By improving project planning and filling gaps in communications and staffing, we enabled a division to better serve the needs of its internal clients and to rise to the expectations of the organization as a whole.
As a result of regulatory requirements, a major financial services institution was under increased pressure to monitor and retain all electronic correspondence entering and leaving the firm. However, the business E-communications division had been struggling to provide technical solutions for fulfilling these obligations. The combination of a short-handed staff, inconsistent performance from new technologies, and the increased visibility and scrutiny of the department also resulted in dissatisfaction with its performance on the part of the user community.
We began by documenting all of the ongoing projects within the division – which, in the case of many projects, was the first time this had been done. To help the client make informed hiring decisions, we assessed the responsibilities of current personnel and identified staffing gaps. Next, we created a 16-month roadmap of business communications projects, ensuring that future initiatives would be aligned to the firm’s compliance priorities. We also gathered requirements and produced budget documentation for the fiscal year. Throughout the engagement, we provided critical project management support to all initiatives underway within the department.
Our client dramatically improved its program management practices and gained a better understanding of its priorities. Most importantly, it is now able to communicate effectively with its internal customers and to help them meet internal and external compliance standards.