IT Governance Project Review

Over two months working with a financial services firm, we worked to analyze the business and deliver project methodology that was enforced without bureaucratic overhead, and an IT management team that was fully engaged in projects. This resulted in the organization’s ability to deliver on-time, on-budget projects.

Project Background

With an increasing diversity of projects in a growing IT organization comprised of various groups, the management team was concerned with staying “on top” of key projects with broad business impact, large budgetary commitments, and dependencies on other projects or business events. A key driver was to ensure this was collaborative rather than oppressive.

The Strategy

A weekly meeting (called “Project Review”) was created where project managers would present status to the CIO and his management team. The meeting was chaired by the PMO, who also supplied some simple project metrics. Project managers would supply a two-page document summarizing what we called the “6 Ds”: Dates, Doers, Dollars, Deliverables, Dangers, Dependencies.

A Project Review was created to ensure the success of a project. Committee members were supportive, and presenters were open about issues and risks.

Proven Results

  • 98% of projects were delivered on-time and on-budget.
  • Issues were surfaced quickly and mitigated through the inclusion of IT department heads on the Committee.
  • Project Managers learned to structure their projects and project reporting around the needs of the Project Review Committee.
  • Project discipline was achieved without the traditional PMO bureaucratic overhead.

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