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A new US legislation regarding international tax enforcement, Foreign Account Tax Compliance Act (FATCA), to prevent offshore tax evasion by US persons with undisclosed offshore accounts, results in technology and operational changes across a large international bank.
The primary responsibility of the Project Management Office (PMO) is to manage and execute projects that are central to the goals and objectives of the organization. The PMO works with the project stakeholders and delivery teams to apply and maintain standards and processes as they deliver a project. Can you imagine not having standards or oversight when implementing a project? Unfortunately, PMOs are frequently seen as bureaucratic functions that block, rather than benefit organizations. This paper examines common challenges and potential solutions to unlock the benefit of a PMO.
A large US bank embarks on a 3 year program to design, build and implement Non-Public Personal Information (NPPI) controls across the bank and resolve non-compliance issues related to the Gramm–Leach–Bliley Act (GLBA).
Technology and operational reporting practices causing reputational and regulatory issues for executives and financial regulators.
Large international organization is challenged with its enterprise-wide Information Technology (IT) Transformation project, an over-running budget, a delayed delivery schedule and a Benefits Realization plan that is not being achieved.
Financial regulators call for remediation of inconsistent and outdated legacy business continuity processes and controls.
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