Service Delivery Model

---

Program Management Office

The time when a successful PMO's charter would be defined by implementing a complex program or delivering projects on-time, on-budget and with agreed upon deliverables has faded.

Given today's business environment, these are now minimal goals.

A broader set of centralized services is essential in maximizing your investments and management must realign its focus on this value proposition to the organization.

Enhancing Portfolio Management to a more sophisticated model requires an on going mechanism to plan and deliver products and services to meet committed targets to achieve customer and shareholder satisfaction

• Financial Service organizations are managing global environments driven by business imperatives and regulatory mandates. Comprised of legacy and disparate systems, as a result of mergers & acquisitions, these organizations are challenged with delivering business directives, simultaneously, with corporate initiatives and regulatory functionality globally.
• Currently, the PMO is considered an industry best practice and critical success factor in executing project delivery and mitigating portfolio risk. The origin of the PMOs in the Financial Services Industry began with the increasing complexity of the financial services landscape.
• Today's business environment requires a broader set of roles for the PMO that include on-going assessment of the organization's global capabilities and investments. By allowing the model of the PMO to evolve it will serve the broader needs of global business delivery, operations and regulatory requirements. The challenge is to leverage the PMO investment to converge and align siloed functions requiring centralized management and oversight.

1. Portfolio Management is anchored in strategic, operational and regulatory priorities
2. Business requirements provide the framework to establish resource allocations and budgets
3. Technology provides the enablement to deliver customer satisfaction
4. Executive Dashboards and Scorecards provide performance metrics to assess overall performance and provide visibility

The BankerTek consulting group's program management office methodology is as follows: