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Assess Design Construct Implement Operate
Strategy
and Review
Delivering Change
- Rollouts
Structure •Business
•System set-up
consulting on
•Detailed requirement and
design
Process analysis implementati •Pre Go-live
on of modules activities
•Business blueprint
• Solution assessment •Development
People for standard •Go-Live
of custom •Integration
functionality
•Mapping business functionality testing
•Post Go-live
Technology requirements to •Conceptual design support
system features •Development •End user
of custom
of interfaces training and
functionality •Roll outs
•Detailed gap analysis user
Change and identification of acceptance
•Data requirements
Driving
Change
1 A. Requirements analysis
• Detailed requirements analysis (functional and technical)
• Solution assessment
Assess
B. Gap analysis
• Mapping business requirements to system features
• Detailed gap analysis and identification of solution gaps
Blueprint and
Design 2 • Solutions for gaps and documentation of solutions (functional specifications)
• Business blueprint for standard functionality
• Conceptual design of custom functionality
Design • Data requirements, design of interfaces and master data
• Accounting integration to GL
• Solution prototypes (solution prototypes to demonstrate usability of solution)
• Prototype testing by business users
• Business blueprint sign-off
3 • Functional and technical specifications
Implement Construct • System set-up and implementation of modules
• Development of custom functionality
• Development of interfaces
4
• Integration testing (SDC)
Testing Implement • End user training
• Test plan and test scripts (PwC or client)
• User acceptance test execution
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Go-live, Post • Pre Go-live activities (migration, etc.)
Operate and
Go-live • Cut-over and Go-Live
Review -
Support & • Post Go-live support
Rollouts
Roll-outs • Roll-outs
Hot topics treasury seminar 16 June 2016
PwC
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Approach: Blueprint and Design Phase
PwC has structured the approach. The approach focuses on:
• Providing the business users with confidence in the solution – by way of prototypes and solutions to cover functionality
and bridge key gaps
• Bridging the solution gaps through workarounds, add-ons or third party tools
• Use of PwC’s accelerators and add-ons to achieve faster implementation
Validate Validate
Business
prototypes (pilot prototypes (hub Finalise design
Blueprint
users) users)
The business users from The prototypes will be Based on the outcome of The business blueprint
the pilot project will tested by selected hub tests and functional will be signed off.
validate the prototypes by users (roll-out) for hub design, we will draft the
performing tests specific requirements detail business blueprint
Prepare transport
Technical review
Build interfaces Unit tests lists – Testing
by client’s IT
phase
After the basic We will perform units We will get the solution After the validation is
configuration set-up, the tests on the build validated by client’s IT finalised, we will prepare
interface build phase starts the transport lists for the
in parallel Quality environment
Hot topics treasury seminar 16 June 2016
PwC
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Approach: Test phase
With a “test-driven implementation approach, the solution is being continuously evaluated and tested during the implement phase.
During the testing phase , the test suites are continuously updated as new failure conditions and issues are discovered, and they are
integrated with any regression tests that are developed. The solution comes out with good quality and tested with other related
systems and solutions during integration testing.
Interview and Develop the Hub users are Users supported Perform cutover
demonstrate the specific scenarios trained and for a month after tasks and go-live
implemented solution to and execute unit supported on-site they start using at the all the hubs.
Hub users. Gather specific tests for them. during testing. the new system. Provide support
requirements and design Defect tracking Extended support till the solution is
them to fit in current and resolution for users possible used globally.
solution. process followed. based on need.
The following exit criteria should be passed for go-live phase completion:
Final Preparation Outcomes have been satisfactorily achieved
No outstanding issues that would prevent system operation are outstanding
Hot topics treasury seminar 16 June 2016
PwC
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Typical project timeline
Elapsed time (Weeks) – estimated Elapsed time (Months) – estimated
Phase 1 2 3 4 5 6 1 2 3 4 5
3 Recommendations
Business Blueprint
4 Business blueprint
UAT
5 Implement Exposure
management
Implementation Hedge
6 Management in SAP
7 Accounting in business
units
Post Go-live support
Milestones
Hot topics treasury seminar 16 June 2016
PwC
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Building blocks of Change
management
PwC
Change management approach
What will we achieve with the Change Management workstream?
1. 2.
Transformation Leadership
vision alignment
3.
6. 6 building blocks Stakeholder
Training of Management
Change
Management
4.
5.
Change Impact
Communication
&
Readiness
PwC
PwC tools and accelerators
Cash and Liquidity, Risk, and Project Leadership and Change Management
Actions/Issues/Risks
Project Plans RACIs Change Assessment Governance Model
Trackers Readiness assessment scorecard shows areas of
concern and promise Rating Low risk Moderate risk High risk
PwC
PwC
Moderate mobilize the organization in support of MARS
• Leader mobilization is complicated by high degree of entity autonomy
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PwC tools and accelerators
SAP Treasury
In addition, PwC also has a SAP (Treasury) sandbox environment to support configuration, testing and training
PwC
PwC’s SAP Treasury capabilities – global
delivery with PwC’s SDCs
PwC North
America – 6 PwC
SAP Switzerland,
treasury Germany, Spain,
experts Belgium – 20
SAP treasury
experts 10
PwC SDC – 7
Development
SAP treasury
and reporting
experts 50
experts
Development
and reporting
experts
PwC
A successful implementation needs…….
Preparation
• Requirements & scoping documents
• Outline process from A to Z
• Identify areas for change during this process
• Make change decisions (wherever possible) BEFORE going forward
Project Sponsorship
• From Director / CFO level is most successful
• Access to project sponsorship for escalation of issues
Strong communication
• Regular (weekly) preferably face-to-face meetings
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A successful implementation team
• Steering committee (once a month/bi-weekly) including project
sponsor for elevating issues / problem resolution / decision making
• Reference group (SMEs) to support project team
• Subsidiaries / accounting / IT / AP & AR departments
• Dedicated, professional project manager
• Can be internal or external
• Works best if the project is that persons only focus
• System consultants (usually working for the provider or in
partnership)
• Key users to provide business knowledge
• Cash manager, treasury manager, analysts, accountants
• IT specialists
• Team members from the bank (if applicable)
Hot topics treasury seminar 16 June 2016
PwC
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Additional Slides
PwC
Change management – Illustrations
Stakeholders Mapping
PwC
SAP Treasury - Solution Architecture
Build Hedge
Deal NPV/VaR
Risk Identification Exposure Managementand Risk Dashboard
Request Calculation
Positions Accounting
The Treasury Applications from SAP provide robust functionality that enables companies to
identify and quantify their exposure to foreign exchange, interest rate, commodity price and
counterparty risk and take steps to mitigate them.
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Capture Implement
and assess Risk- Manage Financial
Risk Reporting
Risk mitigation Hedges Reporting
Exposure strategies
Create Exposure Overview about Assignment of the Effectiveness test Overview about
automatically the Exposure for the Hedge the hedged and
or manually consolidated Positions to Relationships unhedged part
Risk Hedge Plans of the Risk
Split of Positions Documentation of
Positions
Exposures into Creation of the the Hedge
different Risk Decision on Hedging Relationships Risk Reporting in
Positions hedging Instruments Results
strategy and Hedge Accounting
possible (Derivatives) Database
transfer of regarding IAS
Release of the Hedge Items Designation of the or/ and US-
generated to Hedge Hedge GAAP
Exposures Management Relationship
automatically
or manually Risk Reporting
in Results
Database
Creation of FX hedge
3
instrument and
automatic designation
out of deal
At the Hedging
Relationship tab, you
enter the Hedge
Instrument (Deal
Number from
Transaction Manager)
and the volume that is
to be used to hedge the
object.
P/L OCI/Equity
2 Free-standing 3 Effective
portion portion
4 Ineffective
portion
5 [
Delta time
value
]
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Document the Hedging Relationship (THMEX)
Exposure identification A good tool to identify and capture Manual entry of exposures – no possible
exposure updates if the underlying exposure
Automation of capture process position changes
Exposure management Managing the changes during the If the lifecycle is not handled and
exposure lifecycle automated, this might lead to:
Exposure expiry Overdue exposures
Netting of exposures Expired exposures
If exposure positons are not netted, it
leads to large number of 1:1 hedges
Hedge management Clear definition of hedge strategy If the hedge plans are not clearly defined,
Clear definition of hedge plans and it might lead to large number of hedging
managing the relationship relationships
Hedge accounting Clear definition of GL accounts used If the posting rules are not defined
for postings clearly, it might lead to wrong allocation
Definition of posting rules to OCI and P&L
Release of OCI strategy
Testing A detail testing is required from
capture to effectiveness test
Various test scenarios and cases needs
to be tested
Trainer:
Aniket Kulkarni
Phone number: +41 (0)79 580 4362
E-mail: aniket.kulkarni@ch.pwc.com