This document provides guidance on selecting and implementing a job costing and project management system. It discusses identifying business needs and key considerations for flexibility, functionality, supplier selection, and implementation options. Impacts on various roles are also covered, including finance directors seeking profitability reporting and account handlers needing quick access to client information. The goal is to help buyers choose a system that best meets their needs and delivers returns through increased control, visibility, efficiency and profitability.
The basics of Marketing Automation are presented along with three shifts that are being seen in the association/non-profit marketing market that organizations need to adopt. Several types of marketing automation programs are explained. Keys to marketing automation success involve segmentation, aligning operations to buyer behavior and using journey maps and buyer personas to better understand who you are targeting and what will entice them to take action.
Time and Attendance Software- A Business.com GuideBusiness.com
Ā
The days of the punch clock have gone the way of the rotary dial phone and Atari computer games. Instead of laboriously compile paper cards and manually recording hours, save yourself the headache and invest in Time and Attendance Software. Use this Business.com guide to help you manage your employees- from clocking time sheets to payroll processing and managing absences.
The basics of Marketing Automation are presented along with three shifts that are being seen in the association/non-profit marketing market that organizations need to adopt. Several types of marketing automation programs are explained. Keys to marketing automation success involve segmentation, aligning operations to buyer behavior and using journey maps and buyer personas to better understand who you are targeting and what will entice them to take action.
Time and Attendance Software- A Business.com GuideBusiness.com
Ā
The days of the punch clock have gone the way of the rotary dial phone and Atari computer games. Instead of laboriously compile paper cards and manually recording hours, save yourself the headache and invest in Time and Attendance Software. Use this Business.com guide to help you manage your employees- from clocking time sheets to payroll processing and managing absences.
Improve Service Quality Through Enterprise Feedback ManagementSpectos GmbH
Ā
How are companies improving their service quality with enterprise feedback management systems? Spectos has compiled a list of tips and hints about how to improve company performance by measuring customer satisfaction.
A new ERP system will change your organization. Looking at it through a narrow IT prism may be it's demise. ERP is about people and processes and it is essencial to take them into account when planning a project
Business Results from using Clear Direction Assessment Profileunificoaching
Ā
ClearDirection is an assessment profile tool that I use to help clients identify motivations, values and thinking styles. The insights also save businesses a lot of money!!
2019, May 23rd, UpCRM MĆ¼nchen CRM for non profit organisationsYves Leblond
Ā
Yves Leblond, Director of Innovation of UpCRM, a salesforce.org and salesforce.com gold partner, presented during an event dedicated to salesforce CRM implementation for non-profit organisation some insights coming from 10 years of UpCRM project implementation in both the non-profit and commercial sectors:
ā Everything starts with a clear and strong vision, which gives the impulse and the direction.
ā This vision must be supported by a simple, clear and well-designed architecture around open, agile and scalable solutions.
ā However, vision and architecture are useless if not supported by a well-defined execution path, including technical but also organisational aspects.
ā This execution path has to support a progressive evolution of the implemented CRM, with a strong focus on delivering value early and over time, at later project stages, to all organisation stakeholders: Donors, volunteers, employees, supporting funders, and others.
ā Keeping things under control is key: The CRM will be used for many years. The organisation has to develop and preserve the knowledge and understanding of the solution, the data, and the best ways to use them, especially in a growing and fast evolving organisation. Someone has to be in charge of this strategic asset of the organisation. The CRM is not a Ā« buy and forget Ā» kind of second importance tool.
ā Team on-boarding needs attention too: Investing into training, support, and advice will strongly increase both the productivity and motivation of CRM users.
ā And finally, everything is about the correct timing: The rhythm of the CRM implementation has to be in sync with the rhythm of the organisation. The project shall be given the time and attention required for success. Especially to get benefits from the important contributions of the organisationās key people who bring their expertise and knowledge to the implemented solution.
A CRM project is an implementation for the long run !
Let's discover more with UpCRM : www.up-crm.com
Your Business Process Automation Cheat SheetEverteam
Ā
Business process automation is your answer to achieving efficiencies in cost, resources, and investment. Itās about combining the advantages of technology with the knowledge of employees to support customers quickly and properly. But what is business process automation (BPA) exactly? Weāre glad you asked.
Surviving the Software Selection ProcessAnthony D'Ugo
Ā
I presented at a CMA Ontario professional development event to 50+ attendees on Dec 3, 2009, and again on Dec 17, 2009 due to a sold out first session with an accompanying waiting list. I shared insights and approaches with the attendees to help them find opportunities to reduce the costs, risks, and time associated with software evaluation and selection. I was then asked to write an article on the topic for the CMA Ontario Member Newsletter because of the high level of interest from their members - published on Jan 2010.
Increasing project success rates using project behavioral coachingWGroup
Ā
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coachingā¢ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
The Business Case for Workforce Management Solutions - White PaperInfor HCM
Ā
The widespread adoption of dedicated Workforce Management (WFM) solutions continues to gain momentum as organizations increasingly recognize that the level of control and visibility needed in managing their workforce resource is rapidly outstripping the capabilities provided by existing HR applications and processes. Unlike many other areas of their operations that have for a long time seen the adoption of sophisticated solutions to optimize value (such as Enterprise Resource Planning, Supply Chain Management, Customer Relationship Management, Business Intelligence, Business Process Management and so forth) - the management of the underlying human resource has remained a largely administrative, and often manual, undertaking. In our view this is a situation that has to change if organizations are to maximize the value from their workforce resources, while at the same time minimizing its cost and risk. To achieve this, organizations need to have a much greater level of visibility and control of their workforce resources and workforce processes. Without the underlying support that a capable Workforce Management Solution can provide, this can be difficult, if not impossible to achieve. As a result, the demand for Workforce Management Solutions is growing rapidly as organizations increasingly turn their attention to the ability of their workforce management processes to support some of their most pressing operational and strategic challenges.
This trend is also being driven by the evolving role of HR within organizations. What was traditionally regarded as purely an administrative function, HR teams are now being required to take a more strategic position as organizations increasingly recognize the impact of their workforce and its activities on their operational and strategic performance. As a result, HR responsibilities are extending beyond their traditional boundaries and are now becoming closely involved in helping to drive greater value from their workforce operations. Yet just as the role of HR is evolving, so too does the need for the IT solutions and service capabilities which are required to support, or even enable that transition to happen. If HR is able to successfully fulfill this new mandate, they must also take a fresh look at the tools and methods which are currently available to them.
This, the most recent Agency Food report
compiled by The Agency Works with the
highest level of response to the industry survey
weāve had to date, gives a detailed insight into
Agencies in the Creative sector, looking at the
outlook and current perception of their trading
landscape in Q1 2016, versus Q1 2015.
Improve Service Quality Through Enterprise Feedback ManagementSpectos GmbH
Ā
How are companies improving their service quality with enterprise feedback management systems? Spectos has compiled a list of tips and hints about how to improve company performance by measuring customer satisfaction.
A new ERP system will change your organization. Looking at it through a narrow IT prism may be it's demise. ERP is about people and processes and it is essencial to take them into account when planning a project
Business Results from using Clear Direction Assessment Profileunificoaching
Ā
ClearDirection is an assessment profile tool that I use to help clients identify motivations, values and thinking styles. The insights also save businesses a lot of money!!
2019, May 23rd, UpCRM MĆ¼nchen CRM for non profit organisationsYves Leblond
Ā
Yves Leblond, Director of Innovation of UpCRM, a salesforce.org and salesforce.com gold partner, presented during an event dedicated to salesforce CRM implementation for non-profit organisation some insights coming from 10 years of UpCRM project implementation in both the non-profit and commercial sectors:
ā Everything starts with a clear and strong vision, which gives the impulse and the direction.
ā This vision must be supported by a simple, clear and well-designed architecture around open, agile and scalable solutions.
ā However, vision and architecture are useless if not supported by a well-defined execution path, including technical but also organisational aspects.
ā This execution path has to support a progressive evolution of the implemented CRM, with a strong focus on delivering value early and over time, at later project stages, to all organisation stakeholders: Donors, volunteers, employees, supporting funders, and others.
ā Keeping things under control is key: The CRM will be used for many years. The organisation has to develop and preserve the knowledge and understanding of the solution, the data, and the best ways to use them, especially in a growing and fast evolving organisation. Someone has to be in charge of this strategic asset of the organisation. The CRM is not a Ā« buy and forget Ā» kind of second importance tool.
ā Team on-boarding needs attention too: Investing into training, support, and advice will strongly increase both the productivity and motivation of CRM users.
ā And finally, everything is about the correct timing: The rhythm of the CRM implementation has to be in sync with the rhythm of the organisation. The project shall be given the time and attention required for success. Especially to get benefits from the important contributions of the organisationās key people who bring their expertise and knowledge to the implemented solution.
A CRM project is an implementation for the long run !
Let's discover more with UpCRM : www.up-crm.com
Your Business Process Automation Cheat SheetEverteam
Ā
Business process automation is your answer to achieving efficiencies in cost, resources, and investment. Itās about combining the advantages of technology with the knowledge of employees to support customers quickly and properly. But what is business process automation (BPA) exactly? Weāre glad you asked.
Surviving the Software Selection ProcessAnthony D'Ugo
Ā
I presented at a CMA Ontario professional development event to 50+ attendees on Dec 3, 2009, and again on Dec 17, 2009 due to a sold out first session with an accompanying waiting list. I shared insights and approaches with the attendees to help them find opportunities to reduce the costs, risks, and time associated with software evaluation and selection. I was then asked to write an article on the topic for the CMA Ontario Member Newsletter because of the high level of interest from their members - published on Jan 2010.
Increasing project success rates using project behavioral coachingWGroup
Ā
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coachingā¢ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
The Business Case for Workforce Management Solutions - White PaperInfor HCM
Ā
The widespread adoption of dedicated Workforce Management (WFM) solutions continues to gain momentum as organizations increasingly recognize that the level of control and visibility needed in managing their workforce resource is rapidly outstripping the capabilities provided by existing HR applications and processes. Unlike many other areas of their operations that have for a long time seen the adoption of sophisticated solutions to optimize value (such as Enterprise Resource Planning, Supply Chain Management, Customer Relationship Management, Business Intelligence, Business Process Management and so forth) - the management of the underlying human resource has remained a largely administrative, and often manual, undertaking. In our view this is a situation that has to change if organizations are to maximize the value from their workforce resources, while at the same time minimizing its cost and risk. To achieve this, organizations need to have a much greater level of visibility and control of their workforce resources and workforce processes. Without the underlying support that a capable Workforce Management Solution can provide, this can be difficult, if not impossible to achieve. As a result, the demand for Workforce Management Solutions is growing rapidly as organizations increasingly turn their attention to the ability of their workforce management processes to support some of their most pressing operational and strategic challenges.
This trend is also being driven by the evolving role of HR within organizations. What was traditionally regarded as purely an administrative function, HR teams are now being required to take a more strategic position as organizations increasingly recognize the impact of their workforce and its activities on their operational and strategic performance. As a result, HR responsibilities are extending beyond their traditional boundaries and are now becoming closely involved in helping to drive greater value from their workforce operations. Yet just as the role of HR is evolving, so too does the need for the IT solutions and service capabilities which are required to support, or even enable that transition to happen. If HR is able to successfully fulfill this new mandate, they must also take a fresh look at the tools and methods which are currently available to them.
This, the most recent Agency Food report
compiled by The Agency Works with the
highest level of response to the industry survey
weāve had to date, gives a detailed insight into
Agencies in the Creative sector, looking at the
outlook and current perception of their trading
landscape in Q1 2016, versus Q1 2015.
How to Evaluate Solutions and Build your Evaluation CommitteeBlytheco
Ā
In the fourth installment of the series "Are You Ready for Replatforming?", we take a look at a formalized process for creating criteria and steps for making an ERP or CRM solution transition, including who should be involved in the process and how they should participate.
Get this How-To Guide and access over 350 premium-quality tools & templates for business at https://www.demandmetric.com/user/register JOIN FREE to get practical on-the-job resources and training plus all of our guides, methodologies, webinars and featured tools & templates.
Needs assessments can be applied to a variety of functions in the construction firmāfrom figuring
out what kind of technology the company requires to a service that could open your business up
to work in new construction markets to assessing an employeeās performance and what training
he could benefit from. Once youāve decided that itās time to conduct a needs analysis, you will be
working to determine exactly what your company has to do to drive improvements in its operations.
Learn more at the http://na.sage.com/sage-construction-and-real-estate
Differentiating Your InfoSec Company: Getting Some āQuick WinsāSecurity Roots Ltd.
Ā
There is increasing competition and commoditization in the information security marketplace. InfoSec companies must optimize and standardize their business processes and methodologies to differentiate themselves from competitors. This article (part of a series) discusses strategies for getting some immediate āquick winsā at your company. It looks at some steps you can take now, today, to start seeing improvement and better responses from your clients.
In todayās business environment, selecting the right solution to
manage your critical business functions can be challenging.
This document shares ten proven principles to help guide you and your management team through the selection process, in order to help you make the right choice.
7 Questions to Ask Your Prospective Outsourced Product Development Vendortrigentsoftware
Ā
This SlideShare on `7 Questions to Ask Your Prospective Outsourced Product Development Vendor' will help you narrow down your choices for selecting the best outsourcing partner for your product development
Are your Product Managers using an appropriate framework? What do Sales, Implementations and your customers say about your products? Is too much time spend on process, and not enough on value and outcomes?
These are some ideas on a simple framework for Product Management that might work for you.
GUIDE TO ERP IMPLEMENTATION FOR AGENCIES- For every organization, there comes a time when it outgrows
the capacities of its homegrown systems. Implementation
of ERP becomes essential for the functioning of such companies.
Do you and your team gather and manage requirements and feature requests for your products and/or services?
If yes, you already know that managing these requirements consumes a lot of time and resources. If youāre like other companies, you also run into a lot of hassles in managing the requirements, sharing them
with other teams, and ensuring that they get implemented to meet customer needs.
In this issue of Agency Food, we look at what
makes agency heads tick. We ask why you set up
in business in the first place, what your agency
ambitions are and your hopes and dreams for the future.
Agency Food is a quarterly survey for Agency heads to feed in their views on how their Agencies operate and in return benefit from the collective feedback.
Agency Food is a quarterly barometer compiled by The Agency Works for Agency heads to feed in their views on how their Agencies operate and in return benefit from the collective feedback.
Agency Food is a quarterly barometer for Agency heads to feed in their views on how their Agencies operate and in return benefit from the collective feedback.
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Memorandum Of Association Constitution of Company.pptseri bangash
Ā
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
Ā
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Ā
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Business Valuation Principles for EntrepreneursBen Wann
Ā
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your companyās legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, weāll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
Ā
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
2. 3
4
5
6
7
8
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12
13
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YOUR BUSINESS FOCUS ā What do you want the system to do for you?
KEY CONSIDERATIONS ā Five essentials to consider
SUPPLIER SELECTION ā Best Practice
FUNCTIONALITY CHECKLIST
IMPORTANCE OF TESTIMONIALS
THE IMPLEMENTATION OPTIONS
MIGRATING TO A NEW SYSTEM
THINGS TO AVOID
IMPACT ON ā The Finance Director | Finance / Administration
IMPACT ON ā The Managing Director | The Project Manager
IMPACT ON ā The Timesheet User | The Resource Scheduler
IN CONCLUSION
CONTENTS
Page 2
3. Page 3
YOUR BUSINESS FOCUS
What can the best project and agency management systems on the market deliver?
We recently asked agency managers about their expectations for new systems. Six factors led the field:
WHAT DO YOU WANT THE SYSTEM TO DO FOR YOU?
Think of them as the Big Six Classic Wins that you can expect from good systems.
So, when you invest in a system, can you guarantee it will deliver all these? Itās not quite as simple as
that. The truth is that different systems focus on different things for different types of company. So you
need to be sure what kind of an agency you are. Before going any further, therefore, consider this:
Businesses vary in their degree of commercial-focus. How much does yours have? For some
companies itās all about the financials. Others have less focus on those areas. Where on that
spectrum does yours sit? And where do you want it to be? What are the biggest gaps between
where you are and where you want to be?
With these issues in mind... Welcome! The selection process can begin...
The purpose of this document is to help buyers discover how to harvest the best returns from their next
system. These pages are designed to help:
ā¢ clarify the opportunities available
ā¢ ask great questions, including some they might not have thought of
ā¢ avoid several pitfalls
ā¢ choose between different types of implementations
ā¢ communicate well with team members about their forthcoming system
ā¢ choose the optimal system for their company
INCREASE PROFITABILITY INCREASE CONTROL IMPROVE CLIENT SERVICE
REDUCE WASTE INCREASE SPEED IMPROVE VISIBILITY
4. Page 4
KEY CONSIDERATIONS
To reach those six classic wins there are several crucial considerations to take into account:
1. Flexibility. Much software today is very rigid. Users choosing such systems have to change the way they
do things simply to fit the software they have bought. And when their circumstances alter later, as they
almost always do, there is no easy way for such software to accommodate them. Some software, however,
is flexible, so seek it out.
2. Complete solution. Some systems are designed from the ground up to optimise the commercial
aspects of running an agency. Itās a specialised area affecting the way the features are written, collect just
the right data, connect into an intelligent whole and report crucial information to staff and managers. So,
if your firm scores commerciality highly, make sure you include vendors on your shortlist that have a good
reputation for delivering on it.
3. Scalability. Itās hard to predict how your company might develop over the years. Growth might not
be your number one concern today. But why buy a system that restricts your future options? With some
systems you would find one day that you have outgrown its capabilities, giving you no choice but to start
all over again. Whereas others can grow with you, even handling hundreds of users.
4. Can you work with the supplier? This is one important factor thatās impossible to verify from studying
vendor websites. How well will your team get on with the consultant, the implementer and the trainer?
How experienced is their team in working with your type of firm? Or in understanding your needs and
listening to your concerns?
Find out all you can about them. Ultimately, itās only by talking with the vendor, engaging in social
networking and following up on user testimonials that you can get answers here.
5. Stability of product and supplier. You want your system to serve you for years to come. What is the
track record of the software and the supplier? How committed are they to this marketplace? Are they
trading profitably? Is their reputation solid? These are important questions to resolve ā you deserve a
system you can depend on.
FIVE ESSENTIALS TO CONSIDER
5. Page 5
SUPPLIER SELECTION
Here are six best practice steps when looking for a new system:
1. Define your key requirements and critical success factors. Consider what you need to be successful.
Identify the essential requirements from the merely important or nice-to-haves.
2. Get key people on board and select a system champion. Identify your key people. You want to
capture their knowledge, gain their buy-in and select a system champion ā someone who knows the
business, has the trust of staff, communicates well and will make the right decisions.
3. Resist the temptation to bring someone in temporarily. The system champion will end up knowing a
great deal of your business processes and will be training new staff as they arrive. Itās not a job for a temp.
4. Create a list of potential suppliers. You can create this by web searches, asking new starters about
systems from a previous firm, and from industry associations and business contacts. Word of mouth is
alive and well in our industry. This includes seeing how vendors are rated in social media and whether one,
for example, tries to hijack threads to their own ends. A reputable vendor will let their customers speak.
5. Initial demonstration. Send your requirements to vendors and ask them to show how they match
up. Assess if each feature is fully or partially addressed, needs a simple workaround or is planned for the
future. Then decide which to see in demos.
In those, focus on your key requirements. Ask for the demonstratorās input on best working practices to
see how well they grasp it. Be wary of vendors showing functions that look good but donāt show a benefit.
Note that you can conduct these initial demos online to save time. They could take 1Ā½ - 2 hours.
The purpose of the demos is to select a shortlist for investigation. You are looking to meet your specific
needs, including usability, so donāt be sidetracked. Does it feel like something you could use day to day?
Donāt judge a system just on appearance. Just because it has a nice look does not mean it is easy to use.
6. Create a shortlist of serious contenders for detailed meetings, 2-3 max. Prepare sample scenarios
that cause you problems today. Have vendors demo separate business areas and invite key team members
to each. If a vendor declines to give a detailed onsite demo, think very carefully about their likely level of
service. It could also be an indication that they feel they are not a good solution for you in the first place.
And always ask for reference sites.
BEST PRACTICE
6. Page 6
FUNCTIONALITY CHECKLIST
Hereās a master checklist of top-level functionality you should be looking for when considering a
system:
YOUR GUIDE TO THE ESSENTIALS
TIME & MONEY
PLANNING & TRACK-
ING
COMMUNICATION &
SHARING
REPORTING & MAN-
AGEMENT
NEW BUSINESS
Time & expense re-
cording
Scheduling
Client portal - online
client access to jobs
Key reports Opportunity tracking
Job / project costing Capacity planning Email integration
Emailed alerts of
potential problems
Lead generation
Billing Project planning
Document
management
Scheduled reports Marketing campaigns
Accounts integration Job / project tracking CRM Drag & drop reporting
Estimating & quoting Mobile app
Purchasing
Online approval and
DAM
7. Page 7
IMPORTANCE OF TESTIMONIALS
Learning things the hard way is costly. Why not benefit from the experience of others?
When youāre thinking of acquiring something as important as a system on which to run your entire
business, it makes sense to learn what you can from those who have already made the move.
A supplier worth its salt should be able to provide you with any number of references from all types of
clients. The full list itself may not be published online for reasons of confidentiality, but if you ask in good
faith you should be allowed to see it.
When evaluating references, quotes and case studies, make sure they cover a diverse range of topics so
that you can focus on the aspects you are most interested in, rather than merely a single strand. The chart
here shows topics you might expect from such a list.
REAL PEOPLE, SAYING REAL THINGS
FLEXIBILITY REPORTING ROI
CLIENT TRANSPARENCY CONTROL EFFICIENCY
ESTIMATING SCHEDULING TIME SAVED
EASE OF USE FORECASTING OVER-SERVICING
PRODUCT DEPTH CUSTOMER SUPPORT VISIBILITY
CASH FLOW PROFITABLITY WORK IN PROGRESS
INVOICING DECISION SUPPORT RECOMMENDATION
8. Page 8
IMPLEMENTATION OPTIONS
Here are two classic but very different approaches you can choose from when planning your
implementation.
1. Fast track implementations. Based on best-practice methods. Ideal for agencies that:
ā¢ want quick wins and the fastest return on investment
ā¢ are happy to accept best-practice advice as guidance
ā¢ want to avoid a process of analysing their current working methods in detail, preferring to get
started and consider incremental changes later
ā¢ are not very interested in examining multiple approaches, preferring to get on with the
implementation and enjoy the benefits quickly
ā¢ appreciate that best practice may well raise efficiencies in themselves
ā¢ want quick benefits to give early encouragement to users & management
ā¢ want implementation timescales to be accurately scheduled at the outset
ā¢ prefer easy solutions that increase confidence in the resulting system
ā¢ want the lowest cost
2. Consultative implementations. In this approach, the configuration of the system is very closely
mapped to your existing processes and procedures, via close consultation. Ideal for firms that:
ā¢ want to take the opportunity to investigate their own methods and see which can be improved
ā¢ want to compare their ideas with best-practice approaches in order to see which is best for them
ā¢ are keen to make sure that when the system is up and running it will deliver the maximum
possible return
ā¢ want a system that embraces their firmās unique methods and hard-won competitive uniqueness
ā¢ see that investigating their current methods may well uncover valuable scope for efficiencies and
even increase departmental collaboration
ā¢ want go the extra mile to do it once and do it right
Note that not all vendors offer a full consultative approach, however. Further, not all systems offer
built-in flexibility of functionality. For agencies who value both these traits they should consider
vendor selection particularly carefully.
ITāS YOUR CHOICE
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MIGRATING TO A NEW SYSTEM
Until recently, the majority of firms choosing a job / agency management system were previously
using manual or spreadsheet methods. However in 2015 over 50% of businesses implementing Synergist
were migrating from another job management system, exceeding manual systems for the first time. The
industry is experiencing a swathe of second-generation switching from one vendorās system to another.
This is almost always because of user frustrations due to lack of needed features, poor end-to-end
integration or unacceptable service levels.
When switching from one system to another you will obviously want as smooth an implementation as
possible. A note of caution: if your previous system was hosted, termination of the agreement will result in
losing access to all your data.
You are advised to seek evidence of your new vendorās experience in transferring data across. A vendor
should have comprehensive migration facilities.
When planning the move, consider quite why you are switching. The important thing is to avoid
repeating the same problems with the new system. What were the previous selection criteria?
If you are switching from a manual or spreadsheet-based system, the implementation is more
straightforward, of course. The main benefits you will experience are:
ā¢ Multi-user operation
ā¢ Graphical representation of job progress, e.g. by thermometer
ā¢ Web-based functionality for working off-site
ā¢ Instant reports and analysis
ā¢ Direct link to major accounts packages
ā¢ Real-time budget management
ā¢ Automated email alert notifications
OUT WITH THE OLD...
10. Page 10
THINGS TO AVOID
Synergist, along with The Agency Works have been implementing job / project management
systems for over fifteen years now, so we hope we might be forgiven for saying that we have learned a
thing or two along the way. Here are some things to avoid that come to mind:
Involve different departments in the process, including Finance
Itās important to involve multiple departments when implementing your new system. In some
implementations weāve seen, finance team members have not been involved in system choice and
implementation. The result is rarely a great execution. But a balance does need to be struck. Donāt let one
department make all the decisions. For example you wouldnāt want to over-complicate life by setting up a
level of analysis that sounds good in theory but that no-one is going to look at in practice.
Donāt do planning during training
You will need to clarify how you want jobs to flow through your agency. The implementers can help you.
But sometimes weāve seen people postpone all that and get the training started. Itās not the smart way of
doing things: valuable training time is wasted while people debate how they want the system to flow for
them, and users can become confused and lose confidence.
Free groups up for the half-day training sessions
Continuing with the training theme, itās smart to plan how the company will function while staff training
is in progress. Itās not that training takes a long time ā it doesnāt ā but you want to get it right. You donāt
want to disturb the training sessions if possible.
Customer support
The importance of good support is often overlooked. Users who have sudden queries want accurate
answers, fast. They may be under pressure. Sadly, our industry has a mixed reputation in support, so this is
one factor for prospective purchasers to investigate very fully. Look for suppliers who offer large numbers
of reference sites. They canāt do this if they donāt keep their clients happy.
Donāt buy a system based on looks
Focus on whatās critical for your agency, and check to see if the system really delivers on it. You wouldnāt
buy a car without knowing it can perform.
DONāT LEARN THESE THE HARD WAY
11. IMPACT & INVOLVEMENT
FDs seek validation that systems will deliver live
centralised data on profits by client, market sector,
type of work and team, tracked against target and with
drill-down data. They look for tools to aid cash flow,
e.g. making billing as speedy and fault-free as possible.
Early invoicing is a major profit contributor, considered
an āeasy winā by FDs implementation veterans. Other
needs:
ā¢ Return on investment analysis.
ā¢ High-quality endorsements from FDs and MDs of
similar companies.
ā¢ Seamless links to the accounting system.
ā¢ A fully-connected system showing the same live
data for all.
ā¢ Transparency for large clients that demand it.
ā¢ Painless scalability for future growth.
ā¢ Robust product quality and outstanding customer
service.
ā¢ The FD role is also invaluable in specifying the needs
of the company at implementation.
1 THE FINANCE DIRECTOR 2 FINANCE / ADMINISTRATION
These team members naturally want a system that
makes their life easier, not more complicated. Changing
to a new system can be worrisome. It should be clear to
use and make the individual far more productive than
before. People in such roles seek: Ease of use. They
want to pick up a new system quickly. Good training
is important, and this can be underestimated. Donāt
take it for granted ā check the vendorās credentials on
it. Dependability. They want validation that the system
will be reliable and not let them down. Have excellent
support. Users want to be in safe hands. Check for
first class hand-holding when going live, plus high
quality ongoing support by phone, email and online.
Check if the vendor has good online knowledge-based
information systems that users can access. Most of
all, the litmus test of service for most people rests on
the quality of live telephone support. Is there always
someone available to talk to? How knowledgeable is the
support team? How quickly are queries resolved? Only
user testimonials can answer these questions.
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12. IMPACT & INVOLVEMENT, 2
Benefits that MDs often value are:
ā¢ Total live visibility of jobs and projects
ā¢ Real-time work-in-progress summary reports
ā¢ Profitability reports by client, job, department, team
ā¢ New business forecasts
ā¢ Staff utilisation reports
ā¢ Key reports emailed to them automatically on set
days
ā¢ References from other MDs
ā¢ Validation of ROI
ā¢ A classic example of the last two bullet points is a
quote from a Synergist user Managing Director ā
Fred Brown ā that MDs will look for.
āIt comes down to ROI... We have increased our
turnover by Ā£200k for an investment of Ā£10k. That is
a no brainer.ā
3 THE MANAGING DIRECTOR 4 THE ACCOUNT HANDLER
As the link between client and the company,
account handlers are the peace-keeper, the diplomat,
the grand persuader and the person at the front line of
the action. Such a job relies heavily on accurate joined-
up information such as:
ā¢ Quick and easy invoice creation
ā¢ Instant access to contact details
ā¢ Attachments to briefs so all information is in one
place
ā¢ Job history archives
ā¢ Work-in-progress information
ā¢ Estimates vs Actuals
ā¢ Profitability of jobs and clients
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13. IMPACT & INVOLVEMENT, 3
Timesheets are no-oneās favourite. But thereās
no denying their immense value. How could any firm
manage for long without knowing which jobs and clients
are profitable, with time to correct problems before itās
too late? So, the need for timesheets is clear. How can
they be made as fast and easy as possible to fill in?
ā¢ Many systems offer web browser-based time entry,
ensuring time can be entered from any device
connected to the internet.
ā¢ Good systems offer multiple time entry interfaces,
including daily /weekly, plus prefilled timesheets
based on resource scheduling. Users can select the
interface that works best for them.
ā¢ Users donāt even need to know the job number.
Selecting the client name and job description should
trigger the job number automatically.
ā¢ Good timesheet interfaces can also show the users
how many hours have been budgeted for the task,
when itās due and ā with a single click ā give them
access to all attached files and related emails.
5 THE TIMESHEET USER 6 THE STUDIO MANAGER
The role of a Studio Manager is a world of deadlines
and details. They are the professional jugglers,
grappling with resources, availability and capacities that
constantly change. They look for:
ā¢ Easy-to-use visual scheduling tools
ā¢ Everything pulled together into one live system
ā¢ Information already in one area, e.g. estimating, to
speed up data entry in another, e.g. scheduling
ā¢ Capacity planning reports with loading on
departments, teams, individuals
ā¢ Timesheet analysis
ā¢ Alerts when jobs start to go over budget
ā¢ Deadline management
ā¢ Client approval tracking
ā¢ Utilisation reports
ā¢ Forecasted hours reports
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14. IN CONCLUSION...
How do you go about choosing a job / project management system? Weād say that when you boil
it all down there are only four questions for you to really get to grips with:
ā¢ Does the system offer real flexibility to deliver what you need now and into the future?
ā¢ Does the system pull everything together into one connected whole?
ā¢ Is the customer support so dependable that your mind is put at rest?
ā¢ Are you focusing on your essential requirements? Donāt get sidetracked.
Get these fundamentals right and you canāt go so very far wrong.
Finally, one more question. When is the ideal time to make a decision like this? We hope youāll forgive
us for quoting Steve Revell on it. He is Managing Director of Maleon, a business using Synergist. He said:
āWe decided that thereās no magic perfect time to install a management system.
Weād recommend that firms should just do it as soon as they can. Bite the bullet!ā
We hope you found this Guide useful. We love to talk about job and project management systems ā itās
what we do all the time. So feel free to give us a call to chat about it.
Wishing you well with your new system...
The Synergist team
... A SUMMARY ON ONE PAGE
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