Best Practices for Implementing a Treasury … a Treasury Management System ... Project Cash Management Domestic Cash ... Keep and maintain proper documentation and notes.

Best Practices for Implementing a Treasury Management SystemJeffery Hodges – Treasury Manager, Sysco Corporation

Thomas Gavaghan – Manager NORAM presales - Kyriba

Treasury Management Systems Landscape Today

43%

49%

8%

TMS Use Distribution

Yes No We built our own

6%

4%

13%

35%

15%

27%

Number of Years with Current TMS

Still Implementing Less than 1 year

1-2 Years 3-5 Years

6-8 Years More then 8 Years

2016 AFP Treasury Management System Survey

Treasury Management Systems Landscape Today

2016 AFP Treasury Management System Survey

30%

26%

24%

7%6%

7%

Bank Portal & Spreadsheets

are effective

Flexibility / Customization of

Spreadsheets

Cost vs. Benefits of TMS

System

Time to Implement a TMS is

prohibitive

Current TMS Solutions do

not fit my organizations

unique needs

Other

Reasons Organizations Use Excel for Critical Treasury Functions

Agenda

• Implementation Overview – What to Expect When

• Implementation Do’s and Don’ts•Project Success Factors

•Q&A

IMPLEMENTATION OVERVIEWWhat to Expect, When to Expect it, and Who is involved

Implementation Stages – What to Expect

DiscoveryOn-Site

Discovery Workshops

Scope Definition Project

Planning Blueprint Document

Build Reporting & Workflow

Connectivity Configuration

Configure Imports/Exports

Define Validation

Requirements

Validate Client Validation

Configuration Testing

Integration Testing

Update Blueprint

Documentation

Deliver End User Training

User Acceptance Testing

Parallel RunTransition Process to Support

Discovery

• Data gathering & fact finding

• Blueprinting

• Project PlanningWhat

• EVERYONE!

• Business Users

• Executive Team

• IT / Audit / Accounting

Who

• Begins during the Sales Cycle

• Ends with final Blueprint and Project PlanWhen

Discovery during Sales Cycle

• Create tailored RFP

• Have follow-up questions and answers following the RFP

• Evaluate the functionality, but don’t make this the only selection criteria

• Evaluate the implementation consulting practice

Methodologies

Successes

Failures

Discovery Planning - Example

Project

Module 1

Phase 1

Phase 2

Module 2 Phase 1

Module 3

Phase 1

Phase 2

Phase 3

Discovery Planning - Example

Project

Cash Management

Domestic Cash Visibility

International Cash Visibility

In-House Banking

Physical Pooling

Mulit-lateral Netting

Risk Management

FXHedge

Accounting

Interest Rate

Build

• Functional definition & configuration

• Reporting & Workflow structuring

• Technical ConfigurationWhat

• Business Users

• IT

• Technical Deployment

• Functional Integration with ERP and other systemsWho

• Starts only after blueprint is finalized

• Best practice is that build will continue as a waterfall

When

Build – Will I need to Involve IT? - YES•How much will depend on deployment

On-Premise / ASP SaaS

Hardware aOperating Systems aTMS Software aInternal Data Connectivity (ex:

ERP)a a

Bank Connectivity a a *Business Continuity

24/7 Support aUpgrades aHardware / OS Maintenance a

Validate

• Bank integration testing

• ERP & other system integration testing

• User documentation & validationWhat

• Business users

• Treasury & Accounting

• Audit?Who

• Starts as integration is finalized & functionality is finished config

• Ends when UAT criteria is validated and ready for testing

When

Delivery

• Formalized Training

• User acceptance training

• Parallel

• Support transitionWhat

• Everyone!

• Business users

• Executive Team

• IT, Audit, Accounting

Who

• As UAT is finished

When

DO’S AND DON’TSBest Practices within each phase of a project

Discovery Phase Do’s and Don’ts

• Forget about audit, security & IT

• Make selections strictly based off of functionality

• Just consult a single company in your network. Look outside your network as well

Do Don’t

• Align resources internally & externally

• Evaluate consulting team’s methodology, strategy, & success

• Consult your network

Build Phase Do’s and Don’ts

• Allow consultants to do 100% of the work

• Assume that work is being done

• Commit to keeping everything status-quo

Do Don’t

• Get your hands dirty

• Schedule and commit to regular check-ins with consulting team

• Evaluate best practice recommendations

Validate Phase Do’s and Don’ts

• Do this individually. Include all end-users in this process

• Keep focus or stop rolling out functionality for non-regular items

Do Don’t

• Test and re-test regular functions critical to your process

• Include non-regular functions in the validation

Delivery Phase Do’s and Don’ts

• Add and revise testing scripts throughout the UAT

• Allow training to be “optional”

Do Don’t

• Take the time to prepare proper testing scripts

• Document and record trainings provided

SUCCESS FACTORS

The 3 A’s

Alignment

•Should happen during the sales cycle

•Ensure all stakeholders and end users are involved in evaluation and discovery

Accountability

•Beware of misaligned objectives

•Documented and achievable timelines and milestones known by all

Attitude

•Issues will arise!

•Keep focus on the end value

Key Success Factors

Evaluate implementation during sales and discovery phase

Keep and maintain proper documentation and notes.

Teamwork: both sides should work to keep each other accountable

Keep focus on the milestones

On Time – On Budget – Intended Functionality

Questions?

Jeffery Hodges – Treasury Manager, Sysco Corporation

[email protected]

281-584-5014

Thomas Gavaghan – Manager, NORAM Presales

[email protected]

+1.267.303.5588

LinkedIn: https://www.linkedin.com/in/thomasgavaghan/

Twitter: https://twitter.com/tomgavaghan