Full Sail Partners Blog | Accounting (9)

Business leaders have any number of sophisticated computer programs and models to help them predict future business results. Despite these resources, however, in its essence financial forecasting is still a guessing game. 

That being said, there are several fundamental strategies that can improve one’s chances of making accurate forecasts.

1. Understand how and where you’ve succeeded.

The first strategy is to look at historical data to gain insight into exactly where past successes and challenges have come from. This inquiry includes reviewing the various sources of your leads, how your sales team manages them, and where you tend to have the greatest success. For example, you might try to determine:

• Whether your sales most often result from calling into existing clients to find additional work, from cold calling to purchased lists, or alternate sources.
• The extent to which your success has depended on the person doing the calling, the script used for the call, the number of contacts made, or other factors.
• The lasting impact of sales — i.e., which sales turned into continuing relationships and additional work. Of course, there are many factors that affect this statistic, but it can still provide useful insight for your financial forecasting. 

The key is investing the time and energy needed to gain fact-based insights into what has worked — and not worked — in the past.

2. Take a cold, hard look around you.

A second essential strategy of financial forecasting is to look closely at your current operating environment, and conduct a brutally honest analysis of your strengths, weaknesses, threats and opportunities (SWOT). 

Your SWOT analysis should begin with a realistic exploration of the many factors that could increase, or decrease, the likelihood of your success. Some questions you might want to answer:

• What is your reputation in the marketplace — what are you known for doing well, and where should you try to improve?
• Is the local or regional economy growing, stagnant, or shrinking? More specifically, what is the condition of the economy as it affects your clients?
• Are there factors that could encourage your clients to maintain or even expand the services they are buying from you? Are there conditions that might threaten projects that they have planned with you but not yet started, or that could prevent them from engaging with you in the future?
• What is your competition doing to take advantage of the current market? Where are they weak, and how can you exploit that weakness? 

The underlying strategy in doing your SWOT analysis is to be totally honest and realistic about where you excel and where you come up short — and determine what you can realistically achieve in your competitive environment. 

3. Test your assumptions and adjust as necessary. 

A third essential strategy in effective financial forecasting is to track and monitor your results. There is a range of ways to do so, but based on our experience working with professional services firms, one of the best is to invest in a purpose-built ERP such as Deltek Vision. This solution can provide a firm with up-to-the minute, comprehensive visibility into all of the assumptions and results related to its financial forecasting. Just as importantly, it connects and organizes data from both the front office (i.e., project) function as well as the back office (accounting), and automates a wide variety of essentially manual processes — including Customer Relationship Management (CRM), business development and more. Not only will the insight you gain help you tweak your assumptions to improve future forecasting efforts, but more importantly, you can make midcourse corrections to keep your firm on course. 

Keep your eye on the prize.

Whether you use one-off spreadsheets, software programs for specific functions, or a comprehensive solution like Deltek Vision, the key is to collect metrics that matter to you on an ongoing basis, measure results against your financial forecast, and make adjustments as necessary. 

You’ll never be able to see a completely accurate view of your company’s future. However, through financial forecasting, you will gain enough of a realistic sense of what’s coming that you’ll be able to stick to a plan and outmaneuver the competition. 

How many times has it happened, you are cruising along thinking all is going well.  All of a sudden wham, utilization is dropping like a stone.  How did it happen?  You were doing all the right things -- meeting with your clients, looking at Work In Progress, and asking staff all the right questions.  Executives and accounting are looking at you to explain what is going on, but outside of saying “well things will get better” – can you provide an answer?

The Magic of Forecasting

One thing you probably weren’t doing was forecasting for the future.  What?  That sounds like accounting voodoo – right?  Well kind of, but it isn’t magical and it isn’t just accounting folks who need to do it.

Anyone who is responsible for production staff needs to understand what their staff is working on currently, AND what they have coming up for work.  When there is excessive “downtime” we need to fill that time for staff.  When there is excessive “overtime” we might need to look at how the workload is allocated. A good system of project budget and forecasting is necessary to have that visibility. 

These steps can be used with forecasting software to help plan for the future:

• Create a process. The process of creating an initial budget, even for time & material projects, when the project is signed (you DO get signed contracts – right) is just the first step.   You must also have a mechanism of reporting actual results against the budget on a regular schedule.
• Update the budget for changes.  These changes usually come in the form of scope change orders and additional services.  These changes will add increases to your budget and you will have to report actual against them.  If you are not diligent about getting authorizations for scope changes or add services, then you run the risk of running out of budget by the end of the project.  Your client is quite often experiencing temporary memory loss at this point about what they asked you that was outside of contract. 

Bring it all together

So you and your managers have all initial pieces of the puzzle - Initial Budget, Scope Changes, and Actual Results.  Why do you still feel out of control and have surprises? 

You need to pull all this information into one centralized location, have the ability to update “on the fly”, and have actual results map to your budget.  A forecasting software, like Deltek Vision can help you to pull all this information together into something than can be easily updated and allow visibility into the upcoming workload and expectations for the future.  You can then use the “remaining budget” to forecast out for the next month, 3 months, or even year to avoid those nasty unexpected drops in your staff’s utilization. 

However maybe your initial budget assumptions were incorrect and you need to change the expectation of the end of the project.  A forecasting software will allow you to update the ETC (estimate to complete – this is what you EXPECT it to take to complete the project – not what you have remaining in the budget).  This provides a better picture of what you need to forecast over the timeframe you are forecasting. 

Once you have the above process in place, it is easy to review what you expected vs what you actually performed and what you have left to do.  This provides you the ability to plan for the slow times and the busy times.  It also provides you credibility when reporting to executive management or accounting what is going on in utilization or over the next few months.

What else does all this tracking get you? 

It helps you to establish how long it REALLY takes to complete a project – which is vital information for the future. It also helps you understand what should be included in your scope vs. what is an additional service.  Many clients would prefer to know the costs up front and if you can include these items in your scope and present a “total package”, your firm just went to the front of the pack. If you can get to the point that you budget and forecast (and yes people do this) beyond the project and down to the employee level, you can easily identify what employees are efficient and what employees may need further training.  All this information combines to make you a more knowledgeable and successful project manager. 

For most professional services firms, planning for growth is a natural part of business. There are different strategies for doing so, and choosing the best one depends on your ultimate growth objectives. But whatever your goals, understanding how your growth plan affects your cash flow plan is essential to achieving the results you seek.

The way you grow affects cash flow planning.

Organic growth. There are a number of ways to grow one’s business organically. For example, in a generally healthy economy, your firm could continue doing “business as usual” (i.e., not increase your marketing or business development activity) and still experience significant growth from the improving economy. This type of growth is typically slow-paced; you can keep up with the increased demand either by using existing staff or gradually “ramping up” your staffing to meet the growth curve.

A somewhat more aggressive growth plan might be to expand your client base in the same market niche and geographic area where you’re already doing business. In such a scenario, you are typically increasing your marketing and business development outreach to generate business. As this outreach occurs, you may experience rapid growth that requires you to have staff immediately available to meet the increased client demands.

Strategic growth. Alternatively, you might be planning to significantly expand your service offerings or target market. For example, an engineering firm might add a new service line, or expand into another geographic market. In such cases, you could expect to take on additional marketing and staffing expenses, along with expenses for market research (please do not skip this step), software and equipment and possibly even new office space. These added expenses occur up front, well before you bring dollar one through the door. 

Expect a time lag before reaching ROI.

The fundamental point to keep in mind is that your cash flow will take a hit, probably at least for 90 days for increased staffing costs, and longer for marketing costs. The reason for this is the unavoidable lag between when you begin investing in expansion, and when you actually start reaping the benefit.

Here’s the general reason for the time lag. Once you decide to expand, there are several types of expenses you’ll incur at the beginning of your growth effort — investments that will not bear fruit immediately. For example, there are costs to hire and train new employees, with probably 60 days before they’re doing billable work. Even if you’re very efficient and bill on day 61, then the earliest you should expect payment for their work will be another 30 days, making it a minimum total of 90 days where cash is going out, but no additional revenue is coming in.  

How to meet the demand: sub-consultants vs. salaried staff.

In general, hiring consultants requires less of a cash investment than full- or part-time staff, as they typically will not get paid until you get paid (Paid When Paid, or PWP). This advantage may be offset, however, by the fact that consultants can also be more challenging to manage and they have their own clients (and potentially conflicting commitments as well). Additionally, you still have to invest manager time to assign and manage the sub-consultants’ performance.

On the other hand, while full- or part-time staff may be more costly to hire, they will likely gain institutional and process knowledge as they work, which should make them increasingly valuable to your company. Additionally, they are typically focused on the company’s needs and requirements; you can control their priorities.

Tracking cash flow and return.

The other part of cash flow planning during a growth period (or at any time, for that matter) is monitoring your expenditures and results (hopefully in the form of additional revenue). As with any plan, it’s essential to have an idea of the effort you need to expend, and what results you expect from that effort. Even if your plan is “business as usual” because of an improving market, you should understand what results you expect from the improving market. If you are increasing your marketing effort in your existing market, you should know what you expect from that effort in the form of additional leads, opportunities, clients and, of course, revenue. Without the increased revenue, what is the justification of the increased marketing effort (and assumed increased cost)?

There are a number of approaches for tracking results, ranging from one-off spreadsheets to purpose-built ERP solutions.

In our experience, one of the most effective strategies is to find a solution that accomplishes several key functions at once. Deltek Vision, for example, is a purpose-built ERP solution that provides a unified platform for connecting the front and back office functions — providing up-to-the-minute insight into cash flow planning, as well as accounts receivable, billability and utilization statistics, and much more. It even includes integrated solutions for automating major parts of your processes for customer relationship management, proposal development and tracking.

Watch the details, but don’t neglect the big picture.

Keep in mind that the timeframes for generating ROI mentioned in this article are generalizations. In fact, they’re based on an ideal scenario that assumes making good hires, efficiently training and integrating them, finding a receptive market … and getting paid on time.

Naturally, as the fine print often says, actual results may vary. This makes it even more important to build-in expectations that cash flow will take a significant hit for at least a few months before you start reaping the rewards of you investment.

Growth is rarely painless or easy — but knowing what to expect is far better than wading into a growth plan without knowing when it will start paying off.

What is forecasting? Forecasting is a tool that many professional services firms use to help management make decisions based on past and current data trends. 

There are two types of forecasting we will focus on in this article: 

1. Utilization forecasting
2. Cash flow forecasting

For professional services firms, forecasting starts with the analysis of the work that is yet to be performed and equating that to overall firm revenue. The revenue then becomes the basis for the accountant to project cash flows coming in, considering average day’s receivables, to drive what cash is available versus the cash required to cover current expenses.

Without these forecasts, it makes it much more difficult for management to schedule, staff, plan or perform the work in production that is necessary without them sitting up in bed at night on a regular basis. 

So let’s break the process down into steps and then focus on the key benefits of what is forecasting. 

1. To properly track utilizations, it is important to establish two budgeted figures, target utilization and available utilization. Both should be established for every staff person and documented by employee in your system.
   Definitions:

• Target Utilization is a function of the targeted billable hours over the standard hours in the work week.
• Available Utilization is a function of all available hours minus just the benefit hours.

One engineering firm we are working with used to post the labor utilization “curves” on their message board in their lunch room and it was measured against budgeted utilization for the year as a constant.  This singular graph showed what the firm was projecting for scheduled utilization against target and available which kept staff cognizant of both the need to schedule fully.  The graph also served as a tool for staff to promote billable hours against project deadlines.

From this data, management was able to see the most important single factor for the firm, how far out they were scheduled, and if they needed to adjust staff or move project timelines to increase project throughput.  Since labor costs against labor revenue is the single most influential impact on a firm’s bottom line, forecasting in this way had this firm’s management sleeping better, while it also empowered the firm’s staff to keep an eye on utilization. 

Since this level of tracking was in place at this particular firm, it also allowed their senior financial person to produce informative forecasts of revenue, which in turn, promoted the morale of everyone in the firm. 

To note, when the firm had many proposals out with the results tracking per the graph above, and the firm had the ability to look at un-scheduled but awarded professional service hours as well, they knew when staffing could not meet the demand of the impending work and were able to stage clients expectation with delivery dates or let HR know that hiring was needed on the horizon. 

So, is your firm enabling forecasting to better win work and deploy resources? If not, after reading this blog do you recognize the importance of implementing forecasting at your firm? I would forecast that the answer is “yes”!  

Budgeting and forecasting is part art, part science. For too many firms, however, it is also a frustrating process that takes a lot of effort to produce less than optimal results.

All too often, the budgeting and forecasting process breaks down because the two parties involved — the executive management team and the operations side — see the challenge from opposite ends of the same telescope. It may be a gross generalization, but from what I’ve seen, management often tends to be more aggressive and optimistic about goals and forecasts. On the other hand, the operational side sees the nuts-and-bolts challenges and logistics required to meet management’s goals, and tends to be more conservative in terms of what they think can be achieved with a given budget. 

In addition to this fundamental dynamic, another challenge related to budgeting and forecasting is that unless it’s handled well, it can lead to a lack of buy-in on the part of various parties. Even worse, it can result in a budget that ends up sitting on a shelf for the rest of the year, which is not in anyone’s best interest. 

Key strategies for success

Fortunately, there are several strategies that can help an organization improve its chances of a successful budgeting and forecasting process. 

1. Start early. Think about the budget process as one of dialogue and compromise — so allow time for both management and operations to develop their budgets and plans, and then to negotiate an acceptable compromise. If you’re aiming to complete your budget by December 31, for example, consider asking management to commit to establishing and publishing their corporate goals no later than October 31. 

2. Be transparent and clear about the process. If you let everyone know up front that the budgeting process is a dialogue and compromise, there may be more chance that all parties will embrace it and comply with expectations. 

3. Have the management team kick off the process. After all, their vision for the corporate goals and general forecasts should be what drives the organization. In general, it’s a good strategy to use previous years’ results as a baseline, incorporating any relevant data about changing market and economic conditions, new products in development, and so on. Once the management team has published its goals, the operational managers develop budgets for reaching those goals. This is not the order in which it’s always done, but in my experience, it’s a more effective approach and leads to better results. 

4. Have a meeting of the minds. Last but not least, block off some time to bring the two sides together around the budget documents and negotiate a compromise. As in any compromise, it’s critical that both sides understand that they are not going to get everything they want. But by finding an agreeable compromise, the organization can develop a budget and forecast that’s both aspirational and achievable. 

Budgeting and forecasting succeeds when it brings together two very different perspectives of the organization and finds an effective meeting point. Obviously, it needs to help the organization move forward in a strategic direction; but to become a plan that staff can buy into and implement; it also needs to be realistic and achievable. Above all, don’t forget that a realistic, well-thought-out budget is essential to the firm’s financial success. 

Activities provide a greater way to gain visibility into communication efforts across the firm about a client. They provide a detailed view of what is going on with a project/firm/opportunity and are critical for providing team backup and covering your backside.  You are probably aware of three main ways to create activities in Deltek Vision – Manually (slow), Using MODI (faster but limited), and CMO (even faster but costs more $$).  The innovation team here at Full Sail Partners has developed a fourth way, the fastest, easiest, most convenient way to create activities so far:  Just do your timesheet and let the activities be created for you! 

The way it works is quite simple, just enter your hours, as well as, a detailed comment regarding work done for a project on your timesheet and make sure the first character in the comment is a tilde symbol (~).  Save your entry and close your Deltek Vision timesheet.  Overnight all the timesheets will be scanned and those that start with the special character will have activities generated for them.  Additionally the leading character will be changed from the tilde to a carot (^) to signal that an activity has been created for this entry.  Once your Deltek Vision timesheets are closed out and before billing is run all special characters are removed. 

So just by adding one additional character to my timesheet, this: 

Becomes this:

This is a great way for you to “kill two birds with one stone” (well maim them maybe) – Keeping your timesheet up-to-date and relevant (making accounting happy) and providing the CYA and team insight into your progress on the project (making management happy). Want to learn more about this and other Full Sail Partners solutions?

As an executive in a professional services firm, you have many demands on your time.  Many times you are pulled into client conferences, HR issues, and day-to-day “how-to” decisions.  With all the distractions, how do you continue to monitor your business health?  There is a plethora of financial performance metrics to help you monitor your company’s financial health. 

Most financial performance metrics are “lagging indicators”, with the exception of the backlog.  Meaning that they are a great indicator of how you performed (past tense). Unfortunately, you can’t control or affect change. The benefit of tracking lagging metrics is that it gives you the ability to change course to impact the future.  Since lagging indicators are based on actual performance, even if you haven’t been tracking these metrics, it is pretty easy to go back and get the information (accounting people everyone now hate me). In an upcoming article, we will discuss leading metrics. These metrics help your firm know where you are going therefore allowing you time to change course.  

When reviewing your financial performance metrics, it is important to understand how other firms in your industry compare.  If you consistently have a 3.00 direct labor multiplier, that may be good – and you may be profitable, but if everyone else in your industry consistently has a 3.75 multiplier, that would tell you that you need to review your bill rate structure.  Perhaps you can do even better in profits!  Several companies (PSMJ comes to mind) queries companies and publish trends on financial metrics.  Check out our past article: The Business Benchmarking Process: 4 Key Steps on this topic.

There isn’t one metric that is the “magic bullet” of reporting your company’s health (sorry to say).  Profit will tell you if you “made money” – right?  But it doesn’t tell you how you made that money and where your weaknesses are.  

Here are two examples to help illustrate:

1. Your production staff may have a 95% utilization (i.e. 95% of the time at work is spent on production projects), but if you do not have an effective multiplier high enough to cover your indirect and overhead expenses – that utilization will not translate into profits.
    
2. Your profits can be soaring but if the days your Accounts Receivable is outstanding is growing, you are not translating your profits into cash. 

Using a combination of metrics identified below can help determine if your firm is making money, but equally important, how you are making the money.

1. Profit – Well duh you say, however, you would be surprised at the number of business owners that watch their profit numbers dwindle while making excuses or “hoping” it will simply turn around.   Your profit is your way of ensuring that your revenues are exceeding your costs.   While one month of poor profit performance should not send you to the stratosphere of worry, a two to three months trend of poor performance should start you down the path of inquiry as to the cause and solutions.   Profits are tracked both as an amount and as a percentage of your revenues.  
    
2. Cash Flow – Cash is king as they say!  Profit on an accrual basis is a nice indicator of the work your staff has performed, but if it never translates into cash then you really are not ahead of the game.  If you are not collecting on your billings, then you aren’t really making money – regardless of what your financials say.  Cash inflow is what supports your ability to pay your bills – including your employees – timely.  Again, if you have one month of poor cash flow, then you probably don’t need to get too excited, but when you see this beginning to trend downward then you need to research.
    
3. Average Days outstanding – This is the indicator that you are collecting on what you bill which directly affects cash flow.  So if your profit is looking good, but your cash flow isn’t, this might be a good place to start looking.  As your AR ages, you are not putting that money back into your cash flow – keeping in mind you have typically already paid your employees.  Clients that usually pay on-time do not suddenly start paying late for no reason.   When your average days outstanding begins to grow, this could be indicative of your clients perceived service quality had decreased.  It is in your best interest to identify this issue and correct it immediately.
     
4. Utilization – For professional services firms, what you sell is your employee’s time.  So it is important to keep tabs on what your staff is doing.  If this number is steadily decreasing, then you can bet your profits are also decreasing.  This number is affected by the amount of non-production work that is being assigned to production staff.  If your production staff have billable work to do, and have also been assigned high priority non-production work, then utilization can be affected in the short term. However, as soon as the non-production work is complete, it should fall back into line.  If however, your staff is doing non-production work because they do not have production work to do that is also whole different story.  Anytime your utilization slips, it is worth an inquiry as to the reason and the finding a resolution.
    
5. Effective Multiplier – This is the ratio of your net revenue divided by your direct labor costs.  This lets you know how much money in revenue (and hopefully cash inflow) you can expect for every dollar of direct labor you spend.  This multiplier affects your ability to cover your indirect and overhead costs as well as meet profit goals.   This ratio can be a reasonable number, but if you do not have enough hours utilized on production projects, you may still not be profitable.
    
6. Annual Net Revenue in Backlog – Backlog is the dollar value (expressed as net revenue) you have contracted for, but not yet performed.  When you create a ratio of backlog over your 12 month net revenue, you can use that ratio to calculate how many days work you have under contract.  This is a forward-looking metric and the only one mentioned that looks to the future.   Focusing strictly on past financial performance won’t prepare your firm for if there is a downturn looming (i.e. low backlog) or more work than your existing staff can handle.

Remember, each of the metrics above is just one piece of the puzzle to your firm’s financial health.  You can’t take just one as your company gospel. They are interrelated and play on each other. 

Financial performance metrics are typically calculated monthly and reviewed.  However, they can also be reported only a quarterly basis.  Sometimes, people decide based on how things are trending.  If your metrics are trending up then focus on them quarterly.  If your metrics are instead trending downward then switch to monthly.  Work with your accounting staff to have these metric prepared for the past several months/years allows you to get an idea of past performance and decide how often you need to review. 

As you get to know the above metrics and understand their interrelation you will be able to quickly identify when your company is going ‘sideways’ and understand the action needed to adjust your course accordingly.  Check out this past webinar to see how your firm can become ‘Best In Class’.
 

In order to truly gain a holistic view of the organization, there are key financial ratios and indicators that project-based firms should focus upon at regular intervals. Some key project performance metrics need to be monitored on a real-time basis, or at least weekly, while others are more relevant on a monthly basis. Also, because firms must first win projects and engage in other activities that do not directly produce revenue, project-based firms should also regularly monitor firm-wide metrics.

We should not focus on a single metric but rather, should adopt a more comprehensive view and monitor a handful of key metrics. For example, firms might reach the target for their Net Effective Multiplier (NEM) and yet have too few revenue producing projects, too much overhead, and poor utilization rates.

Key Project Performance Metrics for Management

At a minimum, firms should monitor their Net Effective Multiplier (NEM) on a monthly basis. The NEM is calculated by dividing net services revenue by direct labor, which is the cost of labor charged to projects. Net service revenue is total revenue less direct cost (i.e., Direct and Reimbursable Consultants and Expenses).

Most firms would like to see a multiplier that is better than 3 times direct labor. In its recent AE Clarity Report for 2012, Deltek reported an average of 2.9 with top performing firms reporting 3.43.

One way higher performing firms achieve a better NEM is by assigning appropriate resources to their projects. More experienced resources are typically very productive, but their higher labor cost drives the NEM downward. Thus, it is important to assign the resources with the right level of expertise to complete the task at hand.

Some firms prefer to report and monitor the Realization Ratio in lieu of the NEM. The Realization Ratio is calculated by dividing net services revenue by direct labor at billing rates instead of cost rates. A target Realization Ratio would be greater than 1.

On at least a weekly basis, if not real-time, firms should monitor Project Estimate-to-Complete (ETC) and Estimate-at-Completion (EAC) values. ETC amounts are how much additional money must be spent from tomorrow through the end of the project to complete the work. EAC amounts are how much total money you expect to have spent at the end of the project. This is calculated as the job-to-date costs plus the estimate-to-complete costs. ETC amounts can be calculated simply by maintaining schedules. With a timeline defined, ETC amounts are simply future scheduled amounts at either cost or billing rates.

Best Practices Tips: To monitor ETC and EAC amounts in real-time, it’s a best practice to complete timesheets on a daily basis. Additionally, to establish a proper Project Work Breakdown Structure, subdivide a project into smaller more manageable components (e.g., phases and tasks) to maintain schedules and monitor these amounts. Ideally, EAC amounts will not exceed budgets but by monitoring these calculations weekly, firms are better able to keep projects on track and the work within scope. 

Key Firm-Wide Management Metrics

Firms should monitor their utilization and overhead rates on a monthly basis, at a minimum. The Utilization Rate is calculated by dividing the cost of labor charged to projects by the total labor cost of the firm. In the early referenced Deltek's 2012 AE Clarity Report, the average employee utilization rate was reported as 59.8%. Excluding vacation, holiday, and sick time it was 65.4%.

Firms can improve employee utilization by setting realistic utilization targets, properly allocating resources, managing client expectations, and having employees monitor their performance against their target, real-time, while completing timesheets each day. The Overhead Rate is calculated by dividing total overhead (before distributions) by total direct labor expense. Typically, bonuses are excluded from overhead for this calculation.

An interesting finding from Deltek’s AE Clarity Report was the average overhead rate for 2012 which was 161.6% with bonuses excluded and 175.7% with bonuses. Rates were not significantly different for higher performing firms suggesting they had achieved higher project profitability with better NEMs and better utilization rates.

The bottom line is that there is no magic bullet but rather a handful of key project performance metrics firms should monitor at regular intervals to maintain profitability. Does your firm have a global view of your firm metrics? Schedule a demo today to see how Deltek Vision is an ERP specifically designed to provide access to these key metrics and many more. 

Everyone seems to have an opinion on how labor cost should be charged to projects. In Vision, there are two ways to charge labor cost to your projects. Some firms prefer to load an hourly rate for both hourly and salaried employees. And some firms prefer to load a salary rate for salaried employees and an hourly rate for hourly employees and use the Adjust Salary Job Cost utility (ASJC) in Vision.

The Adjust Salary Job Cost utility is Vision's way of taking the employee’s salary rate and calculating a cost rate based on the hours worked (instead of standard hours in a period). The ASJC utility is run after timesheets are posted and adjusts the posting so that the costs posted agrees to what is being paid to the employee.

So what does this mean?

First, let’s discuss those firms that load an hourly rate for salaried employees.  Assume that this firm has bi-weekly timesheet and pay periods. Let's look at an example without ASJC:

Example: Mike Jones is a salaried employee and is paid $3,000.00 bi-weekly, and he has an hourly cost rate in the Employee Info center of $37.50/hour ($3,000.00/80 hours). When timesheets are posted, Vision multiplies the actual number of hours worked by the hourly rate from the employee info center record. Vision will post a debit to the direct and/or indirect labor account and credit the Job Cost Variance (JCV) account. Mike’s hours are applied at a cost rate of $37.50 for every hour he works regardless of how many hours he works.  

When payroll is posted, we would see a debit to the JCV account for Mike’s bi-weekly salary - $3,000.00. If Mike had worked 85 hours in an 80 hour timesheet period, the JCV account would be ($187.50) because the credit posted to JCV was $3,187.50 at the time of timesheet posting and the debit posted for payroll is $3,000.00. If Mike had only worked 75 hours during the timesheet period, the JCV account would be a positive $187.00.

Now let’s talk about those firms that load a salary amount in the Employee Info Center. We will use the same bi-weekly timesheet and pay period frequencies as in the first example. When a salaried employee works more or less than 80 hours, Vision handles the cost exactly the same way it does as if an hourly rate was loaded in the Employee Info Center at the time of time sheet posting. To get the cost rate, Vision looks at the salary rate in the employee info center, divides that by the frequency (in this case 80 hours) and multiplies that by the number of hours on the timesheet.

This is where Adjust Salary Job Cost comes into play. Once run, AJSC takes the salary rate and divides it by actual number of hours worked and multiplies the number of hours worked.

Example:  Mary Smith has a bi-weekly salary of $3,000.00 and she has 85 hours on her timesheet. When timesheets are posted, Vision takes her salary rate and divides it by 80 (bi-weekly frequency) and multiplies the result by the actual number of hours on her timesheet.  You would see a debit to direct/indirect labor account and a credit to the JCV account for $3,187.50. Just like the firm using an hourly rate in the employee info center.

Now when ASJC is run, Vision takes the salary rate, divides it by the actual number of hours worked ($3,000.00/85 = $35.29411) and applies the result to the actual number of hours worked ($35.29411 * 85 = $3,000.00). Vision makes an adjustment to the original timesheet posting to credit the direct/indirect labor account and to debit the JCV account in the amount of $187.50.  Since Mary is paid $3,000.00 per pay period, the JCV account would not show a balance when payroll is posted.

How cost rates are loaded in Vision affects the way labor costs are reported on the projects and the General Ledger. Here are some of the differences:

• Load Hourly Rate in Employee Info Center:

  • Time posts to projects at hours worked at standard hourly rate.
  • No additional steps by accounting.
  • Costs posted to direct projects are not consistent with actual payroll paid when employees work more/less than standard hours.  Over/Under balances are carried in the JCV project.
  • Project managers have stable costs to track project performance.
  • General Ledger carries a balance in the JCV account that is reflective of the amount paid to employees over/under the actual hours worked.
     
• Load Salary Rate in Employee Info Center and use ASJC:
• Time posts to projects at hours worked at variable hourly rates for Salaried employees (hourly rate changes on hours worked in any given period).
• Accounting must run the ASJC utility after time sheet postings for salary job costing to occur.
• Costs posted to direct projects are consistent with actual payroll paid when employees work more/less than standard hours.  No balances are carried in the JCV project.
• Project managers have to manage variable costs over which they have no control.
• General Ledger does not carry in the JCV account that is reflective of the amount paid to employees over/under the actual hours worked.

As you can see, both choices have pros and cons, but having a clear understanding of how the ASJC utility works in Vision will help you make the right choice for your firm. Ready to learn more? Empower yourself and your firm by conducting a Navigational Analysis.

I was talking recently with a prospective client who observed that his firm had outgrown QuickBooks (QB). The conversation eventually led to a discussion of the advantages of ERP systems over back office accounting systems — which include not only efficiency gains, but strategic improvements as well. 

Being in the ERP implementation business, we hear a lot of customers express frustration over outgrowing QB, so I asked my prospect what it meant specifically for his firm. Off the top of his head, he named several pain points:

• First, their QB systems were disconnected, so there was no particular place where management could view financial performance overall, let alone broken out by project manager or client. 
• QB could display AR for a specific client, but offered little in the way of project information regarding specific services or deliverables. 
• Last but not least, correspondence for each client was buried in various public folders on the firm’s file server. To make matters worse, the correspondence trail was incomplete due to users’ not following the correspondence logging protocol. 

After hearing these insights, plenty of examples came to mind of ways that even a small- to mid-size firm like his could benefit from an ERP system. I mentioned a few of the most basic advantages of ERP systems over back office accounting: the value of integrated data, open architecture and user customizations.  

I also pointed out that thanks to the evolution of niche ERP systems, small firms CAN get the type of functionality that used to be available only to firms with deep pockets. In fact, it’s now quite easy to implement an ERP system that not only addresses the accounting function, but also facilitates the firm’s core processes and way of doing business. 

The Need For Visibility

My colleague next mentioned how his firm actually had strong AR, and good visibility into its cash and cash management. The problem, he said, was that the organization lacked the visibility needed to help back office management play a more significant role in decisions affecting the firm as a whole. By the same token, it was difficult to get project managers more involved in the fiscal responsibility that goes with managing client expectations. 

I pointed out that there were several other major advantages of ERP systems over basic accounting packages. The ERP concept excels at addressing the front end of the project life cycle, by facilitating tracking of projects and providing visibility. Specific examples include:

• Managing data obtained through the business development process
• Generating opportunity notifications and creating process flow through workflows and alerts to improve efficiencies and win rate
• Forecasting for opportunities and already-awarded projects regarding not only revenue, but staffing requirements as well
• Providing for audit trails of communication with clients, contacts and opportunities and supporting technical staff in the delivery of services under specific projects
• Facilitating communication with accounting early in the business development phase regarding terms, rates, related documents and specific contract requirements
• Integrating with desktop tools like Outlook, Word and PowerPoint to facilitate email communication and automate creation of proposal, estimating and contracting documents 

I then suggested we establish a value proposition for the level of investment that would be needed at this critical juncture in the firm’s transition from QuickBooks. This is where my prospect’s eyes started to get big, as he saw how much time, factored by associated hourly costs, was being spent on efforts that an ERP system could automate. 

We assessed values for each of the existing manual processes, and compared them with the reduced time and effort involved using the ERP approach. The resulting savings would go right to the firm’s bottom line. But as significant as those savings would be, I added, the real impact would come from the improved quality of the work environment, better communication with clients, and most importantly, increased opportunities for success. 

See how today’s success-minded firms require a laser-like focus on strong project and financial management practices by downloading the whitepaper on Growth and Transition Strategies.