Full Sail Partners Blog | Project Management (6)

When Deltek for Professional Services (DPS) 2.0 is released, it will have a new name - Deltek Vantagepoint. In addition to the name change, there will be several enhancements to improve the user experience for both back office and front office users. Here is a sneak peek of how Deltek plans to take the breadth and depth of the Vantagepoint solution to the next level.

Say Goodbye to the Smart Client

With the release of Vantagepoint 2.0, Deltek will begin to push users away from the smart client and direct them to the web browser version. Using this version, they will be able to access Vantagepoint from any device that is connected to the internet using any browser they desire. Think of it this way - Vision is the smart client and iAccess is the web-based version. Keep in mind that if your firm is still using Vision, you may want to consider using iAccess more to get comfortable with the look and feel of Vantagepoint.

Proposals Engine

The proposals engine is now being introduced to Vantagepoint, and it is a great feature. For marketing, the proposal process can be extremely time consuming. With the proposals engine, a person creating a proposal can go through and check off boxes based on the requirements of the RFP, and Vantagepoint will automatically create the proposal. It can include images and pictures, employee resumes, past work examples, references and more.

Combined Opportunities and Projects

The opportunities hub is going away and is now being combined with projects. This has a huge upside for business development. By tracking an opportunity as a project, time and associated costs can be captured to help determine the price of pursuing new work. Additionally, a timeline with milestones and reminders can be developed to ensure business development is staying on top of winning the opportunity.

Simplified Transactions

Moving forward, transactions will be managed within a single location. Users will go to one place within Vantagepoint to enter, edit, report, post and approve transactions. Additionally, you will have the option to enter transactions without files and to post on entry. The line item detailed view will still be available.

Project Information Management Integration  

Deltek Project Information Management (PIM) will now be integrated with Vantagepoint. It will be easy to find since it will be a tab in the project record. By using PIM, firms can easily share project related documents and information within one platform.

Expanded Dashpart Designer

The new improved dashpart designer allows users to create custom dashboards with information that is important to them. They can select bar and line graphs, pie charts, or other graphics as part of their dashboards. Additionally, users will have enhanced control for grouping, sorting, filtering and totaling data all within the dashpart.

Improved Reporting

The reporting screen will now have a preview menu. When users create a report, the multiple clicks required in the past will be eliminated. The reporting tool will also include charts and graphs.

What Deltek Vantagepoint 2.0 Means to Your Firm

One thing is for sure - 2018 to 2019 will be a transitional time for Deltek Vantagepoint. As Deltek continues to further develop Vantagepoint, more features will be added to further enhance this solution. The most important take away for users is that they need to be aware of the changes coming and they need to be ready to embrace them.

Almost all businesses utilize key performance indicators (KPIs) to identify trends and to measure performance against set goals. KPIs can fall into one of two categories: drivers and outcomes. Drivers measure current and future activity whereas outcomes measure the success of past activity. Furthermore, powerful KPIs should have some key characteristics to ensure they are clear and easily measurable.

Characteristics of Powerful Key Performance Indicators

1. Simple – KPIs should be simple to understand and to measure. It is extremely important that employees know what a KPI is measuring and how it is being calculated. KPIs should also be concise so that are manageable and do not overwhelm employees with too much information.
2. Relevant – KPIs need to be relevant to the organization. This can be done by making the KPIs for employees relate to the strategic goals and objectives of the company.
3. Measurable – Employees need to be able to analyze their performance which is the goal of using KPIs. Therefore, KPIs must be measurable but not all will have a quantitative goal.
4. Actionable – KPIs should prompt decisions and not create more questions. In other words, KPIs cannot be effective if employees are unsure of what to do with the information.
5. Timely – KPIs should be reported frequently enough to allow employees to make timely decisions. However, avoid having the reporting too frequent as this can overwhelm employees with too much information.
6. Visible – KPIs should be visible across the entire organization. This allows employees to see how their work is helping achieve the goals of the entire organization. It also provides incentives to employees to work harder and be more productive.

Using Key Performance Indicators to Drive Success

For a business to be successful, it must have goals it wants to achieve. These goals are a way to measure the performance of the company and its employees. Lastly and most importantly, a KPI is useless if the objective and the result cannot be reported on. Thus, KPIs must be meaningful to be powerful.

For professional services firms, having the right project lifecycle is essential to having a profitable company. Even more, the processes that drive your firm’s project lifecycle must be in sync with the systems you use to manage them. There are several stages in the project lifecycle and evaluating your processes requires breaking down the steps. In this blog, we’ll look at the initial and most overlooked phase of the project lifecycle…winning the work.

Leads and Opportunities

Here’s where many firms go wrong when examining their project lifecycle…to start a project, you must first win the job. So, evaluating the lead to opportunity process is an essential component and must be considered in the project lifecycle.

When a new lead is acquired, it needs to be captured in a system that provides visibility to the entire company. As a business development person learns more information from the lead, it is input into the system and analyzed to see if the firm can meet the requirements to win the project. Once the decision is made that your firm can win the work then the lead becomes an opportunity.

If you are using Deltek Vision or Deltek for Professional Services (DPS), it is recommended that you create a “proposal project” to track the time to prepare the proposal. By using a proposal project, your firm will have the analytics regarding the cost of winning and losing work as well as the total cost of the business development efforts.

Fee Proposal Development

Developing the fee proposal is another important step to the business development portion of the project lifecycle. The fee proposal will eventually become the basis for the project budget. It will include what your firm is being paid for the various stages of the project. This may also include bonuses or penalties for meeting or failing to meet certain milestones.

It is recommended for Deltek Vision and DPS users to develop the fee proposal using the resource planning module. This will allow you to incorporate previous performance from similar projects to ensure you are charging the right amounts and including the correct milestones. Additionally, firms should continuously check the scope of work and make sure it’s in line with the fee proposal you are developing.

Fee Negotiation and Finalizing a Budget

Once the client indicates it has a desire to move forward with your firm, the fee negotiation and budget finalization phase of the project lifecycle begins. Things to keep in mind during this stage are possible changes to scope, schedule and fees. The budget created during this process will serve as the guide for the project manager to execute the work.

Next Steps to the Project Lifecycle

This blog discussed the business development piece of the project lifecycle. Remember that periodic reviews of your firm’s project lifecycle are a must to ensure that the process is still in line with how your firm has evolved. Stay tuned for more blogs about project execution and project closeout.

On May 28^th, 2014 the Financial Accounting Standards Board (FASB) and the International Accounting Standards Board (IASB) jointly issued the Accounting Standards Codification (ASC) 606, Revenue from Contracts with Customers. At the end of 2018, the way professional services firms recognize revenue from contracts with customers will be significantly impacted. ASC 606 will require firms to recognize revenue when goods or services are transferred to the customer in an amount that is equivalent to the goods or services delivered at that point. Let’s break this down into layman’s terms.

Basics to Revenue Recognition

The revenue recognition principle is an accounting guideline that requires revenue to be shown on the income statement in the period in which it is earned and not in the period when payment is collected. Furthermore, payment can be received prior to or after the delivery of a good or service, but the income statement must reflect the payment for the period in which it was billed. This is part of the accrual accounting basis as opposed to cash basis of accounting.

Impacts of FASB ASC 606

When FASB ASC 606 rolls out, professional services firms that are subject to audit will be required to apply this new standard. The new guideline establishes a five-step process to govern contract revenue reporting:

1. Identify contract(s) with a customer
2. Identify performance milestones in the contract
3. Determine the transaction price
4. Allocate the transaction price to the performance milestones
5. Recognize revenue when the performance milestone has been met

Additionally, if a professional services firm is still utilizing an outdated accounting system or an internally created system, these systems may not be capable of supporting the ASC 606 guideline.

Using the Right Accounting System for ASC 606

Fortunately, Deltek Vision and Deltek for Professional Services users have the right system to accommodate the changes brought on by ASC 606. Since these are project-based ERPs, revenue generation is easily recognized by using the project management tools that are part of these systems. As a result, firms can recognize revenue when milestones are achieved. This is done by using basic revenue generation factors like:

• Job to date spent
• Percentage of completion
• Milestones or deliverables being met

Get Your Firm Ready for ASC 606

Good news! Your firm still has time to prepare for these changes. In most cases, applying the five steps mentioned above will bring your firm into compliance. However, these steps may not apply to all your contracts or for all professional services firms. If you are unsure if your firm is compliant, reach out to Full Sail Partners for more information.

“Project Controls” are formidable words, ones that are necessary for successful project outcomes. Those of you who have used Deltek Vision for many years may recall that “project controls” remain at the core of the Vision system and are the datacenter for all other Vision applications such as billing, CRM, proposals, resource planning, and time and expense. Fortunately for Vision users, accessing project controls has gotten a lot easier with Deltek iAccess.

What are Project Controls? 

There is no industry jargon in the name project controls. They do exactly what the name implies. They allow you to manage and control your projects. Furthermore, a complete project control system such as Vision, allows users to: 

• Document project attributes
• Coordinate project activities
• Track employee time and expense
• Apply direct and overhead costs
• Monitor project progress
• Generate project reports
• Maintain project budgets 

Controlling projects requires understanding and making decisions based on the information collected. This can be a challenge if data is not updated in a timely fashion or there is too much information to absorb. So, how can Vision users make these processes simpler? 

Enter Deltek iAccess for Project Management 

With the addition of iAccess for Deltek Vision, visibility into and ease of digesting information has enjoyed a renaissance. The iAccess interface allows firms to proactively manage and track projects from creation through closeout. The real-time connection to Vision, graphical views, and simple interactive tools for planning and managing the budget make quick work of understanding the status of the project. As a result, users can efficiently manage project future costs and review the expected outcomes. 

Gain Better Control of Your Projects with Deltek iAccess 

The ability to drive your projects with a full understanding of the past and predictions for the future is the ultimate control. With iAccess for Deltek Vision, this becomes possible. So, what are you waiting for? Take control of your projects, and extend the capabilities of Vision project controls with iAccess.

With the New Year approaching, it is a fitting time for accountants and project managers to review the previous year and identify areas of improvement. While we usually think of New Year’s resolutions for our personal lives, there can also be professional ones. Let’s take a look at some of them.

New Year's Resolution for Accountants

For accountants, it’s all about preparing for next year and making changes that streamline and automate processes. Here are the top five resolutions for accountants:

1. Examine the current revenue/earning methods and determine if the firm is in compliance with FASB 606
2. Take a hard look at the organizational structure to determine if changes need to be made
3. Clean-up the firm’s chart of accounts and overhead projects
4. Define the differences between a project administrator and a project controls role
5. Try to learn more about challenges the accounting team experiences and create solutions

New Year’s Resolutions for Project Managers

Project managers must consider how to evaluate the success of projects and how to better manage them. Here are the top five resolutions for project managers:

1. Use the tools within the project management system to better budget and plan projects
2. Elevate the level of project review beyond invoicing to earned value
3. Better record and manage change orders
4. Build a work breakdown structure based on fee and scope
5. Encourage the team and peers to be timely in submitting time and expense

Start 2018 Off Right!

The New Year brings fresh opportunity to improve a firm’s operations and efficiency. Accountants and project managers must first take time to determine what areas need adjustment or refinement. Full Sail Partners can help! Let us conduct a Navigational Analysis to pinpoint those areas and start 2018 off right. 

As I travel around and work with clients implementing Vision Resource Planning, the issue of what makes a good project manager (PM) is often discussed. The PM track has always been perceived as a measurement of success in one’s career. As employees become more tenured within a firm, there seems to be a natural progression to the PM role. However, not everyone who is strong technically is able to effectively manage projects. Based on my experience, to be a good PM requires proficiency in certain key areas.

Scope Management

A good PM must be involved in defining the scope of the project and needs to play a role in the proposal process. Scope can be narrowed down to what has been promised to the client, or in other words, what is to be delivered. The various components of scope are usually defined and controlled by a project’s work breakdown structure and can include interim deliverables and milestones. 

Equally, if not more important, a good PM should be aware of what is not in the scope. Scope creep is the number one killer of profit. To avoid this, a good PM needs to be very familiar with what is in the contract and when to ask for change orders. 

Schedule Management 

Schedule is the order in which the scope needs to be delivered. This is also called a critical path which defines what and when things need to happen to ensure all interim and final scope delivery. A good PM needs to understand the concept of task dependency and how delays and disruptions can impact future delivery. Scope and schedule management work in tandem and scope creep can impact a schedule. 

Team Management 

A good PM needs to be a committed leader. While “leading by example” may seem cliché, it is a solid guideline to follow as a PM. Even more, a PM must make sure the entire team understands scope and schedule and will keep them inside the white lines to avoid scope creep. 

Financial Management 

To make prudent, yet quick decisions about the financial health of projects, a PM should be provided reliable data. A good PM should understand what indicators are needed to make this health assessment. I believe earned value is the best indicator. By comparing a project’s physical to financial percent complete, a PM and others can measure the “direction” that the project is heading. Once again, scope creep should easily be identified using this measurement.

Client Management 

The human component of project management can be challenging. A good PM should be able to make every client feel important while also filtering and prioritizing so that the scope, schedule and financial components of all projects are properly tended too. A good PM must also be effective in communicating scope creep to the client and should utilize the relationship to secure the change orders that are warranted. 

Quality Management 

Finally, a good PM must have his “hands” on the product whether it be a report, widget, skyscraper or bridge. He must have the technical knowledge to guarantee the product can pass inspections and be accepted by the client. He must also be able to trouble shoot issues, manage challenges that arise, and always be cognizant of the scope to ensure the work performed is within the contractual obligation to avoid scope creep. 

Are Your Project Managers the Right Fit? 

All the above must be considered to determine whether someone makes a good PM. A PM may not have mastered all areas, but needs to be effective in each. These key areas are interrelated and critical to one another. Strong technical knowledge does not necessarily translate to successful PM skills. How do your PMs stack up?

First off, you’re thinking what does this perplexing term, professional services automation (PSA), actually mean? Well, before we jump into the need for it, let’s first look at what determines a professional services firm. At its core, a professional services firm sells knowledge and time as opposed to an actual tangible product.

As a result, tracking revenue to product sold isn’t as simple as selling a “widget” for a predetermined amount to ensure a profit. Instead, time must be tracked to a project to ensure the professional services firm is able to make a profit from the services they provide. Therefore, the purpose of a PSA is to help streamline the delivery of those professional services.

Enterprise Resource Planning Versus Professional Services Automation

All bourbons are whiskey, but not all whiskeys are bourbon. That’s right, and not all enterprise resource planning (ERP) tools are PSA tools. This is because many ERP systems aren’t designed to meet the specific requirements of professional services firms. Instead, many firms try to piece together their own systems using a variety of generic tools such as an off the shelf accounting product and a homegrown project management solution, or in other cases, using a generic ERP and trying to customize it to meet their needs.

PSA systems, on the other hand, are designed to meet the unique requirements of the professional services industry. These systems come complete with all of the tools a firm needs to manage its business. More importantly, all of these systems communicate with each other. Thus, firm leaders have a 360-degree view into their business.

Benefits of Professional Services Automation

Firstly, PSA systems support new business development by integrating the client relationship management tool with the entire system that maintains your business. This integration makes it easier to take a lead to opportunity and finally create a project.

Secondly, resource planning and strategy development are based on past project performance data. The data ensures that your bid for a project is representative of how your firm delivers its services. Consequently, your firm can rest assured that, at the end of the project, the projected profit will be close to the actual profit.

Lastly, PSAs bring all of your business components together in one system. This reduces operational complexity and shortens the amount of time spent on many of your critical business processes. Not only is the time savings a benefit, but smooth operations for back office personnel are ensured which supports improving the client experience and satisfaction.

Moving Your Firm to a Professional Services Automation Software

Implementing a PSA solution can increase your firm’s productivity and ability to deliver projects on-time which guarantees accurate project planning. However, don’t go at it alone. Make sure you pick a solution that meets the majority of your firm’s needs and choose a trusted partner to assist with the implementation. Trying to force the wrong system to work for your firm will only lead to wasted money and poor usage practices from employees. 

There is no shortage of ways for professional services firms to solicit and capture client feedback. Some firms structure their initiative as a once-a-year check-in with repeat clients while others hire outside consultants to conduct third-party client satisfaction interviews. In a previous posting, we reviewed why you might want to start a feedback program. Now let’s discuss specific tools that will help with starting one.

The feedback approach we like to use at Full Sail Partners includes:

• Several “milestone events” throughout the course of complex projects
• Billing thresholds for clients using a la carte services

By identifying this schedule of feedback events in advance, our clients know what to expect of the process and can effectively participate. We manage our program with The Client Feedback Tool from Client Savvy (CFT).

Surely our Existing Data is Worth Something 

When we first started our program, we strategically knew that:

• We would need to scale the volume of feedback without a proportional increase in the program’s administration time
• In Deltek Vision, we already had a system housing key data needed for the program – contact and company names, email addresses, project records, and various other meta data
• Both Deltek Vision and Client Feedback Tool were designed with available API interfaces 

Enter the Blackbox Vision Connector for Client Feedback Tool (VC4CFT) – a pre-built integration between Deltek Vision and CFT. This solution allows us to leverage the existing information in our database, improve consistency across the two platforms and decrease the amount of time needed to manage our routine client feedback program. 

How Does it Work? 

If you’re familiar with how Vision functions, you already know that all operational activity in the system is oriented around projects. Whether you’re completing a schematic design or purchasing paperclips, your work will eventually hit a project in Vision. Managing feedback is setup the same way and all information needed for the process of requesting client feedback is gathered in a project record. While this is typically a “Regular” project, if we’re seeking general feedback from a cross-section of our client base, we just gather those contacts together in an appropriate general project in Vision, either by creating it for that purpose or using one that already exists. 

VC4CFT allows our project managers to send feedback requests in one of two ways:

1. Anytime desired directly from the Project record in Vision
2. As part of the batching function that seeks out eligible projects based on pre-determined rules

For example, during our implementation projects, we first like asking for feedback after we’re about 30% complete. The Connector’s workflows know to look for projects that have recently crossed that milestone based on financial records. Usually about once per month, we have the Connector lookup all the projects that apply under all the rules we’ve put in place. With quick input from the project managers, we’re able to assemble a list of surveys that can all go out at once, driven from a single point of administration. 

Hmm…How Interesting! 

As our clients provide feedback (and we thank you for it!), general information about the feedback history is returned to Vision through the Blackbox Connector. Whether looking at aggregate response rates or figuring out why that one person always opens our requests but doesn’t complete the survey (you know who you are), the most important objective is to enhance the client experience. The combination of Deltek Vision, the Client Feedback Tool and the Blackbox Connector allows us to further leverage our core client information, turn feedback strategies into scalable routine processes, and most importantly, improve the experiences our clients have while working with us.

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

KPIs vs Traditional Reporting Methods 

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

Using KPIs to Measure Success 

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

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

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

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

The Bottom-line on KPIs 

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

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