Case Studies

Transformation Portfolio Optimization

A Global Bank was managing a large portfolio of disparate programs and projects.

Transformation Portfolio Optimization

A Global Bank was managing a large portfolio of disparate programs and projects. This case study highlights how Axis Corporate worked with the client.

 

THE CHALLENGE

  • A Global Bank was managing a large portfolio of disparate programs and projects;
  • The Transformation budget was over-subscribed with increased demands for further change or scope-creep;
  • The limited understanding of benefit realization at various stages in the portfolio;
  • Strategic objectives for the client were clear but there was no “true” alignment involving the portfolio change.

HOW WE HELPED

  • Established over-arching governance arrangements to ensure “value-added” change was being monitored
  • Confirmation of strategic objectives and criteria to assess “critical” programs and projects – does the change support both strategic and business objectives with the right outcomes?”
  • Developed a high-level business “blueprint” with measurable outcomes for external e.g. customers) and internal (e.g. staff) priorities;
  • Recut the overall portfolio roadmap into delivery “themes” and recut plan into manageable tranches driving business benefit (e.g. collection of project phases producing benefits together at key stages;
  • Determined business change that is “critical now” for this year and those that can be “deferred” to next year;
  • Analyzed the forecast budgets for each project within the program, linking back to benefits and categorizing costs;
  • Linked agreed spend back to change capability, i.e. IT development and delivery capacity, to understand ability to deliver in line with project timelines;
  • Identified critical priorities and dependencies;
  • Provided challenge to projects with clear scope or requirements’;
  • Set-up ongoing monitoring and reporting.

RESULTS

  • 300+ projects considered and realigned against business objectives;
  • All critical change priorities accommodated with additional change being “deferred” to next year;
  • $656 million budget remained the same but with more projects being delivered;
  • Business has better grasp on assessing projects and deciding their value for customers and business alike.

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