Archive for category Enterprise Software

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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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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The Cloud Hyperventilation

Here is a blog parody of a few interviews I have come across with cloud computing CEOs. The hype cycle is in full effect :) .

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Ten Major Trends for 2011 and How They Impact Professional Services and Project Delivery

As the year end approaches we all become prognosticator of all prognosticators. I ran into Jim Carroll, a bonafide futurist, in one of my trips and he inspired me to write this article for PS Village. He got me thinking about what are the trends for 2011 and how they will affect enterprise software, project and service delivery and cloud-based technologies, all of the stuff we work and live with everyday.  I started with Jim Carroll’s 2011 trends and wondered how these trends will impact our world.

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What would the world look like if more managers made decisions like children?

It was my son’s tenth birthday. We finally caved in and got him an iPod, in this case the latest iPod Touch. It is an amazingly well designed device; so much you can do with it! It works and looks great. The new version is quite an improvement over its predecessor. My son got hooked on it pretty quickly and literally a few minutes later he was able to navigate and use the device on his own.

This sparked a conversation during the birthday party with a few of the parents who are also in the IT and software industry. We remarked how children follow the crowd and are loyal to a brand but only if the product truly lives up to the hype. If the iPod Touch was hard to use, too slow or ugly looking he would drop it in a minute. If something comes along from vendor XYZ that does more, is faster, looks nicer and easier to use than the iPod Touch they would embrace it pretty quickly, Apple be damned.

Generally, IT and software executives adopt new products with a completely different decision making process. What do you think?  What would change if more managers and executives made decisions like children do?

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Which company do you think Oracle will acquire next?

A fellow blogger from ERP Software Advice asked me to post an entry for this survey so you can all vote on Oracle’s next acquisition. The article includes a pretty detailed analysis of Oracle’s acquisitons and potential new targets. Please visit the site and vote.

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The future of ERP: Why the ‘big ERP’ approach is dead

Interesting in-depth analysis by Infoworld on how the traditional huge multi year enterprise software investment and implementation paradigm has changed as a result of competitive pressures, technology (primarily cloud computing), the current economic chaos, and other world events.

Industry consultant Reed sums it up this way:

“‘Empower me. Give me the tools to create differentiating processes that allow me to define myself from my competitors. And make sure that it’s easier for me to do, so I don’t have to hire 100 programmers. Give me the building blocks to put that together quickly, so that it’s just humming in the background, and leave me free to focus on what makes us better than other companies.’ That’s what customers are expecting now and really want.”

Here are some other noteworthy informational tidbits:

The “single global instance” dream dies: One ERP system: a single, global instance of business software applications running our entire business and our business lines, seamlessly uniting our CRM, supply chain and business analytics applications. Efficiencies. Integration. Savings. Fewer headaches. That’s been the dream at many companies and for CIOs since Y2K — a dream most often fed to them by eager ERP vendors.

Bill McDermott, president and CEO of SAP America, stares out the tinted glass wall overlooking the bustling convention floor and then dives into the same pitch he gives the pilgrimaging executives [at SAP's Sapphire event]. “You have ERP,” says SAP America’s CEO. “The next step is to expand it to CRM and the supply chain.” The idea, he says, is to control all the data in a company by standardizing on one system for the front end and using one data source for the back. His pitch reaches its climax when McDermott sounds the message SAP has been trumpeting all week: It’s time to move to a single instance.

In other words, McDermott is telling CIOs to forget the multiple systems their companies use today, rip them out, and replace them with one ERP system — with one data store — that serves the entire company, no matter how diversified or geographically spread out it is. That, he says, is how to get the most bang for your IT buck.

That dream has now faded for many companies. Even at SAP. “I think the concept is evolving,” Say contends. “There’s a pretty open acknowledgement that — is it practical to get to a single instance across all functions of a very large, global enterprise? No. That’s not a realistic goal any more. We’re living in a world where multiple systems have to be networked together, have to communicate openly with each other and need to have sophisticated enough infrastructures on top so that the business can manage it.”

The “more evolved” thinking, Say suggests, is this: Companies can achieve consistencies and efficiencies in their business processes without having to use one singular system that manages the entire landscape.

Call it what you will: software as a service, on-demand computing, Web-based software, cloud computing. Doesn’t matter, because business software experienced via an Internet connection and browser is already here. Resistance is futile, stupid and short-sighted. At this point, however, no one (save for the SaaS vendors, perhaps) is advocating for wholesale rip and replaces of on-premise ERP installs.

But as enthusiasm for traditional, on-premise, expensive and complicated software deployments wanes even further, Web-based software options hosted in either public or private clouds will become even more attractive for companies big and small looking for low costs and easily consumed apps, analysts say

“The supervendors have architected enormous complexity in order to be able to sell across so many different verticals, in so many industries,” says AMR’s Richardson. “I think there’s a need for simplicity, and the Salesforce.com and Workday people get that.”

What is amusing is a quote from an ERP cloud vendor with their “anytime, anywhere access” mantra and slogan as if their one size fits all ERP “suite” message is any different from the mega vendors like SAP, Oracle. The bottom line message of this article is the “big one size fits all software” days are over or numbered at best.

By the end of 2009, Gartner forecasts that global SaaS revenue will reach $7.5 billion, which is an 18 percent increase from 2008 revenue of $6.4 billion.

Looking out even farther, Gartner predicts that the SaaS market will show consistent growth through 2013 when global SaaS revenue will total more than $14 billion for the enterprise software markets.

Two years from then, in 2014, is when Saugatuck predicts big change: “SaaS will become integral to infrastructure, business systems, operations and development within all aspects of user firms, with variations in status and roles based on region and business culture.”

“There are many things happening here that are good for users, good for the IT profession, good for business. It’s just good, good, good,” Pierce says. “You know, what’s slowing this adoption are all the priests of the past — all the preservationists. All the interests that are built up around the edifice that is enterprise software. … Cloud computing is a dream come true.” says Todd Pierce, CIO of Genentech

Acquisitions aside, how will the cadre of ERP vendors approach the future? Like those robots in the Transformer movies, the MISOH cartel, and other traditional ERP entities will have to change their “shapes,” and alter their strategies to stay with the times (and already have, to some degree). That means embracing — rather than resisting — on-demand and SaaS-based computing software-delivery models. And you can bet you’ll be seeing fewer and fewer “cloud computing” rants from big ERP execs, like the one that Oracle’s Ellison gave in fall 2009.

For example, in an odd 2008 interview with ZDNet, Lawson Software CEO Harry Debes proclaimed that the SaaS industry would “collapse” in two years. In the interview, Debes also noted that Lawson was a happy Salesforce.com user. In fall 2009, during an interview with CIO.com, Debes stands by his comments, saying that the feedback from Lawson’s customers at the time, which was that they did not want a SaaS solution, “was compelling.” That’s changed. And today, Debes says, “I’m a very big fan of cloud computing,” though his on-premise business still has a bright future, he contends.

Talkin’ ’bout the next generation

It’s just that the recession and years of questionable return have forcefully introduced a new strategy: Leave the commodity ERP processes to the back office (such as payroll and HR), but make damn sure that front-line users are freed from the banality and inflexibility of the Ghosts of ERP Past.

Industry consultant Reed sums it up this way: “‘Empower me. Give me the tools to create differentiating processes that allow me to define myself from my competitors. And make sure that it’s easier for me to do, so I don’t have to hire 100 programmers. Give me the building blocks to put that together quickly, so that it’s just humming in the background, and leave me free to focus on what makes us better than other companies.’ That’s what customers are expecting now and really want.”

Bill McDermott, president and CEO of SAP America, stares out the tinted glass wall overlooking the bustling convention floor and then dives into the same pitch he gives the pilgrimaging executives [at SAP's Sapphire event]. “You have ERP,” says SAP America’s CEO. “The next step is to expand it to CRM and the supply chain.” The idea, he says, is to control all the data in a company by standardizing on one system for the front end and using one data source for the back. His pitch reaches its climax when McDermott sounds the message SAP has been trumpeting all week:

It’s time to move to a single instance.

In other words, McDermott is telling CIOs to forget the multiple systems their companies use today, rip them out, and replace them with one ERP system — with one data store — that serves the entire company, no matter how diversified or geographically spread out it is. That, he says, is how to get the most bang for your IT buck.

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Gartner Highlights Key Predictions for IT Organizations and Users in 2010 and Beyond

Here are Gartner’s predictions for the coming years in IT:

http://www.gartner.com/it/page.jsp?id=1278413

The most interesting one is “By 2012, 20 percent of businesses will own no IT assets”. The argument they make is that essentially more and more organizations will use cloud computing and refrain from buying their own equipment. Also, more and more users will access corporate data using personal mobile communications and their own laptops. In other words the company will own and control less hardware; the equipment will all be owned and managed by third parties.

This is a surprising and rather aggressive prediction. I agree with the trend and I can see a future in which IT departments focus a lot more on strategic initiatives rather than managing now commoditized IT equipment and infrastructure. Cloud computing is radically transforming the IT function and will have a major unquestionable impact on IT budgets and how IT is perceived within the organization. But 2012 is awfully close. I do not think the transformation will occur so quickly.

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