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INTRODUCTION The significance of change management cannot be overstated in today’s evolving business landscape. Do you genuinely value change management? How do you effectively drive change? What strategies do you employ to ensure success? Often, organizations miss the crucial opportunity to integrate change management at the optimal stage of their projects. When the tide of
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Unlocking Potential: The Secret Weapon of Single Relationship Managers
This paper, authored by Byron Derti, a senior analyst at Meradia, underscores the pivotal role of a single relationship manager in modern investment operations. Byron’s background in data analysis and project management equips him with knowledge in performance analytics and data-driven insights, which are crucial for driving client success. Highlighting a manager who adeptly navigates multiple workstreams, ensures seamless communication, and adapts to market changes, this analogy likens them to a conductor orchestrating a symphony of collaboration, ultimately enhancing client service and operational efficiency. Embracing this model with the right support can propel your firm to new heights of success.
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Vital Elements for Effective Execution of a Proof of Concept
A Proof of Concept (PoC) is a crucial step when evaluating new technology. In addition to testing a vendor’s core capabilities, a PoC is an opportunity to confirm the system’s functionality, efficiency, and compatibility with unique business requirements. In previous articles, we’ve discussed the importance of a well-defined PoC scope and documenting the results. In
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Implementation Handbook: Capturing PoC Insights for Future Implementation
In the current technology landscape, where successful digital transformation leads to more efficient operations, the choice of vendor can often be the defining factor between success and failure. “Implementation Handbook: Capturing PoC Insights for Future Implementation” emphasizes the importance of thoroughly documenting each facet of a vendor Proof of Concept (PoC) facet to assist with analyzing findings and provide a comprehensive and organization-specific guide for implementation. This guide will increase a firm’s odds of successful implementation.
by Nicol O’Connor
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Proactive Project Management: 3 Steps to Preventing Early Setbacks
Entering a large-scale transformation project can be a daunting task. But does it need to be? What separates a successful project from one that is fraught with delays and cost overruns? While the execution of any large-scale implementation project is critical, equally so is the planning phase. It is here, during planning, before the vendor even lands in your office, that the foundation of a successful project is formed. Consider the following three principles as keys to your success.
by Christopher Dyer, Manager
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Establish Solid Foundations to Drive Successful Outcomes From Proof-of-Concept Work
The most effective system implementations start by running a Proof of Concept (PoC) to validate a vendor’s ability to support your requirements and highlight areas where custom solution design may be required. A key component of a successful PoC is a clearly defined scope that identifies the types of scenarios, goals, and criteria for completion. Yet we see time and time again firms overlook this element.
by Nicol O’Connor, Manager
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4 Steps To Establish a Successful Proof of Concept Scope
The most effective system implementations start by establishing a proof of concept (POC) to validate a vendor’s ability to support your requirements and highlight areas where custom solution design may be required. A key component of a successful POC is a clearly defined scope that identifies the types of scenarios, number of portfolios, goals and criteria for completion. Yet we see time and time again firms overlook this element. Here are four key steps to establish a thoughtful POC scope that will allow your implementation to go off without a hitch.
by Nicol S. O’Connor, Senior Consultant
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Implementation Archaeology: When Finding Business Logic Becomes an Easter Egg Hunt
Picture this: The monthly performance report has just been received, but it’s missing some data. No errors were generated, yet the blank section on the output indicates something went wrong. The analyst sends a message to IT to report the error, and this starts the Easter egg hunt for the issue.
How many times has this happened to you or your colleagues? Whether you rely on a large single vendor, multi-purpose platform or multiple integrated systems, I’d be willing to speculate it’s a common occurrence. Beyond tracking down today’s Easter egg, how can we avoid the problem in the future or remedy our existing platforms?
by Christopher D. Sadala, Senior Consultant
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Agile and Waterfall: How To Marry the Two Approaches To Project Management
The two main approaches to project management, Waterfall and Agile, are often viewed as mutually exclusive. Though it’s true they may have little reusable overlap, each is helpful in setting expectations and tracking iterative development and nuanced progress updates. But what happens when you are managing an Agile team and the executive committee wants Waterfall-style reporting? Let’s explore how to unite the teams that work and view progress differently.
by Elizabeth M. Colebrooke, Principal…
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Front Office Technology Transformation Projects Require a Specialized Project Management Approach
Technology transformation projects are inherently challenging – from determining how a specific firm compiles their data and technology, to innumerable decisions to be made, data files to validate, functionality to configure and test, to go-live events. When technology transformation projects impact front office teams, a highly specialized project management approach must be employed to minimize disruptions to uber time-sensitive front office revenue-generating productivity while keeping the project on schedule.
While the definition of ‘front office’ differs among organizations, here within the front office references a few distinct groups: Portfolio Management, Trading, Quantitative Analysts and Risk Managers. These front office groups fulfill critical roles involving time-sensitive initiatives. They represent investment management firms’ strategy and intellectual capital, and directly generate revenue for investment management firms. Their skills are the costliest; therefore, their time is at a premium. This paper shares the keys to executing this specialized, non-disruptive approach to managing front office technology transformation projects.
by Elizabeth M. Colebrooke, Principal
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