Governance of a Programme | Retail and Business banking

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A global bank had multiple projects running that lacked direction and structure. Some of them had poorly defined business cases, KPIs, scope creep, over budget and skill set gap.

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We established the overall programme framework, which included putting a governance structure in place; reporting cycle, finance and change controls. A PMO team was set-up as well as tech and change boards, bringing stability and structure to the teams. Roles and responsibilities were defined, skills assessment conducted to deploy the right talent in delivery and train employees. The management was provided with visibility of issues, risks, changes and plan slippage. After our recommendations, some projects were closed, staff re-deployed elsewhere and new projects were given the go ahead.