SEO Case Study: How I Increased SEO Traffic & Ranking by 50-60% in 6 Months
Sharyl butler
1. Resource Management
Technical vs. Financial –
Making the Connection
Sharyl Butler Kenesha Starling
Technical Manager Financial Manager
2. Introduction
Projects begin as a box of puzzle pieces with several team
members using their expertise to fit the pieces together
Two of the most critical pieces are the technical
requirements and the resources needed to meet those
requirements
Traditionally, the link between the Technical and Financial
manager is not very strong
Changes to traditional
behaviors are needed to
strengthen this link
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3. Behaviors (Traditional)
Technical Manager
Provides work requirements
Determines skill mix required to meet requirements
Determines work done by contractor vs. civil servant
Manages travel requirements
Manages performance of contractor/civil servant
Major focus is on technical requirements
Fully dependent on Financial Manager for financials
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4. Behaviors (Traditional)
Financial Manager
Manages all phases of budget; formulation and implementation
Recommends resource allocations based on funding, priorities and
needs
Designs, develops and interprets financial statements for Technical
Managers
Interprets agency and center financial regulations and policies
Assures that financial accounting practices are maintained
Major focus is on funding requirements
Fully dependent on Technical Manager for task knowledge
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6. Shortcomings of Traditional Behaviors:
Problems Encountered
Scenario A: Technical Manager (TM) directs COTR to
authorize additional hours for contract X in order to
incorporate additional high priority requirements from program
Y but fails to communicate this to the Financial Manager (FM)
Problem: Contract overruns because TM failed to
communicate new requirements to FM and no additional
funding was available
Problem: Unplanned workforce reductions and other
planned tasks were cut in order to get the task back on
plan
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7. Shortcomings of Traditional Behaviors:
Problems Encountered
Scenario B: Program Y informs the TM that the schedule for
task Z slipped to the right because of necessary redesigns.
Therefore, the TM tells the COTR to direct contractor X to
focus on several other high priority task for program Y
causing them to burn available hours and overtime thus
increasing costs. On the other hand, the FM asks the COTR
to direct contractor X’ s business manager that the slip is
unfortunate but timely because of overrun trends so they
should use this time to focus on other areas.
Problem: Because there was a lack of communication
between the FM and TM and conflicting/inconsistent
direction given either an unplanned request for additional
funds will be needed or unplanned layoffs will be
necessary. 7
8. Shortcomings of Traditional Behaviors:
Problems Encountered
Scenario C: FM receives monthly financial statement for
contract X and notices they have been burning at a higher
hourly rate than planned. The FM decides they will observe
this a few months longer before bringing it to the attention of
the TM. Six months go by and the FM finally mentions this to
the TM.
Problem: In order to complete tasks originally agreed
upon, the TM must make an unplanned request for
funding increases because of the FM’s lack of
communication about financial issues and forecasting
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9. Shortcomings of Traditional Behaviors:
Problems Encountered
Scenario D: During a technical, cost and schedule review (TCSR)
the TM recommends to Program Manager Y that additional funds be
provided to cover costs for additional hours needed to complete task
X on time. Program manager Y questions the TM because earlier
that morning, the FM briefed him that task X was under running and
if no additional tasks were needed $100K would be returned to the
program.
Problem: Because the TM and FM didn’t tag-up prior to the
TCSR, Program Manager Y begins to question the integrity of the
data received from both because of the inconsistency. They are
sent away to create a cohesive story and provide a combined
recommendation in a week. This leads to conflict between the
TM and FM as they both feel the other “threw them under the
bus”.
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11. Changes to Traditional
Behaviors That Work
Transparent and timely communication between Technical and Financial
manager is required
Develop a trusting relationship between technical and financial managers
Open dialogue
Sharing of confidential information
Technical manager shares technical requirements and priorities with
Financial manager
Financial manager analyzes cost impacts and recommends options to
maintain funding levels
Both managers assure that approved changes to the
baseline requirements are reviewed and assessed for
budgetary impacts
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12. Changes to Traditional
Behaviors That Work (con’t)
Managers work together to develop options for addressing
budget and resource issues
Research cost saving methods
Use “yes, if…” terminology, instead of “no”
Joint development of regular project Technical, Cost and
Schedule Reviews
Basic knowledge transfer
Terminology (NOA, WADs, etc.)
Schedules (PPBE, milestones, etc)
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13. Final Words
The link between Technical and Financial management is
critical to a project’s success
Frequent communication between the Technical and
Financial manager is crucial throughout the project’s
lifecycle as technical and funding requirements are often
dynamic
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14. Suggested Training
Crossing Department Lines
Finance for Non-Financial Managers
Essentials of Project Management for non-Project Managers
Project Control: Fundamentals of Overhead and Other Indirect Cost
Appropriations Law
Business Education Program
JSC CFO University courses
Mentoring from technical/financial experts
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