Webinar slides: Transforming Your Treasury Function through a TMS Implementation

Transforming Your Treasury Function through a TMS Implementation

June 30th, 2016

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Today’s Presenters

Alysia Alcorn Kennedy, CFASenior Manager

RB EricksonDirector, Global Sales Enablement


A – Adoption, not just implementation

B – Business priorities

C – Collaboration

D – Documentation

E – Expectations

F – Flexibility

ABC’s of a TMS Implementation


A - Adoption, not just Implementation

The Goal is for the TMS to be used as an integral part of your liquidity and risk management, not just functionally implemented


1. Change management

2. Long-term support

3. Scalability

Adoption Requires…


Both great processes without the right technology &great technology without the right processes lead to:– Inferior controls– A drain on resources– Poor information for decision making

Change Management


Do’s– Centralize management of static data and configurations– Streamline all questions to vendor service desk through several individuals

Don’ts– Take for granted the state of the system when you go live• Daily management• Discipline for cleanliness

– Underestimate the amount of internal knowledge you have obtained on the system

Long-term Support


Companies evolve, so should your system– Expansion – new modules– Contraction – divestiture, down turns

Business changes may lead to configuration adjustments -each should be assessed for potential impacts to your system

Scalability


The entire project and all associated decisions should be based on a prioritized list of business requirements

B – Business Priorities


Create a mission statement and define guiding principles– Signed off by the steering committee– Helps define a future-state vision, which defines future-state processes

Scope requirements before beginning work in the system– Larger project - consider a formal change-management process– Smaller project - make a habit of staying disciplined

Create a detailed project plan– Tasks, owners and target dates– Owned by the project manager

Business Priorities – Do’s


Make timely decisions and keep the project moving– Projects that continuously stall for decision and re-

scoping are never as successful as those that keep moving

Use your prioritized business needs as guidelines for all decisions

Make a good decision with the known information and within the parameters of your prioritized business needs

Business Priorities – Do’s


Assume that if you don’t make everything a high priority that it won’t get done

Stray from the overall goals of the project

Fret over making the perfect decision

Business Priorities – Don’ts


Involve all appropriatestakeholders, both internal and external

C – Collaboration


Collaborate with your vendor and consultant– You hired them in part because of their expertise

Involve needed colleagues early on to ensure their requirements are met– Audit/Compliance, Accounting, Tax, IT, etc…

Engage third parties early (banks, trading platforms, market data provider, etc.)– Building system integrations is challenging in that they are dependent on

these third parties as well as the vendor and your IT

Collaboration – Do’s


Assume that these third parties have previously integrated with the system you have purchased. – There may also be limitations on

the vendor side with connectivity options that should be identified early in the process.

Collaboration – Don’ts


Treasury and treasury systems are about business process and workflows. How do we get from point A to point B?

D – Documentation


Document the new workflows

Document the configurations that support the workflows

Store documentation in a central location that is accessible by all users

Maintain the documents over time

Documentation – Do’s


Think, “I’ll remember that”

Put everyone at risk by relying on one person’s knowledge

Documentation – Don’ts


Set the right expectations up front with stakeholders, project participants, the vendor and YOU.

E – Expectations


Let people know processes will change along with the system

Identify gaps up front as much as possible – Blueprint analysis

Invest time - particularly up front– Time spent upfront pays off later

Expectation - Do’s


Underestimate the power of resistance to change or the power of internal marketing

Expect scope changes are free (money or time)– Changes must be added based on priorities

Think there is no work on your part– Have a project manager – run it as a project on your side– Assign sufficient resources and ensure that these individuals are decision

makers or have direct access to them– Don’t assign resources based on their bandwidth – the right resource is better

than an available resource

Expectation – Don’ts


“The measure of intelligence is the ability to change.” ― Albert Einstein

F – Flexibility


Be prepared to perform a thorough assessment of your current-state

Be open-minded to the capabilities of the system you've chosen

Use this as an opportunity to standardize your process

Flexibility – Do’s


Fall apart when problems arise– No project is perfect– Not all problems are created equal– Use your prioritized business requirements to

make the needed decisions and keep the project moving forward

Flexibility – Don’ts


A – Adoption, not just Implementation

B – Business Priorities

C – Collaboration

D – Documentation

E – Expectations

F – Flexibility

ABC’s of a TMS Implementation


Further Reading

eBook: Building the Business Case for a Treasury Management SolutionDownload at: http://kyri.ba/TMSBizCase

White paper: SaaS and Cloud: Beware of the Wolf in Sheep's ClothingDownload at: http://kyri.ba/WhySaaS

http://kyri.ba/TMSBizCase

http://kyri.ba/WhySaaS

Questions?

RB [email protected]

Alysia Alcorn Kennedy, CFA

[email protected]

mailto:[email protected]

mailto:[email protected]


Thank You For Attending

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Webinar slides: Transforming Your Treasury Function through a TMS Implementation

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