Full Sail Partners Blog | Professional Services Firms (2)

It is often the case that many professional services firms underestimate the need for robust Human Resources (HR) functions until they find themselves in a critical situation. Some firms may recognize the need for assistance but struggle to determine the specific type of support required. Here are common statements we frequently hear from clients:  

• “We have purchased our new HRIS system and are ready to implement but we don’t have structured HR processes and procedures in place, so we don’t know where to start.” 

• “We are a small family-oriented company that has managed so far with payroll, our admins and our executives taking care of the main Human Resources needs.” 
• “The managers are responsible for addressing the employee concerns and needs for their departments.” 
• “We have experienced so much turnover, especially in our HR Department. We need to assess our job descriptions and determine what we really need as a company.” 

Do any of these situations resonate with your firm? If so, it is clear that your organization would greatly benefit from the expertise of an HRNA (Human Resources Navigational Analysis). 

The Consequences of Neglecting HR Guidance 

First and foremost, let us consider the profound impact of operating a firm without an HR department or the guidance of an HR professional. This includes, but is not limited to, the following: 

• The potential for litigation issues such as discrimination or harassment lawsuits. 

• Low employee morale results from insufficient workforce engagement efforts, ineffective recruiting practices, subpar performance management, and undefined company culture. 

• Non-compliance with company policies and relevant governmental regulations. 

• High turnover rates due to non-competitive benefits and compensation plans, inadequate or unstructured training and development programs, and a lack of employee recognition initiatives. 

Statistics That Highlight the Necessity of Dedicated HR Personnel 

According to a recent 2023 article in LegalJobs, several HR statistics support the essential requirement for dedicated staff and leadership in managing HR functions. Consider the following: 

• 43% of HR professionals find it challenging to recruit employees due to intense competition. 

• 60% of candidates abandon job applications if they are overly complex. 

• Nearly 30% of new employees quit within the first three months. 

• 74% of new employees believe they have not reached their full potential. 

• 61% of newly hired employees do not undergo company culture training. 

• Onboarding processes have helped 71% of employees better understand their roles and responsibilities. 

• Diverse companies are 70% more likely to penetrate new markets. 

• Highly motivated and committed teams are 21% more effective.

• 41% of highly motivated teams exhibit lower absence rates. 

• 67% of employees value a respectful relationship with their employer. 

• 84% of HR departments believe that employee recognition increases engagement. 

• 82% agree that recognition enhances morale and happiness. 

Build a Strong Foundation with the HRNA Approach  

Our HR Consultant can assist your professional services firm in addressing and potentially avoiding these challenges through the Human Resources Navigational Analysis (HRNA). This comprehensive evaluation provides your firm with a thorough review of current HR systems, documents, and processes, encompassing the entire employee lifecycle. 

The process commences with a discovery phase, involving gathering information through written and verbal means with key stakeholders. This enables our HR Consultant to assess your firm's goals, mission, leadership perspectives on HR, and the existing organizational practices and policies. Subsequently, a meeting with decision-makers is held to develop an action plan based on critical business issues and leadership priorities identified during the discovery phase. 

Next, our HR Consultant compiles a detailed assessment report that includes findings in the focus areas identified and provides recommendations to address the areas requiring further attention. Upon distributing the HRNA report to the client and reviewing it together, we determine the subsequent steps and how we can assist in implementing the recommended measures. 

The Benefits of Pursuing an HRNA 

Clients who have undertaken the HRNA process have experienced a transformative journey. They have found themselves more receptive to change and transition than they initially anticipated. Moreover, this process illuminates the significant impact of effective HR functions on a professional services firm's brand, reputation, longevity, success, and bottom line. 

If your professional services firm is eager to move forward with a Human Resources Navigational Analysis, click the image below to take the next step towards strengthening your HR functions and driving your firm's growth. 

Accounts Payable (AP) is one of the main tasks performed daily in a professional services firm’s accounting department. The process can be labor-intensive and very manual, especially when a firm has not embraced new technologies.  It’s hard to determine why so many professional services firms have not made the jump to a paperless accounts payable process. Maybe it’s the daunting fear of errors, or simply the fear of changing the process? Let’s review the benefits of automating the AP functions for your professional services firm and try to put any fears to rest!   

1. Going Paperless and Reducing Errors 

Generally, as with many professional services firms, accounts payable has been a paper-heavy process that has required printing, copying, filing, and retrieving paper. Additionally, the task itself has been a labor-intensive manual process that can already fall prey to human error. With errors already being something that may happen without automation, this proves that using automation is nothing to be feared by your professional services firm. By automating the AP process, invoices are stored digitally, reducing paper costs and reducing the time needed to process AP. So, automating AP at your professional services firm all the while saves money and actually increases accuracy. 

2. Improving Employee Productivity 

As mentioned before, Accounts Payable is a repetitive and time-consuming manual task. The process typically involves first receiving the paper invoice, then sending it for manual signature approval, and then data entry of all data into the accounting software. However, when automation is embraced by your professional services firm, invoices can be uploaded directly into the database, then electronically approved, and invoices posted. Thus, using automation and reducing AP task time, allows employees to focus efforts on more profitable pursuits instead of spending time on repetitive tasks. 

3. Gaining Control of the Procurement Process

Enforcing purchasing policies can be a struggle if there is no way to approve them before the purchase is made. Using an automated AP solution allows professional services firms to set up an approval process based on the firm’s policy for procurement. With automation, accounting team members can ensure the policy was followed and speed up the time it takes to have a purchase order approved. Gaining control of the procurement process allows for full transparency, with no more receiving vendor invoices without knowing the details being given about the purchase.  

4. Working Smarter with Vendors

A final plus of using AP automation at your professional services firm is that vendors can submit invoices to a designated email or webpage. This in and of itself greatly reduces the risk of lost invoices and allows for easy upload into the accounting system. Furthermore, receiving digital invoices for processing ensures on-time payments, which of course makes the vendor happy and reduces the number of communications back and forth. Fewer communications back and forth with vendors additionally saves your professional services firm further time and effort which is working smarter, not harder. 

Automate Your Professional Services Firm’s AP Process 

Hopefully, after now realizing the benefits of automating your professional services firm’s Accounts Payable process, you can fully understand that automation is not something to be feared. It’s clear to see that automating AP will reduce errors and save money, and what professional services firm doesn’t want that? So, knowing that automation can save money and reduce errors, is your professional services firm ready to embrace technology and start automating your Accounts Payable Process?  

By 2028, according to the U.S. Bureau of Labor Statistics, 42 million people will fall under the category of people working that are 55 or older. So, this equates to almost one-fourth of the workforce in the U.S. While an aging workforce is becoming more prevalent in firms including those in the architecture and engineering (A&E) industry, this doesn't mean seasoned employees have to immediately say goodbye to the industry they love!  

With phased retirement, A&E firms or any professional services firm can help these senior employees transition into retirement while still retaining their valuable skills and experience. Not only are there many benefits for both employees and employers when implementing a phased retirement program, but leadership can also customize the plan that meets the needs of individual A&E firms. Going forward, let’s discuss this concept of phased retirement in some more detail and see how it will be advantageous for your A&E firm.   

What is a Phased Retirement?  

As defined by Stephen Miller’s article for SHRM Online, “Phased retirement is an employer-based program that allows employees close to retirement age to reduce their working hours and transition into retirement. These programs may include a partial drawdown of funds from defined contribution or defined benefit retirement plans and continuing employer-sponsored health coverage.” 

The idea of phased retirement is not new. In fact, a worldwide survey of 1,736 HR Executives, by Mercer LLC, indicated that around 38% of these executives said they offer phased retirement which is more than double the 17.2% before the pandemic. Clearly, these executives see the slew of benefits for considering a phased retirement plan that will be advantageous for both employees and employers. 

Phased Retirement Benefits for Employees 

The following are just some of the benefits of a phased retirement for employees: 

• Lowered Responsibility: Experienced or knowledgeable professionals tired of dealing with their current level of responsibility are looking for less-stressful roles or roles that are project-based, and those where their schedules can be more flexible. 

• Guidance from Employer: As they see the unknowns of retirement fast approaching, these senior employees can look to their employers for a source of assistance on how to proceed forward in their ultimate career plans. 
• Addresses Longevity in Life: People are living longer, so there are both financial and personal reasons employees close to retirement age may want to and/or need to phase into retirement, which includes continuing to save as much as possible before their career comes to an end. The days of guaranteed pension plans have been replaced by 401k plans and other sources of retirement savings. 

• Offers Partial Retirement Earlier: Given the opportunity to reduce hours while still getting a salary and benefits allows employees to save money and invest carefully now so they can enjoy a retirement while still young enough to appreciate it.  
• Can Test Drive Retirement: A phased approach to retirement lets senior employees ease into a new chapter in life. They get a chance to try things out before totally committing or “test drive” how retirement will work for them. For example, with a reduced workload, they will have the chance to explore other interests outside of work. 

• Helps Adjust to New Life: Employees close to retirement age must consider making life changes that may be a bit stressful. Phased retirement provides a chance to see what these changes look like going forward without being overwhelming. Like, if married, starting with reduced hours is a handy way to help a couple ease into a new living arrangement. Or for those that are used to working all the time, they can see what it is like to have more time without work. 
• Get an Encore Career: With changing responsibilities or the type of work that senior employees can take on whether upskilling or reskilling, phased retirement can offer these employees an “encore” career. This mindset allows for the eventual transition to retirement to be a positive one and has employees “go out with a bang.” 

Phased Retirement Benefits for Employers  

Employers also benefit by offering their employees phased retirement options. Below are just a few of those benefits: 

• Knowledge and Skill Transfer: Seasoned employees generally have strong skill sets and knowledge that comes from experience, or the work ethic that can be transitioned to another position through reskilling or upskilling. Firm leadership needs to keep these valuable employees by granting pre-retirees the opportunity to continue earning income while feeling significant to the firm. During the phased retirement, skills and knowledge can be transferred to the next generation and the employees feel valued by their employer who works with them to provide a comfortable transition. 

• Opportunity for Younger Generation: Again, skill sets and knowledge come from experience and are not learned immediately out of school. With phased retirement, transitioning senior workers gives younger workers opportunities to move up, making skills coaching by experienced workers vital. These younger workers will have the chance to get exposure to what the experts know before they transition out. 
• Mentorships: Pre-retirees can offer their skills and knowledge and help with succession planning, mentoring, and training of the younger workforce. With phased retirement, there is time for this significant evolution to occur with no sense of major urgency. In fact, morale can also be improved when senior workers are given the chance to mentor their younger coworkers and see the value they still bring to the future of the firm. 

• Ease of Transition: With phased retirement plans in motion, this facilitates a more seamless transition for these workers. With guidelines in place, and a mutual understanding of what is to come, there is no abrupt ending to their careers.  
• Offers Employee Flexibility: Phased retirement gives pre-retirees the flexibility to retire on their own terms, which shows them that they are valuable and that the firm cares about them. When structured, firm leaders can help senior employees make a comfortable transition to retirement while not losing the trust of long-term employees.  

Examples of Requirements for Eligibility for Phased Retirement Program 

A&E firms looking to introduce a phased retirement program may want to start with determining eligibility requirements. Below are a few examples of such requirements: 

• Minimum 5 years of Service 
• Minimum Age 55 
• Minimum Hours Reduction 10% 
• Maximum Hours Reduction 50% 
• Minimum 6 months, Maximum 3 years 

• Minimum 20 hours/week 
• Agree to retire at the end of the specified timeframe 
• Arrangement must be mutually agreed upon 

Additional Items to Consider When Creating a Phased Retirement Plan 

Other considerations when exploring if a phased retirement plan option is right for your A&E are: 

• Participation in the program must meet the needs of the department and the firm as a whole. 
• It is not a guarantee of employment. 
• Employees must be in good standing. 
• Employees must adhere to company attendance policies. 

• Employees have the option to accelerate their retirement date.  
• As an employer you do not necessarily have to agree to a request if you have a good business reason for your refusal, but you must deal with the request in a reasonable manner and accommodate employees' needs wherever possible. 
• Attention needs to be paid to the details of the transition. 
• It should be presented as any benefit, so eligibility is like any other firm benefit. 
• Program needs to be communicated throughout the firm and speak to “all demographics.” 

Get Started with your Phased Retirement Plan 

With a phased retirement plan in place, A&E firms or any professional services firm can navigate the transition of valuable, seasoned employees with ease, maintain careers and skill sets, all the while helping the next generation be prepared for the future to ensure continuing success. Each plan will be specific to an A&E firm’s needs, focusing on what makes sense for that firm and determining which roles it would apply to. If this is something you would like to explore further, feel free to reach out to our HR Consulting Experts. Click the image below to get started. 

This is the sort of adversarial match that goes on too often every day for professional services firms. Buyers are overwhelmed by the sheer number of features when they watch a software demo. What is often forgotten, though, is that elephant in the room – the function of the software and how the product solves your business problems.   

Differences Between Features and Functions

But first, what’s the difference between features and functions? Features are all the cool things software can do. While functions are all the cool things software can do…FOR YOU! 

A solid ERP should support your professional services firm’s business processes. You should not need to change your business processes; the technology should be there to strengthen your processes. 

Usual Process for Seeking New Technology

Let’s check out what often occurs as a professional services firm seeks out solutions to its business issues:  

1. Deciding the Need 

Here is usually how it goes.  A firm feels business pains – growing pains, direction, or market pains, etc. The leaders decide that new software will solve their problems and set about contacting vendors to see what their software will do. What is sometimes not communicated, though, is exactly what the problems are. Sometimes the leaders keep their needs/want to themselves preferring instead to see what the sales rep has to say, or sometimes they simply don’t know exactly what the problem is or how to solve it.   

2. Feature Overwhelm 

The eager sales rep arrives and starts working with the firm trying to understand the business issues, however, there remain the previously mentioned miscommunications regarding the business issues that need to be solved. So, the sales rep, having confidence in the quality of the product to solve a myriad of issues, launches a demo campaign perfectly designed and choreographed to show every remarkable thing the software does. It works - the firm is awestruck by all the impressive features, but will they solve the business problems? 

3. Selecting the Solution 

After looking at several vendors’ presentations and perhaps even some RFP responses, the firm gathers, compares notes, and ultimately chooses the most appealing and financially comfortable solution.  

I’m sure, as a savvy member of our business community, you spotted the increasing snowball of issues that all come down to one basic, yet seemingly elusive, concept – the lack of clear definition, well-defined communication, and effective partnering with the vendor on the business issue(s) itself.   

Solving the Business Issue...the Function 

Now, let’s replay that same first scenario with a significant tweak to the beginning. The professional services firm is realizing some sort of business pain: current market/direction pains or future growth and development pains, disparate and inefficient processes, and lack of relational data for business metrics. Key firm members still convene to try to clearly identify what the issues are.   

However – and here’s where it gets exciting – they reach out to a preferred vendor who, together  with the key firm members: 

• Clarify the business issues. 
• Develop a plan to solve them. 

And only then do they … 

• Acquire the right software solution. 

Notice how the features weren’t even mentioned yet? Sure, it’s important to have cool things that your software business solution does which make everyday work life easier or more interesting. And yes, it’s great to have hotkeys, a special GUI (graphical user interface) on pages, neat buttons, and clicks. But, in too many instances, those features are there mostly to sell but not to solve. They are frosting, gravy, or special sauce – yummy to see and eat, but without solid nutrients, are not satisfying the functional need.  

And what’s more, those “bling” features almost always end up costing far more than going with what may seem like an initially expensive business solution. The cliché, “you get what you pay for,” is very true in the software industry. Going with a less expensive solution can sometimes cost more in the long run, because if you haven’t solved your business issue, you end up with voluminous customization costs or just more disparate systems.   

Partnering with Firm and Vendor Garners Results 

At some point in the future after choosing based solely on price, bells, and whistles, you will likely need to cut your losses and just go with a vendor who will work with you to solve your business problems. It’s the partnering of a professional services firm and vendor which garners the real result. 

In the Forbes.com article, “To Increase Revenue Stop Selling” former contributor, Mike Myatt, states that organizations want to be treated like partners and not a software sales targets. Working with its vendor is the only way a successful solution will be realized resulting in a long-standing, productive business relationship. In the article, he says, “Engage me, communicate with me, add value to my business, solve my problems, create opportunity for me, educate me, inform me, but don’t try and sell me – it won’t work.” 

The article makes you think about it - do you establish trust by profiling and targeting prospects, or by attempting to understand the needs of a potential client? This is much more than a semantical argument – it’s a philosophical shift in thinking, and a practical shift in acting. Stop selling and start serving.  

To put this in terms for your professional services firm, stop buying and start receiving this service. I’ll go even further and suggest an early warning sign…if your vendor doesn’t keep the door open that its software may not be a fit until an in-depth discovery is done, and all stakeholders are aligned, be wary. A solid partnership will be cognizant of the fact that an install that isn’t actually solving problems is a lose-lose situation.  

Finding the Wonderful Consultants Who Care  

So where are these wonderful consultants who care and want to partner with your professional services firm to solve your business issues? They’re out there all right. Yes, they’re tougher to identify among all those throwing the title around on their business cards or in their lingo.  

Here are 5 tips to help you find the right business solution partner. You’re looking for consultants who: 

1. Talk more about you and less about themselves and their product features.
2. Question and then listen.
3. Work with you and don’t sell to you.
4. Take the time to build trust and mutual respect.
5. Provide solutions that function for your firm instead of features that “could” work.

Partner Up to Navigate Features vs. Functionality 

Interested in learning more about finding a business solutions partner to help your firm operate better? While you’re at it, get rid of those boxing gloves. You won’t need them now that you can win the match – because you know how to make the right choice between features vs. functionality in selecting your next business software solution. 

How do you know when it is time for your professional services firm to move to enterprise project management tools or ERP? There are many factors to consider in your decision. Although you may be familiar with the name Deltek, you might not be aware of its latest solution, Vantagepoint. You might be surprised by all of its new capabilities. Not to mention that Deltek Vantagepoint’s cloud pricing ensures your firm stays up to date with the latest enhancements and reduces the burden on your IT team. We've outlined 11 important items to think about when looking at new project accounting, resource management, and client relationship management (CRM) software tools for your business.   

1) Not Your Mama’s Accounting Software

The first thing you will notice about Deltek Vantagepoint is that it’s very approachable with a modern look and feel. AE firms have come to know Deltek for its robust capabilities, but now users of Vantagepoint are talking more about its intuitive and user-friendly capabilities. This new solution is breaking down silos and getting teams to work more collaboratively because of its new project lifecycle design.  

2) Simplified Access Anywhere, Anytime

Let’s face it, not everyone works from his or her desk these days. Being able to access information anywhere and anytime is no longer a luxury, rather, it is an expectation. Deltek Vantagepoint provides users the ability to enter their time and expense data right from their phone or tablet rather than having to get on a computer and access the system directly. Users with CRM can also view and log Contacts, Activities, and Pursuit information. Deltek Vantagepoint also now includes an integration with Outlook that provides two-way synchronization of your contacts and calendar items within your Outlook email application.  

3) Reduce Manual Entry  

One of the best new features of Deltek Vantagepoint is its Intelligence Character Recognition (ICR) capabilities which simplify and improves the accuracy of expense reporting by reading text from receipts and populating the information into your expense report. This capability is also used to allow users to capture business cards or to create a new contact. The “Hey Deltek” feature allows users to speak directly to Vantagepoint and acts similarly to “Siri,” “Alexa” or “Google.” Users can use the feature to quickly find a record or to quickly add a new contact, pursuit, activity, or reminder.   

4) Streamlined Processes  

When Deltek approached the design of Vantagepoint, it had two decades of providing the gold standard of project-based solutions under its belt. Additionally, feedback and suggestions were received over those years on areas that users wanted to see improved. Some of these key areas included:  

• Merging Clients/Vendors, Leads/Contacts, and Opportunities/Plans/Projects to reduce redundancy 

• Ability to manage project performance in one centralized area  
• Easily assign and reassign resources and redistribute plan hours 
• Plan for the unpredictable changes - Deltek Vantagepoint allows project managers to control the details of their projects, whether they want to look back at JTD or look forward with ETC 
• Improved billing tools notify invoice approvers electronically that a draft is ready for review, and approvers can use the draft invoice approval feature to mark up and enter comments using the new PDF editor function 
• Approvals happen electronically with no more paper approval or emails to keep track of any longer 

• Email templates are available when sending electronic payment remittances in the Vendor Payments, Employee Payments, and Payroll Payments applications saving accounting users' time. 
• Automated bank feed improves efficiency with bank reconciliation 

5) Decision Ready Information 

Deltek continues to provide more improvements to filters, dashparts, and dashboards for ease of use for the end user. To get the most out of your software, firms need the ability to easily create, manage, and monitor projects, since projects are at the core of any project-based company. Deltek Vantagepoint delivers just that. Through a streamlined project creation process, using visuals and dashboards, project managers are able to focus on project performance through a centralized project hub. Those using Resource Planning have further capabilities through a highly developed and scalable resource management tool.  

6) Easily Create Automated Routines with Workflows 

Even though Deltek Vantagepoint is purpose-built with professional services firms in mind, firms may still need the ability to further automate processes and functions. With built-in workflows, your firm can automate front-end processes like sending emails, and alerts, updating fields, and running processes or reports automatically. In addition, stored procedures can be customized to automate non-standard processes on the back end.  

7) Integrated Systems 

Many firms have data silos with disparate systems. This separation between team members can increase inefficiencies and keep the firm from reporting on one truth for the company. Many of Deltek’s competitor ERPs are separate systems that have to share data back and forth through integration. Deltek Vantagepoint provides accounting, planning, resource management, and CRM all in one system. Firms can work as a team and build upon each other's data to gain a holistic view of the company and processes.  
 
However, there are times when firms will need to connect separate systems. For example, to their HR or marketing solutions. That is when Deltek Vantagepoint’s open APIs can be utilized. Vantagepoint has a RESTful API service, which is perhaps the most popular approach to building APIs. The RESTful service for Deltek Vantagepoint empowers programmers to build custom applications that interact with Vantagepoint. Integrations help ensure firms get the most out of their investment by sharing data between critical systems. Sometimes firms have in-house programmers that can leverage Deltek Unionpoint, while others prefer a seasoned development team, like the Blackbox Connector team, to build out their solutions.  

8) Work Breakdown Structure 

Enterprise project management accounting software becomes a “must-have” for firms that want to track detailed information around deliverables. How do you know if it is suitable for your firm? Your firm may need the ability to:  

• Break down a project into manageable work elements by separating out the deliverables for the project 

• Identify the start and end time of each deliverable 
• Define the overall budget for the deliverables as well as the entire project 
• Attach key persons to the project for reporting 
• Set up work breakdown structures to show the effort required to achieve an objective 

By having the right software for your firm, you gain the ability to track detailed cost estimating and provide guidance for future development and controls. The ability to break a project into manageable work elements, and track the elements, allows firms to better estimate future projects while maintaining the projects that exist today.  

9) Accrual and Cash Capabilities 

Many firms want the ability to run cash books alongside accrual books to get the most accurate view of where the business stands with income and debts. Income and expense tracking is integral to project accounting software. While a cash basis may give you a better idea of where the firm stands with actual cash, the accrual method can show the ebb and flow of the overall business income and debts for the most accurate view of the overall organization and long-term profitability.  

10) Audit Trail 

Many firms require modifications that fit their project-based firm. In QuickBooks and other software, Excel workarounds with manual manipulation are required outside of the software. This can impact the firm’s audit trail. Vantagepoint has the capability of running reports for changes made in key records as well as the ability to see the financial audit trail, which is important for the firm to be compliant with GAAP, IFRS/FASB, or any other requirements.  

11) Security 

Security is one of the most important features of a program because it either allows or restricts employees from seeing sensitive information such as costs or other employees' sensitive information. Your firm will need to be able to provide access to the system for many roles in the company to work holistically with the organization’s needs. Without this ability, there is no visibility, and management of the system and processes becomes very difficult. It is important for all players to have access to the information they require to manage their duties and keep the business running smoothly.   

Gold Standard of Project-based ERP Systems for Professional Services Firms 

If you haven’t seen Deltek Vantagepoint, it is time to talk to a partner like Full Sail Partners to see why Deltek Vantagepoint is the flagship ERP solution when it comes to professional services firms. Whether you’re a 10-person or a 2,000-person firm, Deltek Vantagepoint is designed to help manage the entire project lifecycle better than any of its competitors. This intuitive, powerful solution puts your people and projects at the center of your business so you can be more efficient, productive, and profitable. Be sure to check out our latest mini-demonstration by clicking the image below or reach out to us today. 

As a “Power User” or Deltek Vantagepoint System Administrator, you will often get requests from users for information from the system. Project Managers may need revenue totals, labor spent compared to budgets, or planned versus actual data. Executives may want to understand key performance indicators (KPIs) such as utilization, and revenue compared to budget or cash balances.  

Each user has a variety of needs, and as a Power User, it is your job to interpret their requests and provide the users with the best report in the ideal format to assist them in making business decisions. This article will walk you through the 6 steps you should take to create an accurate report and reduce the need for multiple report iterations. Use these steps next time a user asks for a report! 

1. Understand the Question(s) the Report is Supposed to Answer  

When someone thinks they need some sort of data, often they just ask for the data itself like “Can you get me a project detail report for XYZ Project?” However, you don’t know what they want to use it for, or what question they are trying to answer by using the report, the report they are asking for may be the wrong solution for their actual need. They will then come back and ask for another report until they get the data, so they really need to answer their question(s) or solve their problem.   

If you get a generic request for a report, first stop and ask what they are looking to use it for. Ask questions like: 

• What is the issue you are trying to solve with the report?  
• What data point(s) are you looking for – actuals, budgets, contract/compensation, revenue, profit, etc.?  
• Do you need transactional details vs. just summary totals? What timeframe are you looking for (current month, YTD, JTD)?  
• Which projects/records do they need?  
• What output do you want it in?  

• Is this data you need on a regular basis, and if so, at what interval? Based on this question, maybe they need a scheduled report or even a Dashpart instead.  

All these questions will help you give the user the data they are looking for, and hopefully eliminate revisions needed if you hadn’t asked the questions upfront. 

2. Decide on Deltek Vantagepoint Standard Report Base to Utilize 

Based on the questions asked, you will then need to decide what Vantagepoint Standard Report to utilize as the base of the report. Here is an example of how to go through some of the questions: 

Question: Tell me a little about what you are trying to use this report for. What question or issue is it to help you answer? Answer: I have a project that isn’t performing as well as I thought it should; the profit margin is low. I’m trying to figure out what phase of the project is going “south.” 

Question: OK, what specific data points are you looking for? Answer: Project Actuals compared to Compensation and Budget by phase. If you don’t know if their budget is from the plan or project budget worksheet, you would need to verify this data point. 

Question: Do you need transactional detail or summary totals? Answer: Summary totals will work. OK, I’m now leaning toward the Project Earnings or Project Progress report, not a Project Detail report.   

Question: What timeframe(s) do you need the data for? Answer: JTD will work.    

Question: Since you said you need to compare to your budget; do you want to see the overall budget amount or ETC and EAC? Answer: Good question; I’d like to see JTD, ETC, and EAC.   

As you can see, you start building the report as the questions get clarified. In fact, their initial request for a Project Detail report may have been entirely inaccurate for what they truly need this report for. 

3. Select the Records Needed 

In the example I have been using, the user was asking about one project. However, often you need to verify which records you need. After you have clarified that, I recommend selecting your records first. This recommendation is for two reasons: (1) record selection is at the top of the screen, so why not fill it in first? and (2) when I am done selecting my options, I want to run the report right away. If I don’t select the records first, I may accidentally run the report for ALL records…YIKES, No thanks!   

4. Review the Options Needed 

With Deltek Vantagepoint, the reporting options menu is now consolidated to two tabs – Columns & Groups and Options. On occasion, you may want a chart or to change the layout but for the most part, these first two tabs are all you need. Since the options are condensed, the best practice is to start at the top and hit all of them. This way you won’t miss something like selecting final totals, the correct budget option, or if you needed to uncheck the “activity” option. 

5. Preview for Accuracy 

ALWAYS! Prior to giving a user a report, even if it is a report that you have used many times, always preview the report first. Missing one little box, like not unchecking the activity box, will result in a blank report. Preview the report. Make sure it answers the question in the first step. Are all the data points needed represented? Are the records correct? 

6. Confirm the Output 

The most popular type of output for a report is a PDF or physical printout. However, there are many other options available. Deltek Vantagepoint can export reports to Excel, Word, and even PowerPoint. Additionally, now that Vantagepoint has dynamic dashparts, many firms are finding that when a user is asking for a report, they may find it useful to create a dashpart to have on-demand access to this information quickly and easily.   

Once you are satisfied with the report, contact the user with output options and confirm the best output. Sometimes after you present the draft report to the user, you may find that this is a report that should be scheduled out on a regular basis or shared with a group of individuals’ favorite report list. Or maybe a dashpart would be useful to access the information on a regular “on demand” basis? 

You may also want to ask questions like “Is this information something you would like on your projects weekly, monthly, on-demand?" or “Is this information something you feel other managers also could use on a regular basis?”  

Accurate Reporting With Deltek Vantagepoint Allows for More Efficient Decision-Making 

In conclusion, accurate reporting is essential for making informed business decisions in Deltek Vantagepoint. As a Power User or System Administrator, it is crucial to understand the user's needs and interpret their requests to provide them with the best report in the ideal format. By following the six steps outlined in this article, you can create accurate reports that answer the user's questions, reduce the need for multiple report iterations, and eliminate the possibility of errors. Always preview the report before sharing it with the user and confirm the output options that suit their needs. Accurate reporting in Deltek Vantagepoint is vital to help your organization make informed decisions and improve overall business efficiency. 

It’s no shock that technology is constantly changing. While some firms are accustomed to decentralized pursuit and marketing data, others are recognizing the need to consolidate platforms and streamline processes. In doing so, teams are discovering that a shared resource offers more transparency and accountability if executed smoothly. What are you waiting for? 

My years as a proposal specialist, marketing coordinator, marketing director, and now a CRM consultant have shown me that not all firms, or systems, are the same. There are often similarities regarding firm priorities, but people and processes can vary greatly. Let’s look at some pointers from the success stories and perhaps some lessons learned from others.  

Approach as a Team 

DO: Approach a CRM implementation with a TEAM mindset. 

The more successful implementations not only have executive support throughout the process, but they have executive engagement and involvement. This takes a commitment of time and effort from the leadership team as well as other stakeholders. Stakeholders may include members of the leadership team, marketing, and business development, seller/doers, proposal coordinators, and more.  

In Deltek Vantagepoint, everyone is using the same system and the same data, but for multiple purposes. This is certainly a team project, whether you would like to admit it or not. This concept is likely a change from previous processes.  

DON’T: Expect the marketing team to implement and roll out to the entire firm. 

There’s more to Deltek Vantagepoint CRM than marketing. It’s true! A strong CRM can guide how your firm identifies, pursues, and wins work. By capturing the right data, results can be analyzed and strategies adjusted.  

Engage Stakeholders 

DO: Think about business processes as a whole.  

It can take a large team of people in various roles to win work. Everyone has a part in the process, and representatives from those roles should be included in the implementation team. In Deltek Vantagepoint, many roles touch even just one project record. Business developers, proposal coordinators, project managers, finance teams, and project accountants all have a vested interest in recording data. The process needs to be seamless and support business processes. 

Ask questions, and then ask more! A few to get you started include:  

• Where do groups track efforts?  
• What reports are modified outside of Vantagepoint?
• What information do you want to know but have no way of knowing?
• How many emails are sent to find out who talked to John Doe recently? 
• What are the pain points in the process of winning work?

DON’T: Assume an individual or small group has all the answers to the above questions.  

Each role has an interest in different parts of the process. Use this opportunity to address as many as possible while implementing CRM in Deltek Vantagepoint.  

Manage Expectations 

DO: Identify firm priorities to focus on.   

What are the primary goals? And what is the timeline to accomplish these? Priorities usually identify themselves after stakeholders converse and discuss wish list items. Here are more questions to prioritize:  

• Does the firm want to have a clean pipeline?
• Does the firm want to utilize project forecasting?
• Does the firm want to know what is being spent on the pursuit of work? 
• What is the return on effort for marketing initiatives?
• How easily can a contact list be created for a holiday mailer? 

Secondary priorities can come into the fold after the primary priorities are rolled out. For firms new to CRM, there are recommended stepping stones to build upon and each of those takes some time. After all, a CRM implementation is usually rolled into a potentially busy workload. Identifying priorities and creating realistic timelines helps team members understand what’s important now and what to look forward to in the future.    

DON’T: Expect to successfully roll out a complete CRM in a few months. 

On the surface, that’s potentially an achievable goal. However, it may be more transactional than impactful. Do it right and go for impact!   

Make Decisions 

DO: Identify needs, discuss solutions, and make decisions.  

Making decisions allows for configurations to be made and tested. Once tested and confirmed that the process and system meet user needs, then document and execute it. Most CRM configurations can be modified and adjusted as needed. You must start somewhere though.  

DON’T: Delay decisions.  

I see implementations lose steam when decisions take too long. Sometimes this is due to not having the right team members around the table. Teams must include decision-makers and doers.   

Educate  

DO: Socialize the concept of CRM with employees.  

Introduce bite-size pieces of visuals, data, or processes in company meetings. By nature, some employees may become CRM champions or power users. Give them access and let them promote CRM with the implementation team. It’s always great to identify those cheerleaders within the firm that naturally promote a CRM because they believe in the process and trust the data.  

DON’T: Shock your users and give them a manual. 

People don’t typically like surprises. CRM implementation is no different. Helping others recognize what’s in it for them can go a long way. Even without the presence of a formal CRM platform, some employees are likely tracking CRM-like information. Perhaps it’s in a spreadsheet, email platform, another CRM tool, a notebook, or even their heads! Introduce them to a new tool to increase efficiency. 

Be Open to Adaptation  

DO: Recognize that this is a fluid and ongoing effort.  

Your business is constantly changing, which means your CRM system will need to adapt to those changes. A well-implemented CRM has an accompanying maintenance plan and onboarding steps.  

DON’T: Think you’re done after your go-live date.  

Tweaks will be made along the way, and workflows may change your life!  

Everyone Should be Involved When Implementing CRM 

There are many best practices to learn from and take advantage of here. While CRM is a tool that was historically used by marketing teams, Deltek Vantagepoint offers so much more than that. A theme that should be promoted throughout an implementation is “our system.” A CRM implementation is a group effort and everyone throughout the firm should be considered and involved throughout the process.