Case Study: S166 Programme Management

A FTSE-100 Firm

  • Worked with the firms’ Board and senior management to shape each project and produced a detailed programme plan.
  • Established programme governance, RAID and tracking tools to ensure accurate and timely delivery.
  • Worked with executive and senior management to initiate the programme and projects, build the team required and respond to initial FSA challenges on programme and project set-up.
  • Managed the entire global programme, spanning the Governance, Risk, Compliance, Operations and IT functions, reporting to a Board-level Steering Committee.
  • Responsible for programme management, planning, tracking and reporting, including programme risks, issues, dependencies and budget.
  • All milestones across the 12-month programme were achieved on time and under budget.

The Client

A major global FTSE-100 financial services firm.

The Challenge

  • The firm had one month to shape, scope and plan a 60-project programme of work in response to a Section 166 Skilled Persons Report.
  • The firm then had to deliver all 60 projects over a nine month period with sub-deliveries due each month.

The Solution

  • Lysis worked with the firms’ Board and senior management to shape each project and then produced a detailed programme plan which provided the delivery dates included in the response to the report.
  • Lysis established programme governance, RAID and tracking tools to ensure accurate and timely delivery.
  • Lysis then worked with executive and senior management to initiate the programme and projects, build the team required and respond to initial FSA challenges on programme and project set-up.
  • Lysis managed the entire global programme, spanning the Governance, Risk, Compliance, Operations and IT functions, reporting to a Board-level Steering Committee.
  • Lysis was responsible for programme management, planning, tracking and reporting, including programme risks, issues, dependencies and budget.

Lysis deployed the following techniques to ensure successful planning and execution of the programme:

  • Changes to global governance structures, boards, committees and legal entity governance
  • Senior management remuneration
  • The role and activities of the Audit Committee
  • Group Policies, Delegated Authorities and escalation arrangements
  • Board-level Management Information
  • The role and effectiveness of NEDs
  • Governance, structure and operation of the compliance function
  • Global and regional compliance policies
  • Arrangements for Transaction Reporting and Market Abuse detection
  • Governance, structure and operation of the risk management function
  • Risk management policies including ICAAP
  • Design and implementation of strategic planning arrangements

The Outcome

  • All milestones across the 12-month programme were achieved on time and under budget.
  • All deliverables (several hundred in total) were accepted by the FSA.
  • All changes arising from the programme were implemented and embedded as business as usual within the firm.
  • Confirmation from both internal audit and the appointed skilled person in their post-implementation reports that the firm had satisfied the requirements of the s166 report.
  • Effective roll-out and handover to line management.

Regulatory restrictions on the firm were lifted