Full Sail Partners Blog | Katie Manning

Here’s the thing about finance in Vantagepoint:

When the basics are solid, everything works. When they’re not… everything feels harder than it should.

And most of the time, it’s not because teams are doing anything wrong. It’s because over time, processes evolve, workarounds get layered in, and the original foundation gets a little… fuzzy.

That’s exactly why we’ve spent the past few months revisiting the core financial workflows inside Deltek Vantagepoint—not from an advanced or technical lens, but from a practical one.

Because when you get the fundamentals right—project setup, time and expense, billing—everything downstream gets easier, clearer, and a whole lot more reliable.

It Starts with Structure: Projects, Contracts, and Budgets

One of the biggest drivers of financial clarity (or chaos) is how projects are set up from the beginning.

In this recent blog, we looked at how aligning project structures with contracts and budgets can directly impact billing accuracy and profitability.

Because here’s the reality—if your project setup isn’t right, everything downstream gets harder:

• Billing becomes more manual
• Revenue recognition gets murky
• Reporting loses credibility

And suddenly your finance team is spending more time fixing issues than analyzing performance.

The Day-to-Day: Time, Expense, and Transaction Entry

Once projects are in motion, the next challenge is execution.

This is where a lot of firms feel the friction—because these processes happen constantly.

Time entry. Expense tracking. Transaction posting.

Individually, they seem simple. Together, they either create a smooth flow… or a daily headache.

When these workflows are set up well inside Vantagepoint, they don’t just support accounting—they actively reduce rework and improve confidence in your data. Check out another recent post where we go over this.

The Features You’re Probably Not Using (But Should Be)

Then there’s the other side of the equation: functionality that’s already there… just underutilized. Jenny Labranche, one of our accounting gurus, shares some of those features in her blog.

This is where things get interesting, because many firms aren’t dealing with a lack of tools—they’re dealing with untapped potential.

Small adjustments—whether it’s automation, approvals, or billing workflows—can have a big impact on:

• Efficiency
• Accuracy
• Visibility

Sometimes refining your process isn’t about adding something new. It’s about finally using what you already have.

Billing Still Doing Too Much Heavy Lifting?

And of course… billing. Always billing. Take a look at this blog from last year where Cynthia Fuoco shared background on simplifying invoice processes.

Because billing is where everything converges:

Projects → Time → Expenses → Contracts → Client expectations

If any part of that chain is off, billing is usually where it shows up first.

So What Does “Good” Actually Look Like?

All of these topics point to the same bigger question:

What should finance actually look like inside a project-based ERP when it’s working well?

Not theoretically.

Not in pieces.

But as a connected, real-world workflow.

If you want to see what this actually looks like in practice, we’re walking through it live next week.

In our upcoming Finance Basics Showcase Demo, we’ll connect the dots across project setup, time and expense, billing, and reporting—so you can see how it all works together inside Deltek Vantagepoint.

Most firms have more data than ever before — but far fewer answers than they expected.

That was the thread running through our recent LinkedIn Live with RTM Engineering Consultants.

We sat down with Ben Sermersheim and Andrew Slivka to talk about what it actually takes to turn Deltek Vantagepoint data into something people actually use — not just something that exists.

And if there was one thing that became clear quickly, it’s this: most firms don’t have a data problem. They have a clarity problem.

When “Reporting” Becomes the Work

RTM’s starting point wasn’t that unusual. Like many firms, they had access to the data they needed — it just wasn’t working as hard as it could.

Reporting meant pulling data out of Vantagepoint, rebuilding it in Excel, and recreating dashboards again and again. Over time, that process became less about insight and more about maintenance.

And as that cycle repeated, a few things started to happen. Reports didn’t always align. Teams spent more time preparing data than using it. And perhaps most importantly, trust in the numbers began to erode.

As Ben described it, different teams were often working from slightly different versions of the truth.

Why They Looked Beyond Vantagepoint

This wasn’t about replacing Vantagepoint. It was about making its data more accessible across the business.

RTM needed a way to connect data more flexibly, explore it more dynamically, and deliver it in a way that made sense for different users across the firm. Power BI opened that door — not as a standalone solution, but as a way to extend what Vantagepoint already does well.

But getting there wasn’t immediate.

The Moment Things Got… Complicated

RTM didn’t jump straight into outside support. They started where a lot of firms do — by trying to build it internally.

And to their credit, they made real progress.

They built early reports, created a working model, and proved that better reporting was possible. But as the system grew, so did the complexity. Manual refreshes started taking up more time. The underlying data structure became harder to navigate. And maintaining what they had built began to outweigh improving it.

That’s the point where many firms stall out.

Instead, RTM made a different decision: bring in the right support to move forward more effectively.

Building the Foundation First

When Full Sail Partners joined the effort, the focus wasn’t on dashboards or visuals. It was on the foundation.

Before anything else, the data itself had to be structured, validated, and made reliable.

That meant pulling Vantagepoint data into a centralized environment, organizing it into a consistent model, and ensuring that every metric tied back to a trusted source. It also meant removing the need to rebuild that structure every time a new report was created.

This kind of foundational work is what ultimately makes business intelligence scalable — and it’s the same approach we take across our broader Full Sail Partners offerings.

Once that foundation was in place, everything else became easier.

Andrew described the shift simply: instead of spending weeks preparing data, they could open Power BI, connect to a trusted dataset, and start building immediately.

Just as importantly, it created a clear division of strengths. Full Sail handled the complexity behind the scenes, while RTM focused on shaping reports around how their teams actually work.

Why Starting Small Made a Big Difference

One of the smartest moves RTM made was resisting the urge to do everything at once.

Instead of trying to connect every dataset, they focused on a few key areas first — employee data and high-level project financials. That smaller scope made it possible to validate the data quickly, fix issues early, and show progress right away.

That progress mattered.

Because trust in reporting tools isn’t built all at once — it’s earned over time. And for technical teams especially, even small inconsistencies can derail adoption.

By building incrementally, RTM gave their users something they could start using — and believing in — right away.

Turning Data Into Something People Use

Even with the right data in place, adoption doesn’t happen automatically.

RTM was intentional about how they introduced their new reporting environment. They validated every dataset against Vantagepoint before releasing it. They walked users through how metrics were calculated. They trained teams across the firm and created space for feedback.

They also identified internal champions — respected team members who could help bridge the gap between finance, leadership, and technical staff.

That combination made a difference.

Instead of pushing out reports and hoping people would use them, they built something that felt collaborative — something users could understand and trust.

What Changed

Once that foundation and trust were in place, the role of reporting shifted.

Instead of rebuilding reports or double-checking numbers, RTM’s team could focus on asking better questions. What used to take weeks now takes minutes. And the conversation moved from “Is this right?” to “What does this mean?”

Looking Ahead

RTM is now expanding their reporting environment into planning, forecasting, and CRM data — building on the same foundation they established early on.

It’s a natural next step. Once teams trust the data, they start asking for more of it — more context, more specificity, more ways to use it in their day-to-day decisions.

Advice for Firms Getting Started

A few takeaways that came through loud and clear:

Think long-term from day one
It’s much harder to retrofit a data structure later.

Don’t overbuild early
Start with what matters most and expand from there.

Design for the end user
If it’s not intuitive, it won’t get used.

Final Thought

This wasn’t just a conversation about Power BI.

It was about what it takes to move from:
data → to trusted data → to decisions.

And more often than not, that shift happens when the right tools are paired with the right foundation — and the right expertise.

This month, we’re focused on a simple idea: leverage.

Not as a buzzword, but as a practical way of thinking about how firms get more value from what they already have — and when to bring in the right tools, resources, or expertise to unlock even more.

Across our blogs, social content, and virtual sessions, we’re exploring what it really looks like to turn information into insight — and insight into better decisions.

Let’s take a closer look at how that plays out in today’s blog.

Most firms have more data than ever before — but far fewer answers than they expected.

Between project metrics, financial reports, utilization dashboards, and CRM insights, ERP systems like Deltek Vantagepoint generate an incredible amount of operational data about how a firm runs.

And yet, many leadership teams still find themselves asking the same question:

Why isn’t this data translating into clearer decisions?

The difference between a system that simply stores information and one that drives business decisions often comes down to something far less technical: expertise.

Why Data Alone Doesn’t Drive Better Decisions

In today’s business environment, data is everywhere. Firms track project performance, monitor utilization, analyze revenue forecasts, and review financial metrics across multiple systems.

All of that information is valuable — but raw data alone rarely answers the most important questions.

• Why are certain projects trending off budget?
• Why does utilization fluctuate between teams?
• Why are we so successful in one geographical area versus another?
• Why do reports sometimes tell a different story than what project leaders are experiencing day to day?

Numbers can highlight patterns, but they don’t always explain the context behind them. That context often lives with the people who understand how projects, finances, and operations function inside the firm.

Without that perspective, even the most sophisticated reporting can fall short of driving meaningful action.

ERP Systems Are Powerful — But They Still Need Expertise

Modern ERP platforms are designed to bring together many of the operational components that drive project-based businesses. They connect project data, financial performance, resource planning, and reporting into a single system that helps firms understand how their business is running.

When configured well, systems like Deltek Vantagepoint can provide real-time visibility into budgets, staffing, profitability, and project performance — helping teams make faster and more informed decisions.

But technology alone rarely solves operational challenges.

Even the best systems still depend on people to:

• structure projects correctly
• interpret reporting trends
• configure workflows that reflect real processes
• translate data into insights leadership can act on

Many firms begin exploring ways to optimize how their Deltek Vantagepoint system supports their operations once they realize that the technology itself is only one piece of the equation.

In other words, systems generate data.

People generate understanding.

The Internal Expertise Many Firms Overlook

One of the most valuable resources many firms have is also the easiest to overlook: their internal experts.

These are the people who understand the nuances of how the firm operates.

The project manager who knows how scope shifts impact budgets over time.
The finance professional who understands the complexities of revenue timing and billing.
The marketing leader who sees how pipeline and project delivery intersect.

These individuals carry years of practical knowledge about how the business runs — knowledge that doesn’t always live inside a system.

When their expertise is incorporated into how systems are structured and used, data becomes more meaningful.

Reporting reflects reality more accurately. Processes begin to align more naturally with the way teams work.

But that only happens when those experts are included in system conversations.

Too often, systems are designed around software capabilities instead of the people who rely on them every day.

And that’s where leverage gets lost.

Real Leverage Happens When Systems and Expertise Work Together

At its core, leverage isn’t about adding more tools.

It’s about getting more value from the systems, processes, and knowledge that already exist inside the firm and then filling the holes with the appropriate resource.

When the right people are connected to the right systems, data becomes far more than numbers on a screen. It becomes a foundation for better conversations, clearer reporting, and stronger decisions.

For example, some firms are combining Deltek Vantagepoint data with tools like Power BI to make reporting more accessible across their organization. We’ll be touching briefly on this approach in an upcoming LinkedIn Live conversation with RTM Engineering Consultants, where their team will share how they built dashboards that engineers and leadership teams use.

Stories like this illustrate an important point: technology becomes far more powerful when it is designed around how people work.

How Outside Experts Help Firms Unlock More Value from Their Systems

Internal expertise is essential, but sometimes the fastest way to uncover opportunities inside a system is by bringing in an outside perspective.

External consultants bring something internal teams rarely have access to: pattern recognition across many firms.

They’ve seen how different organizations structure projects, manage billing workflows, design reporting frameworks, and configure systems to support their operations.

Because of that experience, they can often identify opportunities quickly — whether that means adjusting project structures, simplifying reporting, or helping teams take advantage of capabilities already available inside their ERP.

In many cases, the biggest improvements don’t come from implementing new software.

They come from unlocking more value from the technology a firm already owns.

A structured review — such as a Navigational Analysis  — can help organizations evaluate how well their system configuration, data structure, and processes are working together.

Unlock More Value from Your System

If your firm has valuable data inside your ERP but struggles to translate it into meaningful insights, it may be time to bring a fresh perspective into the conversation.

Our team works with project-based firms every day to evaluate systems, align processes, and uncover opportunities to get more value from Deltek Vantagepoint.

Start a conversation with one of our consultants to explore where greater leverage might exist inside your system.

National Engineers Week celebrates innovation, problem-solving, and building what moves the world forward.

But here’s the part we don’t talk about enough:

Engineers aren’t just designing projects — they’re running them.

They’re balancing budgets and staffing plans. Managing schedules. Tracking billing milestones. Mitigating risk. Navigating client expectations.

And yet, ERP systems are often positioned as tools for finance teams or executives.

In reality, if you’re an engineer or project manager, Deltek Vantagepoint may be one of the most valuable tools in your toolbox.

This week, we’re shifting the spotlight. Because smarter project delivery isn’t just about technical expertise — it’s about visibility, structure, and control.

Real-Time Project Visibility (No Waiting on Finance)

No one likes surprises at month end.

Most project stress doesn’t stem from design complexity; it comes from uncertainty. Not knowing whether labor is burning faster than planned. Wondering if billing aligns with percent complete. Questioning where the budget truly stands.

When that information is siloed or buried in reports, decisions slow down.

Vantagepoint brings project financials and performance metrics into clear view. Engineers and PMs can see budgets versus actuals in real time — along with labor burn, dollars spent, bill dates, and profitability indicators — without chasing down data.

Instead of asking, “Where do we stand?” you’re operating from clarity. And when visibility comes earlier in a project’s lifecycle, adjustments can be made while they still matter.

👉 Learn more about how we support Productive Project Management.

Moving Beyond Spreadsheets

Exporting data to Excel “just to make it easier to see” has become routine in many firms.

But disconnected spreadsheets create version control issues, duplicate effort, and the risk of outdated information. They also signal that the system isn’t fully aligned with how projects are managed.

When budgeting and tracking are structured intentionally inside Vantagepoint — aligned with your work breakdown structure and the way engineers organize work — everything becomes more intuitive.

Time, expenses, consultant costs, billing, and AR live within one framework. Adjustments reflect immediately. Reporting ties directly to execution. The result isn’t just cleaner data; it’s stronger confidence in the decisions you’re making.

One consistently used system removes a surprising amount of friction.

Smarter Resource Allocation = Less Firefighting

Capacity challenges rarely stem from a lack of talent. They arise when visibility into workload and availability is incomplete.

Across the industry, familiar resource management issues show up: overallocation, last-minute staffing changes, uneven workloads, burnout. These aren’t people problems — they’re systems problems.

When resource planning is fragmented, predictability disappears. But when resource data connects directly to project financials inside an ERP, firms gain a clearer view of both demand and utilization.

That visibility allows leaders to pair the right people with the right projects intentionally — instead of reacting after problems surface. The result is steadier delivery, fewer emergencies, and a healthier team.

👉 Explore how better resource planning and visibility in Vantagepoint supports long-term profitability: Resource Planning with Precision in 2026

Monitoring Risk Before It Escalates

Engineers are trained to identify technical risk early. The same mindset applies to financial and operational performance.

Budget drift, scope creep, billing lag, and outstanding AR all affect project health. The challenge isn’t that these risks are invisible — it’s that they’re often recognized too late.

When project data is centralized and accessible, early warning signs become part of ongoing conversations. Instead of discovering issues in a month-end review, trends surface as they develop — giving teams time to respond strategically rather than reactively.

This isn’t about finance stepping in. It’s about equipping project leaders with the insight they need to guide outcomes with intention.

Data-Driven Decisions (Because That’s How Engineers Think)

Engineers are systems thinkers — analytical, process-oriented, wired to optimize.

An ERP like Vantagepoint supports that mindset by connecting time, cost, billing, and performance data into structured dashboards and reports. When information is organized clearly and shared transparently, knowledge flows more easily across teams.

Strong knowledge sharing requires infrastructure. A centralized system ensures project history, financial performance, and staffing patterns aren’t locked in silos — they become insights that strengthen alignment and accountability.

When everyone works from the same data, decisions sharpen. And over time, that clarity builds momentum.

👉 See what’s possible with Vantagepoint dashboards and reporting

From Project Engineer to Project Leader

As engineers step into project management roles, their responsibilities expand beyond technical execution.

They become accountable for profitability, budget discipline, staffing strategy, billing performance, and overall project health.

That transition is smoother when financial and operational data aren’t abstract concepts but accessible tools.

ERP systems succeed when the people running projects understand their value and engage intentionally. When engineers see how financial structure connects directly to execution, their decisions strengthen — technically and strategically.

The earlier that business perspective becomes part of an engineer’s toolkit, the more confident and capable they become as leaders.

ERP isn’t simply another software platform. Implemented thoughtfully, it becomes part of the operational foundation that supports growth, stability, and long-term leadership development.

Smarter Projects Start with Visibility

Innovation doesn’t stop at design.

It shows up in how firms structure budgets, align staffing with demand, share knowledge, and monitor performance with clarity and purpose. It lives in the systems that support the people delivering the work every day.

Deltek Vantagepoint was never meant to sit quietly in the background as a finance tool. At its best, it supports executives, marketing teams, finance professionals — and the engineers managing projects from kickoff to closeout.

We’ve found that many firms are only tapping into a fraction of its capabilities. But when Vantagepoint is intentionally aligned with how engineers actually run projects, it becomes far more than software — it becomes a critical part of a healthy, high-performing data ecosystem.

Because ultimately, it’s built for the people responsible for delivering results.