1. Project Management for Treasury Professionals
Presented at the 2017 NY Cash Exchange Conference By
Peter J. Biglin, MBA, CTP, PMP
President
Treasury Management Solutions, Inc.

2. Project Management Workshop for Treasury Professionals
Agenda & Learning Objectives
What This Session Is Not:
A Financial Analysis of The Merits of Project Management
What This Session Is About:
Understand Project Management
Define Stakeholder Roles
Identify The 5-Key Processes of Project Management
Identify “The Golden Triangle” And Manage Its Risk
Take This Back To Work & Use It!

3. Who Present Has Tackled Or Is Now In A Project?
1st: What is a Project?
Who Present Has Tackled Or Is Now In A Project?
What Is Your Definition Of a Project?
A Project Is:
A Temporary Endeavor
Has A Starting Point And An Ending Point
Why Do It - What Is The Need?
The Project Has A Cast – Who Are They?
It Is A Process

4. Core PM Processes
By Understanding These Processes You Will Build Your Competence and Confidence
Building a Project Management Team
Stakeholders & Project Team
Project Constraints
Scope, Schedule, Resources, Budget, Risk, Quality
Core PM Processes:
Initiating, Planning, Executing, Monitoring & Controlling, Closing

5. Project Management Workshop for Treasury Professionals

6. Define the Need What is the Corporate Alignment?
- Regulatory Compliance or Legal Requirement
- Volume Driven, Market Driven
- Product Enhancements, Tech Advance
- Systems Release
- Acquisition\Conversion
- Risks of No Action??

7. Before The Project Starts
Define the Need
Statement of Work (SoW) Identifies The Need
Project Charter: Developed To Define The Project
Where\What Is The Corporate Alignment?
What Will Be Required?
Goals Need To Be: - Explicit - Specific - Measurable
- Agreed To By All
Define The Project’s Success Criteria & Its Goals…
Before The Project Starts

8. Project Management Documents
Statement of Work – SoW
Business Case
Project Charter
Project Management Plan
Documentation
SoW: is a narrative description of products or services to be delivered by the project Business Need, Project’s Scope Description, Strategic?
Business Case: Presented to Executive Mgmt. – it provides the business information to determine if the project is worth the required investment
Charter: Project Purpose, Measurable project objectives & success criteria, High level requirements, high level project description or product characteristics, Summary milestone schedule, Summary budget, Project approval requirements; what is success who decides it & who signs off for it, who is the assigned PM.
Project Management Plan: Achieved via the Work Breakdown Structure with the subject matter experts & the stakeholders

9. Stakeholders, Project Sponsor,
The Project’s Cast
Stakeholders, Project Sponsor,
Project Manager, Project Management Team, Project Team, Subject Matter Experts
So….
Who Are These People?
Why Are They Important?
Each Has A Distinct Role

10. Project Management Team’s Organization
Stakeholders
Anyone Impacted By The Project
Sponsors/Senior Management
Key Person(s) Who Secure Funding
Can Sign-Off On The Project Charter
Usually Have Final Sign-Off Authority
Any
Organization
Project Manager
Responsibility To Deliver The Project
Controls The Triple Constraint
Communication Is The Key
Project Team
Many Project “Leads”
Work Usually Done In Functional Groups-SMEs

11. Project Team
Many Project “Leads” – Based Upon Workstream and Summary Tasks
Milestones - By Workstream, Summary Groups and Sub-Groups
Work Usually Done In Functional Groups – For Example:
a) FX Personnel To Focus On The FX Workstream;
b) Controller and Financial Staff To Focus On Wires
and Bank Account Reconciliation

12. How Is The Project Plan Created?
Use SoW and Business Case
Interview Stakeholders
Create Project Charter
Project Manager Works With Stakeholders To Build Project Team
Create Work Breakdown Structure (WBS) By: Workstreams, Summary Tasks & Subtasks This leads to a Schedule – Input Into “PMIS”
Assign Owners to Workstreams, Summary & Subtasks

13. Planning For The Project: Use Company’s Available “OPA”
“OPA”: Organizational Process Assets
Essential To Determine:
Requirements, Project Team Structure, Reporting
Risk Log, Issue Log and Change Control Process
Design/Functionality Based on Requirements
Request for Proposal (RFP) if Needed
Experts Granularity Work Breakdown Structure
Renders the Project Management Plan
Place Into the Corporate PMIS
Project Management Information System

14. Executing the Project Direct & Manage the Project – How??
Project Management Methodologies
- Waterfall Method
- Systems Development Life Cycle
- Joint Application Development
- Agile\Scrum
- Rapid Application Development
- Lean Development
- Extreme Programming
Monitoring and Controlling Throughout Project

15. Project Management Workshop for Treasury Professionals
Initial Schedule (total 198 days)
Requirements, RFP (pre-kickoff meeting)
Kickoff and Development
Test Plan I
Milestones for each WBS
Official sign-off at each Milestone Development Feedback (ongoing)
Test Plan II
UAT
Signoff
Go-Live
60 days
30 days
21 days
14 days
Issues with schedule, scope and budget can easily occur at this stage
21 days
45days

16. Executing the Project
Direct & Manage the Project – How Do I Know The Project Is On Schedule?
Functional Team Lead & SME Provided vs. Your Target Date
Risk & Issues Implications
Manage Stakeholder Expectations
Communication & Project Information
Perform QA

17. Project Management Workshop for Treasury Professionals
Figure 2.8 Typical Cost and Staffing Levels Across A Generic Project Lifecycle PMBOK – 5th Edition By Permission of Project Management Institute

18. Executing Critical Process: Makes or Breaks the Project
Crucial Process For PM: Communication, Scope, Milestone Achievement, Coordination
Track Task Completion\Delays, Reset Target Dates
Problem Solve\Support The Project Team
Weekly Meetings With The Project Team Leaders
Communicate Up, Down & Across The Team

19. Project Management Workshop for Treasury Professionals

20. Management of Project Risks & Issues
Identification & Resolution of Issues Will Impact Budget, Scope and Cost
Well defined log of possible risks
Living document – new risks can develop during project
Risk Log
Identification & Resolution of Issues Will Impact Budget, Scope and Cost
Risk Impact x Risk Probability = Risk Score

21. “Project Constraints”
Approvers: Stakeholders, Sponsors
Risk
Feedback
Feedback
Scope
Project Manager
Risk
Schedule
Risk
Risk
Resources
Budget
Quality
Risk

22. Project Management Workshop for Treasury Professionals
Closing
- User & Sponsor Acceptance
- Post Project Review
- Document Lessons Learned : Place into OPA
- Archive all Project-Related Documents
- Break-Up the Project Team

23. Project Management Workshop for Treasury Professionals
Thank You For Your Attendance and Attention Questions?