Let Me Show You What That Looks Like

Let Me Show You What That Looks Like

Kim loved her job.  She was a project manager.  She understood the importance of engaging other areas of the business.  Any decisions that needed to be made would be made as a collective.  She was very proud of the role she played in bringing everyone together.

Her previous experience with numbers was described like this:

“We were usually given a bucket of money and told to deliver on time and on budget”.

She was given no support or guidance along the way.

A project involves a lot of moving parts.  Changing one thing affects many layers.  So how do you manage a “bucket” of money in this environment?  What if the bucket begins to leak…in multiple areas?

I was given the task of developing a financial model to support a business case for a project that Kim was managing.

Rather than just focusing on the numbers, I also needed to help Kim answer the following questions:

What were her options?

Was there a worst case scenario she had to be aware of?

What if the goal posts moved?  How did this affect her budget?

What were the major areas of risks?  What was the potential impact to the project delivery?

What other areas of the business would impact this project?

The financial model needed to provide transparency, so that everyone involved understood the key drivers and assumptions.  It needed to facilitate conversations that Kim would be having with other areas of the business.  Most importantly, Kim needed to be able to have these conversations when I wasn’t around.

By the end of my assignment, Kim was proud to say to other members of her project team, “Let me show you what that looks like”



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