The Bank, which operates over 200 branches across KSA, found itself at a crossroads. Having spent significant time creating a good strategic plan for the Bank, they wanted to improve execution and delivery. Executive leadership recognised the effectiveness of aligning projects and the 2022 transformation strategy; and realised that the company’s existing project management processes were ad hoc and inconsistent across IT and business projects.
The Bank had begun the process of building an Enterprise Project Management Office (EPMO) and there was energy, support, and sponsorship for the potential value that an EPMO could deliver. However, initial attempts to get this organisational transformation program off the ground had faltered.