Full Sail Partners Blog | Accounting (8)

Timesheets, Timeclock For project-based firms, timesheets are essential to ensure that an employee’s time is reflected to a specific project. I’m sure you already knew this, but do you manage timesheets correctly in Deltek Vision? Here are some facts and best practices for different scenarios to help you better manage timesheets in Deltek Vision.

Intro to Timesheets in Deltek Vision

Hopefully, one of the first things your Deltek Vision Consultant explained to you about timekeeping is that timesheets create payroll cost not payroll. As a “nuts and bolts” accountant, at least one side of our brain struggles with processing this information. So let’s break it down:

The employee’s job cost rate on the accounting tab of their info center should represent their rate of pay. If they are true hourly, this is quite easy to determine. On the other hand, if they are salaried the hourly rate should reflect their annual salary divided by 2080 hours.
If adjusted salary job costing is used, the amount should reflect their salary based on the configured interval. For example, weekly, biweekly or a set number of days.

How Timesheets Work

When a timesheet is posted an amount based on the hourly rate multiplied by the hours charged is applied to the selected projects. Thereby creating direct or indirect (overhead) labor/payroll cost in the General Ledger. The credit created by the timesheet can go to either one of two places:

The Income Statement as job cost or payroll variance - This account is an overhead line item used to adjust the total of the timesheet posting to the actual payroll distributed. Furthermore, amounts that remain in this account after the payroll journal entry has been entered reflect a net of uncompensated overtime (OT) for salary staff (negative amounts), and based on this process, the premium portion of OT for hourly staff (positive amounts).
The Balance Sheet as a payroll liability - After the payroll journal entry has been entered, the remaining amount needs to be reclassified to the Income Statement as stated above.

Accounting Tip for Paid Time Off

Have you ever noticed your Paid Time Off (PTO) balance not being relieved even during peak vacation periods? You might want to consider booking PTO taken to the Balance Sheet. To do this, you need to configure timesheet postings for PTO to go to a PTO liability account. Then when time off is taken and posted, the debit entry reduces the liability. Based on a true computed liability, an entry can be made on a pre-determined interval to accrue additional PTO and book the expense. If you are using benefit accruals in Vision, the entry can be taken from that report.

Handling Leave without Pay

Many firms fail to account for leave without pay (LWOP) properly. Sure, there is a need to track hours for statutory purposes when employees are on leave, however, no payroll cost should be recorded. The simple fix is to enable cost rate tables and attach one to LWOP projects. The table should contain either a labor code(s) or a list of employees with a ZERO job cost rate. This will override the employees default job cost rate and avoid any recording of payroll costs.

Punch the Clock

Some of this might seem complicated at first, but these best practices should help keep your books in order. I hope that this has taken the mystery out of Deltek Vision timesheets. Now punch the clock and update your timesheets.

Creativity, when used in the accounting world, is usually considered a “no-no”. However, I am not talking about misrepresenting the state of affairs. In fact, I am talking about the exact opposite - providing the client exactly what you told them to expect at the beginning of the proposal process. Let’s take a look at how setting client expectations early can improve your firm’s cash flow.

Setup a Project Process

I am not saying that project management and marketing get to dictate accounting functions, but I am saying that it is imperative that accounting work with project managers and marketers to ensure the signed agreements match the accounting schedule and billing possibilities. To do that, accounting needs to understand the needs of the client and the project managers, as well as the functions and limitations of the software they use for accounting and billing.

From there, you can create a project set up process that easily allows the project managers to see where they are in the project in relation to the budget and plan. This ensures the invoices match what the client was told to expect. As a result, clients are more likely to pay on time and you can count on the cash flow coming in from your clients.

Understand Reporting and Timing Requirements

In many cases, clients have specific reporting and timing requirements – some are reasonable and some are not. Involving accounting at the front end of the project to have discussions with the clients about what is possible and not possible will go a long way to ensure a smoother billing/collection process down the road.

However, accounting can’t become obstinate with the “we don’t do things that way approach.” There has to be a willingness to work with the others to solve the issues between the client desires and the current accounting process. Having he accounting staff work directly with the client to resolve the issues will ensure both understand where the other is coming from.

Have the Right Accounting System

Understanding what the client needs and understanding what is possible in the billing system allows accounting to bridge the gap. Of course, having a system that offers many options to bill the client helps too. At a minimum, your system should allow you to create billing cycles that allow for most client timelines.

The better systems will allow for billing to be prepared with multiple options for the way the labor and expense are handled. Additionally, they have ways for managing fees and additional items such as credits. The best systems allow for changes in the invoice format so the final product has the required information in more or less where it is needed. Again, flexibility, creativity and patience are often needed.

Let the Cash Flow

Remember that a good collection process begins by communicating with the client - take the time to understand their needs and explain what is possible. Create a billing process that is flexible enough to support client expectations and is efficient enough to be managed internally. Doing so will go a long way in avoiding issues down the road.

Most firms that I work with utilize independent contractors to supplement their workforce. This isn’t a blog about “walks and talks like an employee, must be an employee.” For that, I recommend a good labor attorney. However, what I am going to clue you in on is about the proper way to track and account for independent contractor’s time in Deltek Vision.

Processing Contractor Time in Deltek Vision

In most situations, the desire is for the contractor to complete a timesheet and submit an invoice for processing by Accounts Payable (AP). There are two prevailing methods within Deltek Vision to process these types of situations:

Zero Job Cost Rate

The contractor is set up as an employee, but doesn’t have a job cost rate only a billing rate. When time is posted there is no entry to the General Ledger (GL), but both the Time and Materials (T&M) invoice and project ledger reflect a billing dollar value. As a result, the AP invoice creates the GL entry reflective of the true cost of the contactors time

Job Cost Variance

For this option, setup the contractor as an employee with a job cost rate. When the timesheet posts, the cost gets booked to a unique GL code reflective of contract labor. Additionally, this cost can also be included in the base for an overhead calculation. The credit end of the timesheet posting goes to Job Cost Variance similar to all other timesheets. As a result, the AP invoice is booked to an overhead project using the Job Cost Variance Account and thereby clearing it.

That Seems Simple…Right?

This is where the accounting can start to go awry. If method one is used and care isn’t taken to ensure the AP doesn’t also create a bill extension (effort) then the potential for exposure can be:

Double counting of effort in project reporting leading to an understatement of profit or positive variance.
Double earnings of revenue if the method is associated to effort.

To alleviate these concerns, apply the following workaround in Deltek Vision:

Create an expense GL code table under Billing/Billing Rate Tables.
Enter the AP GL code used above and attach a “0” multiplier.

By following these steps, the AP billing value will not be included in project reporting and you will not experience the effects of doubling down on your effort.

You know you have spent your whole workweek devoted to a specific project, but you’re only showing 35 hours being billed/charged to the project. Where did the value of those 5 hours go? In many cases, these missing hours can be attributed to non-billable labor, and many AEC firms overlook the importance of documenting how this time is spent. However, accurately accounting for non-billable labor is extremely important to track accurate project performance.

How Can My AEC Firm Track Non-billable Labor?

If your AEC firm utilizes Deltek Vision, then tracking non-billable labor is relatively simple. Before we get started, it is important to make a distinction between the labor we are billing clients and the labor that contributes to the cost of our project. With cost in this case being the “burn” or “retail” value of this labor. Within Vision, users are able to remove the labor from both the invoice and the project ledger in two ways:

A non-billable labor code under billing configuration
A zero billing rate attached to a person, code or category in the billing tables

Keep in mind that best practice states that the only time we would use either of the above is if the labor is invoiced and costed through a Unit for activities such as surveying or lab testing.

What Are Reasons for Non-billable Labor?

There are several possible scenarios that would warrant not invoicing a client for time charged to a project such as:

On-the-job training
Rework
Discounts

While all of these are valid reasons, the costs associated with this effort should be included in the project sub ledger. This is missed opportunity cost or potential lost revenue. If labor cost is nullified using any of the above, the true performance of the project becomes misstated. When reviewing project financial reports the missing cost is not there to net against revenue thereby creating a false and overstated profit amount.

What Happens to Non-billable Labor?

Ah ha, the Million Dollar question and you won’t even need to phone a friend. There are actually at least two ways to accomplish removing time from an invoice while ensuring it remains as cost for project metric measurement:

Write-off the hours/cost in Interactive Billing. This removes it from the invoice, but appears on the billing status in the Project Detail Report. This allows missed opportunity cost to be valued into the overall project profitability or more commonly known as a loss.
Allow the labor hours/cost to be included on the invoice. Then using an Add-On, create a discount to remove the amount. This will provide your client with the visibility of the benefit you are providing them. Additionally, it will ultimately be reflected accurately in project reporting since the overall impact is a reduction in revenue.

Following these simple rules will create accurate reporting and prevent any misunderstanding in regards to the projects true performance.

Asset Management Professional service firms don’t traditionally sell products; rather they sell their time and expertise. Increasingly, they ARE selling products and time, and are spending a great deal of capital on tools to deliver both.

A common problem is that many firms can easily see the profits generated from their services, but overlook the contribution (or lack thereof) of the inventory AND fixed assets used to deliver the service by not managing both. Even worse, they frequently manage and track them in the same manner.

Inventory management and fixed asset management are not one and the same. Read on to learn the difference between the two and understand the importance of utilizing proper accounting for fixed asset management.

Inventory Management

In the professional services world, inventory management is only slightly different from the retail and the production world. Inventory assets represent the items sold or the materials used to create a final product that will be sold. Inventory assets in professional services firms represent the intangible or intangible assets sold along with the service. This could include software or equipment. This is not to be confused with immaterial items, which are usually expensed as overhead. For most professional service firms, the inventory asset is a relatively small percentage of total firm assets.

Most importantly, unsold inventory appears on the balance sheet as an inventory asset and sold inventory appears in the Cost of Goods Sold on the income statement. This is an important standard of Generally Accepted Accounting Practices (GAAP).

Chances are, if you are selling goods as a part of your service offering, you are likely following the standards and hopefully using the Vision Purchasing module for tracking and control. But what about Fixed Assets?

Fixed Asset Management

Like Inventory, fixed assets exist and have specific accounting treatments for professional services firms, retailers, and other types of businesses.

Fixed assets are purchased assets of the firm for long-term use to support ongoing business operations. For example, fixed assets are laptops, desks, software, and vehicles, just to name a few. Since fixed assets are transferable within the company and will be used for multiple projects and multiple accounting periods, GAAP dictates a different accounting treatment than would be used for inventory management. More importantly, fixed assets in professional services firms are typically a large percentage of the total firm assets. In today’s world, the computer, machine, and installed software are the main tools used in delivering the services and often are given the least attention in the firm.

Why Is This Important?

Inventory management is a relatively simple task, but fixed asset management presents several challenges such as:

Knowing the location of an asset to ensure you can deliver your projects on time
Maximizing the usage of an asset to ensure the maximum ROI is gained from the asset
Knowing the history of similar assets to make informed about purchases of new assets
Tracking the depreciated value of an asset for tax and insurance purposes
Keeping the Balance Sheet clean and free of historical errors to provide accurate ROI and other metrics

Overcoming these challenges doesn’t have to be difficult and can be easily accomplished by deploying an asset management tracking system. When choosing to implement an asset tracking system, it’s important that the system is integrated with your project management, purchasing, and accounting systems to ensure information about the asset is accurately maintained and easily accessible.

3 Tips for More Meaningful Conversations Marketing and finance often seem destined to clash. The common misconception is that marketing’s sole purpose is to spend money, while finance does everything in their power to throw up hurdles to spending. Marketing focuses on building quality relationships and creating brand equity, while finance has an, admittedly sometimes myopic, focus on hard numbers and empirical evidence. Let’s examine how we can help marketing better communicate with finance and bring these two opposite ends of the spectrum together!

Speaking the Language of Finance

We are all familiar with the saying ‘it is better to give than receive’: If marketing and finance applied this principle to their interactions the entire company would reap the benefit in the long run! Accounting can often be over protective of financial data and systems, and rightfully so – when things go wrong, everyone looks their way! Take on the responsibility of proving your marketing efforts in language finance can understand – data, not Facebook likes – and you will find that your finance department will be a lot more receptive to your efforts and requests.

Smart Tips for Creating a Better Conversation:

Put yourself in accounting’s shoes and understand hesitancy | Understand that often times finance is not questioning the value of marketing, they are however questioning how to quantify the results to the effort/cost. Marketing is not a perfected science and your mere desire to track marketing ROI will show your finance department that you too have the company’s bottom line in your best interests.
Establish desire to measure marketing ROI | The single biggest hurdle with communication is the illusion that it has taken place! Don’t sit back and assume that your finance department is aware of your desire to be a metric-driven-results-producing marketer. Get the conversation started!
Think about data needed to do your job better | This can be a tough one! We suggest starting small and working your way up. Doing so will allow you to include finance in the discussions regarding your marketing planning, and help you better understand the value of the metrics you are tracking.

How to Start the Conversation

Need help getting the conversation started? Here are some of our favorite ways to open a two-way dialogue:

Retaining & Gaining Clients: “I’m looking to understand our total customer growth. Do we have a way to determine by percentage and revenue the amount of our work we’ve received is new vs. existing clients throughout the year?”
Pursuing the Right Client: “I’m looking at how we can be more strategic in our pursuit of clients. Would it be beneficial to advise you when I see we are pursuing more work with clients that we are having AR issues with?”
Forecasting and Backlog: “Can you help me understand what our break-even is and do we have a way to see what our current backlog is? I’d like to help make sure we have enough business coming in the pipeline for each market or division.”
Effectiveness: “Can you help me better understand how I affect the bottom line? I want to develop metrics that help me understand the financial results from marketing’s efforts and help me fine tune my approach.”

We hope that you are able to apply these tips to start a better dialogue between your marketing and finance departments. Improving the synergy between these departments will result in marketing receiving more support and executive buy-in, while finance is able to capture the analytics and financial metrics they crave.

Ready to take your conversations to the next level? Check out this on-demand webinar to see how marketing and finance can team up for greater results!

advanced deltek vision crm I recently sat down with Ken Higa, Marketing Director for the Atlanta office of Perkins + Will to learn more about how he approaches budgeting for marketing in professional services. As a trained architect with an MBA, and whose other roles have included Principal and Studio Director, Ken is a very savvy budgeting guy. This article summarizes our discussions related to the historical context of marketing AE services, establishing a more integrated approach to financial management and improving the firm’s ability to track returns on its investments with the help of tools like Deltek Vision.

Hebblethwaite: What was the context behind your interest in finding a better way to budget for marketing?

Higa: I’ve always been intrigued with the relatively short history of marketing professional services. AIA’s 1909 Principals of Practice forbid architects from doing most familiar marketing activity as another form of “advertising.” No proposals, no job signs, no free work, basically just a firm name and number in the Yellow Pages. That changed in the early 1970’s when the Justice Department sued AIA for violating the Sherman Antitrust Act because of its structured fee schedule. The legal profession also had its own battle in Arizona claiming violations of free speech. Long story short, that got the ball rolling. Things are obviously very different today, and marketing is a very complex strategic function of the successful practice.

Hebblethwaite: Our tools are much better these days too, right?

Higa: Well, yes - both for delivering our work and managing business information. These business tools allow us to plan, manage and leverage our marketing activities more effectively – no matter how big or small the firm is. Embracing those tools is essential for running a successful practice today. Young entrepreneurial designers are recognizing this.

Hebblethwaite: You went back and got your MBA. What kinds of budgeting improvements were you looking for in the roles you’ve occupied?

Higa: The typical way accounting looks at expenses just didn’t tell the whole story. Knowing how much we spent on paperclips and printer ink can’t help me plan the strategic activities that will win work. Marketing costs live in lots of buckets – computers, supplies, vendor services – and it’s hard to fully analyze the return on those individual costs. Using a more activity-based approach allows us to take a more project-focused look at how we’re spending money and time. That project approach actually makes sense to most design principals – and it’s a known methodology in systems like Deltek Vision.

Hebblethwaite: What are some good starter “projects” using this type of approach?

Higa: Start with the premise that you’ll track what you REALLY want to measure. Pursuits/Opportunities will likely be a third or more of your budget. Photography is a common one for architects – the obvious expense of the service plus tracking your staff’s coordination time. Other common examples include conference attendance and public relations. Come up with good pneumonic naming conventions – most people can remember things like “BD” for business development, and it’s easy to pull that up on your timesheet.

Hebblethwaite: Are you able to use this approach for multiple business units or studios?

Higa: Absolutely. You should cross that project list against whatever your firm’s meaningful groups are: Offices, Profit Centers, Studios, Practice Area. These marketing projects then can be used to track real time and real expense just like your revenue-generating projects. That really enables you to get good snapshots for analyzing specific marketing investments and determining their value, like the healthcare studio’s attendance at industry conferences during the past year.

Hebblethwaite: How did you go about convincing your leadership to change the budgeting approach?

Higa: They knew this process would help identify where the real value was (or wasn’t) in certain marketing activities – and educate the staff about the cost implications. They also liked taking accountability for marketing activities to the individual timesheet level. Each person can stop and think, “What marketing activity am I really doing right now?” This helps reduce the tendency for marketing to become a big bucket with a hole in the bottom. I also had to help them understand that we needed to collect data for a period of time before meaningful analysis would occur – that took about a year for us initially.

Hebblethwaite: How do you approach analyzing and sharing information that you’ve collected using activity-based budgeting?

Higa: After collecting data for a while, showing people meaningful information really wasn’t that difficult. I would regularly hear from other principals, “Wow, you know all this stuff?” It helps them realize the cost of their efforts and decisions in a non-threatening way. You have to be careful not to give people all the data all the time. Like any other important business communication, take stock of your audience and determine how they like to digest information. For some, a summary list of bullets is all you need; for others, the prettier the graphic the better. Human interpretation really helps others see meaning.

Hebblethwaite: This approach must need at least a conversational relationship with other departments. What do I do if that’s still an “opportunity” at my firm?

Higa: No question. None of this would be possible without partnerships with accounting, as well as your Deltek experts and firm leadership. One unifying goal is getting the budget in-line with your strategy and annual goals – that helps everyone. When people realize there’s both quantitative and qualitative meaning in this process, they quickly see how they can be involved and contribute. It’s really important to develop some one-on-one relationships to help move things forward. I approached our head Deltek Vision expert and showed him my ideas – he was thrilled and said, “Wow, a marketing person that understands Vision, that’s AWESOME!” Things went very smoothly after that, but someone had to make the first effort. Marketing professionals are typically good at that.

Hebblethwaite: Agreed! So what’s the big takeaway?

Higa: At the end of the day, we’re all people just trying to get our jobs done. Getting the team on the same page about mundane topics like cost analysis and budgeting really helps you focus on what’s important: the strategy you started with, understanding the facts, and making better decisions about future investments and initiatives. It’s a team sport and marketing professionals can be great coaches!

Ken Higa can be reached at Ken.Higa@perkinswill.com and Kevin Hebblethwaite can be reached at khebblethwaite@fullsailpartners.com.

deltek touch app Deltek Touch Time and Expense for Vision provides flexibility for employees to easily capture, track and manage expense reports on-the-go. A Recent Aberdeen Group study shows the following research concerning mobile-enabled expense programs:

Visibility is a prime concern for the majority of organizations in regards to travel and expense management.
Mobile applications and technology are considered a ‘link to the future’ and will help business travelers and executives enact key expense management processes via smartphones or tablet devices.
Analytics is a prime means of enhancing travel and expense management visibility, gaining intelligence into the ROI of business.

Deltek Touch Time and Expense for Vision enables your firm to operate as a Best-in-Class organization and operate at the forefront of the industry. Enabling mobile expense reporting in your organization will allow users to:

Document transaction data at the time the expense is incurred
Quickly add cash expenses (such as tips) to an expense report
Capture receipt images with a smart phone’s camera
Provide historical back-up data on-demand, in real time

Watch the below video and take a tour of Deltek Touch Time and Expense. See how quick and easy creating expense reports on the go should be. Never miss another expense again by shedding the old restrictions of a desk and going mobile with your expense reports!

I don’t know of a single Professional Service firm without a formal contract management process. Firms spend significant dollars purchasing contract templates and some even retain legal counsel for review. Everyone knows that the contract is an important document in any project undertaking.

Nevertheless, those same firms often begin work without getting the document signed!

Does the importance of the document cease once work has begun? Of course not. But what happens is that the production machine must and does begin before the administration machine can catch up. The contract seems to be subjugated to more pressing needs and the team begins operating on ‘Good Faith’.

External stakeholders have a vested interest in the firm’s contract habits. Professional Liability Insurance applications have at least a few questions relating to whether or not a contract is required, how much work is performed without a contract, and so on. Even the bank wants to know about the status of firm’s contracts and the processes employed. Banks analyze aging or large Accounts Receivable (AR) and next ask about the project’s contracts status. Both want to assess the risk inherent in providing their products to the firm.

It’s All About the Risk

Business is risky. There is no way to eliminate it, only to reduce. Written contracts certainly mitigate risks. Signed ones reduce it further.

Having a signed contract doesn’t guarantee against litigation. There are always competing interpretations of the language after the fact. Better contracts decrease collection time and reduce disputes.

Not having a signed contract does not mean that the firm will not be paid. As long as it is clear that money was to be exchanged for services, there will be some value exchanged. However, the firm might have to perform more work than intended for the stated amount. Additionally, it might mean considerable expense or time attempting to get those dollars.

The truth is, all Professional Services firms have a tendency to do some work without a contract. How much, how often, and with whom is important information that should be assembled and available for review by stakeholders to stay informed about the risks of the firm.

Leveraging the Deltek Vision Contract Management Feature

The Contract Management feature included in Deltek Vision’s Finance Core is one such tool that can be used to assist in accumulating information on this risk factor in the firm. The tool and system are designed specifically with project-based firms in mind. Let’s take a look at how this feature can help:

Track It

Deltek Vision Contract Management allows users to track multiple contract documents, their origination and approval dates, status, and fees requested per document. Because the information is entered on each project, it makes a variety of reports and workflows available allowing for efficient and integrated contract tracking. Optionally, information can be extended neatly into the Project’s Work Breakdown Structure which will allow users to easily see which documents created and amended the fee on each level.

Identify It

By using the Contract Management area of the Project Info Center, users can add the information to reports already in use. Both the Project Summary and Office Earnings allow the Contract Management fields to be selected as columns to appear along-side the existing data on firm reports. Contract statistical data can also be used as a filter on other reports.

Manage It

Integrating project contract information into Deltek Vision allows users to employ the powerful workflow engine in the software. Vision Workflows enables Contract Management users to automate the reporting and informing process around Contracts.

Consider these workflows:

Notify Project Manager and/or Principal when a contract has been marked as Approved
Remind a user of special handling when a contract exceeding $XXX,XXX has been created
Update a column on the Project record when a contract record has been inserted

Use It

Deltek Vision Contract Management users can leverage the information about contract status in other organizational processes. The Contract Management fields are available as filters on any project-based report. This allows the contract status to become a part of the firm’s management process.

Consider using Contract Management data and filters in these activities:

Client Management – Create a Project List report for active projects and sorted by Client. Include Contract creation date and status as columns to get the most from the client check-in call.
Collections Management – Create a scheduled report for outstanding AR where contract documents are in ‘Pending’ status. Create an AR alert for projects with certain contract status’.
Employee Management – Use the Optional Sales Credit feature to measure employees’ participation on specific contract documents. Use in reviews or statistical reporting.

Know the Risk and Accept It

None of us live in a perfect world where a single project meeting hasn’t been had until the contract is signed. However, our focus should turn to understanding and measuring the risk that will be taken on. Firm management should be well informed of the status of the firm’s contracts and have the necessary information on hand should they need to intervene. To support this, contract tracking and management should be integrated with the projects to which they relate. Your Vision software is already well equipped to assist you in the mechanics.

To get started today you can:

Review our technical webinar on the Contract Management feature
Enter a test contract or two to understand how the feature works

Later you can:

Identify how your current process can improve with automation, integration and reporting
Backfill existing contract data
Contact a Full Sail Partners consultant for more advanced training to customize menus, write workflows and complex reports.

As a virtual employee I often have a computer within arm’s reach. The need to access Deltek Vision on a mobile device has largely been non-existent for my work situation. However, recently I attended back-to-back conferences and I quickly found myself behind on my timesheets and desperately needing to submit an expense report. So one afternoon, as traffic died down while manning a tradeshow booth, I decided to install the Deltek Touch Time and Expense app on my phone.

The following blog outlines my thoughts and experiences using the app!

Deltek Touch Time and Expense: What’s All the Buzz About?

This app is really easy to use! No seriously, it is. The clean smooth detailed design of the user experience shines through immediately. I quickly found myself navigating the menus and feeling a sense of insight regarding where I stood on past, present, and current timesheets and expense reports.

Expense reports have never been less of a hassle. I typically experience a lot of anxiety when it comes to doing expense reports. The idea of managing multiple, high value, expenses can be stressful to say the least. For me, Deltek’s Touch Time and Expense app took the stress out. I was able to quickly take a photo of my receipts with my smart phone, attach them to my expense report in Touch T&E, and voila – expense complete!

After long stints out of the office timesheets are no longer something I dread. Nothing sucks worse than being out of the office for days at a time. Oh wait – you know what sucks more? Trying to figure out how to bill all that time that you spent out of the office!

Managing my time on-site at these conferences with Deltek Touch Time and Expense could not have been easier. During down times I found myself quickly plugging my time in to Vision from my mobile device. No more sticky notes or emails to myself with logs of my time. This process was so easy that I now find myself using the application to log my day-to- day time after work while watching TV with my wife.

Like any application on a mobile device, Wi-Fi helps! The conference I was at had so many people using their phones that the 4G networks were basically useless. I quickly found a Wi-Fi hotspot and connected up and noticed a considerable increase in performance. Stay aware of the environment you are in and the technology you have available and make the most out of it!

This Deltek Touch Time and Expense App is Pretty Cool!

Overall I was extremely impressed with this application. The ability to instantly access my timesheets and expense reports on a mobile device was a life saver! I’d encourage you to try the app out for yourself and let me know what you think.

Ready to start using the app? Watch this Deltek Touch Time and Expense Application tutorial and start doing more with your Vision system from a mobile device:

Have a cool story about how Deltek Touch Time and Expense has saved you time or frustrations? Respond to this blog and share your stories!