In a competitive and volatile business climate, executives must drive significant value from calculated investments made in IT. It is crucial to select the right opportunities to add to the project portfolio and correctly manage the corresponding delivery and risk. Many financial firms recognize that disciplined project management—enabled and governed using a Project Management Organization (PMO)—will increase the chance of successfully delivering value while reducing risk. But some firms have been unable to adequately leverage the PMO across the project portfolio.


Often, this means that program management is used only for some IT programs and does not encompass all IT programs; or it is primarily IT-driven and lacks strong integration with business stakeholders. Capgemini has helped banks, insurers and capital markets firms use program management as a transforming enabler, not just a control mechanism. By embracing program management from a broader perspective, your financial institution can link business and IT strategic planning, demand management, program management and portfolio management across all IT initiatives forging a strong bond between business needs and IT.