Project Management Risk Oversight Operating Model​

A major international bank faced challenges with inadequate program management oversight, failing to meet audit commitments and regulatory expectations for establishing a function to monitor Enterprise project execution risks. RGP was engaged when further remediation extensions were no longer possible. Within nine months, RGP designed and implemented a new operating model and function that provided global coverage across a wide range of project management risks, including environmental, technological, human, and emerging threats. The function was independently assessed by Internal Audit as sustainable and effective.​

RGP deployed a team, led by the former Global Head of Project Management Methodology at the bank, to assess the client’s project management practices and create a target operating model. This model was supported by detailed process flows documenting interactions across the bank’s three lines of defense. After obtaining approval from Executive Leadership and Internal Audit, RGP wrote a Corporate Policy outlining the new function’s objectives, responsibilities, and operations. RGP also supported staffing by writing job descriptions and assisting in interviews, onboarding, and training, and developed internal and external communications to announce the function’s mandate.​

Within nine months, RGP helped the organization mitigate project management risks, monitor key risk indicators, and resolve a 2+ year audit issue.​