{"id":1081,"date":"2020-11-17T11:47:44","date_gmt":"2020-11-17T03:47:44","guid":{"rendered":"https:\/\/integration.is\/?p=1081"},"modified":"2023-10-25T10:56:40","modified_gmt":"2023-10-25T02:56:40","slug":"project-management-consultant-ifrs-17-rpm-2020-1025","status":"publish","type":"post","link":"https:\/\/integration.is\/?p=1081","title":{"rendered":"Project Management Consultant \u2013 IFRS 17"},"content":{"rendered":"\t\t
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Contract, Full time<\/p>

Programme management services for the client to deliver IFRS 17:<\/p>

Key Accountabilities:<\/span><\/p>

Role responsibilities highlighted below but not limited to: –<\/p>

  1. Develop programme maturity: The Consultant will perform and assessment on the programme maturity of Client\u2019s IFRS 17 programme by reviewing the following areas. The Consultant will identify gaps in the programme plan and recommendation on the remediation of the gaps. Upon the agreement between the Client and the Consultant on the proposed remediation plan, the Consultant will drive the remediation effort, with the necessary input and support from the client.
    1. Data, system and process transformation<\/span> \u2013 assess whether the current implementation plan captures the critical deliverables, dependencies and the critical path towards the target future state architecture with respective to data, system and process. Identify the areas of likely challenge, such as ETL, PAS data, modelling interfaces, automation challenges, new reporting lines, ledger changes etc.<\/li>
    2. Programme plan and communication cadence <\/span>\u2013 assess whether the artefacts, include programme status and RAID log reporting, dependencies tracking and assumptions tracking, resource management, stakeholder management etc., meet best practices and areas for improvement.<\/li>
    3. Clear milestones and decision dates <\/span>\u2013 assess whether milestones and decisions dates are well defined such that when implementation and execution related decisions can take place in a timely manner<\/li>
    4. A balanced resourcing strategy <\/span>\u2013 the resources to deliver work.<\/li>
    5. Effective governance structure<\/span> \u2013 a clear decision-making framework, clear establishment of ownership and responsibilities. Whether best practices and standards is established for communication, planning, reporting and escalation of issues.<\/li><\/ol><\/li>
    6. Adjust and augment the Client IFRS 17 implementation plan:
      1. Create programme assumptions and RAID log <\/span>\u2013 create a list of working assumptions about the programme and about what will change. This will drive the operating model work, the planning work, the governance and reporting.<\/li>
      2. Align Client\u2019s programme plan overall programme plan <\/span>\u2013 lead the efforts in securing an agreement with stakeholders on the programme plan for Client.<\/li>
      3. Enrich Client programme plan<\/span> \u2013incorporate foundation elements for the Client programme plan as agreed per item 1 above (based on the assumptions list of changes and assumed target operating model)<\/li>
      4. Define end state<\/span> \u2013 Leveraging Corporate\u2019s vision of the target operating model, define the operational performance criteria for Client. To formulate a clear view of the end-state for Client.<\/li>
      5. Establish critical path<\/span> \u2013 identify risks, issues, conflicts, constraints and dependencies.<\/li>
      6. Formulate a contingency plan for Client<\/span> \u2013 identify the necessary conditions for maintaining required programme timeline (essentially assumptions management where the programme proceeds based on assumptions that are then<\/li><\/ol><\/li>
      7. Support the programme team and manage the relationships between the Corporate, Regional Office and the country teams:
        1. Improve the effectiveness of the Client PMO<\/span> \u2013 to ensure the PMO drives implementation, with effectiveness indicators to be agreed between the Company and the Client.<\/li>
        2. Manage the dependencies <\/span>\u2013 of the regional and BU teams have on the Corporate technology implementation.<\/li><\/ol><\/li><\/ol>

          Deliverables: –<\/span><\/p>

          The acceptance criteria are:<\/p>

          1. Programme plan, workstream plans and work package plans at the agreed upon level of details and comprehensiveness for execution purposes are in place for Client. Details on the exact acceptance metrics to be further defined between the Consultant and the Client<\/li>
          2. Improvement in the effectiveness of the Client IFRS17 PMO<\/li>
          3. Observable shift in culture, increasing the quality of planning and delivery<\/li><\/ol>

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