At a Glance
- A Southeast Asian financial institution was facing challenges in delivering IT projects on time, within scope, and on budget due to fragmented project prioritisation and ineffective governance.
- Renoir worked closely with the client to establish a Technology Project Management Office, embed best practices, and enhance IT delivery capabilities. As a result, over 100 project management solutions were rolled out across the organisation.
- This case study explores how the partnership between the client and Renoir enabled a digital roadmap with a scalable project management infrastructure in place to support future growth.
Key Results
100+ Project Management Solutions Implemented
Standardised tools and processes embedded across 60 projects to improve consistency and control.
27 TPMO Services Delivered
A comprehensive service suite was rolled out to support governance, delivery tracking, and capability building.
60 Projects and Programmes Covered
The engagement spanned across 14 business segments, streamlining delivery across the enterprise.
Unified Prioritisation Framework Deployed
Enabled leadership to make strategic investment decisions with improved clarity and alignment.
TPMO Established with Defined KPIs and Roles
A permanent governance structure now drives accountability and delivery excellence.
14 Business Segments Aligned
Ensured cross-functional project oversight and reduced silos across business units.
End-to-End Vendor Governance Model Introduced
Contract terms, performance tracking, and escalation pathways formalised to reduce delivery risk.
Comprehensive Training Programme Delivered
Upskilled internal teams through role-specific training and behavioural coaching for long-term impact.
Key Results
100+ Project Management Solutions Implemented
Standardised tools and processes embedded across 60 projects to improve consistency and control.
27 Technology PMO Services Delivered
A comprehensive service suite was rolled out to support governance, delivery tracking, and capability building.
60 Projects and Programmes Covered
The engagement spanned across 14 business segments, streamlining delivery across the enterprise.
Unified Prioritisation Framework Deployed
Enabled leadership to make strategic investment decisions with improved clarity and alignment.
TPMO Established with Defined KPIs and Roles
A permanent governance structure now drives accountability and delivery excellence.
14 Business Segments Aligned
Ensured cross-functional project oversight and reduced silos across business units.
End-to-End Vendor Governance Model Introduced
Contract terms, performance tracking, and escalation pathways formalised to reduce delivery risk.
Comprehensive Training Programme Delivered
Upskilled internal teams through role-specific training and behavioural coaching for long-term impact.
Background
The client is a major player in the financial services sector, headquartered in Southeast Asia. With over 1,000 branches and a workforce of several thousand, the organisation ranks among the top financial institutions in its region by market capitalisation and profitability.
Despite longstanding history, client faced significant challenges throughout the lifecycle of its IT projects. These included a siloed approach to project prioritisation, substantial budget and schedule overruns, and more that hindered the organisation’s ability to execute its strategic roadmap and align technology initiatives with business objectives. There was a clear need for sustainable solutions to improve project lifecycle management and enhance internal delivery capability.
This challenge is common across the financial sector. Many banks still rely on legacy systems that have been in operation for over 30 years, handling billions in transactions daily. While these systems provide stability, they are not optimised for speed, flexibility, or customer-centric innovation. Outdated digital platforms and fragmented service delivery often lead to negative customer experiences. Studies show that 20% of banking customers are lost due to poor customer experience, and 32% will abandon a brand after just one bad experience.
Analysis
The client faced widespread inefficiencies in delivering IT initiatives. Key challenges included:
- Siloed project prioritisation,
- Repeated cost and schedule overruns,
- Insufficient project governance mechanisms.
Projects often proceeded without holistic considerations, vendors lacked accountability, and internal teams struggled with mismatched roles and inadequate planning. These issues impeded the institution’s ability to align IT projects with strategic business goals and deliver value consistently.
Project Approach
Renoir’s initial priority was to identify the root causes affecting project delivery. We conducted a comprehensive review of the project lifecycle, assessing gaps in vendor management, planning quality, role alignment, and project reporting.
The solution involved designing a Technology PMO framework tailored to the client’s operational landscape.
We focused on three pillars:
- Project pipeline management and prioritisation
- Implementation of best-in-class project management methodologies
- Building internal competencies and embedding behavioural change
Implementation
Renoir worked in close partnership with the client to design and execute a comprehensive transformation of its project management environment. The implementation was structured around four key pillars: prioritisation, governance, capability building, and performance visibility.
1. Unified Project Prioritisation Framework
To address fragmented decision-making, Renoir introduced a specific prioritisation process. This ensured that all proposed projects were aligned with strategic business goals. The framework included:
- Defined project scoring criteria
- Standardised proposal templates
- A prioritisation matrix enabling leadership to rank and select initiatives based on business value and feasibility
2. Establishment of a Technology Project Management Office
To embed long-term governance, Renoir helped set up a centralised Technology PMO with clearly defined services and operational guidelines. Key components included:
- A structured service catalogue
- End-to-end process flows
- KPIs and success metrics for each project stage
- Clear definition of roles and responsibilities for all stakeholders
3. Enhancement of Project Management Practices
A series of solutions were implemented to close execution gaps across planning, vendor management, and reporting:
- A centralised “Project Binder” served as a single source of truth for documentation and oversight
- Critical paths and dependencies were mapped in detail to improve scheduling accuracy
- Requirements gathering processes were standardised for both functional and non-functional needs
- Weekly duration-based planning improved progress visibility
- Project status reports were enhanced with clear RAG indicators, planned vs actual metrics, and leading/lagging KPIs
4. Strengthening Vendor Governance
To manage delivery risk and accountability, Renoir introduced structured controls around vendor engagement:
- Master Service Agreements (MSAs) with protective clauses for non-performance
- Validation of technical specifications and solution designs before contract signing
- Quarterly performance monitoring and escalation protocols
5. Competency Development and Behavioural Change
Recognising that sustainable improvement required more than just tools, Renoir supported the client in strengthening its internal capabilities:
- Competency assessments were conducted to align individuals with the tasks required of their roles
- Role expectations were defined down to the task level
- Customised training modules were rolled out, tracked, and reinforced through behavioural audits
- Coaching sessions helped instill a new mindset and strengthen ownership across project teams
Results
The project delivered a measurable transformation in how the organisation managed its technology initiatives.
- The Technology PMO became a central structure driving delivery excellence and governance across 14 business segments.
- Over 100 structured project management solutions were embedded across the enterprise, improving consistency and transparency.
- The new prioritisation model empowered senior leadership to make informed investment decisions based on strategic alignment.
- Vendor governance improved dramatically, with clearer accountability and contract enforcement mechanisms.
- Project planning and reporting became significantly more accurate, improving stakeholder confidence and reducing avoidable delays.
- The internal project management team gained new competencies through structured training and embedded routines, reinforcing sustainable performance.
Renoir brought expertise in implementing change, provided crucial training and coaching, facilitated the development and implementation of a key management system, and ensured the alignment of branch operations with the overall corporate strategy. This comprehensive support was instrumental in achieving and surpassing the project’s targets.
*In line with our client confidentiality policy, all identifying details have been removed.
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