Full Sail Partners Blog | Accounting (6)

Ready or not, here year-end comes. With some organization and planning, however, it doesn’t have to be stressful. Let’s look at some critical tasks your firm should complete as part of the year-end process.

Preparing to Close 2017

First off, the most important task is to document your year-end procedures. Not only those performed in your Deltek system, but all of them so that you have a comprehensive guide to refer to on a year to year basis. You should also create a calendar and develop a year-end checklist as part of your year-end procedures.

Some of the more common year-end tasks for most companies are:

• Reconcile all cash accounts - Verify all transactions have been posted into Vision/DPS to ensure your general ledger balance matches your bank statements adjusting as required.
• Final invoicing – Process all client invoices for the fiscal year.
• Review outstanding accounts receivable - Follow up with clients who have outstanding accounts receivable beyond 30 days. Send past due statements and give them a call. Enter the results of your collection efforts in the comments section of Deltek Vision or Deltek for Professional Services (DPS) invoice review. Year-end is an excellent time to collect your outstanding receivables. If you determine there is uncollectable accounts receivable, be sure to write those invoices off.
• Review unbilled detail - Time and expense transactions that cannot be invoiced to clients should be written off at this time.
• Fixed assets – Fixed assets are larger purchases that are made throughout the year (i.e. equipment, automobiles, furniture, computers, etc.). Are all fixed assets reported on the balance sheet still owned? If not, record the sale or disposal of these fixed assets. Additionally, verify the depreciation on your fixed assets and make any necessary adjustments.
• Employee expenses and accounts payable - Verify that all accounts payable vouchers have been recorded in Vision or DPS. Make your 401(k), SEP IRA, and simple IRA contributions, if you have not done so. Also, try to pay all your vendors and employee expense reports by year-end.
• Notes payable - Verify notes payable (i.e. loans) amounts on your balance sheet match the statements from your lenders adjusting if necessary.
• W-9s – Order 1099 forms and make sure all W-9s from your vendors and/or contractors that are paid $600 or more throughout the year are on file. Don’t forget, 1099s should be mailed on January 31st. 1099 forms can be purchased from most office supply stores or you can order them for free from the IRS (gov).
• W-2s –If you run payroll in Vision or DPS, you’ll need to order W-2 forms which can be purchased from most office supply stores. W-2s should be mailed by January 31st.
• Budget for next year - Create your general ledger budget for 2018.

As part of the year-end process, a new benefit year will need to be opened to roll over any PTO or vacation time into the next year and to start accruals for the new benefit year. 

Initialization Utilities in Deltek Vision and Deltek for Professional Services

There are numerous initialization utilities that need to be performed in Deltek Vision and DPS. Take note that these utilities need to be completed once per fiscal year. Vision and DPS will generate a posting log for the initialization utilities which is available in the transaction center under the posting review report. If your Vision or DPS database is set up with multi-company functionality, the initialization utilities need to run in each company. Make sure to watch this video for more information.

In Vision and DPS, opening the 1st period of your fiscal year also opens the new fiscal year. Depending on your security rights, you can still process in the prior fiscal year if needed.

Is Your Firm Ready for 2018?

Efficiently complete the tasks required for 2017 year-end, and you will be ready. If your firm is having any difficulties performing year-end tasks in Deltek Vision or DPS, Full Sail Partners can be of assistance! Also, remember to check out the new Deltek Customer Care portal for numerous resources available to you.

At a recent client meeting, it was brought to light how many of my clients don’t use Deltek Vision’s approval engine capabilities. I thought how crazy that notion was because using the approval engine can save clients so much paper and time. Let me share with you what this firm experienced in dealing with approvals, and let’s see how many of you can think outside the box and see the benefits of Deltek Vision’s approval engine.

Packed with Paper 

Here’s where the story begins. A little time back, I was with a client when a principal walked in with a banker’s box full of papers. He was preparing to leave for vacation and had carefully assembled all the paperwork he needed to take care of while he was away. I asked what was in the box, and he explained that he had to approve the consultant invoices and then review the client invoices. He had packed all the project folders and everything was ready so he could speed through them on vacation and bring them back to accounting when he returned. 

In my mind, I was screaming for several reasons. First, who wants to work on your vacation? Next, so many things could happen to those papers like losing some on the plane or spilling wine when reviewing them. Not to mention, accounting is put on hold until he returns, the consultant’s invoices can’t get entered until billing is processed and how will he really know when he is done. By the way, how does he even keep track of action items using his box and paper system? 

Let’s Think Out of the Box 

Not wanting to overwhelm this principal just hours before he was set to go, I calmed the voices in my head and simply said, “You know, one day I am going to take your box away from you and you won’t miss it.” With a perplexed look, he asked me how. I explained that we could process the consultant invoices electronically. Accounting could scan the invoices, and after being scanned into the system, various parties would then do their part to approve or reject the invoice in Deltek Vision based on the business rules. 

The entire process could be done in the Deltek Vision system, and the status and notes would be visible to everyone along the way. As soon as there was final approval, accounting could continue processing the invoice and post it in Vision. The copy would be attached to the next Invoice and no box would be required. 

Coming into the Light 

Despite my description of the approval engine process, the principal remained unconvinced. He instantly presented a list of objections which I confidently addressed one by one: 

“I need to see project details as I am reviewing.” “No problem, use the project review tool in the approval application.” 

“Sometimes I want the project manager to look at it before I approve it.” “The system is designed so you can delegate or reassign approvals.” 

“There are also times that I need accounting to send the invoice back to the consultant.” “That’s why when you reject it, you must notate why in the dialog box. The system sends the message to accounting for you.” 

“We must have paper copies for taxes and legal things.” “Maybe, but IRS has been accepting electronic copies since 1995.” 

After my most excellent retorts to his arguments, the principal finally realized that using Deltek Vision’s approval engine capabilities was a viable option. I further explained that with his current Vision system, he can use electronic approvals to handle vacation requests, departmental budgets, expense reports and more. Before, he just hadn’t seen the value of thinking outside of his box. Now his box could instead be used for vacation souvenirs. 

Use Deltek Vision’s Approval Engine 

This is a true story, but not at all unique. In the past, there was not a fully integrated system. Many firms had given up on going paperless, and the final handshake always required touching that piece of paper one last time. However, with Deltek Vision’s approval engine, firms can now truly eliminate the need to physically transport documents in their boxes. Rather, thinking outside of their boxes, they can reduce processing times and provide unprecedented visibility into status and condition of their invoices.

One of the main responsibilities of a project manager is managing the profitability of his projects. It is easy to look at hours charged to a project at billing rates minus the value of those hours at cost to see the gross profit of a project, but gross profit doesn’t give a true picture of profitability. Most firms prefer to look at net profit to measure the financial success of projects with net profit being hours at billing rates minus cost plus overhead.

Luckily, Deltek Vision has a utility to accomplish just that – calculating net profitability on projects.

Overhead at a Glance

What is overhead? Overhead is an accounting term that refers to ongoing general business expenses, not including direct labor or expenses that are reimbursed to firms by clients. For example, business expenses like rent, health insurance and indirect labor are types of overhead expenses.

Overhead allocation must be configured in Vision and the utility must be run on a timely basis – usually at month end. Overhead allocation can give a true understanding of a project’s profitability.

Preparing Deltek Vision for Overhead Allocation

There are several decisions that need to be made during the configuration phase of setting up overhead allocation in Deltek Vision depending on the current configuration. First, the allocation scope needs to be determined. If the firm uses profit centers, additional configuration decisions will have to be considered. For example, if the firm has a “corporate” profit center, overhead may need to be distributed from the corporate profit center to the revenue producing profit centers.

Next, Vision offers two choices for the basis of applying overhead to projects - direct labor or the proration method. The direct labor method applies a multiplier that is used to determine every dollar of direct labor spent on a project. Vision uses the total overhead expense divided by total direct labor to determine the multiplier used when overhead allocation is run.

The multiplier method remains consistent if the same multiplier is in effect. Firms generally prefer the multiplier method because of its consistency. Additionally, project managers always know how much overhead is being applied to their projects. On the other hand, the proration method uses the firm’s actual, year-to-date indirect expenses. Since this method is based on actual indirect expenses, it will change month to month.

The Benefit of Using Overhead Allocation in Deltek Vision

Once overhead allocation has been run, there are several reports, including the project progress, office earnings and project summary, that when run at cost, will display overhead. Running the overhead allocation process will return a report detailing the amount of overhead applied to projects and the actual overhead rate of the firm. Not only does overhead allocation provide a clear understanding of the profitability of the firm’s projects, it also gives an indication of the firm’s overhead costs and the tools needed to increase profits.

Revenue Method B is the most widely used revenue method in Deltek Vision. In fairness, this is Vision’s default method for projects whose charge type is Regular. As a result, most firms use it since it’s easy to deploy and seems to work, or so we think.

How Revenue Method B Works

Revenue Method B works well when we have a time & materials project that is billed frequently. In this scenario, we have a perfect match between revenue and costs and can easily measure project performance. On the other hand, when billings and costs don’t align, measuring interim project performance becomes more challenging. Milestone billings or fixed fee projects are billed on cycles that don’t always coincide with a proper revenue accrual or as the associated costs are incurred on the project. Keep in mind that we are not matching revenues and expenses, and this can lead to unreliable financial results during the project life cycle.

For example, a project has a contract provision that calls for $10,000 to be billed at the end of month two. We complete the work in month one at a cost of $3,000 (10,000 billing rate). The financial reconciliation for this project is:

In month one, the project has no income (no billings) and incurs costs of $3,000. With Revenue Method B, the project incurs a $3,000 gross margin loss.

In month two, when the project is billed, we have the reverse situation; $10,000 Revenue and no cost, which results in a $10,000 Gross Margin profit.

So…did we make money or not?

The Results of Using Revenue Method B

From month to month, it is very difficult to assess the true profitability of the project. Therefore, we must wait until a point where billings and costs align or the project is closed. In this simple example, we can look at the end of month 2 and determine our performance. However, what if this project spans over a year or more? With Revenue Method B, we may never have a point where revenue and costs align to make an informed decision on profitability.

To accurately measure performance, a proper matching of revenue and costs is mandatory. Revenue must be earned as work is completed or as the associated costs are incurred. This is the best accounting practice, and with the impending requirement of FASB 606, will now be part of Generally Accepted Accounting Principles (GAAP).

Clearly, Revenue Method B will not work well when the earnings process does not align with the billing process. For those of us using this method, we are reporting inaccurate results to our stakeholders or making manual adjustments to accommodate for Revenue Method B’s shortcomings. Fortunately, Deltek Vision offers alternatives that will help us properly record revenue and comply with FASB 606.

FASB 606 Implications

In May 2014, FASB 606 was released and will be required by December 2018. FASB 606 will render Revenue Method B obsolete for most projects.

FASB 606 has five elements:

• Identify the contract with the client
• Identify the performance obligations in the contract
• Determine the transaction price
• Allocate the transaction price to each performance obligation
• Recognize Revenue as we satisfy the performance obligations

FASB 606 does not reference billings unless billings specifically follow the earnings process described above. Therefore, to be in compliance with this new requirement, we must abandon Revenue Method B for most of our projects.

Revenue Method B Alternatives in Deltek Vision

Stay tuned for the next chapter…User Defined Revenue Methods. We will look at how we can use Deltek Vision to create Revenue Methods that will comply with FASB 606. In the meantime, click here to learn more about FASB 606. 

A KPI, or Key Performance Indicator, is a measurable value that demonstrates how effectively a company is achieving crucial business objectives. Organizations should use KPIs to evaluate their success at reaching targeted goals. Simply stated, KPIs provide your firm with metrics that compare budgeted amounts to the actual values. KPIs are no longer just for accounting and finance as they now reach deeper into a firm’s operational side examining marketing, business development and project management.

KPIs vs Traditional Reporting Methods 

Let’s take a look at how firms benefit from KPIs and how KPIs differ from standard reporting. A common reporting technique is to compare current profit & loss results to the same period the previous year, or to compare year to date then versus year to date for the current year. Budget data for one or both comparisons can be incorporated. Now, what if we graphed this information and included a desired growth line? We will then have a visual of actual performance in relation to a chosen measurement. This measurement will inherently become an indication of whether we are achieving our goals, and would allow us to be proactive in correcting potential challenges. 

Using KPIs to Measure Success 

As mentioned earlier, KPIs are not just a tool for the finance team. For example, a chief operating officer may not relate well to traditional financial statements and focusing on project related metrics would be more to his liking. These indicators can be project specific, relate to a grouping of projects, or be sliced and diced based on the organizational breakdown structure (OBS) or work breakdown structure (WBS). Click here to learn more about OBS and WBS.

In another scenario, a chief strategy officer believes there is a benefit from evaluating trending data regarding hit rates filtered by a predetermined criterion. However, we must keep in mind that unless a benchmark or some other distinguished metric is established, this may not result in a clear and meaningful measurement. 

Here are two examples of KPIs that have proven to be successful: 

1. Cost and Schedule Variance – Using Deltek Vision reporting, actual project cost performance index (CPI) and schedule performance index (SPI) is calculated and compared to an acceptable mean-variance.
2. Estimate at Completion (EAC) Analysis – This can be as simple as a two-column report showing EAC in comparison to the contract value. The criteria can also be set by contract type to “flag” anomalies that need to be further investigated. 

The Bottom-line on KPIs 

KPIs can be used company wide. C-level executives can look across client and project types and evaluate revenue multipliers or collections success. These same evaluations can be done at all levels across your enterprise from managers that are accountable for sections of your organization down to individual project managers driving the lowest levels of WBS. What is required is a benchmark, a budget or a goal. Whether top down or bottom up, the view into why businesses perform the way they do will kept top of mind.

So, how does your firm measure success across the enterprise? Is it profit centers, projects, employees or pursuits? Every firm is unique and can’t just use “off the shelf” KPIs. It all begins with a discussion of what you need to drive your firm to the finish line. Once decided, designing the reports and data is easy.

Spend Management is a popular term, but what is it really? Spend Management can encompass anything from procurement, supply chain management, expense control, outsourcing and more. For most businesses, managing spending may not seem to provide a competitive advantage nor differentiate them from the competition. While this task doesn’t directly drive revenue, figuring out how to better manage and control your travel costs, expenses and invoicing does provide significant business value.

So, what exactly does a good Spend Management strategy need to accomplish? It should:

• Simplify accounts payable (AP) workflows
• Enhance the end user experience
• Encourage mobility in the AP process
• Improve compliance levels
• Provide increased insight into spending
• Allow for visibility of expenses before they are incurred

What Can All This Do for Your Firm?

Spend Management will lower your capital expense profile, increase employee productivity, lower costs for managing operational functions and drive new capabilities that have a direct impact on business performance. Accomplishing these goals allows your firm to continue to compete in this hypercompetitive environment that continually rewards sustained agility.

Organizations typically start with a manual process for managing purchasing, expense reports, and invoice management. As the company grows in size and complexity, workarounds like spreadsheets and physical reconciliation are simply no longer efficient and directly impact the further ability to grow and manage spending.

According to an IDC study (Document #US42246116 © 2017 IDC), implementing effective strategies can result in:

• 68% less time processing invoices
• Improving company procurement compliance by up to 14%
• Increasing productivity by an average of 11% using mobile/OCR management tools
• Reducing IT staff time to manage spend by 29%

How to Evaluate Solutions to Help Your Firm with Spend Management?

There are many factors to consider when evaluating a Spend Management solution. Here are some key things to contemplate:

• Business ready: Solutions must be able to scale to accommodate your firm now and in the future, and must automatically link into existing accounting and ERP systems. These are secure, cloud-based solutions that fit within the CIO’s IT policy framework, are cost-effective and easy to deploy across the organization.
• Business Intelligence: These solutions must be capable of providing greater business performance visibility and driving smarter decision-making. With a solution that offers more than automation, executives are armed with the insights to identify business opportunities that never existed before. What used to take days or weeks can now take hours.
• Complete visibility: Encompassing all areas of spend in one solution, including travel costs, expenses and invoice management, is ideal. If you only see a piece of the puzzle, it is virtually impossible to view the entire picture. With solutions that can integrate all of the data and incorporate your firm’s spend management regulations, you can ensure there is maximum compliance and have the easiest adoption across the company with only one solution to learn.
• End-user adoptability: As better financial performance rests with reducing accounts receivable turnover and achieving greater efficiency in cash flow management, businesses need to ensure that finance and accounting staff, as well as their employees, are able to quickly and accurately execute a modern, mobile process. When end users are satisfied and are able to employ solutions anywhere and anytime, this results in faster and increased adoption of the solutions and increased financial performance.

The best systems provide better visibility and insight into non-PO spend, P-card spend, and corporate card spend as well as meet employees where they are. They allow for visibility into spend before the money has been spent (PO management) and follow through to auditing with full details completely integrated into your firm’s ERP system. They also can incorporate all of these areas of spend into one solution so it’s easy to quantify spend across all areas.

Gain Control of Your Spend Management

Expectations and demands for employees, especially finance staff, have never been higher. The cost of lower productivity, employee turnover, and inefficient financial operations is now even more critical to a firm’s success and must be addressed. Employees require mobile, efficient solutions to increase their overall satisfaction and productivity. With increased industry compliance regulations, accurate reporting is now a necessity instead of a luxury. Now is the time to get control with a Spend Management solution.

Within Deltek Vision lies a very handy tool, which enables a firm to have multi-company functionality. However, the benefits of this multi-company functionality feature seem to elude many firms that would greatly appreciate its capabilities. So let’s talk in detail about multi-company functionality and the why, when and how firms should use this fantastic feature.

Intro into Deltek Vision Multi-Company

Basically the need for a multi-company environment comes down to having to track a separate entity with its own tax id number in a single Deltek Vision database. Some of the scenarios that require multi-company management include:

• Banking relationships
• Investments and/or holding company requirements
• Tax reporting
• Professional licensing requirements
• Foreign country reporting requirements

Additionally, the need for intercompany billing can occur when two or more related companies make payments on behalf of the others. The most common reason for intercompany billing is the sharing of labor resources between companies that have separate payrolls and/or making vendor payments for another related company.

When a firm decides to utilize multi-company functionality, it is recommended that sub-ledgers be set up to track the due to and from, and clear intercompany balances. This creates the ability to use both the AP and AR aging reports for the intercompany balances.

Determine Internal Pricing Structure

Upon implementing multi-company functionality in Deltek Vision, firms must determine what internal pricing structure to adopt. The options are:

• Re-class only - moves the transaction to intercompany AR/AP at cost
• Project Centric - leaves the transaction on the books of the project’s company with some amount of compensation also moving to keep the loaning organization whole
• Employee Centric - moves the transaction back to the employee’s company with some amount of revenue moving back as well
• High Accountability – which uses work breakdown structure to manage transactions and point directly to the company who owns the transaction

Keep in mind, there is a lot of flexibility within the options above. Different scenarios can be created for different transaction types. Also, by order of operation, the various options can be overwritten at the individual company level or at the lowest work breakdown structure level by project.

Intercompany billing makes accounting’s job easier in regard to multi-company transactions. When transactions are made to projects not in the home company (company where the transaction is being posted), invoices and vouchers are created through a series of postings that are reflected in GLs of the respective companies. These invoices and vouchers also appear on the AR and AP aging reports noted above. Accounting can then clear the reports using standard check processing and cash receipts.

More Benefits of Multi-Company

Using Deltek Vision’s multi-company functionality provides another benefit to firms with consolidated reporting. Consolidated reporting allows a view of the performance of all the companies within the database. Consolidated groupings can represent all companies or a cross section of companies depending on the needs of company leadership. The consolidation process incorporates standard eliminations of configured control accounts as well as client-defined accounts, such as capital investments in related companies. Consolidations are “memo” entries and not posted to the GL.

A multi-company database permits each company to maintain a unique GL while still only creating one set of shared GL account numbers. Furthermore, firms can restrict GL account numbers, and other master records can be shared and/or restricted as well. Also, Vendors can be shared. However, the accounting tab is company specific for account and 1099 purposes.

In addition to the benefits mentioned above, the multi-currency function works in tandem with multi-company to allow firms to have unique GL/functional currency. This is a great feature for firms that work internationally. Lastly, the consolidation process can include GAAP compliant currency translation and a gains/losses entry.

Final Thoughts on Deltek Vision Multi-Company

Firms of all sizes can benefit in many ways by using the multi-company functionality that is part of the core capabilities in Deltek Vision. Being aware of when, why and how to use a multi-company database will help your firm make important business decisions and operate efficiently. For more information, contact Full Sail Partners here.

Is your firm ready for the inevitable year-end process? Sure, year-end is always a stressful time. However, it doesn’t have to be overwhelming if you make a plan, document your actions and prepare Deltek Vision.

Setting-up for a Successful Year-End

Don’t be a headless chicken running around trying to get through the year-end process. Let’s review some considerations and tips to make your year-end close just a little easier.

Communication | Communicate with the rest of the firm that year-end is approaching and provide the important dates that they should be aware of, such as final timesheet due date, final expense report due date, etc.

Create a Calendar | Develop a calendar noting key items you need to complete before the year-end. Your calendar should contain all of your year-end deadlines, such as:

• Final AP check run
• Final timesheet due date
• Final bank reconciliation

Develop a Year-End Checklist | Given that year-end procedures change very little from year to year, you should create a checklist. In addition to your firm’s specific year-end tasks, you may want include these steps in your list:

• Review the unbilled detail report and make sure the allowance for doubtful accounts is current
• Reconcile all sub-ledgers to the general ledger
• Update accrued vacation
• Calculate depreciation
• Complete bank reconciliations
• Create a budget for the new fiscal year

Reconcile Monthly | Stay on top of your monthly reconciliations. Nothing adds to the stress of year-end more than having to perform several months of reconciliations that could be have been done monthly.

Recurring Transaction Files | If there are yearly JE’s or other transactions that you only post once a year, consider creating a recurring transaction file. Each year those files will already be in place so you don’t have to re-create them from year to year.

Order Year-end Forms Early | Why wait until the last minute to order your 1099 and W-2 forms? By ordering your forms in advance, you know they are on hand when you are ready to use them.

Prepare Deltek Vision for 2017

In Vision, opening the 1^st period of your fiscal year also opens the new fiscal year. If your security role permits, you can still process in the prior fiscal year if needed.

There are a number of Initialization Utilities that need to be performed in Vision. Take note that these utilities need to be completed once per fiscal year. Vision will generate a posting log for the initialization utilities, which are available in the Transaction Center under the Posting Review Report. If your Vision Database is set up with Multi-company functionality, the Initialization Utilities need to run in each company.

There are also tax forms that will need to be processed in Vision:

• W-2s if you use Vision Payroll
• 1099s for vendors that require a 1099 form

As part of the year-end process, a new benefit year will need to be opened to roll over any PTO or vacation time into the next year and to start accruals for the new benefit year.

In addition to the information above, you can view the 2016 Year-End Vision guide in the Deltek Customer Care Connect Portal here.

Take note that Vision Year-End updates in 2016 will be provided for versions 7.4, 7.5 and 7.6. If your firm is running Vision 7.3 or older, you must upgrade to a supported version to receive a 2016 year-end update. Please refer to the Support Assurance Product Lifecycle for maintenance phase descriptions.

Is Your Firm Prepared for 2017?

Following the suggestions above should make for an efficient completion of the tasks required for 2016 year-end. Don’t forget to make sure your firm is using the latest version of Deltek Vision - 7.6. If you need any assistance with completing your year-end or moving your firm to version 7.6, just let us know!

The Deltek Vision to Concur Connector allows both systems to work together seamlessly, automatically synchronizing finance data throughout the entire spending process, from pre-spend approval to reconciliation. Manage every expense and invoice transaction accurately and with ease, and get a complete view of your finances in one place. 

Gain Complete Visibility and Greater Control of Your Finances with the Deltek Vision to Concur Connector

For project-based firms, measuring current firm performance is the most significant indicator of future firm performance. Furthermore, by using trend data, firms can forecast cost and schedule variances in the early stage of a project. A preferred method by project managers to factor this trend data is the earned value management technique.     

Using Earned Value Management

Earned value management allows firms to evaluate cost and schedule variances in both dollars and percentages on projects. These factors are derived by considering planned value, actual cost and earned value over time.

A common way of looking at earned value is by using both the financial percent complete job to date (JTD) and the estimate too complete (ETC) by using the formula, JTD/(JTD + ETC) and the project managers reported physical percent complete. These two factors when equated provide a quick and easy comparison. For example, the financial percent complete on construction documents may be at 75% when the reported percent complete on construction documents is 50%. There are several possible explanations for these variances, such as:

• There were many revisions that were client driven and not in scope
• The complexity of the work was under estimated
• We have just been very inefficient

Keep in mind, there are a number of other scenarios that can also explain these factors as well.

Factoring Earned Value Management

Getting the information above is actually simple. It requires holding project managers to a high level of accountability. Project managers need to evaluate the amount of hours budgeted, hours burned (JTD), and the effort required to finish the scope of work (ETC).

As a result, this will produce the financial percent complete. Project managers then need to record where the project is from a physical percent complete, which should tie to progress on the project schedule.

Much like a crossover episode of two TV shows, this is where EVM crosses over with a previous blog about FASB 606. EVM will ultimately meet the requirements that in turn will keep the accounting team compliant with FASB 606.

Enter Deltek Vision

The Resource Planning module in Deltek Vision addresses EVM by:

• Allowing the financial percent complete to be calculated
• Providing a physical percent complete plan in the form of an EV%
• A default report in the Resource Planning module known as the Earned Value Chart, which represents the S Curve

By maintaining a project plan in the Resource Planning module, firms can be successful in developing a project report that shows cost and schedule variances in both the dollars and percent (CV, SV, CPI and SPI). If your firm has a benchmark or standard range, you can then compare the actual to that standard to identify anomalies in your projects performance.

The title of this blog is, “Why Your Firm Should Use Earned Value Management” and the answers are:

1. It’s an industry standard and proven method for project management and project accounting
2. It’s a common language among project managers across industries
3. It provides quick visibility into a projects performance
4. It brings firms closer to compliance with FASB 606

Learn more about Michael Kessler and his more than 30 years of experience of working in and around project-based accounting here.