One: Scope the Project
Determine the volume and nature of the in-scope activities, document the processes and systems that are currently in use, understand people issues such as employee morale, appetite for change and assess the impact of any integration plans.
Two: Develop the Business Case
Document the current status of Finance services and quantify 'true' costs and levels of performance to establish a baseline and assess what Accounts Office can do for your business.
Three: Visualise the future
Visualise the future service and get an appreciation of what is possible. Think through the implications including the soft factors such as alignment, culture, governance, relationship and change management. Ensure that all key stakeholders buy in to the project.
Four: Agree the Operating Model
Agree the operating model including process-scope, staff transfer and resource requirements, definitions of the boundaries between AccountsOffice and retained Finance functions and operational business units.
Five: Create the Integration Plan
Create an Integration plan that ensures that relevant resources are available to the transition. both the transfer into AccountsOffice. Identify, document and proactively manage risks.
Six: Manage the Transition
Ensure continuity of resource with the involvement of an experienced HR practitioner. AccountsOffice staff will shadow the existing finance team to ensure knowledge acquisition and transfer. The appropriate physical infrastructure to ensure connectivity between AccountsOffice and the customer will be arranged by ITMS.
Seven: Continously improve Operations
Once the in-scope services have been integrated into AccountsOffice the service will be continuously to ensure ongoing process improvement and measurement of performance against SLAs using agreed reporting processes.
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