Contracted — countersigned, with historical work productFirst-pass editionFederal Reserve Bank of New York · 2010 · Project ID EPC-2010-FRBNY-SP

Last updated October 15, 2026 by Errin O'Connor, Founder & Chief AI Architect, EPC Group

Contracted — countersigned, with historical work product. Federal Reserve Bank of New York engaged EPC Group (O'Connor Enterprise Group, Inc., doing business as EPC Group) for SharePoint best-practices needs assessment, architecture and governance gap analysis, roadmap for a global SharePoint Center of Excellence across the twelve Reserve Bank districts — per consulting agreement of October 2010; architecture deliverable published. Project ID EPC-2010-FRBNY-SP. The engagement was completed and paid in full (EPC Group accounts-receivable record).

First-pass edition. The facts in the verification line and the project-facts table come from the documents named there. The engagement narrative below is written by EPC Group from the engagement type and the documented scope, is marked EPC-reported, and is pending review by Errin O'Connor. Delivery status comes from EPC Group's accounts-receivable record as stated by Errin O'Connor on 2026-10-15; no other result is claimed that the documents or project records do not support.

Summary

In 2010, EPC Group completed SharePoint best-practices needs assessment, architecture and governance gap analysis, roadmap for a global SharePoint Center of Excellence across the twelve Reserve Bank districts for Federal Reserve Bank of New York on SharePoint Server 2010, led by EPC Group's senior architects addressing SharePoint growing without an owner, a roadmap or enforced governance, in a regulated organization. The work ran through EPC Group's delivery lifecycle as EPC Group describes its engagements: assess, modernize, govern, operate, enable. The client accepted the deliverables and paid in full, per EPC Group's accounts-receivable record; EPC Group reports that its objectives for the engagement were met. Verification: Contracted — countersigned, with historical work product; Delivered — paid in full (EPC Group accounts-receivable record; EPC-reported). What the documents establish, and what they do not, is stated in Evidence and limitations below.

Project facts

Field	Value	Source
Client	Federal Reserve Bank of New York	document
Industry	Central banking / financial regulation	document / public record
Engagement date	October 2010	document
Work	SharePoint best-practices needs assessment, architecture and governance gap analysis, roadmap for a global SharePoint Center of Excellence across the twelve Reserve Bank districts	document
Microsoft products	SharePoint Server 2010	document / scope
Scope unit	per consulting agreement of October 2010; architecture deliverable published	document
EPC Group role	Consulting and delivery under the instrument named above	document
Lead architect	EPC Group senior architects (the published instrument does not name the lead; EPC-reported)	EPC-reported
Delivery status	Completed; invoiced and paid in full. Source: EPC Group's accounts-receivable record (paid invoices on file, not published because they carry commercial terms), stated by Errin O'Connor on 2026-10-15. EPC Group treats payment as acceptance; no client acceptance record is published for this engagement.	EPC AR record (EPC-reported)
Verification class	Contracted — countersigned, with historical work product; Delivered — paid in full (EPC Group accounts-receivable record; EPC-reported)	Evidence Center convention
Evidence record	https://www.epcgroup.net/evidence/federal-reserve-bank-of-new-york-sharepoint-2010	—
External source	none published yet	—
Project ID	EPC-2010-FRBNY-SP	EPC Group

What the document states

Consulting agreement (October 2010) for a SharePoint best-practices needs assessment, architectural and governance gap analysis and a global SharePoint Center of Excellence roadmap; the architecture deliverable maps the hierarchy across all twelve Reserve Bank districts. EPC Group also reports eDiscovery and records-management work for the Bank during the TARP period under Congressional oversight (EPC-reported; instrument not published).

Starting environment (EPC-reported, first pass)

An engagement of this type begins with a large organization with SharePoint spread across divisions, inconsistent governance, and a need for a center of excellence that sets roadmap, governance, reusable components and operating practice. The specific inventory for this engagement is held in EPC Group's project records and will replace this paragraph when published.

Business problem (EPC-reported, first pass)

SharePoint growing without an owner, a roadmap or enforced governance, in a regulated organization.

EPC Group's responsibility

SharePoint Center of Excellence design: roadmap, governance strategy and operational governance, platform architecture that can evolve, and a gallery approach for reusable workflows, web parts and master pages.

Technical decisions (EPC-reported, first pass)

The decisions this kind of engagement turns on are governance model and enforcement, the roadmap horizon, what belongs in shared galleries, and how divisions adopt the platform without forking it. The decisions actually taken for New York Fed will be stated here from the project record.

Delivery sequence (EPC-reported, first pass)

Typical sequence for this engagement type: current-state assessment → governance and roadmap design → architecture → gallery and standards → operating model handover. Dates and acceptance for this engagement will be stated from the project record.

Results

Metric	Baseline	Observed result	Period	Source	Verification class
Scope delivered against the instrument	as contracted	Completed; invoiced and paid in full	engagement period	EPC AR record (paid invoices on file; not published)	Delivered — paid in full (EPC Group accounts-receivable record; EPC-reported)
Client acceptance	—	Deliverables accepted; EPC Group's objectives met	close-out	payment in full + EPC-reported	Delivered — paid in full (EPC Group accounts-receivable record; EPC-reported)
Primary technical outcome (migration completeness, platform live, deliverable detail)	pending	pending project record	—	project record	pending
Service interruption during cutover (where applicable)	planned window	pending	cutover	cutover log	pending

Completion, acceptance and payment are stated from EPC Group's records; the technical rows stay pending until the project record is published. No figure is invented.

Client perspective

The client accepted the deliverables and paid every invoice in full. No client quotation is published on this page; where a client has given a written statement or a review, it is linked from the evidence record.

Evidence and limitations

The evidence record at https://www.epcgroup.net/evidence/federal-reserve-bank-of-new-york-sharepoint-2010 publishes the document(s) with redacted page images and SHA-256 hashes. The instrument establishes the client, the supplier, the service and the date as stated above. It does not by itself establish delivery dates, volumes, acceptance or outcomes; those require the project records referenced in the Results table. Completion and payment in full are established by EPC Group's accounts-receivable record (paid invoices on file; not published because they carry commercial terms).

Lessons for similar organizations (EPC-reported)

Governance that is not operational is a document; design the enforcement with the policy.
A CoE earns its keep by reuse — count what gets reused.

Author: Errin O'Connor, Founder & Chief AI Architect, EPC Group · Published: 2026-10-15 · Substantively updated: 2026-10-15.

Federal Reserve Bank of New York — SharePoint best-practices needs assessment, architecture and governance gap analysis, roadmap for a global SharePoint Center of Excellence across the twelve Reserve Bank districts (2010)