Implementation PMI Deutsche Bank

  • When?


  • Where?


  • Organisation?

  • What?

    Creation and implementation of a PMI-based governance framework for all Deutsche Bank projects

  • Methods and Systems

    • Clarity PPM for project management
    • Confluence for process documentation
    • JIVE for communication and user communities
    • WebEx-based online training for project and program managers
    • Webcasts
  • Background

    The IT part of the organization had an established PMI-based program governance framework that was adapted to the specific needs of the company. However, this framework did not take into account the complex relationship and responsibilities between IT and business in the execution of programs. In some cases, the project management role was double staffed (business and IT) without clearly defined overall responsibility.

  • Approach

    In workshops with selected departments, we expanded the existing framework and initially created a concise, binding policy that clearly regulates roles and responsibilities for project implementation and project monitoring.

    We made the policy tangible and user-friendly through a graphically elaborate, navigable process documentation. Depending on the project type and project role, all participants could now navigate clearly through the various process steps.

    The rollout of the process was carried out through a combination of webcasts, blogs, global audio calls as well as interactive and recorded trainings – supported by a carefully designed communication plan.

  • Key Milestones

    • Governance Policy aligned
    • Project Governance Framework created as a navigable process – the Change Governance Framework
    • Rollout & training for all project and program managers
  • Results

    For the first time, a single project definition, a standard system for project management (Clarity PPM) and a standard framework for project implementation (Change Governance Framework – based on PMI) existed for the entire company.

    The most important projects were regularly scrutinised centrally when they reached certain stage-gates, as well as regularly every quarter in the implementation phase. The basis for the review was the Change Governance Framework, standardised artefacts (e.g. charter document or project management plan) and data in the PPM system Clarity.

  • What have we learnt?

    The division into IT project manager and business project manager is outdated. It is essential for the success of the project that there is a clearly defined responsibility for the sponsor and the project manager and that the sponsor takes responsibility for the success of the project and the project results.