Here are the Top 5 Reasons why Timesheet.com is a Solid Time Tracking Solution

Written by : Tanya Grant – Project Manager PMP, Upland Software

After some extensive research, we have identified the top five time & billing issues faced by companies today, and propose how Timesheet.com can help address them.

1.   Inaccurate billings/billing errors: Errors of any kind can be bothersome and frustrating. Errors in billing however cut into a firm’s profitability, ultimately hurting the company and its accounting department. Timesheet.com’s Billing & Invoicing module has been designed to automate your entire time and billing and revenue reporting process. With certified connections to your CRM and accounting system, an opportunity in CRM becomes a project in Timesheet.com where it is planned, budgeted, tracked and billed. Detailed or summary project cost and billing information is then posted to your financial system’s accounts receivable, accounts payable and general ledger modules, ultimately eliminating billing issues by streamlining the billing process, making it easier to track, plan, budget and bill.

2.   Timesheets not entered: Incorporating a systematic time tracking system can be a little overwhelming. Timesheet.com eliminates unnecessary time entry and/or errors with its simple and easy-to-configure interface. Users quickly adapt, improving collaboration and strengthening employee organization.

3.   Missed milestones: Missed milestones can occur when costs and budgets aren’t being properly monitored. Setting up dashboards and extensive reports is easy with Timesheet.com, improving analysis and financial visibility – so you never have to worry about financial mistakes again.

4.   Incompatibilities: Choosing a time and billing system and then discovering it does not integrate with your existing applications can be discouraging. Timesheet.com has built-in and certified connectors to all leading financial, ERP, HR, payroll and CRM applications. The connections are built-in. No custom programming is required for standard integration. Data can be exported to and exchanged with leading systems for accounting (Great Plains, Navision, Solomon, Sage MAS, Accpac, Peachtree, Pro (SBT), SAP Business One, Epicor, QuickBooks, Intacct), payroll (ADP, Ceridian, Paychex), ERP (SAP, Oracle, PeopleSoft), project planning (Microsoft Project), CRM (Salesforce.com and Microsoft CRM), HR (Taleo), and much more. In other words, there is no need to “rip-and-replace” your existing applications.

5.  Capturing timesheets in multiple disconnected systems:

- Some departments track time for payroll processing: IT and product development teams use their own project tracking system and may capture project time and expenses; the professional services team uses spreadsheets or a silo-ed time and billing application. It takes considerable spreadsheet gymnastics, manual adjustments and merging to compile data from these disparate systems into operational time, cost and revenue reports.

Using spreadsheets or multiple disparate tools to track time leads to inefficiencies, and poor project cost/revenue visibility. Your management team does not have access to real-time report on projects and operations to measure progress and make informed decisions.

- Out-dated or in-house developed time tracking software: Legacy-outdated time tracking systems have high maintenance costs, ongoing fix and enhancement tasks; divert precious internal resources and attention away from the organization’s core business.

- Lack of effective internal controls for time sheet management: Weak internal controls for time sheet and expense reporting lead to violations of company work policy, inaccurate cost accounting or violation of employment laws; your business may face severe penalties and lose investor confidence when such weaknesses are discovered.

Are you having any issues with your other time tracking processes that aren’t on our top 5 list? Please feel free to let us know.  We would love to hear your feedback, questions or concerns about the above

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An All Purpose Checklist for Project Closure

This post is from Kevin Sequeira, Product Manager for Tenrox, the leading workflow-driven  project
management and professional services automation solution.
 

You’ve reached that point in the project where you stand at deployment and you are ready to shake hands with the project customer and move on to your next assignment.  Do you just flip the switch, wave goodbye and ride off into the sunset?  Is your job complete?  How do you know…what is your yardstick for saying, “that’s it, we’re done here!”?

From my project experience there are some key steps and critical things to check on as the project is deploying so as to ensure that the engagement is over and the solution is ready for the project customer.  I’d like I present what I consider to be a reasonable ‘general’ checklist for use at project close out to ensure you’ve dotted the ‘I’s and crossed the ‘T’s before moving on to your next project.
 
Are all deliverables delivered?
Review the project schedule closely. Has your project team successfully delivered on all project deliverables?  And just as importantly, do you have something documenting customer acceptance of each project deliverable?  Is there a formal signoff in your project folder?
 
Are all invoices current?
Most projects either bill time and materials, by deliverable, or monthly. Look through all project invoices. Has everything that should be paid up till now actually paid?  If not, now is the time to check with the customer to see if there are any outstanding invoice issues and work to resolve them quickly.
 
Has a lessons learned session been conducted or at least scheduled?
I’m a fan of conducting one or more lessons learned sessions before the actual point of deployment because it’s hard to pull everyone together after the solution has been turned over to the customer and to support staff. But if you’ve not held a session yet, schedule that now with the client even if it’s just a one or two hour phone call.
 
Have all user acceptance testing (UAT) issues been resolved?
How did UAT go?  Were there any remaining issues to be fixed?  Ensure that those have been acceptably resolved prior to deployment. Make sure that you have a formal UAT signoff in hand as well – a project that does not have a formal testing acceptance from the project client should not be headed for deployment.
 
Are all training issues completed?
Most customer solutions require some level of training to be conducted for the customer’s end user community.  Naturally, this would have been well laid out in the project schedule with specific tasks designed to ensure that this is accomplished.  Review the schedule to ensure that all training tasks are complete – a customer who doesn’t know how to use their newly deployed system will likely not be a satisfied customer who gives good references to other potential project clients.
 
Is a formal project acceptance signoff ready for the customer?
Finally, do you have a formal signoff document ready for the customer to sign upon deployment of the final solution?  It’s important that you’ve been accumulating ‘official’ acceptance signoffs on all deliverables up to this point, but this one is probably the most important of all as it signifies overall acceptance of the deployed solution to the customer.  Any discussion of remaining outstanding invoices will likely begin and end with this signoff, so make sure that it is always part of your project closure
checklist.
 
Summary
This is my practical checklist for closing out a project engagement.  Readers – do you have other things that you would suggest adding to this list?  What other items do you consider critical to every project to cover before considering the engagement closed out?
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5 Key Challenges for Project Managers in Services Organizations

This post is from guest contributor Brad Egeland, a leading project management consultant and author. His website, bradegeland.com, is regularly lauded as a top blog for project management, PMO and Agile related topics.

Project management in any environment can be a challenge – there is no doubt about that. But when you’re involved in a professional services organization and working with shared resources and delivering on projects with tight budgets and tight schedule commitments – not to mention likely juggling four, five or even six or more projects at a time – it can get become a very daunting task.

While the list of challenges for project managers is definitely never ending, I’ve created my own ‘Top 5’ list that I’ve encountered over the years of managing projects. They are listed in no particular order of importance, but all can be devastating to your project if not managed well and responded to proactively and appropriately.

Read the rest of this entry »

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7 Strategies for Managing Geographically Dispersed Teams

by Mounir Hilal, Vice President of Customer Success and Strategic Accounts, Tenrox

It seems like every organization is faced with this scenario and it differs greatly from how companies managed teams and resources 20 years ago. In today’s world of global professional services organizations project managers, resource managers, department managers, CEOs, CIOs, CTOs, CFOs, COOs, and everyone in between seem to be managing – at some time or another – resources who are not co-located with the rest of the team members they are working with on projects and company initiatives. Read the rest of this entry »

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Sales to Service and Everything in Between

Written by: Marlon Arevian – Senior Solution Consultant, Tenrox

Ahhh…the life of a Solution Consultant! They sit warm and snug, in between the Sales and Service departments. Solution Consultants’ inherit a hybrid role of ambassadors for their company’s products during the pre-sales process while effectively assessing scope and mitigating risk for the Service Delivery Team. They also bridge the gap of the high flying energy and emotional rollercoaster of Sales to the pragmatism and well-drawn lines of Professional Services. Outside of showcasing product offerings to potential customers, a big part of their job is to communicate what exactly our new customers are looking to accomplish. The Services Team needs to know things like objectives, scope and risks which were collected during the pre-sale process. Solution Consultants own the post sales knowledge transfer process which saves our customers a ton of frustration from not having to repeat themselves and allows our professional services team to kick off a project on solid ground. It also ensures that the customer vendor relationship is fluid from their initial contact to being live on the system.

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Onboarding New Project Resources

This post is from guest contributor Brad Egeland, a leading project management consultant and author. His website, bradegeland.com, is regularly lauded as a top blog for project management, PMO and Agile related topics.

When it has to happen it can be a frustrating process to go through, but it happens to all of us at some point: the need to add or replace one or more key project resources on a highly visible or mission critical project in midstream.  And we all know that how we handle this process on our project and with the customer can mean the difference between success and failure on the engagement. Read the rest of this entry »

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Leveraging Workflows for Agile Project and Service Delivery

Agile project and service delivery is a widely discussed and popular topic these days. A whole new industry and crop of tools have emerged to manage agile projects. In this article written for PS Village I describe workflows as an effective and natural tool to implement agile project and service delivery.

http://www.psvillage.com/pulse/leveraging-workflows-agile-project-and-service-deliver

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Why Your Project Management Sucks

Here is an article I wrote for PS Village explaining why companies have to very carefully assess how they select and manage projects in their business.

http://psvillage.com/pulse/why-your-project-management-sucks

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Large software company playbook

Here is a blog I wrote about how some large software companies compete and the tactics they use against their fast moving, more agile and innovative best of breed competitors.

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Certified Professional Caulker

I got a hands-on reminder to the subtle differences between a pro and a beginner. How often we forget and the dear price we pay when we assume “it’s easy”, “anyone can do this”, “let’s go with the cheapest solution” …

http://www.gantthead.com/blog/Project-Workforce/2594/

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