Description

A focused course, tailored for you

Bank IT Project Manager's Integration Programme Playbook

How a country-level IT PM rolls a project portfolio into a specific programme when European asset managers combine.

Two European asset-management arms are combining. IT delivery sits at the centre of every integration workstream. Your projects either become a programme with a credited lead, or they get re-allocated.

$199 one-time

Tailored to your situation. Access within 24 hours. 30-day money-back.

Includes a hand-built implementation playbook delivered alongside course access, generated for your specific situation.

Why this course

A major European universal bank and a top-five European asset manager are combining their asset-management arms. IT delivery sits at the centre of every integration workstream and at the front of every operating-model review.

The IT project manager seat at country level is where the integration backlog actually lands. The projects already running do not pause for the integration. They continue, but they are now read in the context of the integration roadmap, with dependencies and milestones nobody had drawn before.

The IT PMs who survive the operating-model review are the ones who frame their project portfolio as a single programme on the integration roadmap, with a credited programme lead position and a defensible scope. The PMs who continue running projects as projects find the projects re-allocated to whoever has already drawn the programme.

This playbook is the framing, the artefacts, and the 90-day move to programme lead before the operating-model review redraws the seat for you.

What you walk away with

A portfolio narrative for your current projects that reads as one programme on the integration roadmap.
A clean dependency map between your projects and the next 18 months of integration milestones.
A weekly portfolio-status artefact the programme director will paste into their own deck.
A scope statement that distinguishes you from a delivery PM and from a country lead.
A migration plan from 'project manager' to 'programme lead' on a specific integration workstream.
A defensible answer when the operating-model review asks who owns your portfolio's integration dependencies.

The 12 modules

Module 1. Reading the integration deck for what it means at country level

M&A integration decks are written at group level. The operational consequence at country level is rarely spelled out. The diagnostic for extracting country-level integration backlog from a group-level deck.

Module 2. The country-level integration backlog nobody owns yet

Every integration leaves a country-level backlog that the group programme assumes someone will own. Identifying yours. The reason this is the strongest move for an IT PM in your seat right now.

Module 3. Rolling your project portfolio into a programme narrative

Six projects are not a programme. Six projects framed as one integration workstream are. The artefact: a one-pager that reads as a programme charter.

Module 4. Dependency mapping across your projects and the integration roadmap

Map dependencies between your projects and the next 18 months of integration milestones at group level. The diagram. The risks. The decisions that need group-level escalation.

Module 5. The scope statement: PM vs programme lead vs country lead

Three roles overlap in the country-level integration seat. The scope statement that puts you in the middle one defensibly. The language. The framing.

Module 6. Weekly portfolio-status artefact for the programme director

Format, cadence, and content of the weekly artefact the group programme director will paste into their deck. Worked examples calibrated for bank IT delivery.

Module 7. Working with the group programme team

How the country-level programme lead partners with the group programme team. The escalation rhythm. The credit-sharing that protects you when group politics shifts.

Module 8. Operating-model review preparation

When the operating-model review reaches your seat, the deck is already mostly written. The artefacts to have in hand. The conversations to have had with your line manager and the programme director.

Module 9. Regulatory dependencies in European bank integrations

DORA, MiCA, and country-specific regulatory dependencies that run through bank IT integrations. The dependencies most country PMs miss until the regulator asks.

Module 10. Vendor and outsourcing renegotiation through M&A

Outsourcing contracts get renegotiated during M&A integrations. The PM seat at country level is in the middle. The artefact that protects the projects through the renegotiation.

Module 11. Career path: PM to programme lead inside European banks

Career path inside European universal banks from country IT PM to programme lead and beyond. The artefacts the promotion committee reads. The internal hiring patterns through M&A cycles.

Module 12. Your 90-day move to programme lead

Day-by-day plan. Portfolio narrative in week one. Dependency map in week two. Weekly artefact running in week three. Scope conversation with your line manager in week four. Programme-lead conversation with the group programme director in month two.

How this addresses your situation

Specific modules that map to what you said you are dealing with.

Modules 1 and 2 cover the diagnostic for an IT PM whose country-level portfolio just got read in the context of a group-level integration.

Modules 3 to 6 produce the four artefacts (portfolio narrative, dependency map, scope statement, weekly artefact) every country programme lead has.

Modules 7 to 10 cover the operating cadence (group programme team, operating-model review, regulatory, vendors).

Modules 11 and 12 cover the promotion mechanics and 90-day execution.

What you get with this course

The 12-module course delivered as text plus downloadable templates.
Templates for the portfolio narrative, dependency map, scope statement, and weekly portfolio-status artefact.
A hand-built implementation playbook generated for your specific portfolio (country-level bank IT delivery in a European asset-management combination).
Three worked examples of the weekly portfolio-status artefact (calibrated for different bank IT scopes).
Scripted talking points for the scope conversation with your line manager and the programme conversation with the group programme director.

What you will have in hand by Day 1, Week 1, Month 1

Day 1: Portfolio narrative draft 1; country-level integration backlog identified.

Week 1: Dependency map shared with one peer; scope statement drafted; weekly portfolio-status artefact format agreed.

Month 1: Weekly artefact running and reaching the group programme director; scope conversation completed with your line manager; programme-lead conversation scheduled.

Before and after

Before

You run six projects at country level. They are on track individually. The group integration deck does not mention you. Your line manager is busy. The programme director at group level does not know your name. The operating-model review is somewhere on the calendar.

After

Your six projects are one country-level integration workstream with a programme charter. The group programme director quotes your weekly artefact. The operating-model review names you as the country programme lead. The scope conversation with your line manager is already in motion.

What happens if you do not address this

Group-level integration teams are drawing the country-level programmes in this quarter or next. Once the programme map is signed off, the integration leads are named and the seat behind the name closes. Country PMs whose portfolios were not framed as programmes find their projects re-allocated to the credited programme leads. The window to land on the credited-lead side is the months before the integration map is finalised.

Who it is for

For IT project managers, delivery leads, and PMO leads at European universal banks and asset-management firms running country or LoB-level delivery into a consolidation cycle.

Who this is NOT for. PMs running pure infrastructure-rollout projects (the integration framing does not apply). PMs at firms not in active M&A or operating-model review. PMs already running specific programmes at director level.

How it arrives

Text-based course via LMS, plus downloadable templates and the hand-built implementation playbook.

Time investment. Roughly 10 hours of reading and 8 to 12 hours producing your artefacts against your real portfolio. Most PMs finish the portfolio narrative and dependency map in week one.

Why $199 is the right number

Internal PMO training inside large European banks is general (PMI again). M&A integration consulting is for group-level teams, not country PMs. A senior programme director would cover maybe four of these 12 modules informally. $199 buys the focused playbook plus the implementation document for your live country portfolio.

FAQ

Will the group programme director actually read my weekly artefact?

Module 6 is built so the artefact lands as a time-saver in the group director's existing reporting cadence. Format and length are designed for the slide they were going to make anyway. Three worked examples included.

What if the integration deck has not been shared at country level yet?

Module 1 is built for that case. Reading the publicly available information plus the country-level signal to reconstruct the relevant country-level backlog. Worked example included.

How is this different from free PMI content on programme management?

PMI content teaches programme management in general. This teaches the specific move from country-level project portfolio to country-level integration programme during a European bank M&A. The artefacts are populated for that specific case.

What if my line manager wants to be the programme lead?

Module 5 is built around that scope tension. The scope statement explicitly distinguishes between line-management responsibility and programme-leadership responsibility. Scripted conversation included.

What is in the implementation playbook for me specifically?

A populated portfolio narrative against your current projects; a draft dependency map against the integration milestones publicly visible; a 90-day visibility plan with the conversations with your line manager and the group programme director.

30-day money-back guarantee. If after a week of working through the materials this is not what you needed, reply to the receipt email and a full refund is processed. No questions, no forms.

Within 24 hours your account in the learning environment is provisioned and the tailored implementation playbook is delivered alongside it.