Our Services
Expand the headings below for more about what we can do for you.
Smooth Transitions Between Systems
Structure implementation efforts to focus on end state operation that includes documentation, audit support, and metrics gathering.
Our preferred process is to:
1) assume responsibility for the new process (often operating in parallel with existing processes using legacy systems),
2) operate new processes to identify automations and efficiencies,
3) Then train business as usual (BAU) talent so they can assume responsibility for new processes.
This can include preparing legacy data (such as backload information) or training BAU talent to prepare legacy data.
Identify and perform reporting to validate the new system provides for management and regulatory needs of stakeholders through side-by-side comparisons and reconciliations of the reports running in the old system with those from the new during parallel periods and accounting close operations.
Speaking The Language
Assign accounting treatment and design system operations to meet objectives of stakeholders. Develop a plan to make the transition smoother, faster and more efficient. Provide updates to all parties in terms they are familiar with.
Facilitating Business Opportunities
Direct development team operational leadership (Product Manager and Scrummaster roles) using Agile methodology. Collaborating on new or updated functionality as features, gathering requirements into actionable stories, identifying specifications to provide actionable tasks to developers, working with Agile team to allocate talent (pointing of stories, iteration planning, etc).
Identifying Risks & Opportunities
Work with partners (internal and external) to identify business needs – whatever they might be (marketing, finance, IT, accounting, valuations). Work with developers and others to find potential issues and develop objectives to overcome them.
Transparency through Delivery
Identify key systems and process metrics to ensure critical operations are managed to timely delivery, including key reports and deliverables.
Key planning deliverables: resource plan, project schedule, project budget, risk methodology, definition of done / user acceptance criteria
Key operating deliverables: regular status updates (including project completion and budget vs actual updates), risk register, requirements (including user acceptance criteria), user acceptance testing feedback, change register
Key milestone and/or completion deliverables: business owner system & process acceptance, register of remaining (out-of-scope) requirements, business owner sign-off on legacy system retirement, lessons learned, process maps / documentation.
Smooth Transitions Between Systems
Structure implementation efforts to focus on end state operation that includes documentation, audit support, and metrics gathering.
Our preferred process is to:
1) assume responsibility for the new process (often operating in parallel with existing processes using legacy systems),
2) operate new processes to identify automations and efficiencies,
3) Then train business as usual (BAU) talent so they can assume responsibility for new processes.
This can include preparing legacy data (such as backload information) or training BAU talent to prepare legacy data.
Identify and perform reporting to validate the new system provides for management and regulatory needs of stakeholders through side-by-side comparisons and reconciliations of the reports running in the old system with those from the new during parallel periods and accounting close operations.
Transparency through Delivery
Identify key systems and process metrics to ensure critical operations are managed to timely delivery, including key reports and deliverables.
Key planning deliverables: resource plan, project schedule, project budget, risk methodology, definition of done / user acceptance criteria
Key operating deliverables: regular status updates (including project completion and budget vs actual updates), risk register, requirements (including user acceptance criteria), user acceptance testing feedback, change register
Key milestone and/or completion deliverables: business owner system & process acceptance, register of remaining (out-of-scope) requirements, business owner sign-off on legacy system retirement, lessons learned, process maps / documentation.
Speaking The Language
Assign accounting treatment and design system operations to meet objectives of stakeholders. Develop a plan to make the transition smoother, faster and more efficient. Provide updates to all parties in terms they are familiar with.
Identifying Risks & Opportunities
Work with partners (internal and external) to identify business needs – whatever they might be (marketing, finance, IT, accounting, valuations). Work with developers and others to find potential issues and develop objectives to overcome them.
Facilitating Business Opportunities
Direct development team operational leadership (Product Manager and Scrummaster roles) using Agile methodology. Collaborating on new or updated functionality as features, gathering requirements into actionable stories, identifying specifications to provide actionable tasks to developers, working with Agile team to allocate talent (pointing of stories, iteration planning, etc).