The Financial Programme Manager.doc

The Financial Programme Manager will be responsible for leading the selection of a Financial ERP solution for the ISP, managing the end to end planning and execution of the selection process, establishing the programme governance, overseeing the delivery and effectively managing the quality, issue and risk plans.The Project Manager will be part of a high-profile and strategic programme team which is focused on the definition and structured transition of services to the new Target Operating Model.The Project Manager will be provide support to two components of the programme: to provide project management support to the Radio Area Network (RAN) RFP and to the transition to outsourced Business Intelligence services.The successful Project Manager will have:Help manage the RFP process, identifying impediments to progress and outcomes and proposing resolutions. Ensure senior management are engaged and informed as necessary.Work with subject matter experts to plan and manage the delivery of the BISPR (BI Outsourcing Project) service transition.The Change Program Manager will be expected to establish and manage a structured, high-performing cross functional change management team and change program. The change itself is large scale process and cultural transformation program aimed at consolidating dispersed existing businesses and across financial management, operational management and account management. The overall goal for this change is that of measurable improvement to our client, in controllership and end user customer experience.Required Strategic change management background with demonstrated expertise in designing and executing transformational, enterprise wide change Proven skills in the effective and efficient management of senior stakeholders to inform and influence, including the design and management of formal change management governance processes.A project manager supervises the work of subordinates, making sure personnel work according to plan. The manager meets periodically with corporate leadership to review task progress. If youre a project leader with no or limited expertise in finance, paying close attention to specific elements can help you run an efficient project.Related Searches: 1. Financial Accountingo Project managers can use financial accounting procedures to record transactions and track expenses. You can hire a bookkeeper, also known as an accounting clerk, to record project expenses and cash inflows. The bookkeeper does so by debiting and crediting financial accounts, such as equity capital, assets, liabilities, revenues and expenses. Recording operating expenses, as they happen, can help you prevent excessive spending. Tracking costs can be handy in project management, especially if you run a tight ship.Corporate Financeo Corporate finance enables project managers to appraise funding needs as work is in progress. As a project manager, you can rely on financial procedures to determine whether the project has enough cash to go to completion. Specifically, corporate finance personnel keep a close eye on a projects capital mix and study how the mix affects project completion. Project capital mix, or capital structure, indicates the combination of debt and equity capital that a project coordinator relies on to complete tasks.Financial Reportingo After recording project data and assessing financial needs, a project supervisor must report reams of financial information. If youre a project manager, publishing financial reports at regular intervals helps you know whether the project is on track and within budget limits. There are four important accounting reports that a project coordinator must be familiar with: balance sheets, statements of profit and loss, statements of cash flows and statements of retained earnings.Financial Analysiso Analyzing the performance of a long- or short-term program requires financial acumen. Project managers rely on various metrics to track items, such as solvency, risk management and liquidity. As a program manager, you can use working capital - a safety ratio - to evaluate whether the project will have enough funds to pay short-term debts. These include accounts payable and salaries due. The ratio equals short-term assets - such as cash and inventories - minus short-term debts.Expert Insighto There are many challenges that may arise when a project is underway, some of which have financial implications. A project supervisor with limited or no financial expertise may hire a specialist to provide specific guidance. This advice may be on financial management, corporate finance and record-keeping. Financial experts include certified public accountants and certified financial managers.Read more: Financial Advice for a Non-finance Project Manager | eH /info_7827286_financial-advice-nonfinance-project-manager.html#ixzz1hqXeuIpqIntroduction to Project ManagementProject management was first used to manage the US space program. Its practice has now been expanded rapidly through the government, the military and the corporate world. Here is the main definition of what project management is: 1. Project management is no small task. 2. Project management has a definite beginning and end. It is not a continuous process. 3. Project management uses various measurement tools to accomplish and track project tasks. These include Gantt and Pert charts. 4. Projects frequently need resources on an add-on basis as opposed to organizations who have full-time positions. There are three main points that are most important to a successful project: 1. A Project must meet customer requirements. 2. A Project must be under budget. 3. A Project must be on time. There are four phases a project goes through.The role of the project manager in project management is one of great responsibility. Its the project managers job to direct and supervise the project from beginning to end. Here are some other roles: 1. The project manager must define the project, reduce the project to a set of manageable tasks, obtain appropriate and necessary resources, and build a team or teams to perform the project work 2. The project manager must set the final goal for the project and must motivate his workers to complete the project on time. 3. A project manager must have is technical skills. This relates to financial planning, contract management, and managing creative thinking and problem solving techniques are promoted. 4. No project ever goes 100% as planned, so project managers must learn to adapt to change. There are many things that can go wrong with project management. These are commonly called barriers. Here are some possible barriers: 1. Poor Communication o Many times a project may fail because the project team does not know exactly what to get done or whats already been done. 2. Disagreement o Project must meet all elements in a contract. o Customer and project manager must agree on numerous elements. 3. Failure to comply with standards and regulations. 4. Inclement weather. 5. Union strikes. 6. Personality conflicts. 7. Poor management 8. Poorly defined project goals SMART GoalsWhat is a Goal?According to the New Comprehensive International Dictionary of the English Language a goal is a point toward which effort or movement is directed. The objective point that one is striving to reachAll goals should be SMART GoalsSpecific Well defined They are clear to anyone that has a basic knowledge of the project Measurable Have some means to be able to know if the goal is obtainable or how far away completion is. Agreed Upon Have agreement between the users and the project team on what goals should be Realistic Looking at the resources, knowledge, and time available can the goal be accomplished Time-Framed How much time is needed to accomplish the goal Having too much time can affect the project performance Project Life CycleIn Contemporary Systems Analysis, 5th Edition published by Business and Educational Technologies, Marvin Gore and John Stubbe wrote that the Project Life Cycle includes the following Phases and activities: A. Study Phase1. User Need 2. Initial Investigation 3. User Review 4. System Performance Design 5. Candidate Review 6. Study Phase Report B. Design Phase1. General System Review 2. Processing Requirements Identification 3. Data Base Design 4. Control Requirements 5. Output Design 6. Input Design 7. Software Selection 8. Equipment Selection/Acquisition 9. People 10. Reference Manual Identification 11. Plans 12. Design Specifications Preparation 13. Design Phase Report Preparation C. Development Phase1. Implementation Planning 2. Computer Program Design 3. User Review 4. Equipment Acquisition and Installation 5. Coding and Debugging 6. Computer Program Testing 7. System Testing 8. Reference Manual Preparation 9. Personnel Training 10. Changeover Plan Preparation 11. Development Phase Report Preparation 12. User Acceptance Review D. Operation Phase1. System Changeover 2. Routine Operation 3. System Performance Evaluation 4. System Changes/Enhancements Project Management Tools WHAT THESE TOOLS ARE USED FOR?Good project management deals with three factors: time, cost and performance. Projects are successful if they are completed on time, within budget, and to performance requirements. In order to bring the many components of a large project into control there is a large toolkit of techniques, methodologies, and tools. These techniques provide the tools for managing different components involved in a project: planning and scheduling, developing a product, managing financial and capital resources, and monitoring progress. However the success of a project will always rest on the abilities of a project manager and the team members.WORK BREAKDOWN STRUCTURE (WBS)This tool is related to planning and scheduling a project. Basically it is a functional decomposition of the tasks of the project. The total work of the project is broken down into the major subtasks. It starts with the end objective required and successively subdividing it into manageable components in terms of size and complexity: program, project, system, subsystem, components, tasks, subtasks, and work elements.The project manager plays a vital role in the success of many businesses. Project managers responsibilities are not the same with every company, but they typically have similar duties from one project to the next. Project managers oversee teams that are working on a project, keeping them on task and on schedule.Related Searches: 1. Project Managemento The ultimate goal of a project manager is to keep a team of people on task when working on a project. The project manager assesses the project and determines the best way to complete it. He determines the potential risks associated with the project and works with the team to mitigate these risks. The project manager creates a schedule for each task and ensures that deadlines are met. The manager evaluates the performance of team members and makes changes to the team as necessary.Managing Peopleo Besides managing the progress of the project itself, the project manager also has to watch over a team. The project manager must be able to work closely with other individuals and supervise them. This requires the ability to use multiple management styles so that employees are always sufficiently motivated to complete the project on time. At the beginning of the process, project managers set expectations for each member of the team and then ensure that expectations are met.Communicationo The project manager also has to be very skilled at communication. In this position, the manager must function as a liaison between multiple departments of a business. She must be able to listen to her team and then transmit any necessary information to other departments. For example, she might have to talk to the accounting or marketing department to help complete a task. She may have to negotiate with customers or listen to their concerns. Keeping lines of communication open is essential to successful project management.Multiple Projectso Depending on the size of the company, a project manager may have to take on multiple projects at the same time. Some people work as a project manager as a full-time position while others only work as a project manager occasionally, assuming the role in addition to other duties they have in the company. Those who work in a smaller company may have to manage multiple projects and stay on task with all of them. Bigger companies might require a project manager to work on only a single project at a time. Management requirements will depend on the size and priority of the project.Read more: The Roles & Responsibilties of a Project Manager | eH /info_7742320_roles-responsibilties-project-manager.html#ixzz1hqZsUmNn Project managers have many responsibilities. Before a work on a project begins, the project manager creates a schedule. Then, she assigns employees to team member roles. The project manager oversees the project throughout the production process, guiding team members, maintaining accountability, reporting progress to supervisors and generally guiding the team toward success. When the project is complete, she organizes project materials, documents the project and evaluates team performance.Scheduling The project manager oversees scheduling. This includes creating the initial schedule for the entire project in cooperation with potential team members and getting the final schedule approved by supervisors before work begins. According to the University of Alaska at Fairbanks, some project managers choose to schedule backwards from the deadline, filling in details along the way. (See Reference 1.)Designating Roles The project manager chooses personnel and assigns them specific roles within a project according to their abilities and areas of expertise. Designating roles within a project is akin to casting a movie. The more appropriate an employee is to the role, the greater their likelihood of success will be. On the other hand, giving someone a role within a project in an area where they have little kn