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Information Transformation: Planning for an Effective Implementation

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Planning for a treasury management solution implementation is about more than just automating manual processes as there are opportunities to become more 'business intelligent' to effectively transform treasury processes. In this session, Micro Focus will discuss how they approached their implementations thier treasury management solution, transforming their treasury processes to improve effectiveness of reporting and decision analysis along with the necessary productivity improvements to become more efficient and effective in treasury.

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Information Transformation: Planning for an Effective Implementation

  1. 1. Information Transformation: Planning for an Effective Implementation Micro Focus Treasury - Christopher Swiss Russ Lernerman Matthew Strout 2
  2. 2. Expect success. Plan for failure. Prepare to react. 3
  3. 3. 4 Topics of Conversation • Why Centralized TMS? • Things to Consider Before You Get Started • Implementation Approach • Lessons Learned
  4. 4. Benefits of Centralized TMS Controls & Efficiencies  Single Point of Access for Cash Visibility and Funds Transfers  Reduced dependency on 3rd party banking platforms  Cash Pooling & In-House Bank Options  Centralized User Access Management  Built-in User Audit Capabilities  Centralized System Configuration  Centralized Management of Bank and Account Structures 5
  5. 5. Benefits of Centralized TMS Bank Connectivity and ERP Integration Options • Flexibility in connectivity to banks (H2H, SWIFT, etc.) • Use of Industry Standard Formats for FT and BR • Integration with various ERPs Management Reporting Options • Robust Dashboards and Reporting Capabilities across all Modules 6
  6. 6. Before You Get Started Know Your Data • Understand Your Banking Relationships • Review Account Structures • Validate Your Master Vendor Data • Identify The Most Effective Connectivity Options • Identify Your Reporting Needs • Understand GL Chart of Account Implications • Understand the Implications on Existing Infrastructure 7 Your Decision Points • Is the current Banking Landscape optimal? • What would the optimal structure look like? • Is my Liquidity Structure efficient? • What solutions can I deploy? • Is my Vendor Data accurate? • Will my Vendor Data meet contemporary formats? • How many banks am I interacting with? • What solution best fits my business needs? • What KPIs do I track today? • What KPIs would we like to track going forward? • When was the last time we reviewed our COA? • Does our COA impact our chances for automation? • How compatible are our ERP(s) with the TMS? • What is the level of effort to integrate the ERP(s)? • What resources will I need to complete the project?
  7. 7. Understand Your Banking Relationships Does Your Footprint Look Like This? 8 Or Like This?
  8. 8. Review Account Structures Basic Structure 9 Contemporary Structure Advanced Structure
  9. 9. Validate Vendor Master Data Specifics to Review • When was the last time we reviewed our Vendor Master Data? • Is there a better way to manage our remittance instructions? • Is our remittance data accurate for contemporary file formats? • Do we have duplicative records in my data set? • Can we rationalize the remittance instructions for the same vendor? • Does this give us the ability to consolidate payment terms? • Can we rationalize remittance types/instruments? • Does this allow us to transition to more advantageous payment types? • Can we aggregate payments to minimize transaction costs? 10 Possible Outcomes
  10. 10. Understand Your Bank Connectivity Options Approved payments sent to Banks Encrypted payments sent from HUB to SWIFT Network 1 2 3 Ack Levels transmitted to HUB Ack/Nack notification provided to TMS/ERP 4 1 4 1 4 Treasury Management System Encrypted messages and files sent from TMS Authentications received into TMS from bank Bank Connectivity – for Payments
  11. 11. 12 Treasury Management System PD Encrypted messages and files sent directly to TMS Prior Day and Current Day Reporting •BAI2 •MT940 •XML CAMT •Regional formats CD PD CD PD CD Understand Your Bank Connectivity Options Bank Connectivity – for Bank Reporting
  12. 12. Identify Your Reporting Needs 13 Business/ ERP to Kyriba Forecasting (30/60/90) Bank to Kyriba Format (MT, CAMT, BAI) Intra-day and/or End-of-Day Statements Frequency • High - Intra-day (real-time, flexible timing) • Medium - End-of-Day • Low – Month-end summary statements Kyriba to Business/ERP Scheduled, automatic extracts of balance information delivered to the ERP. Desired frequency of information (hourly, daily, monthly) Real-time Alerts and Support Real-time monitoring of files based on agreed deliverables with the banks Proactive identification and downstream communication of discrepancies (e.g. non-receipt of intra-day, incomplete prior-day files)
  13. 13. Understand TMS Implications on Your Infrastructure Future State Infrastructure ERP Systems ERP Systems Current State Infrastructure
  14. 14. Implementation Approach 15 Clear understanding of business processes and system intersections • Complete your level 1-3 process mapping • Identify your process/system dependencies • Understand how the TMS will compliment or change your business processes Clear definition of Roles & Responsibilities • Complete a RACI with all parties engaged in the implementation Early wing-to-wing engagement (ERP, TMS, Banks) • Build a strong project team with engagement across all functions touching the TMS • Develop a robust detailed project plan to ensure clear milestones and deliverables are allocated with clear timelines Secure Project Resources from all parties involved and agree on a common timeline • Secure Project Resources from all vendors, consultants, and banks to ensure seamless execution of the project plan
  15. 15. Lessons Learned 1) Internal expertise is key to success • Develop Subject Matter Expertise in house: Understand TMS functionality (i.e. configs, reports, customization for business) • Ensure business experts lead the review of data sets and ask pertinent questions regarding configurations • Don’t rely solely on the vendor(s). You want the control to make changes • Employ Follow the Sun support model • Ensure internal knowledge sharing with global team members 16
  16. 16. Lessons Learned 2) Extensive testing is a must • Allow for a reasonable amount of time to complete testing within the project plan (4-6 weeks). • Regression, Unit, Performance • Mirror the scope to real-life scenarios in end-to-end testing scenarios • Mirror the volume to an actual day in production 17
  17. 17. Lessons Learned 3) Anticipate potential post go-live issues and have a plan to address them • Ensure BCP to use alternative payment and reporting methods is in place prior to go live • Ensure Potential Rollback Plan is in place and tested • Ensure Hyper-care period with vendors and banking partners is clearly defined • Train internal team on new processes 18
  18. 18. THANK YOU 19

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