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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
©Saraiya Business Consulting
P ti l hP ti l h…Practical approach… …Practical approach…
©Saraiya Business Consulting
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
©Saraiya Business Consulting
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
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($$$)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
©Saraiya Business Consulting
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
©Saraiya Business Consulting
Cadence • Training
A ilA ilAgileAgileSPRINT
Plan
SPRINT
Plan
Dev
Test
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The “FACES” of A ProjectThe “FACES” of A Projectjj
Excited!!!Excited!!!
O ti i ti !Optimistic!
P l d!Perplexed!
Fatigue
Worried!
g
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Worried!
Angry/Frustrated Relieved
Project “ROOTS” will determine the course ofdetermine the course of
the project
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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
©Saraiya Business Consulting
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
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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
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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
©Saraiya Business Consulting
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
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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
©Saraiya Business Consulting
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)
©Saraiya Business Consulting
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)
©Saraiya Business Consulting
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
©Saraiya Business Consulting
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
©Saraiya Business Consulting
©Saraiya Business Consulting