🔹 Situation
A global bank launched a multi-year initiative to modernize its data architecture, metadata management, lineage reporting, and access governance.
The problem? Each domain was moving independently, with unclear ownership, inconsistent milestone reporting, and fragmented vendor oversight.
PGMP was engaged to stand up a Program Management Office to centralize governance, create delivery discipline, and enable executive oversight.
🔹 Our Role
- Established a central PMO aligned to business, technology, risk, and compliance
- Designed a unified delivery roadmap with key milestones and dependencies
- Implemented delivery routines (scrum-of-scrums, RAID, milestone validation gates)
- Integrated internal workstreams and third-party delivery partners
- Created C-level dashboards covering 7 delivery domains
- Advised on PMO operating model to sustain execution beyond year one
🔹 Results
✅ Program-wide roadmap visibility across business, data, tech, and audit
✅ PMO dashboard adopted as executive reporting source of truth
✅ Stakeholder satisfaction improved from 43% to 89% within one quarter
✅ Phase 1 program delivery completed 3 weeks ahead of schedule