Tag: Project Management

Collaborative Decision Making

Written by George Pitagorsky on April 17, 2024. Posted in Articles.

Meditation teacher Tejaniya advised, “Never try to force an issue. Just acknowledge, accept, and keep observing until things unfold naturally.”

This might be fine when there is all the time in the world for the issue to be resolved, but from a project management perspective, it sounds far too passive an approach.

However, when you consider what happens when you force an issue by using your power as a manager or a majority in a decision-making group, there may be some wisdom in acknowledging, accepting, and observing things unfold naturally.

Scenario

In a program to improve the way a complex organization operated, a narrow majority of the Program Steering Group that was responsible for making decisions regarding which of several projects was to be done and in what order decided by a slim majority to authorize a project to renovate a process in one department.

They hired a design consultant and created a Design Team to provide feedback regarding the design. The Design Team reflected on the decision and was influenced by some of the minority members of the program steering group. They came back to the steering group with their unanimous opinion that the chosen project was not the best one to take on first, provided their reasoning, and called for the steering group to provide an overall plan that identified all the projects that would be part of the program, a capital financial plan, and an overall architecture before deciding on which project would be done first.

The steering group pushed back using their authority. They said that the Design Team was asked to give feedback on the design and not question the steering group’s decision. The steering group forced the issue.

The Design Team grumbled, but since they reported to the members of the Program Steering Group were left with no choice but to quit or comply, so they chose to comply.

The result was, as the Design Team predicted, a well-designed process with supporting systems that within a few years needed to be significantly changed, at great cost to fit with the other processes and systems that emerged as part of the overall renovation program. The resulting architecture resembled a patchwork – “something composed of miscellaneous parts; hodgepodge.”[1]

Over time, system maintenance was a nightmare. Further, some useful renovations were not included in the program because avoidable costs of initial projects used up the program’s budget.

The Consequences of Forcing an Issue

Here we see that forcing a decision led to the postponement of due diligence. Not doing capital planning and architectural design led to avoidable consequences, as pointed out in my article The Karma of Postponing Due Diligence[2]. And there are other consequences of forcing an issue, for example, disgruntled staff, and loss of respect for the decision-makers.

A Path Forward

So what can we do? As leaders in positions of power, we can step back and assess our decisions in the light of feedback and conflicting ideas. We can apply emotional and social intelligence along with wise decision-making, and servant leadership concepts.

Emotional intelligence comes into play when the decision-makers apply self-awareness to see why they find it necessary to force an issue. Is it because they are emotionally attached to their decision or to their power? With social intelligence, they can assess the impact of their use of authority on their staff, superiors, and peers.

As wise decision-makers, they recognize the need to look at the issue from multiple perspectives – long and short-term impacts, financial and quality consequences, and more. Servant leadership involves respect for others and their opinions and the positive impact of helping followers become wise decision-makers.

In a recent article[3] the author points out “the value of working with those with whom we disagree.” The author relates how Dr. Daniel Kahneman, who explored judgment and decision-making and how easily people become less than rational when making decisions, “experienced real joy working with others to discover the truth, even if he learned that he was wrong (something that often delighted him).” Kahneman favored “adversarial collaboration.”

When adversaries work together, they face the issue rather than each other. This requires acknowledging that one can be all wrong or half wrong and that the other party or parties may be right or half right, whether they are peers, superiors, or subordinates.

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Don’t Force an Issue

Let’s return to Tejaniya’s advice, “Never try to force an issue. Just acknowledge, accept, and keep observing until things unfold naturally.”

I try never to say never. There are times as a manager that we will choose to use authority to force a decision. But that is a last resort, for example when faced with a tight deadline leaving no time for further dialogue. Acknowledging, accepting, and observing until things unfold naturally is a superior way of operating. But only when we have a clear sense of what that means.

Acknowledging, accepting, and observing are active, not passive. Acknowledge and accept that there are differences of opinion and different positions. Observe your own and the other parties’ positions and behavior. Listening to content and tone is part of observing as is seeing others’ body language and facial expressions and observing your own.

Open your mind to the possibility that your position is not the best or only effective alternative. This is part of accepting. You let go of your attachment to having it your way (even if your way is not the best way).

Then clarify, present your view, and consider that to be part of what is unfolding naturally. You are letting go of your position and allowing the right expression of your knowledge and experience for the situation. You seek to understand the needs and wants, facts and opinions.

In the example from the article cited above, Professor Kahneman and his adversary found through a collaborative effort that they were both partially right and partially wrong. They came to a resolution that they could not have reached working on their own.

Never say Never

What if your opponent is closed to a collaborative approach? Then you acknowledge and accept the reality that collaboration is no longer possible and naturally force the issue (if you have the power to do so.) When you do, if you have been open-minded, asked the right questions, and objectively considered the answers, your decision might not be the same one you made before you tried to collaborate.

[1] Merriam Webster https://www.merriam-webster.com/dictionary/patchwork.

[2] https://www.projecttimes.com/articles/the-karma-of-postponing-due-diligence/

[3] The Nobel Winner Who Liked to Collaborate With His Adversaries https://www.nytimes.com/2024/04/01/opinion/nobel-daniel-kahneman-collaboration.html

Eliminate All Meetings? Not So Fast.

Written by Lauren Zinsmeister on February 21, 2024. Posted in Articles.

Everyone loves to hate meetings. I’ve seen so many opinion pieces on eliminating meetings, all met with cheers from people who are tired of sitting through meetings they don’t find valuable. I think it’s worth a deeper dive into meeting types so we can be deliberate about which meetings to eliminate.

There are three primary categories of meetings:

Problem solving – these are your brainstorming or whiteboarding sessions. I think most people agree that these can’t be replaced with emails and Slack messages. When the creative juices need to be flowing and it needs to be collaborative, it needs to be a meeting.

Decision making – this is a grey area. If the decision involves a complex scenario or significant consequences, I think it needs to be a meeting since it will likely require discussion. In these cases, my personal approach is to send a pre-read to the decision maker and all key stakeholders, which I develop in partnership with the key stakeholders. My template is this:

Background – this explains the broader context of the decision. The decision maker is most likely an executive with many other problems and decisions on their mind, so this helps center them on the situation.

Decision point – explain the exact decision needed. Is it strategic direction where multiple approaches have merit? Is it a vendor choice for software that will have a major impact on daily operations? The more specific, the better.

Options – Write a summary of each option. Work with the stakeholder(s) who prefers this option and include both the benefits and the drawbacks.

Recommendation – Tell the decision maker which option you recommend and why. You know the situation in greater detail than they do, so your recommendation based on detailed consideration is valuable. They may not take your recommendation, but you will have made yourself a resource and thought partner for them.

Having this pre-read ensures everyone is on the same page about what the decision point is and what the options are. This will minimize surprises in the meeting, which in turn will minimize unproductive swirl. This preparation will enable the key stakeholders to argue their point, engage in productive debate, and allow the decision maker to hear and consider options before deciding.

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Status – this is the infamous “around the room” where everyone says what they’re working on and everyone else multitasks or dozes off. I believe these are the meetings people are thinking about when they write about how to eliminate meetings. The core of their reasoning is that this information can be shared just as effectively by other means, which is often true. I would break this group into two sub-categories:

Type 1: Small projects with a few primary workstreams. In these cases, I agree status information can be shared just as effectively by other means. The team can collaborate in a project management tool such as Asana or Smartsheet so anyone at any time can pop in and see where things are. Simple automations can remind team members to make their updates, and dashboards can be automatically shared. The technology exists to make asynchronous status updates possible. In an ideal world, everyone makes their updates on time, everyone checks in on status, and meetings only happen when the project requires discussion. In reality though, project teams often don’t take advantage of these options, so we find ourselves in meetings that shouldn’t need to happen.

Type 2: Major projects with many workstreams. In these cases, there are usually clusters of workstreams where people are working together and depend on each other’s work. There are likely also workstreams that seldom interact but will eventually need to interact. In these cases, I’m a believer in live status meetings. Asynchronous updates can work for more regular updates, but I think there’s value in less frequent live status syncs. This gives everyone the opportunity to learn about what’s going on with the more distant workstreams, allows an opportunity for questions and live discussions, and lets people know in advance how something is progressing that might matter to their workstream.

With these meeting categories in mind, how can we avoid unnecessary meetings? Regardless of category, there are some best practices for all meetings. If those can’t be followed for a particular meeting, then that meeting can be cancelled.

Make sure the purpose of the meeting is clear.
Write and share the agenda in advance.
Make sure the right people are in attendance.
Send any relevant information in advance.

If you can’t follow these, for example if your meeting doesn’t have a clear purpose or agenda, then it should be cancelled. To make the most of meetings that do happen, end them with a verbal recap of action items, owners, and timelines, and send a written recap of the same.

The highest potential category to eliminate is the recurring status meeting for small or simple projects. Eliminating these without negative impact to the project will require a team effort. Everyone needs to do their part to update and check in on the project tracker. The leader can set conditions for success by ensuring the project tracker is established and expectations are clear. However, if the team doesn’t hold up their end of the bargain then the leader will have no choice but to schedule recurring status syncs. I’ve found that credibility and trust can be established by following standard meeting best practices, and especially by cancelling meetings when there is no clear purpose or agenda.

With this trust, it’s a little easier to convince the team to contribute by making their updates asynchronously. Little by little, we can move toward that ideal world where we’re only in meetings that truly need to be meetings.

Agile Project Management Essentials: Navigating the Basics

Written by Arpita Dey on February 14, 2024. Posted in Articles.

In the dynamic landscape of project management, Agile methodologies have emerged as a transformative approach, fostering adaptability and collaboration. Understanding the essentials of Agile Project Management is crucial for navigating the complexities of modern projects. This guide will take you through the basics, providing insights into Agile principles, methodologies, and the key components that make it a powerful framework for project delivery.

I. Introduction to Agile Project Management

What is Agile Project Management?

Agile Project Management is an iterative and flexible approach to project execution that prioritizes adaptability, collaboration, and customer satisfaction. It emphasizes incremental progress, allowing teams to respond to changing requirements and deliver value consistently.

Why Choose Agile Project Management?

Agile is chosen for its ability to address the limitations of traditional project management. Its iterative nature accommodates changes, encourages client involvement throughout the process, and promotes a more efficient and responsive project delivery.

II. Agile Principles: The Foundation of Flexibility

1. Customer Satisfaction Through Continuous Delivery

Agile places a premium on delivering valuable, working solutions regularly. This ensures continuous feedback from stakeholders and enables the team to adjust course based on evolving requirements.

2. Embracing Changes Throughout the Project

Unlike rigid project plans, Agile welcomes changes even late in the development process. This flexibility allows teams to adapt to emerging priorities and ensures the final product meets the client’s evolving needs.

3. Collaborative Team Dynamics

Agile emphasizes collaboration among cross-functional team members. The collective expertise contributes to more holistic problem-solving, fostering a sense of shared ownership and accountability.

III. Agile Methodologies: Scrum, Kanban, and More

1. Scrum: A Framework for Team Collaboration

Scrum is one of the most popular Agile methodologies, emphasizing iterative progress, short development cycles (sprints), and frequent team collaboration. It is particularly effective for complex projects with changing requirements.

2. Kanban: Visualizing Workflows for Continuous Improvement

Kanban focuses on visualizing workflow, limiting work in progress, and enhancing overall efficiency. It’s a versatile approach suitable for both project management and continuous improvement processes.

3. Lean Agile: Streamlining Processes for Efficiency

Lean Agile combines principles from Lean manufacturing and Agile methodologies to eliminate waste, optimize efficiency, and deliver maximum value to customers.

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IV. Key Components of Agile Project Management

1. User Stories: Understanding Client Needs

User stories are concise descriptions of desired functionalities from an end user’s perspective. They serve as the foundation for planning and executing Agile projects.

2. Sprint Planning: Iterative Development Cycles

Sprint planning involves breaking down project tasks into manageable units and prioritizing them for iterative development cycles. This ensures regular delivery of functional components.

3. Daily Stand-ups: Enhancing Communication

Daily stand-up meetings, or scrum meetings, provide a platform for team members to discuss progress, challenges, and goals. These brief, focused sessions foster communication and collaboration.

V. FAQs About Agile Project Management

Q1: How Does Agile Project Management Differ From Traditional Approaches?

Agile differs by prioritizing adaptability, collaboration, and customer satisfaction over rigid plans. It welcomes changes throughout the project and encourages continuous delivery of value.

Q2: Is Agile Project Management Suitable for All Types of Projects?

While Agile is versatile, its suitability depends on project characteristics. It is highly effective for projects with evolving requirements, complex problem-solving, and a need for regular client feedback.

Q3: How Do Agile Teams Handle Changing Client Requirements?

Agile teams address changing client requirements through continuous communication and flexibility. The iterative nature of Agile allows teams to adapt and adjust project priorities as needed.

Q4: What Are the Common Challenges in Adopting Agile Project Management?

Challenges may include resistance to change, difficulty in transitioning from traditional methods, and the need for a cultural shift within the organization. However, these challenges can be addressed through proper training and change management.

Q5: Can Agile Principles Be Applied Outside of Software Development?

Absolutely. While Agile originated in software development, its principles can be applied to various industries, including marketing, product development, and even non-profit initiatives. The focus on collaboration, adaptability, and value delivery is universally applicable.

VI. Conclusion: Navigating Project Flexibility with Agile

In the realm of project management, mastering the basics of Agile is synonymous with embracing adaptability and collaboration. Agile Project Management provides a framework that aligns with the evolving needs of today’s dynamic projects. Whether you’re a seasoned project manager or new to the field, understanding these essentials is the key to navigating the complexities and unlocking the full potential of Agile methodologies in your projects.

Healthy Goals, Psychology, and Performance Assessment

Written by George Pitagorsky on February 7, 2024. Posted in Articles.

A reader reported that the “Motivation: Intentions, Goals and Plans” chapter of my book, The Peaceful Warrior’s Path, triggered memories and painful feelings about performance reviews.

That set me to thinking that the cause of much of the trouble with performance assessment as a part of performance management was psychology and mindset about criticism, coupled with organizational and personal resistance to addressing those issues.

A recent Harvard Business Review article pointed out that

“Performance reviews are awkward. They’re biased. They stick us in boxes and leave us waiting far too long for feedback. It’s no surprise that by the end of 2015, at least 30 of the Fortune 500 companies had ditched performance evaluations altogether. But let’s not throw the baby out with the bathwater.”[1]

My reader, a financial professional with a decades long career, reexperienced anxiety about being found deficient, reinforcing her need for perfection and acceptance by others, highlighting weakness and imperfection. Embarrassment, financial, and career consequences, circled in her mind.

As a result, she was triggered by the thought of setting goals and objectives. In her experience they were often unrealistic and rigid.

Others report a sense that they are being evaluated without adequate objective criteria and by people who are biased and, in some cases, unqualified, unprepared, or uninterested. Often the goals and objectives, even those set by the individual performer, are rigid and not adjusted when conditions change.

The Benefits of Performance Reviews

But let’s not just jettison performance goals, objectives, and assessments. Let’s make the best of them, to use them for personal growth and organizational success.

The HBR authors reported that at Facebook “a survey of more than 300 people found that “87% of people wanted to keep performance ratings.”[2]

They realized the need for candid feedback to give employees a sense of where they stand in the eyes of their organization and what they need to improve, and to give the organization knowledge of employee performance to support training, compensation, and hiring decisions.

Add to that the benefits, clarity of purpose and direction, which come from establishing rational expectations in the form of goals and objectives.

What Gets in The Way?

But something gets in the way. Not every organization is as wise as Facebook about optimizing their performance assessment process, including setting, and adjusting goals.

When I look at the issue from a project management perspective, I see three predominant causes of unskillful performance assessment: lack of clear goals and objectives, psychological/mindset issues, and poor process.

In this article we home in on the psychological issues and how they impact and are impacted by the other causes.

Psychology, Mindset, and Performance

There has been resistance to addressing psychological issues in the workplace. But we do well to be aware of these issues because individual psychology influences behavior and behavior influences performance and relationships.

The interplay among individual psychological tendencies and mindsets, cultural and organizational norms, and self-awareness influences performance and makes for a complex system. In a complex system change anywhere can have an impact everywhere.

For example, a project team member may make decisions influenced by fear of upsetting the functional manager who will give her the next review. Another performer may avoid committing to goals and objectives to avoid imagined failure. A project team may be reluctant to commit to objectives they feel are unrealistic and that they will be evaluated against regardless of changes to any number of conditions

In our projects, we see that factors like

Individual anxiety and perfectionism,
cultural norms,
performance processes
attitudes regarding success and failure,
communication and relationship capabilities,
levels of emotional and social intelligence, and
organizational support levels evidenced by allocating sufficient time and attention and adjusting objectives as conditions change,

all contribute to the success or failure of performance assessments and performance management.

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Skillful Performance management

Awareness of and sensitivity to psychological and cultural tendencies enables skillful performance management.

In projects, performance reviews are not limited to individual performers. We assess performance on individual projects and the performance across multiple projects of individuals, project teams, departments, and organizations.

Performance management should be treated like a program with each assessment of a project. Intentions, goals, and values drive performance. When we evaluate the effectiveness of performance management these elements must be considered. If we never evaluate the effectiveness of the program, it is likely to be ineffective. And that leads to less-than-optimal performance overall.

The intention of performance management is to improve and optimize performance while creating a work environment in which performers at all levels of the organization’s hierarchy feel safe and have a sense that the process is fair and objective. Values: effectiveness, kindness, candor, self-reflection, emotional intelligence.

The goal is to enable clarity regarding performance effectiveness through a process of performance reviews which include the assessment of the factors beyond individual behaviors that contribute to achieving optimal performance.

Objectives are to regularly assess the performance of individuals, projects, teams, and organizations to identify opportunities for improvement based upon pre-established criteria and to make decisions regarding the need for training, deciding who will be compensated at what levels, who will and will not be retained, and what organizational, management, cultural, and environmental changes are needed to achieve optimal performance.

Optimal Performance

If the intention and goal is to achieve optimal performance, then we must know what optimal performance means. It means performing as best as possible given current conditions where performance is measured by the ability to achieve desired results – satisfied clients, profits, clean air, healthy and happy executives, managers, and staff.

Next Steps

To move from the general to the specific you need an action plan for your situation. Consider each of these:

Identify a responsible party for performance management – and it can’t be ‘everybody’ even though everyone and every team is responsible for their performance
Educate the staff at all levels regarding the intent of performance assessment and the reality of psychological, emotional, and cultural influences
Set a baseline for optimal performance – objective and realistic criteria that are agreed upon by those whose performance will be measured
Assess your current performance management process – get feedback from the staff, assess against industry benchmarks
Refine the process as needed
Be open to continuous improvement based on ongoing assessment of both performance management and individual and project performance.

[1] Lori Goler, Janelle Gale, Adam Grant, Let’s Not Kill Performance Evaluations Yet, Harvard Business Review https://hbr.org/2016/11/lets-not-kill-performance-evaluations-yet#:~:text=People%20want%20to%20know%20where,recognize%20and%20reward%20top%20performance.

[2] Ibid

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

Written by Mahendra Gupta on February 6, 2024. Posted in Articles.

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.