A Global Pension Fund’s program/project management capability and execution processes were designed to address business needs when the scale of the business was substantially less than the current state. The current program and project management processes, owned by Technology, are limited in a number of areas including use of value add metrics, portfolio evaluation, transparency, delivery discipline, standard delivery tools, well defined service ownership, and supporting organizational structure. Furthermore, programs/projects are not consistently prioritized to ensure alignment to the organization’s over arching mandate and related key business objectives.
As a result, business requirements and technical solutions are completed in respective silos, and may not be taken into consideration effectively. Enterprise mandate and strategic objectives are not well understood by project managers/participants, and it is unclear how programs/projects are evaluated and managed. The Global Pension Fund needs a framework it can use to raise awareness and establish buy-in across stakeholder groups, in order to develop and launch an appropriate program/project delivery service offering to support the current needs of the business.