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.

2. Information Transformation:
Planning for an Effective
Implementation
Micro Focus Treasury -
Christopher Swiss
Russ Lernerman
Matthew Strout
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3. Expect success. Plan for failure.
Prepare to react.
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4. 4
Topics of Conversation
• Why Centralized TMS?
• Things to Consider Before You Get Started
• Implementation Approach
• Lessons Learned

5. 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
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6. 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
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7. 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
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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?

8. Understand Your Banking Relationships
Does Your Footprint Look Like This?
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Or Like This?

9. Review Account Structures
Basic Structure
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Contemporary Structure Advanced Structure

10. 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

11. Understand Your Bank Connectivity Options
Approved payments
sent to Banks
Encrypted payments
sent from HUB to
SWIFT Network
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2
3
Ack Levels
transmitted
to HUB
Ack/Nack
notification
provided to
TMS/ERP
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1
4
1
4
Treasury
Management
System
Encrypted messages and files
sent from TMS
Authentications received into
TMS from bank
Bank Connectivity – for Payments

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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

13. Identify Your Reporting Needs
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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)

14. Understand TMS Implications on Your Infrastructure
Future State Infrastructure
ERP Systems
ERP Systems
Current State Infrastructure

15. Implementation Approach
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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

16. 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
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17. 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
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18. 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
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19. THANK YOU
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