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Tag: Communication

On-Site vs In-Office Experience – Word to the Interns

As you exit or take a break from your learning institutions and transit to the industry, you carry a lot of fantasies in your head about the good and comforting expectations that your tutors lied to you about. The construction industry in this country is not thoroughly regulated. Doctors have very good advocates that make their line of work look civilized and even indoors—what you call white collar. Your first test on the field is your capacity to bear what happens on the ground compared to what you have been writing in your books.

For the intern, who is either an Architect(Arch.), Quantity Surveyor(QS) or Structural Engineer(Eng.), the situation is not so tough as you will apply about 72% of your theory on site. The incoming project managers have a tough ride as you only apply 28%. As the engineer or Qs get on paper to do his calculations, you will sit on a corner and begin shaking your head in all directions, scanning for solutions on how to contain an emerging risk on site.

 

I recommend that you begin your journey as a site guy rather than an office guy. A lot of events happen on site that you will never get to experience while sitting in the office enjoying the free wi-fi and 10 a.m. tea. First, you will be able to expand your network through other professionals that you interact with through site meetings. Second, you will have high chances of landing a direct client, as they prefer to see the quality of your work rather than your academic portfolio. Third, you will be able to appreciate the role of builders, as you will feel a sense of pride as they transfer your work to the ground.

For architects, you will appreciate how the elements of design are practically implemented. For example, space, function, mood, and perception. For engineers, you will need to check how the design mix ratio is practically achieved as well as the reinforcement patterns in your drawings. For quantity surveyors, you will be able to do re-measurements for valuation purposes and breakdown your bill of quantities into a schedule of materials, which is the only document that suppliers understand.

 

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If you continue forcing your way to offices to only take care of paper work, then you are in the wrong industry. Leave that to accountants and politicians. From my experience, the office guy who rarely associates himself with the construction bit is the main cause of conflicts, starting from project inception to handover. He creates a moody environment between the consultant and the builder without appreciating the importance of “alternative measures” on site, especially where the situation is not so critical.

For example, if you, as the engineer, sit in the office designing and checking the suitability of your structural analysis just using software and fail to come on site, this is what happens; assuming you indicated bar x for a column and you are briefed that such a bar is currently out of stock in the market, what will you do? Because you want to be bossy with no tolerance to brainstorm with the site guy, you end up ordering for work to be halted until bar X is restored. The client will term you incompetent because you lack a versatile mind, thereby causing an unnecessary delay to the project. If you were the professional who was a site guy, you would let the builder continue with another bar, but in such a way that the purpose that was to be served by bar X is still maintained.

 

As I conclude, there is a common Chinese proverb that says, “What you hear, you forget; what you see, you remember; what you do, you understand.“ All are lessons right there. When you also go to the site, don`t just be there to whirl your eyes around. Take that dumpy level and proceed with setting out, obviously with some guidance. If you don`t understand, ask the builder, and you will be a complete construction prodigy.

Adapting Agile Principles for Successful Maintenance Hand-Overs

Over the 20+ years since the Agile Manifesto was created, more and more organizations see agility as key to success, especially for software development. Agile methodologies have revolutionized the way teams approach software development, emphasizing flexibility, collaboration, and continuous improvement. Ideally, there are Product Teams that handle development and maintenance throughout the product’s lifecycle. But what happens if development and maintenance are handled by separate teams?

This scenario can be problematic, especially if the teams are using are using different methodologies, or belong to different organizations (e.g. in-house and contractor teams). What happens when it’s time to transition control of a software project from the development team to the maintenance team? Can Agile principles be applied to facilitate successful hand-overs? In this article, we’ll explore how Agile principles can be adapted and applied to ensure smooth and successful software transitions.

 

Understanding Agile Principles

Before we delve into how Agile principles can be adapted for software transitions, let’s briefly review some the core principles of Agile methodology. Agile is built on four foundational values and twelve principles, as outlined in the Agile Manifesto. These values and principles emphasize:

  1. Individuals and interactions over processes and tools
  2. Working software over comprehensive documentation
  3. Customer collaboration over contract negotiation
  4. Responding to change over following a plan (flexibility)

 

Adapting Agile Principles for Transitions

Now, let’s examine how these Agile principles can be adapted and applied to facilitate successful software transitions:

  1. Flexibility: Agile methodologies prioritize flexibility and adaptability, allowing teams to respond to changing requirements and priorities. Similarly, in software transitions, flexibility is one key to navigating unforeseen challenges and adjusting plans as needed. By adopting a mindset embracing change, teams can proactively address issues and adapt their approach to ensure a smooth transition.
  2. Collaboration: Collaboration is a cornerstone of Agile methodologies, with teams working closely together to deliver value to customers. In the context of software transitions, collaboration between the development and maintenance teams is essential for success. By fostering open communication, sharing knowledge, and working collaboratively to address challenges, teams can ensure a seamless hand-over process.
  3. Continuous Improvement: Agile methodologies also emphasize continuous improvement, with teams regularly reflecting on their processes and seeking ways to enhance efficiency and effectiveness. Similarly, in software transitions, teams should evaluate their transition processes, identify areas for improvement, and implement iterative changes to optimize the hand-over process over time.

 

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Applying Agile Practices to Transitions

In addition to adapting Agile principles, teams can also apply specific Agile practices to facilitate successful software transitions. Some key Agile practices that can be applied include:

  1. Iterative Planning: Adopting an iterative planning approach to break down the transition process into manageable iterations, with regular checkpoints to assess progress and adjust plans as needed.
  2. Daily Stand-Ups: During the transition period consider holding daily stand-up meetings, where team members share updates, discuss progress, and identify any impediments. The goals is to facilitate communication and alignment between the development and maintenance teams.
  3. User Stories: Creating user stories to capture requirements and priorities from the perspective of the maintenance team can help ensure that the transition process is aligned with the needs of the end-users. Even more importantly, user stories that include updating and maintaining the software and likely rule or data updates will improve the maintainability of the software itself.
  4. Retrospectives: Conducting retrospectives at key milestones during the transition process allows teams to reflect on their experiences, identify successes and challenges, and brainstorm improvements for future transitions. These should also be communicated across teams and product groups.

 

Applying Agile Principles in a Software Transition

To illustrate the application of Agile principles in software transitions, let’s consider a hypothetical case study of a software development company transitioning control of a web application from the development team to the maintenance team:

  1. Flexibility: When unforeseen technical challenges arose during the transition process, the development and maintenance teams collaborated to adjust their plans and implement creative solutions, ensuring a successful hand-over despite the challenges. This included adjusting target dates and budgets for both teams to provide the time and resources needed.
  2. Collaboration: Through regular stand-up meetings and collaborative planning sessions, the development and maintenance teams worked closely together to share knowledge, address issues, and ensure alignment throughout the transition process.
  3. Continuous Improvement: Following each milestone in the transition process, the teams conducted retrospectives to reflect on their experiences and identify opportunities for improvement. By implementing iterative changes based on these retrospectives, the teams continuously optimized their transition processes over time. These were shared with other teams, along with tools, templates, and tips that had proven useful during the transition.

 

Conclusion

In conclusion, Agile principles can be effectively adapted and applied to facilitate successful software transitions from development to maintenance. By embracing flexibility, collaboration, and continuous improvement, teams can navigate the complexities of transition processes with confidence and ensure a seamless hand-over that meets the needs of end-users. Through the application of specific Agile practices and a commitment to Agile values and principles, organizations can optimize their transition processes and set the stage for long-term success in software maintenance.

If your organization uses Agile methodologies with development and maintenance handled by different teams, how are transitions handled?

The Karma of Postponing Due Diligence

There is a trade-off between doing work now and postponing it until you are forced to do it.

The law of karma says that what you do and don’t do causes a ripple effect. So, be careful to avoid the unwanted consequences of putting off review and assessment, risk management, planning, project administration, and resource management work.

 

Due Diligence

Due diligence is the opposite of negligence. In finance, project, and acquisition management, it is the effort to collect, analyze, and use data to make decisions. Due diligence is the work to collect, assess, prevent, mitigate, and account. In project management, it is the process of deciding whether to pursue or pass on a project based on a risk-reward assessment. It seeks to determine if the project is feasible, legal, ethical, and profitable. From a project and process management view, add planning, regular maintenance, and quality management to the definition of due diligence.

Bypass due diligence and the risk of failure goes way up.

 

Accounting and Due Diligence

Doing my tax accounting reminded me of the importance of the accounting part of due diligence and the understanding that not doing accounting and regular status reporting makes the rest of due diligence far more difficult than it needs to be.

Every year I resolve to take the time to clean up my data and set things in place for a far easier next year. But it is already March and I’d have to spend even more hours dealing with this ‘stuff’ when I have many other things to do to catch up for all the time I spent on the taxes. Then because I have so much else to do, I do not take the time to regularly do the accounting that would make taxes easy, even if not pleasant.

I postpone the effort and each year I repeat the pain.

 

Project Management

For one reason or another, we often put off doing unexciting and easily postponed chores.

With the pressure to “act now” and get our projects off the ground, we often find that risk-reward decision-making is given only cursory attention or bypassed altogether. Amid a dynamic complex project with tight deadlines, limited resources, and “problems” the only thing that matters is getting the work done, now. Anything else is a distraction.

This kind of heads-down, undistracted, focused work on a project can be useful. However, if you are working without regularly stepping back, you and your organization will suffer. If you think and act as if doing status reports, risk management, communication, human caretaking, and project accounting are distractions, think again.

 

Project performance includes Project management. Due diligence during the project means doing:

  • project accounting – cost and effort tracking, issue logs, status reports
  • regular quality assurance/process-focused meetings
  • risk management
  • quality control
  • communication
  • human caretaking (stakeholder management)

Above the project level, in the higher-order process, due diligence means:

  • process management – making sure the process, methodology, standards, templates, roles, and responsibilities are as best as they can be
  • portfolio management – making sure that the right projects are being initiated and realistically scheduled to avoid overwhelming resources and taking on projects that are likely to be disappointing.

 

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The Higher-order Process

When we refer to the project level and above, we recognize that projects are being performed within a higher-order process, which includes process and portfolio management, environmental conditions, and resource management. Both the project and higher levels are important, and they are interrelated. However, given the nature of organizations with short-sighted priorities, the higher-order process is often overlooked.

The higher-order processes are complex and operate in multiple dimensions such as portfolio management occurring in the context of organizational strategy, market conditions, regulatory issues, and more. The benefits and costs of doing and not doing due diligence at this level are not immediately realized. They make themselves known when something goes wrong, and the problem cannot be explained by and resolved at the project level.

For example, your project resources may be taken away and reassigned to another project causing your project to be delayed. If senior stakeholders are ok with the delay because it was factored into their decision to remove the resources, then there is no problem. But if this happens frequently across multiple projects it is a sign that the project portfolio may not be being effectively managed.

 

If you do not take the time to evaluate the legal, budgetary, risks, and reward factors of a project, the consequences are not felt until the project fails or a regulatory body steps in to put the brakes on. If project performers are constantly complaining about having to do useless work on administrative tasks, it may be a sign that procedures and templates need to be reviewed and repaired, performers need to be better trained, or that the wrong methodology approach is being used.

Fine-tuning or more radically changing the higher-order process affects the quality of individual project performance.

 

Project-level Due Diligence

Accounting within each project is part of project management due diligence. Every team member, not just the project manager, must allocate time and focus attention on tasks that may seem to be distractions from the so-called “real work.”

Project accounting is done to satisfy regulatory and administrative needs, for example, knowing how money has been spent and resources used. In addition, stakeholders want to know what is going on and how it is affecting their expectations. Will the project be on time and budget? What events have occurred that can get in the way?

But that’s not the only reason. Project accounting sets the stage for due diligence at a higher level. It leaves an audit trail with the data needed to refine portfolio management decision-making and methodology assessment. With project-level reporting comes the ability to look back at what happened to learn from it. Hindsight is not 20-20 unless there is a record to review. Memories are imperfect. How will the data from this project influence decision-making at a higher level?

 

Commitment and Follow-Through

The bottom line is to build due diligence activities into work plans and commit to following through with effective portfolio management decision-making, raising the consciousness of stakeholders, and ongoing refinement of the project performance approach.

7 Effective Strategies to Reduce Attrition in Professional Services Organizations

“According to LinkedIn, the professional services sector has the highest attrition rate among all industries.”

In recent years, the professional services industry has seen a significant rise in employee attrition rates. This is due to several factors, such as sub-optimal utilization, high levels of stress and burnout, lack of proper compensation, poor career growth opportunities, and more.

Failure to address these issues can hinder the PSO’s ability to deliver projects on time and meet client expectations, thereby negatively impacting the firm’s top and bottom lines.

Therefore, it is the need of the hour for professional services firms to create a well-defined retention strategy that will help them maintain a robust talent pool.

This article elucidates the best techniques to reduce PSO attrition and how an efficient ERM tool like SAVIOM can help combat it.

Let’s begin!

 

Consequences of attrition in professional services firms

Employee attrition refers to the exit of resources from the organization for various reasons, such as resignations, retirements, transfers, etc. Frequent resource exits from a PSO can deplete the internal talent pool and have severe consequences on operational workflow.

When experienced consultants leave the PSO suddenly, it results in a loss of institutional knowledge. This also leads to increased training costs and project delays as new substitutes need time to gain proficiency in their roles.

In addition, unplanned attrition leads to last-minute firefighting of resources. It usually results in high-cost recruitments or the selection of inadequately skilled personnel, leading to budget/schedule overruns and substandard quality of deliverables.

Moreover, it adversely affects the team dynamics. The sudden departure of consultants can increase the workload of existing resources, hampering their productivity and leading to high burnout.

Knowing the repercussions of attrition, let’s learn the best methods to overcome them.

 

7 effective strategies to manage attrition in professional service firms

Professional services organizations need to take the following measures to minimize unplanned attrition:

1. Create a robust onboarding strategy for new hires

According to Glassdoor, organizations with effective employee onboarding can increase retention by 82%.

Robust onboarding processes can help new joiners in PSOs acclimatize to team dynamics, roles & responsibilities, and company culture. Therefore, managers must take them through the organizational structure and introduce them to team members. Moreover, the firms can assign mentors who can offer continuous support and guidance to the new hires throughout their journey.

In addition, PSOS can provide induction training to familiarize them with standard operating procedures and performance metrics. Besides, they can offer on-the-job learning opportunities where new employees can shadow their seniors to understand their roles better. This will help them build the necessary skills and knowledge, boost engagement, and lower the churn rate.

 

2. Assign professionals to suitable projects based on skills & interest

It is important to align the resources’ skills with suitable work as it increases productivity and engagement. Therefore, before assigning consultants to projects, managers must gain comprehensive visibility of their attributes, such as skills, qualifications, availability, experience, etc.

Moreover, managers must also consider the consultants’ interests when assigning them to projects. It improves their motivation and overall job satisfaction, making them less likely to seek opportunities elsewhere. Thus, competent allocation can minimize the risk of disengagement, burnout, and turnover significantly.

 

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3. Offer compensation packages as per market standards

“According to a Qualtrics survey, employees who are satisfied with their pay and benefits are 13% more likely to continue working for their current employer.”

Compensation is one of the most influential factors that shape the consultants’ decision to remain with the existing firm or seek new opportunities. Moreover, adequate compensation establishes a compelling proposition for consultants to be more productive and efficient.

Consequently, PSOs must offer competitive remuneration packages aligned with market standards to retain top-tier talent. In addition, they must consider providing performance-based variable pay and benefits such as health insurance, paid time off, incentives, etc. Incentivizing employees signals the company’s appreciation for their contributions, fostering prolonged tenure.

 

4. Provide stretch assignments to junior consultants periodically

Stretch assignments are a common practice in the professional services industry. These assignments are designed to test and upskill the capabilities of the consultants. Therefore, allocating junior and intermediate associates to such exercises helps them prepare for new challenges and grow professionally.

For example, a financial firm can assign junior auditors to specialized assignments focused on data analytics. This initiative enhances the auditors’ proficiency in this field and helps them streamline financial analysis processes. Thus, stretch assignments accelerate employees’ career trajectories, keep them engaged, and curb attrition.

 

5. Leverage senior consultants for strategic and leadership roles

Senior consultants often experience job monotony over time, which can lead to disengagement and, eventually, unplanned attrition. Therefore, managers must deploy them to strategic or leadership roles beyond their day-to-day activities that help them showcase their learnings and contribute to bigger organizational goals. For instance, an IT firm focuses on upskilling its team with emerging technologies like Generative AI and Datafication.

For this, the firm can assign senior consultants to conduct training sessions, mentoring programs, and workshops. Moreover, they can identify senior consultants who can utilize their skills and expertise to drive strategic initiatives such as building a robust talent pipeline. As a result, it improves their engagement and curbs attrition.

 

6. Formulate individual development plans for each employee

One of the primary reasons for high attrition rates in PSOs is the lack of career development opportunities. Therefore, to retain top talent, managers can create IDPs (Individual development plans) to help consultants pursue their career aspirations and enhance their professional attributes.

For example, in an IT consultancy firm, a software developer wants to improve proficiency in Django. So, managers can enroll them in an online course or facilitate in-house training sessions by experienced developers. This personalized training module increases engagement and lowers their likelihood of leaving the organization.

 

7. Develop a 360-degree holistic feedback system

Implementing an efficient feedback mechanism helps PSOs analyze each consultant’s performance and identify areas of improvement. It also allows resources to understand their strengths and weaknesses. Moreover, it serves as an opportunity for managers to show appreciation for consultants’ hard work.

A holistic system provides a two-way communication channel that helps PSOs eliminate workplace bias and quickly resolve internal conflicts based on employee feedback. This enhances transparency and fosters mutual trust between employers and employees. As a result, it enhances consultants’ work performance and job satisfaction, reducing the chances of unplanned attrition.

Next, let’s explore how resource management software can help.

 

How does advanced ERM help professional services firms reduce attrition?

Adopting futuristic resource management software like Saviom can empower service firms to devise a well-structured retention strategy to retain top talent.

  • The 360-degree visibility into consultants’ attributes enables competent allocation. When employees leverage their skills, it enhances their performance and motivation, thereby reducing attrition.
  • Forecasting and capacity planning features enable managers to forward plan future resource requirements and prevent excesses/shortages of consultants.
  • The competency matrix allows supervisors to identify professionals to be considered for stretch assignments and helps facilitate training programs.
  • Real-time BI reports like utilization, forecast vs. actual, etc., enable identifying and rectifying over/underutilization, lowering burnout and unplanned attrition.
  • The open seat feature helps consultants to apply for project vacancies. When they work on projects of their interest, it improves their engagement and minimizes turnover.

 

Wrapping up

Skilled consultants are the backbone of every PSO. Consequently, it is imperative for firms to cultivate a positive work environment that enhances job satisfaction and contributes to the retention of skilled professionals. By integrating the aforementioned best practices with ERM software, PSOs can effectively manage unplanned attrition and ensure sustained profitability.

7 Best Practices to Implement Resource Planning in the Audit and Accounting Industry

A Statista survey reveals that the estimated revenue of the accounting industry will grow to $145 billion.

The growth in the audit and accounting industry can be attributed to various factors, including increased demand for advisory services, the growing complexity of tax regulations, a rise in financial fraud, and ongoing technological advancements. As a result, there’s an increasing necessity for audit and accounting services as companies worldwide aim to safeguard their profit margins and retain a competitive edge.

Nevertheless, these firms encounter several workforce-related challenges, such as a scarcity of skilled consultants, suboptimal resource utilization, burnout, etc. Hence, it becomes crucial for the audit and accounting industry to adopt an efficient resource planning process to optimize their workforce and increase profitability.

 

This blog encompasses the key resource planning strategies for audit and accounting firms and how SAVIOM can help.

Let’s begin.

 

Benefits of resource planning in the audit & accounting industry

Resources are the backbone of audit and accounting firms as they generate revenue by billing their clients for the consultant’s time and expertise. Thus, these firms need effective resource planning to maximize the billable utilization of their employees and increase ROI.

Since this industry experiences seasonal fluctuations, resource planning enables firms to meet the capacity vs. demand gap and fulfill all the project requirements. This approach also bridges the skill gaps, ensuring consultants are available before project onset, thus reducing last-minute firefighting.

Further, it helps these firms identify and assign the right consultants to the right tasks at the right time and cost and deliver top-notch projects. In addition, it also enables firms to remain competitive in a swiftly evolving market and adapt to new challenges.

Now that you understand the importance of resource planning, let’s dive into the essential techniques to implement it.

Here are the seven best ways to create an efficient resource plan in audit and accounting firms:

 

1. Foresee and bridge demand gaps of auditors & accountants

One of the crucial steps of resource planning is where managers forecast the capacity vs. demand gap of consultants for pipeline audit/accounting projects. It will help them analyze the resource requirements ahead of time and take proactive measures to bridge the gaps. For instance, a pipeline project needs four auditors to complete the work successfully.

If the organization has two auditors, it indicates a shortage of two resources. To bridge this gap, managers can implement training programs for junior auditors, utilize out rotation and backfill strategy, or go for planned hiring. Conversely, if they had six auditors, managers could bring forward the project timelines or sell the extra capacity. This will help eliminate the last-minute hiring of resources.

 

2. Allocate competent accounting personnel to projects

The audit firms often utilize niche-skilled employees like forensic accountants, IT consultants, budget analysts, etc., to deliver projects. Since these resources are expensive to procure, managers must ensure they are judiciously allocated to projects based on their skills, availability, etc., to enhance their billable utilization.

Moreover, managers can assign skilled global accounting personnel from low-cost locations per the project requirements. For example, managers can allocate a skilled junior counterpart instead of assigning a senior auditor to audit financial reports. This will help minimize resourcing costs significantly and successfully deliver projects.

 

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3. Build the right mix of contingent and permanent consultants

In the audit and accounting industry, the demand for consultants witnesses a surge during the financial year-end. Therefore, it is imperative to have a blend of on-demand and permanent workforce to fulfill the project demands.

For instance, an audit firm requires a senior tax analyst to prepare and submit the tax filings for a short-term project. Since the existing resources are engaged with tasks, the firm can assign a contingent employee to complete the project on time. Conversely, they can deploy a permanent tax analyst for a long-term project. This will prevent last-minute firefighting for resources, and firms can effectively meet the deadlines.

 

4. Establish & monitor utilization targets of professionals

Most audit and accounting firms leverage internal and external professionals to meet client requirements. Therefore, establishing and monitoring the targets will ensure the blended workforce is utilized to the maximum potential. This will help them prevent operational inefficiencies and increase billable utilization.

For instance, on-demand auditors are hired hourly for short-term projects. Therefore, their billable utilization target can be set to 100%. Meanwhile, the target for permanent auditors can be set between 80-85% to balance their time spent on billable and non-billable tasks. This way, audit firms can optimize the productive utilization of their workforce and ensure seamless project execution.

5. Allow audit & accounting staff to choose projects of their interest

As the audit and accounting personnel spend most of their time working on similar projects, they experience monotony, which leads to disengagement and lowered productivity. To avoid this, managers must allow employees to choose projects of their interest by publishing open positions.

This will enable interested professionals to apply for suitable vacancies, and accordingly, managers can choose the best-fit consultants for the projects. When consultants work on assignments of their interest, it will increase their motivation and performance and improve their career trajectory.

 

6. Create training and development programs as appropriate

According to a survey, 80% of finance and accounting workers say it’s vital for a company to offer training programs to keep them upskilled for the future. 

Training and development programs are crucial in the audit and accounting industry as they help consultants build in-demand skills. For this, managers can formulate various upskilling programs, individual development plans (IDPs), etc.

Further, they can facilitate development initiatives like blended learning, shadowing opportunities, on-the-job training, etc. This will enable the professionals to take up multi-faceted projects, bridge existing skill gaps, and diversify their career portfolios.

 

7. Implement succession planning for critical roles

When consultants in critical positions retire or suddenly exit the firm, it can derail the projects, leading to client dissatisfaction. To avoid this situation, firms can implement succession planning.

For this, managers must regularly monitor professionals’ performance and determine who is eligible for the critical positions. Then, they must provide appropriate training to these resources so that they can take up strategic and leadership roles. This will enhance the consultants’ engagement and ensure project continuity.

Now that we know the steps, let’s understand how ERM software can help.

 

How does advanced ERM software help in effective resource planning?

Implementing Saviom’s ERM tool can enable audit and accounting firms to plan their consultants efficiently. The tool offers:

  • 360-degree visibility and advanced filters enable managers to identify and assign consultants based on their skills, competencies, location, etc.
  • Forecasting and capacity planning enable managers to foresee pipeline project demand and identify the shortage/excess of resources. Then, managers can take corrective measures like training, hiring, etc., to bridge the gaps.
  • BI reports like forecast vs. actual, and utilization helps implement remedial measures to eliminate under/over utilization. Besides, it helps mobilize accountants from non-billable to billable or strategic tasks.
  • What-if-analysis enables managers to create and compare various project scenarios and determine the best-fit resource plan.
  • With the open seat feature, managers can publish open positions, and professionals can choose projects of their interest, thus improving engagement.

 

Final thoughts

Resource planning is essential for audit and accounting firms to maximize workforce efficiency and improve project quality. By implementing the above strategies and a futuristic resource management solution, these firms can optimally utilize the professionals and maintain profitability.