successful implementation of your treasury pjtp rojects … · successful implementation of your...

Successful Successful Implementation of Your Implementation of Your T P j tT P j t AATreasury Projects Treasury Projects –– A A P ti lP ti l ApproachApproachPractical Practical ApproachApproach

th35th Annual So Cal ExpoSouthern California Association for Financial Professionals

April 7 2016April 7, 2016Los Angeles

©Saraiya Business Consulting

P ti l hP ti l h…Practical approach… …Practical approach…


S i O tliS i O tliSession OutlineSession Outline1 Ch ll f T P j1. Challenges of Treasury Projects2. Managing Projects

1. Methodology/Approachgy pp2. Project Components

3. Typical Project Pitfalls – what goes wrong and whyand why

4. Some Specific Treasury Projects1. Bank Migration2 T T h l2. Treasury Technology 3. Process Improvement Initiatives


Challenges of Treasury Challenges of Treasury P j tP j tProjectsProjects

1. Requires Specific Knowledge – a Specialty2. Typically involves intersection of Process, Regulations, yp y g

Banks & Technology 3. A cost center that works with very slim budget

A)Manage projects while managing daily operationalA)Manage projects while managing daily operational tasks

B) Technical expertise C)PM B h St th Th A t f P j t M tC)PM Bench Strength – The Art of Project Management

S Y A “A id t l” P j t M©Saraiya Business Consulting

…So You Are an “Accidental” Project Manager…

What Is Project What Is Project M t?M t?Management?Management?

Time

RESULTS

Cost Scope


($$$)Scope

A Bit About Project A Bit About Project M th d l iM th d l iMethodologiesMethodologies

1. SDLC – (a.k.a. “traditional”, “waterfall”)2. Agile (not really a methodology)2. Agile (not really a methodology)3. Hybrid4. PRINCE2 (PRoject IN Controlled Environments)5. LEAN ( Originally applied to Manufacturing processes – modified to apply to Projects


T diti l/ “W t f ll”T diti l/ “W t f ll”Traditional/ “Waterfall”Traditional/ “Waterfall”

Initiate Plan Execute Close

• Charter • Detailed • Develop • Close • Budget• Resource• RMO• HLR

req• Schedule/baseline

• SOW

• Test• Control (Change managem

budget• Lessons learned

• Move toHLR• Project kickoff

SOW • Cleaner estimates

• Project

management, risk, issues , costs T i i

Move to production/standarsupport


Cadence • Training

A ilA ilAgileAgileSPRINT

Plan

SPRINT

Plan

Dev

Test


The “FACES” of A ProjectThe “FACES” of A Projectjj

Excited!!!Excited!!!

O ti i ti !Optimistic!

P l d!Perplexed!

Fatigue

Worried!

g


Worried!

Angry/Frustrated Relieved

Project “ROOTS” will determine the course ofdetermine the course of

the project


Project Component Project Component ‐‐Ch tCh tCharterCharter

1. Question the case – why are you doing this project ??? 2. Specific Deliverables (High level Requirements)3. Identify Key “Risks” – what makes you worry???4. Identify Some Milestones – with some target

timeframetimeframe5. Importance of Sponsor (& PM to be on same page)6. Resource List – iterative [RACI chart]R ResponsibleR – ResponsibleA – ApprovalC – Consult


I – Keep Informed

Example of Project Example of Project Ch tCh tCharterCharter

“…we are implementing a new Deliverables Receivables Solution…”

“…we are implementing a new Receivables Solution that will result in reducing our

Risks

collection costs by 20% due to reduce manual processing…”

“ the project could be delayed…the project could be delayed if we can’t get resources…”

“…the IT resources maybe working on another project and may not be available til th l t ”

Milestones

until a month later…”

Kick off – MarchDevelopment – May Kick off – March

Requirements sign off April


p yTest – JuneDeploy ‐ August

Requirements sign off ‐ AprilDev May‐mid JuneTest – mid June; approval end of July…

RR AA CC I Ch tI Ch tRR‐‐AA‐‐CC‐‐I ChartI ChartName Department Role R A C I

Bill Smith Treasury‐ executive sponsorApproves final deliverable X X X

Samir Shah Treasury

‐ business sponsorapproves all requirements‐ SME X X

Jill Wagner IT‐ IT lead and resource‐ approves all testing X X

Darren Do Legal ‐ legal resource X


John Tustin PMO Project manager X X X

P j t S h d lP j t S h d lProject ScheduleProject Schedule1 Iterative1. Iterative

a. Start with high level milestonesb. Don’t do it in a vacuum

2. Assign resources and get their buy in3. Timing – the most difficult…it’s an estimate, not

it t tcommitment yet4. Work backwards – to assign dependencies (“…in order for me to get this, what do I need…”)g , )

5. Get “baseline” – Conceptual acceptance6. Use a single schedule with vendors – not their

h d l f t k d


schedule of tasks and ours

Let’s Start The Project Let’s Start The Project ––“Ki k“Ki k ff”ff”“Kick“Kick‐‐off”off”

1. Purpose of Project Kick‐offA)Yes it’s officialB) You’re here because you have something to do

with this projectC)Initial feedback – specifically around risks andC)Initial feedback specifically around risks and

milestones 2. Use Project Charter and initial schedule as tools3 It’s part ‘pep rally” and working session3. It s part pep rally and working session4. Project Sponsor and Project manager leads the

kick‐off


5. Take advantage of the momentum to engage the resources

P j t M tP j t M tProject MomentumProject Momentum1. Status Meetings

A) Must be interactiveB) Address difficult situations (resource

issues deli erables endors)issues, deliverables, vendors)C) It’s not the volume of documents but

quality/readability (Keep‐It‐Simple)2 Working one‐on‐one with resources‐2. Working one on one with resources

scheduled or unscheduled interfacing3. Temperature check with project

sponsors/executive sponsors (formal or p / p (informal)

4. Be a willing/pro active helper – what can I do? How’s it going? Be interested in


challenges – not just end results

P j t St t R tiP j t St t R tiProject Status ReportingProject Status Reporting1.Where are we?2. What’s Holding Us Back?2. What s Holding Us Back?3. What can go Wrong?4. Where Are We going near term (next week, next 2 weeks)


C Pitf llC Pitf llCommon PitfallsCommon Pitfalls10. Sponsor disengagement –9 Vendor non performance9. Vendor non performance8. Technical Issues or External forces7. Resource disengagements & overload6.. Wrong solution or expectations (poorly g p p ydefined deliverables or ambiguous deliverables)5. Poor “planning” – not capturing critical taskstasks4. PM Experience Gaps3. Lack of accountability or poor directions2. Unrealistic timeline or timeline based on wishful thinking

1. POOR COMMUNICATION (360 DEGREES)


DEGREES)

A Bit About Specific A Bit About Specific P j tP j tProjectsProjects

1. Technology Projects – Understand clearly what you need 1st.what you need 1 .

2. Process Improvements – Ask where you get the biggest BANG!

3 Ba k P oje t P o ide hould3. Bank Projects – Providers should understand corporate client treasury process and tune projects to fit the client


and tune projects to fit the client

Strong roots: planning, sponsor engagementengagement, project charter

Commitment and goals: Milestones, stringent but realistic timelinesrealistic timelines

Momentum: And…MOST IMPORTANTLY …accountability, status reports, active helper


successful implementation of your treasury pjtp rojects … · successful implementation of your...

Documents