and provided support for three months through designing test environment with appropriate data, effective defect tracking and defect triage, and reviewing