A Fortune 50 financial services company was in need of improving the maturity and effectiveness of their operational risk reporting function. This case study shows the approach that Premier Alliance took.
The inaugural SekelaXabiso CAE Masterclass took place on the 29th of November 2016, under the topic "Transforming your assurance & advisory function". The SkX CAE Masterclass is championed by SekelaXabiso's Head of Technical and Quality Assurance, Mr Ronald Moyo.
The inaugural SekelaXabiso CAE Masterclass took place on the 29th of November 2016, under the topic "Transforming your assurance & advisory function". The SkX CAE Masterclass is championed by SekelaXabiso's Head of Technical and Quality Assurance, Mr Ronald Moyo.
Whitepaper - Connected Project Portfolio Management in the Oil & Gas IndustryAshwin Menon
One vital question often asked by executives dealing with an ever-changing market landscape is, “How should my company most effectively invest in in order to grow our revenue, capture market share, and increase profitability?"
To sustain long-term growth, companies must manage a number of projects at different stages of maturity. Many organizations struggle with capturing the voice of the customer, and translating that input into executable projects staffed with the right resources, while also ensuring adequate due diligence to make certain that projects align to corporate strategy and meet market expectations. Companies that more effectively manage this process position themselves for greater revenue realization, market share, and/or profitability.
Capital project portfolio management is all about making decisions about investment mix, matching investments to objectives and aligning them to strategy, allocating the right resources to the right projects, and balancing risk against performance.
This document offers our point of view on how capital project portfolio management must be implemented, how SAP can help, and some of the leading practices we have seen.
Jade Global’s implementation of ServiceNow IT Business Management solutions extend your visibility so you can manage many of your most important investments: people, projects, compliance, and vendors
We help our clients solve big, complex industry issues and capitalize on opportunities to help deliver outcomes that grow, optimize and protect our clients’ businesses.
Our project portfolio management approach takes a holistic view of your company’s overall strategy, helps gain control of investments and helps to deliver meaningful value to the business. It focuses on the entire life cycle of the project
portfolio from planning to monitoring and on to delivery. This includes three major processes — portfolio strategy, planning
and portfolio operations: all three processes centre around both value alignment and identification within the business, as well
as value realization within your IT and operations functions.
Our holistic approach will enhance your organization’s chance of success in its transformation efforts because it will help
the organization to focus on the risks that matter. In addition, this approach will help enable a common risk language within
programs and projects, thereby strengthening your company’s risk culture.
Implementing an effective Corporate Real Estate Project Framework in global o...jcquinn
Projects vary in type, size and complexity, ranging from new builds and refits, to major interior overhauls and facilities management – and often involve a mixture of these elements.
Raises three key issues:
> How can you keep information up-to-date and available in one place?
> How can you manage workflow and provide the right information to the right people at the right time?
> How can you use a single framework to design the governance processes and life cycles over such a wide range of projects?
Governance - Ensuring the Effectiveness of Project ManagementSTARTPM
A look at the role Governance plays in ensuring the effectiveness of Project Management. (c) START[pm] 2010
Presented at the PM Showcase, Adelaide, SA 2009.
New developments in program managementMichel Thiry
Since the first edition of my book "Program Management" was published 6 years ago, program management has evolved both as a distinct discipline and as an organisational capability as described in the second edition of the book. As a discipline it has reached a point where, today, the main program management standards and writers agree that it is meant to deal with complex and turbulent situations and to deliver benefits, not products. It is also becoming more of an organisational capability and practice focuses more and more on its integration within the business, from strategy formulation to sustainability of benefits.
All these developments could be encapsulated in the maturing of the program culture. In this paper, I will examine five aspects of this cultural evolution:
1. The rise of agility and its effect on program management
2. The alignment of the main program management standards
3. The integration of program management in the organisation
4. The distinction between projects and programs
5. The management of change as a key aspect of program management
The leader's job is to set a clear direction of what their organizations mean by "results" - Peter Drucker
Here's a partial example of how to do that with Balanced Scroecard
Developing End State Vision
Advice and Planning Strategy
Driving a Business Architecture
Provisioning a Portfolio of Projects
eGRC Operation Control
Minimizing Financial Risk
Aggregating Financial Risk
Managing Mainframe Entitlements
Implementing Data Governance
Understanding Data Lineage
Defining Global Customer Strategy
Whitepaper - Connected Project Portfolio Management in the Oil & Gas IndustryAshwin Menon
One vital question often asked by executives dealing with an ever-changing market landscape is, “How should my company most effectively invest in in order to grow our revenue, capture market share, and increase profitability?"
To sustain long-term growth, companies must manage a number of projects at different stages of maturity. Many organizations struggle with capturing the voice of the customer, and translating that input into executable projects staffed with the right resources, while also ensuring adequate due diligence to make certain that projects align to corporate strategy and meet market expectations. Companies that more effectively manage this process position themselves for greater revenue realization, market share, and/or profitability.
Capital project portfolio management is all about making decisions about investment mix, matching investments to objectives and aligning them to strategy, allocating the right resources to the right projects, and balancing risk against performance.
This document offers our point of view on how capital project portfolio management must be implemented, how SAP can help, and some of the leading practices we have seen.
Jade Global’s implementation of ServiceNow IT Business Management solutions extend your visibility so you can manage many of your most important investments: people, projects, compliance, and vendors
We help our clients solve big, complex industry issues and capitalize on opportunities to help deliver outcomes that grow, optimize and protect our clients’ businesses.
Our project portfolio management approach takes a holistic view of your company’s overall strategy, helps gain control of investments and helps to deliver meaningful value to the business. It focuses on the entire life cycle of the project
portfolio from planning to monitoring and on to delivery. This includes three major processes — portfolio strategy, planning
and portfolio operations: all three processes centre around both value alignment and identification within the business, as well
as value realization within your IT and operations functions.
Our holistic approach will enhance your organization’s chance of success in its transformation efforts because it will help
the organization to focus on the risks that matter. In addition, this approach will help enable a common risk language within
programs and projects, thereby strengthening your company’s risk culture.
Implementing an effective Corporate Real Estate Project Framework in global o...jcquinn
Projects vary in type, size and complexity, ranging from new builds and refits, to major interior overhauls and facilities management – and often involve a mixture of these elements.
Raises three key issues:
> How can you keep information up-to-date and available in one place?
> How can you manage workflow and provide the right information to the right people at the right time?
> How can you use a single framework to design the governance processes and life cycles over such a wide range of projects?
Governance - Ensuring the Effectiveness of Project ManagementSTARTPM
A look at the role Governance plays in ensuring the effectiveness of Project Management. (c) START[pm] 2010
Presented at the PM Showcase, Adelaide, SA 2009.
New developments in program managementMichel Thiry
Since the first edition of my book "Program Management" was published 6 years ago, program management has evolved both as a distinct discipline and as an organisational capability as described in the second edition of the book. As a discipline it has reached a point where, today, the main program management standards and writers agree that it is meant to deal with complex and turbulent situations and to deliver benefits, not products. It is also becoming more of an organisational capability and practice focuses more and more on its integration within the business, from strategy formulation to sustainability of benefits.
All these developments could be encapsulated in the maturing of the program culture. In this paper, I will examine five aspects of this cultural evolution:
1. The rise of agility and its effect on program management
2. The alignment of the main program management standards
3. The integration of program management in the organisation
4. The distinction between projects and programs
5. The management of change as a key aspect of program management
The leader's job is to set a clear direction of what their organizations mean by "results" - Peter Drucker
Here's a partial example of how to do that with Balanced Scroecard
Developing End State Vision
Advice and Planning Strategy
Driving a Business Architecture
Provisioning a Portfolio of Projects
eGRC Operation Control
Minimizing Financial Risk
Aggregating Financial Risk
Managing Mainframe Entitlements
Implementing Data Governance
Understanding Data Lineage
Defining Global Customer Strategy
ServiceNow GRC: The Future of Governance, Risk, and ComplianceAelum Consulting
Governance, Risk, and Compliance (GRC) are no longer distant cousins of IT, but essential lifeblood of any modern organization. ServiceNow, the Now Platform, offers a powerful toolkit to wrangle this complex beast, but unleashing its full potential requires strategic finesse. Here are some best practices to help you master ServiceNow GRC and elevate your game:
How Morgan Stanley is Using Apps to Transform the WorkplaceDreamforce
Join us to learn how IT can be the hero and help accelerate HR transformations. Learn how to create a seamless experience for employees on the front end, all completely integrated with your core HR systems on the back end. Join us to hear from Morgan Stanley on how they're building and deploying apps to better service, engage, and retain employees. Speakers: Brian Kelly, Morgan Stanley's Executive Director of HR IT and Ashvin Parmar, Capgemini's Business Information Management Principal
Maximising Return on Investment(ROI) How PIEDAP a innovative Digital Assuranc...PIEDAP
A digital assurance platform provides project management, quality engineering, and
asset assessment services. It is a comprehensive software solution designed to
support organizations in ensuring the quality, reliability, and effectiveness of their
digital initiatives across various dimensions.
End-to-end operating model management with PRESTO Continuous Improvement!
Our talented team of performance enhancement business consultants have partnered with our equally talented product development team to bring to you PRESTO Continuous Improvement, the all-in-one and super easy-to-use business business management solution allowing its users to put operational excellence at the core of its digital transformation strategy.
Use PRESTO to install a corporate wide-sense of urgency, sense of responsibility and sense of purpose discipline to ensure that everyone in your organisation is focused on performance and that your opportunities to resolve operational issues, eliminate waste and innovate your company are communicated effectively to the decision makers responsible for your investmental budget.
This presentation complete with a business case study highlights PRESTO's core functionality, its value proposition, its deployment costs, its costs to maintain in a business as usual environment and its ROI.
Application sourcing focused on value, not cost aloneWGroup
As part of a four year transformation strategy to replace its aging technology stack, strengthen their expertise and reduce the total cost of ownership, a $12 billion US-based organization was seeking a solution that would resolve problems they were experiencing in the delivery of their applications development, maintenance and support functions. In this case study, WGroup facilitated the outsourcing RFP process with service providers so the client could evaluate partners based on value-creation capabilities, and not on cost alone. The resulting outsourcing contract implemented drove a metric-driven organization, measurable operational improvements, and expanded the service catalog of the IT organization.
End-to-end operating model management with PRESTO Continuous Improvement!
Our talented team of performance enhancement business consultants have partnered with our equally talented product development team to bring to you PRESTO Continuous Improvement, the all-in-one and super easy-to-use business business management solution allowing its users to put operational excellence at the core of its digital transformation strategy.
Use PRESTO to install a corporate wide-sense of urgency, sense of responsibility and sense of purpose discipline to ensure that everyone in your organisation is focused on performance and that your opportunities to resolve operational issues, eliminate waste and innovate your company are communicated effectively to the decision makers responsible for your investmental budget.
This presentation complete with a business case study highlights PRESTO's core functionality, its value proposition, its deployment costs, its costs to maintain in a business as usual environment and its ROI.
Contact us at www.toppti.com to learn more
Caprock: "We are initiating coverage on Pegasi Energy Resources Corporation with a
STRONG BUY rating and with a 12-month price target of $1.50. We believe PGSI’s shares offer investors a unique and favorable risk/reward profile."
FORM 8-K. Filed 05/07/12 for the Period Ending 05/07/12. A PowerPoint presentation that Ventrus Biosciences, Inc. will present at the 37th Annual Deutsche Bank Health Care Conference in Boston, MA on Monday, May 7, 2012.
Sections include: Company Overview --- Focus on Fibromyalgia and Post-Traumatic Stress Disorder. Large Markets with Unmet Need --- Novel Formulation Technology Applied to Known Ingredients = Better Drugs --- Robust Product Pipeline with Nearterm Milestones, and more.
Early this morning, SunSi announced it is acquiring 51% of
TransPacific Energy, Inc., a U.S.-based company that
designs and sells energy systems which maximize heat
recovery and convert waste heat into electrical energy.
APDN sells patented DNA security solutions to protect products, brands and intellectual property from counterfeiting and diversion. SigNature DNA is a botanical mark used to authenticate products in a unique manner that essentially cannot be copied. Our mark provides a forensic chain of evidence that can be used to prosecute perpetrators. To learn more, go to www.adnas.com where APDN routinely posts all press releases.
Osisko Gold Royalties Ltd - Corporate Presentation, June 2024
Premier Alliance Case Study 2
1. MAJOR FINANCIAL SERVICES COMPANY USES NEW KRI’S TO
IMPROVE OPERATIONAL RISK PROGRAM
Situation
A Fortune 50 financial services company was in need of improving the maturity and effectiveness of their operational
risk reporting function. Specifically, improvements were needed to 1) ensure that the business units were getting
relevant, usable risk information and 2) that the program would satisfy regulatory risk management requirements.
360° Thinking
The team needed both strategic and tactical expertise to be successful. A full knowledge of regulatory and
operational risk issues would be required to assess the needs and provide strategic direction. Tactically, a “roll-up-the
sleeves” attitude and competency would have to be brought to bear to assist with the implementation. This delivery
would have to include team members who could quickly understand business issues as well as the current internal
and external operating environments in order to lead the client’s diverse teams. (Per the client’s request, organic
resources were to be used as much as possible).
Premier Alliance Delivery
Premier Alliance used a proven Six-Sigma project methodology of Define, Measure, Analyze, Improve and Control
(DMAIC) to provide a standard base from which to manage the project. After defining the core issues and assigning
workstreams to address them, the team used a COSO-based framework to provide an industry standard control
structure to all activities within the effort. After assessing current practices it became clear that the cornerstone of the
project/program would involve the creation of revised key risk indicators (KRI’s), which would provide business
leaders with risk information vs. data. Facilitated working sessions with the client’s risk managers used a mix of
existing data along with new to provide more actionable indicators, while decreasing the amount of raw numbers
being reported. These new KRIs along with other roadmap improvements paved the way for a more robust, forward-
looking program and began the shift from a commoditized function to one of true risk analysis.
Why Premier Alliance?
Simply stated, Premier used seasoned industry experts to quickly assess and methodically implement a solution that met the
client’s needs. This solution resonated with the client because it was based on real world, industry-standard experience. The
small “footprint” of resources delivered was in line with the client’s expectations, and used organic resources in order to keep
costs within their budget. This is the Premier difference: We deliver talent where it is needed to ensure success.
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