The Art of Implementing Treasury Technology

Transcription

1 Synthia Seefried, CTP Global Cash Management Analyst Kimberly-Clark Corporation Betsy Clark, CPA, CTP Director, Treasury Alliance Data Systems The Art of Implementing Treasury Technology Scenes from Global Corporates Liz Schellenger, PMP BRM Director Alliance Data Systems

2 Agenda PRESENTER INTRODUCTIONS ART OF IMPLEMENTATION IDEATION THROUGH HYPERCARE WHY DO WE DO THIS? Q&A CONTACT INFORMATION 2

3 Synthia Seefried GLOBAL CASH MANAGEMENT ANALYST KIMBERLY-CLARK CORPORATION; 13.5 YEARS PROJECT: Implemented TMS and expanded SWIFT in Latin America 19 countries, 29 entities Over 120 bank accounts at 26 banks Goals: eliminate manual cash positioning and reduce manual daily statement uploads to ERP 3

4 Betsy Clark RESPONSIBLE FOR GLOBAL CASH MANAGEMENT FOR ALLIANCE DATA MANAGE OVER 300 BA N K ACCOUNTS ACROSS 37 BA NKS OPERAT E I N 24 COUNTRIES A N D M A N AGE 22 CURRENCIES PROJECTS: Implemented integrated TMS (PeopleSoft Treasury) Including centralized domestic and international accounts payable Introduced automated account reconciliation software Created book of record for investments and debt Implemented SWIFT Migrated from multi-banking to SWIFT connectivity 4

5 Liz Schellenger SENIOR PROGRAM MANAGER AND BUSINESS RELATIONSHIP MANAGER SUPPORTING TREASURY PROJECTS: Onboarding a new region into TMS and onboarding a new bank into SWIFT Led the Bank Transition project (from regional to large global) 5

6 The Art of Implementation Ideation and Discovery Development Requirements Testing Go Live Hypercare IT IS AN ART AND NOT A SCIENCE 6

7 Ideation and Discovery Ideation and Discovery Development Requirements Testing Go Live Hypercare Taking the Idea Ah-ha Moment and making it tangible Objective Prevent project rework and scope creep Business Case Solid due diligence Cost and benefit Analysis of needed skillset/resources 360 degree view of what the Idea entails Scope Document 7

8 Ideation and Discovery LESSONS LEARNED Identify the Decision Maker upfront Determine estimated costs and savings in both dollars and time Get Executive Buy-in Identify your Implementation Team (RACI chart) Don t be concerned if this take 6+ months; worth the investment and will save you re-work Invest in a Business Process Engineer 8

9 Requirements Ideation and Discovery Development Requirements Testing Go Live Hypercare Decomposing the tangible idea so resources can build it Objective Gather all information needed for successful implementation What is critical? Both Business and Functional/Technical Specs Inclusion of Naming Conventions, Connectivity Levels and Security Policies Capture of future state processes Business Requirements Document Technical Specification / Design Document 9

10 Requirements LESSONS LEARNED Have a correct list of bank accounts (in the right format) MT101 requirements by bank / by country Allocate enough time for requirement gathering and review Go for quick wins and highest impact Evaluate connectivity options Take the time for layout spec review Ride the bike before you drive the Ferrari 10

11 Development Ideation and Discovery Development Requirements Testing Go Live Hypercare Making your Idea a reality Objective Good solid documentation from Analysts and Developers Deliverable Completed solution ready for testing 11

12 Development LESSONS LEARNED Build what you designed; don t allow scope creep Focus on smaller subset of banks at a time Lean on your Project Manager Did you choose the right IT support? Build in Agile demo concepts Get good feedback from end users 12

13 Testing Ideation and Discovery Development Requirements Testing Go Live Hypercare Technical/Solution, QA, UAT, and Penny Testing Objective Go/No Go for internal and external/vendors What is critical? This is cyclical with Development Penny testing is to test the Bank Acceptance Criteria sign-off 13

14 Testing LESSONS LEARNED Test in every environment and confirm your environments match Test again after move to Prod to test bank and confirm bank is Live Test every payment type from every bank account that has payments Create a detailed outline for payment testing, including ownership Never use the same payment amounts Plan enough time for end users to participate and set correct expectations with end users of what is needed from them and by when Bring in a separate team for QA testing team that is experienced and dedicated Bring in long term Support resources to begin learning 14

15 Go-Live Ideation and Discovery Development Requirements Testing Go Live Hypercare When all systems are rolled out and ready for Production use Objective Have a different Go Live for each layer Bank Back Office Team/Overall project 15

16 Go-Live LESSONS LEARNED Have different Go Live dates Know your Implementation and Backout Plan Don t be afraid to roll back Schedule and conduct Go/No Go meetings Have a phased go-live strategy for dedicated focus and triage 16

17 Hypercare Ideation and Discovery Development Requirements Testing Go Live Hypercare Dedicated Project Team focus for pre-determined duration following Go Live Objective Successful turnover to everyday Support Team Turnover Checklist sign-off 17

18 Hypercare LESSONS LEARNED Be in-person longer before and after Go Live Get a list of internal and external contacts Have extra resources on standby Don t let the team disband immediately after Go Live Budget for this time and resources Identify everyday support resources 18

19 Why do we do this? KIMBERLY-CLARK CORPORATION S IMMEDIATE SUCCESS IN LATIN AMERICA Visibility to cash balances in Latin America Automated daily cash positioning MT940 files for over 100 accounts eliminating majority of manual uploads MT101 for majority of Treasury payments eliminating need to log into applicable bank portals 400 man hours saved the first month after Go Live ALLIANCE DATA Enhanced Executive Level Reporting 19

20 Q&A 20

21 Contact Information Synthia Seefried (972) Betsy Clark Liz Schellenger THANK YOU!! 21