More Construction Software Conversion Tips

This article highlights more elements that are vital to getting your software up and running quickly and effectively. Following these guidelines and the guidelines posted in the previous construction software conversion tips post  before conversion provides the framework for your implementation and gives you control over the entire process.

Converting Your Data

There are two basic options when it comes to data conversion: manual and electronic. The choice you make will depend on the services offered by your vendor and how much data you want to bring into your new software.

Manual Data Conversion
This option entails manually re-entering specific data into your new software. A time and labor-intensive task, using a team approach can help, especially if your entire staff tackles the data entry with gusto. Some companies choose to bring minimal data over to the new software, keeping their old system around for look-up purposes. In this case, manual data conversion is adequate.

One caveat of manual conversion is data entry errors. Long hours and tight deadlines are a breeding ground for mistakes. Make sure you implement quality control procedures to verify the accuracy of entered data.

Electronic Data Conversion
Electronic data conversion involves the use of technology to bring your existing data into the new software. This option is ideal in many cases and for a multitude of reasons. Less labor-intensive than the manual method, the electronic route benefits smaller conversion teams or more aggressive timelines.

If electronic data conversion is available through your software vendor, give this tool serious consideration. Guidance on how to retrieve your data from your old system should be provided, as well as a listing of acceptable import formats.

Data quality, validation and formatting are key issues with electronic data conversion. Make sure you fully understand what your vendor can and cannot do, what your responsibilities in the process are and what procedures are in place for error checking.

Although electronic data conversion can import master files, job cost history, customer information, vendor details and open invoices in a very short period of time, it does require some technical knowledge. If this is a problem, your vendor may offer technical consulting or services to handle your electronic data conversion for you.

Data Cleanup
The “garbage in, garbage out” principal applies to data conversion. The quality of your converted data will only be as good as the source you import from – whether that import is done manually or electronically. Taking steps to clean up your data prior to conversion gives you the opportunity to:
• Standardize your data (capitalization, abbreviations, acronyms)
• Identify missing or duplicate records
• Purge unnecessary data
• Reformat your data if necessary
• Evaluate for corrupted information
• Test your data’s validity when exported

Testing
Testing your converted data is just as crucial as data cleanup. Manually or electronically entering data into a test database on your new system gives you the chance to evaluate critical processes and review vital reports for accuracy.

Think of testing as a practice or dry run for the real thing. Verifying data integrity, running queries and comparing reports in the new construction accounting software with those from your old system are just a few safeguards gained by testing. The end result? Issues can be identified and corrected before going live.

Tip: Consider hiring temporary help during your conversion to assist with data entry or to provide day-to-day business support during this time.

Training

Once your software is installed and your data converted, training is the next phase in your implementation. Do not cut corners on training. Adequate instruction on the functionality and features of your new software will lay the foundation for continuous improvement in your workflow processes.

On-site training will be your best option for hands-on learning using your own data. Start with training on the core modules such as job cost, payroll, accounts payable and accounts receivable. Once these fundamentals are mastered, you can begin to roll out your additional program modules.

Follow-up training can be done on the phone, via e-mail or perhaps another on-site training session. Proactively improving knowledge of your new system will result in a more complete implementation, providing a strategic advantage to enhance your construction management processes. In any case, heed your vendor’s recommended training guidelines for the system you have purchased.

Tip: Consider on-site training “refreshers” once a year, when you upgrade to a new version of your software or when you experience staff turnover.

A Continued Partnership

Long after your go-live date has passed, your relationship with your vendor will continue. Nurture that relationship whenever possible. Communicate enhancement requests to the development team. Offer to be a reference for prospective clients. And if regional or national user conferences are planned, attend them if you can.

Construction accounting is a complex environment. The time and monetary investments made in a new management system are commitments to your long-term profitability. Building a partnership with your vendor will contribute to your ongoing success.

Successful Construction Software Conversion Tips

Implementing new construction management software can be a significant challenge. To ensure success, it’s important to fully understand your business objectives regarding the new software and develop a plan to meet those objectives.

This article outlines some elements that are vital to getting your software up and running quickly and effectively. Following these guidelines and strategic planning suggestions before conversion provides the framework for your implementation and gives you control over the entire process.

Assemble Your Team

Your conversion team should resemble a pyramid of sorts. With a team leader at the top, followed by layers of support personnel with various levels of involvement, you will create a strong foundation for positive results.

Conversion Lead
Your in-house conversion lead is the primary contact between your company and your software vendor. This might be the company owner, CFO or controller. This person should play an integral role in using the new software and will be responsible for keeping your implementation on track.

Top Level Managers
The next layer of your team is comprised of the top-level managers. Some examples would be the controller (if he or she isn’t your conversion lead), chief project manager, equipment manager and service manager. These individuals will provide valuable input on what they need from the new software to most effectively perform their jobs.

Data Entry Staff
At the base of your pyramid is your data entry staff. During your conversion, it’s important to include staff that will use the construction project management software on a daily basis. Discuss current processing procedures and identify ways that the new software can improve or streamline work flow.

In addition to these core groups, make sure you include other personnel at some level. This from-the-top-down approach to assembling your conversion team will effectively gain company-wide commitment and support for your implementation.

Tip: consider bringing in your outside CPA as an additional team member or consultant.

Get Software Vendor Assistance

The most knowledgeable source for conversion assistance is your software vendor. With hundreds or thousands of implementations under their belt, your vendor can provide invaluable guidance every step of the way.

If a conversion or implementation manager is available through your vendor, take advantage of their experience. Use vendor-supplied conversion checklists and do the legwork suggested to best prepare for your transition.

Resources offered by your vendor are worth the financial investment and will deliver a significant return on investment.

Tip: Get your vendor’s recommendation on where to order new checks and forms for your software.

Create a Timeline

With your vendor’s assistance, create a detailed timeline for your implementation. List everything that needs to be done, start to finish. Brainstorm with your entire in-house team to gather additional to-do items; the more thorough your list, the greater your chances are for success.

It may help to designate general categories to organize your thoughts. Some examples include: Pre-Installation, During Installation, Data Conversion, and Training Topics. Hardware and software installation dates and are just a couple of specific timeline items for consideration.

Conversion is an excellent time to evaluate your current chart of accounts and cost codes, and to make changes if needed. Adding these items to your timeline will prompt you to review and revise before it’s too late.

Develop your timeline in calendar format with hard dates or date ranges for each milestone. Assign a team member to each item, making sure your conversion lead checks in frequently.

As you create and complete your timeline items, it will be important to ask questions. Communicate with your vendor and conversion team by asking: Are we on track? Are there things to add to the timeline? What potential pitfalls or delays can we anticipate and avoid?

Tip: Don’t forget to add your “Go Live” date to your timeline.

These are only a few tips for a successful software conversion.  There are several other things that you can do to ensure a successful conversion to new software.  I plan to return to this topic at a later date.

Choosing Between Construction-Specific Accounting Software and Generic Accounting Software

Trading up from a small business bookkeeping package to a full construction accounting software system is going to ask a lot from you in terms of time and expense. The issue comes down to – do you want to go from simply recording job data into your accounting system or do you want to proactively manage jobs, deadlines, and costs using software specifically designed for your industry?

Here are some questions to ponder before you take the leap.

In addition to the capital expenditure required to purchase mid-market construction software, are you committed to providing the resources required to be properly trained on the new software? That means spending the money and having staff who have the right attitude and skills to learn the new system.

Furthermore, are you committed to getting all the requisite job information into the system to give you the output needed to better manage your jobs?

What is driving your initial interest in construction-specific software? Is just because you think you need it ?  Or do you have job experiences that went bad because you did not track your estimated costs to your committed costs? Or have you just been lucky so far ? Does your current job costing system not recognize costs at the time of commitment but only when you receive the bills or when you pay your labor?

How do you handle your Progress Billings? Do you create your Progress Billings separately from your accounting system?  Where do you maintain your schedule of values ? What system do you have in place to ensure that all costs incurred are actually billed?

What type of job purchasing controls are in place to ensure that committed costs do not deviate from your estimated costs? Is your purchase order and subcontract system allowing you to job cost at the time of commitment?

How does your estimating process work? Do you have dedicated construction estimating software or is it all spreadsheet based and very specialized? Do you have a handle on tracking estimating costs and revisions against your job ledger?

Where do you store all of your job file information and documents? Do you see any advantage in maintaining all of this in a construction software package? What is your litigation exposure for incomplete job files?

Has new management been added? One of the key drivers for seeking out new software is new management. A new CFO or Controller may recognize the need for better information systems and may even have been brought in for that purpose.

Is your company growing? Growing companies will stretch and eventually break the boundaries of a small business package in terms of transaction volumes and functionality. A classic example is the need for integrated project management and document control. What needs to be in place for you to manage the performance of your projects?

Finally, and perhaps most important for many, is the surety issue for performance bonds. Surety coverage demands detailed metrics for job costs and job progress. In many cases, this type of detail simply cannot be provided without a robust  industry package.

How much can you justify spending? Some metrics suggest that you can afford 2 – 3% of net revenues but if you are struggling to manage your business due to the lack of realtime information, you may be able to justify more.

How will you find the most appropriate options? If you surf the web you may identify dozens of products that look like they might work for you.  You now have a two step challenge; identifying who to put on your shortlist and then making a final choice between them. This is not a simple task. Often, users actually become more confused as they go through their research instead of less due to all the claims and counterclaims of competing vendors. That means you need someone on staff that has the time to invest and knows how to navigate the muddy waters.

Who is in charge of the search?  Sometimes the person(s) tasked to find the new system may be selected simply because they are the most convenient, least cost choice. A bookkeeper/accountant or office manager usually does not have the breath of experience to handle a major project like software evaluation and selection.

The best choice to lead the project is someone who understands all the operational and accounting aspects of the business, has strong communication skills and who has the full confidence of the decision makers.

Evaluating Construction Software? 10 Traps to Watch Our For

There are some pretty major differences in how software for contractors operates. Some of these differences are significant; others are not that critical to the methods of operation by the contractor. How does this net out for the contractor looking for software? What are the implications? One has to first of all know his/her particular business, i.e. what your requirements are for running the company, and to pay close attention to the details when looking at packages so that your business methods are not in conflict with the software you select. This sounds like a simple task but this is no small order when shopping for software.

Accounts Receivable

What kind of billing do you do? Do you issue time and materials or cost plus invoices? In either case, you’ll want to check how the system integrates job cost with billing and how much flexibility it provides in modifying your invoices. Do you issue draws in AIA format? Do you do service work and have a need for invoices to be issued from work orders?. Based on your key operational requirements you’ll want to concentrate on how the prospective package handles those requirements.

General Ledger/ Financial Reporting

Areas that distinguish systems are in the areas of budget tracking (multiple budgets and revisions), intercompany accounting for use with multiple entities (with automatic intercompany entries based on a single journal entry). You will also want to pay close attention to the report formatting capabilities. Does it handle basic column formats only or will it also let you do row formatting with calculations? Key issues for reporting are ease of use and power. Most of the time custom reports will have to built to meet all your reporting needs.

How easy is it to handle consolidations? Do you need to roll all entities together with automatic eliminations or is it a matter of combining specific companies? You should see how easy it is to accomplish this in the different packages.

Cash management can range from simple cash flow projections to full blown cash management capabilities including complete bank reconciliation, cash flow reports and float information on bank accounts. Some systems will even include cash flow projections based on outstanding AP, AR and PO’s. Some systems have separate cash management options while in others this function is within the general ledger or accounts payable modules.

Only a few packages can handle foreign currency requirements.

Payroll

Union payroll is a big item for contractors. Be sure to evaluate how the software computes union benefits and deduction calculations. Most systems are pretty flexible. Just be sure the construction software can handle the way the union does it (e.g. deduction percentages taken before or after taxes). Union reports are another potential stumbling block. Some system are very flexible, and can report to a specified union format, while others can be more challenging. If the vendor cannot perform the format you need out of the box, it may take a lot of work for you to create the necessary union reports!

Collecting payroll data from remote locations is another major differentiator. The first issue is how is PR data collected at the remote site (e.g. time card machines, computer entry, etc.)?  The next question is how to get the data from the field to the home office computer. Variations here can involve batch file transfers, direct entry from the field to the home computer via special server software and the like. Look at the need for real-time information and the amount of effort needed to make the transfer. Some packages may even offer a web interface for data entry/reporting from remote locations.

Similar to GL, making inter company payroll entries where one entity processes the payroll for other entities can be a major item for some companies. You’ll want the system to make all necessary inter company entries for you. Most systems can handle all the basic PR tax reports.

Accounts Payable

An important issue in AP is the early warning (also known as “alerts”) capabilities of software. For example, you may want the system to warn you on subcontractor insurance expiration dates or when an expense transaction causes you to go over budget. Different systems provide different levels of warnings during invoice entry.

Another area is how vendor invoices are selected for payment. Some contractors need a “pay when paid” capability where invoice payment is determined when the contractor is paid by the customer for a project, and not  just by  invoice due date.

Integration between Accounts Payable and Purchase Orders

What are your needs for updating purchase orders and creating AP vouchers? Systems handle receipts against PO’s and voucher creation differently. Some systems will automatically create a voucher based on a PO receipt and let you set tolerance levels for acceptance. Also, commitment accounting is important for most users who want to be able to track purchase orders against budgets and receive a warning when an AP entry causes them to exceed budget!

Another interesting variation is how the system handles unapproved invoices. Some will let you set a flag to indicate they have not yet been approved and will not post to job cost or GL until they are approved. Some systems will even offer “Compliance groups.” These are user defined parameters (e.g. receipt tolerances, cutoff amounts for subcontract, etc) set up for subcontracts and PO’s which will check to see that invoices entered meet compliance for that group. When compliance is exceeded, the system issues an alert to the operator.

Job Cost

The main issue for job costing is integration. You will want to carefully investigate integration between job cost and other modules such as scheduling, project management, and estimating. How easy is it to move data between these applications and to make changes? This is particularly important for larger contractors. Project management and document control is another major need for contractors. Users want to move to a paperless office.  Does the package support this? Some of the packages support web-based project tracking and updating.

Input and Uses of Percent Complete Reports.

How detailed do you want these to be? Some systems will project cost to complete by cost distribution based on different factors.

Job cost reporting is an area where major differences exist between systems. You’ll want to review the system’s standard job cost reports to understand the data source for the reports and how easy it is to develop new reports or modify existing ones. Some users want to be able to override the data fed into the job costs to complete based on one-time events that the system does not take into account.

Equipment

How do you want to handle tracking equipment costing and preventative maintenance? Do you want a visual maintenance tracking system? Do you need to charge equipment usage to jobs? Some systems will track tool usage through their equipment modules. How does the system handle depreciation costing? What are your needs for integration between PO and equipment for purchases of parts for maintenance?

Inventory

Systems vary in inventory costing capabilities. Some systems provide a variety of pricing mechanisms (i.e. LIFO and FIFO), while others are limited. Can you update inventory with an outside pricing service? It is also important to gain an understanding between the integration (or lack of it) of the inventory, purchasing and estimating databases.

Purchase Orders

Some systems can create PO’s based on estimates. This sophisticated capability is important for homebuilders. Another consideration is how the system handles PO backorders.

Summary

When choosing software, it is crucial that users focus on looking at product differentiators that match closely with user priorities. That is the only way you can be sure you are going to get what you need from a given vendor.

Test Your Construction Software Selection IQ

Think you’re well-prepared to launch your search and selection for new construction management software? Take our quick quiz to test your construction software selection IQ!

Question: Which references are more valid?

1. Companies who have used the construction software for many years
2. Companies who have installed the system within the last 12–1 8 months

Answer: 2. Recent references are best. The older ones have worked out any problems long, long ago.

Question: What one factor below has the best chance of guaranteeing your software selection success?

1. Buying at the right price
2. Getting good references
3. Past experience working with a system
4. The database it uses
5. Number of installations
6. None of the above

Answer: 6. A single factor cannot guarantee your success. Although this may seem like a trick question, you’d be surprised how many people think otherwise!

Question: You really can’t go wrong buying a recognized brand name with thousands of installations — True or False?

Answer: False. There are plenty of unhappy people using well known systems.

Question: The system’s database doesn’t matter as long as the software does what you need it to do — True or False?

Answer: False. Eventually, older databases stop being supported or become incompatible with more current operating systems (like Windows Vista). They may also lack full Windows conventions like opening multiple windows, performing searches, optimizing communication and navigating the screen.

Question: Who is the best person to lead an construction software selection project?

1. IT Manager
2. CFO or construction manager
3. CEO
4. Outside consultant
5. The person with the most time to work on the project
6. It depends

Answer: 6. The best person to lead your software search is the one who has relevant experience evaluating and implementing software and thoroughly understands your company’s needs. Choose that person wisely.

Question: What is the main reason why a software initiative fails?

1. Not enough time is allowed for proper training and installation
2. Bad fit for the business
3. Employee resistance to change
4. Staff turnover
5. Vendor misrepresents product capabilities
6. Lack of due diligence

Answer: 6. Although a failed construction software initiative is usually the result of a combination of all six factors, the most important reason is lack of due diligence on the part of the buyer.

Question: A Web demo of the construction software is the best way to begin your evaluation — True or False?

Answer: False. Requesting a Web demo is actually one of the last things you should do when evaluating construction software. Schedule demos only after defining your requirements, checking construction software reviews, and screening possible vendors using targeted questions.

Question: What is the most important criterion when selecting your software vendor?

1. A lot of installations
2. A large vendor with deep pockets so you know they’ll stay in business
3. Local support
4. A well-delivered demo presentation that answered your questions
5. A good recommendation from a reference
6. None of the above

Answer: 6. No single factor can guarantee satisfaction with your software vendor. Consider a variety of criteria when choosing a technology partner.

Question: A 30 or 60-day guarantee is adequate protection for your investment — True or False?

Answer: False. It is virtually impossible for any buyer to discover enough about the software within 30-60 days to know if it will be a satisfactory long term solution. But even if a vendor offered you a one-year guarantee, why would you want to invest 12 months of your time and resources without getting any return on your investment – even if you could return it? Do your homework up front and the 30-60 day guarantee won’t matter.

Is Your Construction Software a Profit Center or an Overhead Expense?

In the competitive world of construction, profit margins are tight. Jobs, service calls, employee productivity, and even your business tools must contribute to company profitability. This article highlights several critical capabilities that will help you determine whether your current construction software is a profit center or just another overhead expense.

Job Cost
The core of a profitable contracting business is job costing. The more accurate your cost in-formation is, the better you will be at managing your jobs for profitability.

Capabilities checklist:

* Job cost projections are easy to produce on a regular basis
* Provides early warning system for jobs that are off track
* Real-time access to actual costs is readily available

Project Management
Project management is all about detail tracking. Let a few RFIs or change requests slip through the cracks and you might find your crew working for free. Automated construction project management software will ensure that changes to the original contract are documented, approved, and invoiced for profit.

Capabilities checklist:

* Tracks job details in a single, easy to access database
* Change orders are tracked from initial RFI or directive to invoicing
* Forms provide turnkey production of submittals, RFIs, change requests, and more

Service Management
For contractors that perform service work, technology is readily available to support technician performance, enhance customer service, and automate billings. Taking advantage of this technology can produce a significant ROI while enhancing your company’s reputation as a cutting edge service provider.

Capabilities checklist:

* Dispatching allows for greater technician efficiency
* Streamlined billing for fast payment turn-around
* Advanced technology such as GPS tracking of service trucks or mobile communication with technicians that allows for real-time data exchange

Reporting
How well does your software deliver the information you need to make critical and timely business decisions? Catching problems such as cost over-runs early is imperative to maintain profit margins. Reporting should provide easy access to real-time information and offer the flexibility to customize delivery to meet your unique business objectives.

Capabilities checklist:

* Comprehensive standard reports and inquiries
* Custom reporting options to meet specific needs
* Owner/management overviews available for at-a-glance job assessment, with drill down to detail

Integration
Solid communication between your accounting, operations, and service staff is the glue that binds construction to profitability. Integrating your core technologies makes this communication possible.

Capabilities checklist:

* Single database equals single data entry, flexible reporting
* Allows for enterprise wide collaboration between accounting, service and operations by putting everyone on the same financial page
* Lowers administrative overhead

Profit or Expense: You Decide
Take time to evaluate how well your software streamlines work flow, automates processes, and provides real-time job information for informed decision making. If your program doesn’t provide you with many of the capabilities listed here, it may be time to consider whether your construction management software is a profit center or overhead expense.

5 Hidden Construction Software Costs

The cost for new construction software is not as obvious as you might think. While the price for the software itself is usually stated up front, there are a number of “hidden” costs associated with buying new software that aren’t always talked about. These costs, which can be hard dollar expenses or less tangible economic expenditures, should be factored in to arrive at your true cost for new software

1. Training and Implementation Costs
Construction software buyers are often naive about training and implementation costs, which are usually a 1:1 ratio to the software cost. (This means that a $10K system will probably cost about $20K by the time training and implementation expenses are added in.) The more complex the software system is, however, the higher the ratio will be. The ratio for these costs can go as high as 1:5 for systems on the highest end of the complexity scale. One of the biggest mistakes made, especially by smaller companies, is to try and save money by skimping on training and implementation assistance. Not planning for this cost almost always comes back to haunt you.

2. Staff Upgrades
Although existing employees are usually expected to operate new construction software, sometimes it’s necessary to hire people with greater skills to run the system. If this happens to you, expect increased payroll expenses. As part of the software evaluation process, you must evaluate your staff capabilities carefully if you wish to avoid this “hidden” cost. Who seems confident and ready to take on a new system and who is frightened or holding back? The competence of your staff and their willingness to learn the new system are every bit as important as the software itself.

3. Ongoing Maintenance Costs
Once you buy construction software, you will most likely incur an annual fee by your vendor for maintenance. Annual software maintenance fees usually cost between 18 and 24 percent of the software price. But there are other, “hidden” maintenance fees to be aware of such as paying to having custom reports written. Put money in your budget for these items so you’re not taken off guard when the bill comes in!

4. The Cost of Buying Wrong/Less-Than-Optimum Software
Although buying the wrong software, or a system that is less-than-optimum for your needs, is not a true out-of-pocket, measurable cost related to construction software, it is a real expense. Suppose, for example, that certain types of ongoing transactions are very cumbersome to perform in your new system and take an extra hour per week to do. This drags down staff efficiency and adds to their frustration. Another example would be running a project management system that’s not integrated with accounting. This will require duplicate data entry to keep both applications synchronized. Consider these “hidden” costs and avoid them if possible.

5. Spreadsheets
Another “hidden” cost of construction software relates to employees using special spreadsheets to manage data because they don’t like the way the new system performs. For example, if the equipment module lacks certain features for maintenance scheduling, your staff will be tempted to use a spreadsheet as a workaround instead of trying to make the software work. Another common example is using a custom spreadsheet for estimating rather than an industry-specific estimating program. Work toward eliminating spreadsheets.

No Cost Surprises
Taking a realistic look at the true costs associated with new construction project software will save you from surprises down the road. Training pays for itself very quickly and various maintenance costs protect your investment. Wean employees off their favorite spreadsheets and focus on using your new software to increase efficiencies throughout your organization.

Construction Management Software Strengthens Project Management

Things are hopping in the construction software industry. Mid market vendors (who address the $5M -100M market) are working hard to add and enhance project management features to their products. Why? Because it’s what contractors need to run their operations more efficiently.  Adopting “best practices” can improve paper work flow and provide better access to information to control jobs.

But the overall benefit of a robust project management solution is a lot more than just managing paper.  It’s also about monitoring data on a real-time basis. In computer parlance, real-time is about information being available at the time it is created. In past times paper time sheets were completed in the field to capture job labor.  This is still the case for many contractors.  These time sheets are sent to the office where the information is either keyed into the job costing ledger or into the payroll system, where the information sits until the payroll is run. With newer technology you can use a PC, a tablet PC, terminal services or a web-based system to capture the data from field offices where it can be immediately sent to the server computer and posted to job cost. The data is now available for more timely progress billing, up to date cost to complete reporting and accurate budget analysis. Bonding agents, who often push for more complete and up to date information systems, also appreciate this kind of capability!

Let’s take it a step further with project management that involves contracts and documents such as change orders, RFI’s and submittals. This paperwork can be created and tracked via a collaborative online project management system. Since these documents require approvals, project managers can route them to the staff for handling, note making, approvals, and so on.  Project managers can also have the documents appear in the “to do” queue for staff where they can be seen, annotated, or forwarded to other parties as necessary.

A construction project management software system can also be used to scan in documents such as changes, purchase orders, and vendor invoices and attach them to any associated transaction. The document is stored and becomes part of the transaction record for reference purposes if any questions come up. For example, let’s say an invoice is received with a price that does not match the original PO. You will be able to access the original PO, attach it to the vendor invoice transaction, and have supervisors view it before approval.  Furthermore if the document involves a change to the budget (e.g. a change order or pending change order) the project management system can be used, at the option of the user, to update the budget as soon as it is created.

Another current technology is the ability to monitor job schedules through Gantt charts with critical path information.  This technology also allows users to write notes about the schedule with a live link to job cost for transactions that affect job costs and forward them to project managers for action.  This capability was previously only available in very high end, expensive, solutions.

Other useful applications that can be found in some midmarket products include tracking small tools usage and costing; work order creation from the field; and invoicing and payment collection.  All these new areas can lead to a vastly more productive operation with a reduction of paperwork and more timely information for managing jobs.

* A conversation with President John Meibers of ComputerEase was very helpful in preparing this article

Identify Your Construction Software Champion

This construction software article has been removed.  Please see ‘How to Select your Construction Software Champion‘ at:

http://www.constructionsoftwareguides.com/2008/09/how-to-select-your-construction-software-champion/

Construction Software Integration Issues – Contractors who Manufacture

It is not uncommon to find contractors who manufacture the products they install for customers. Some examples include structural steel, custom cabinetry and furniture, and various kinds of low voltage products. Prospective buyers of software with this profile will often have fabrication and assembly job shops that design the products to the customer’s specifications and then have an installation department to install it at the customer’s site. Providing professional design services and providing estimates and quotes are something that contractors and manufacturers often have in common.

Having one piece of construction accounting software that will cover both ends of the business seems like a sensible way to approach a new software solution. After all, both involve job cost, only one is job cost for manufacturing and the other is job cost for construction. Unfortunately, even though both have job cost tracking needs there are many other issues that make it very unlikely that a single software solution can run both aspects of the business successfully.

First, scheduling manufacturing jobs involves a different set of constraints than construction. You are usually dealing with machines and work centers as well as individuals.  Jobs shops often have rush jobs that have to be inserted into the job queue.  In turn, the software has to show how other jobs are affected by the change in priorities. This is not something that is feasible for most construction jobs which involve much longer lead times and many more variables (such as using subcontractors).

Second the cost accounting is different. Manufacturing job costs include direct labor, direct materials, and some kind of overhead allocation.  In manufacturing, work in process costs should be accumulated as the job moves from one work center to another.  These costs are assets on the balance sheet until the job is completed and shipped. Thus, inventory costs change as the job progresses. Furthermore, manufacturers need to know job progress and be able to project a promise date to the customer.

In construction, revenue and costs can be recognized on a percentage complete or completed job basis.  A general contractor often will not record costs until he is invoiced by the subcontractor.  He will be most concerned that costs to date on the job are in line with the total projected costs to complete the job, as well as over or under billings on the job based on total projected estimates and actual costs to date.  This kind of cost breakdown is not practical in a manufacturing operation.

Construction software records jobs, phases, and cost types in a linear fashion as jobs progress.  It is possible to capture costs on a real-time basis as they occur with the right software and processes.

The construction side of the business usually has to deal with project management issues like change orders, RFIs and submittals, which are not relevant for manufacturing.  Construction management software may also record retainage for jobs and do progress billing, which manufacturers don’t do.

Finally, manufacturing quoting will often involve a multilevel bill of materials which is not normally done for a construction job.  Engineer to order manufacturers want to keep track of engineering change orders, revision history, and associated drawings which is not covered by construction software.

In conclusion, although  the term jobs and job costs are used in both manufacturing and construction, the fact remains that the nature of the businesses is different.  We recommend that each aspect of the business use software specific to its specific needs and pass any transactional information between the  two as though they were completely independent businesses. Any intercompany transactions would be eliminated upon consolidation.