{"id":102215,"date":"2018-03-01T00:00:00","date_gmt":"2018-03-01T05:00:00","guid":{"rendered":"https:\/\/sisn.com\/adopt-combined-operational-financial-focus\/"},"modified":"2018-03-01T00:00:00","modified_gmt":"2018-03-01T05:00:00","slug":"adopt-combined-operational-financial-focus","status":"publish","type":"post","link":"https:\/\/sisn.com\/en-gb\/adopt-combined-operational-financial-focus\/","title":{"rendered":"ADOPT A COMBINED OPERATIONAL & FINANCIAL FOCUS"},"content":{"rendered":"\t\t
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Why you should encourage project managers to be more involved in the financial side of the business<\/h2>

When you have the opportunity to talk daily with construction companies looking to improve their business processes, inevitably the conversation will turn to project management. One aspect of project management often debated by management is whether project managers should be more operational or financial focused. In reality, project management falls into two distinct business models. The more traditional model focuses on the operational aspects of managing a project. The second model puts a stronger emphasis on the financial aspects of executing a project.<\/p>

Business owners should evaluate their business models to determine if their current approach is delivering the desired results. The term \u201cproject management\u201d by itself carries a broad definition of responsibilities and meaning. This is clearly demonstrated by reviewing the Project Management Institute, (PMI) definition of project management: \u201cProject management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements.\u201d Thousands of articles have tried to impart wisdom and guidance addressing what project management means in terms of:<\/p>

1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Communications<\/p>

2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Schedule management<\/p>

3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Team\/resource management<\/p>

4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Risk management<\/p>

5. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Cost management<\/p>

There are far fewer discussions around what financial business processes should be driven by the project manager (PM) vs. accounting. This article explores the differences in the business model where the PM is supported by accounting vs. the PM driving the project accounting activity. The differences in the two approaches are determined by the level of involvement by the project managers in the financial processes within the company. One approach is where the PM is supported by accounting, and the other is where the PM drives the project accounting activity.<\/p>

During an analysis of different companies, there are a number of companies in which the project accounting processes are controlled by the accounting staff. In these instances, the key processes are getting complete, but without operations and accounting connected, there may be a cost to the overall profitability of the project. In these situations, accounting does the data entry, runs the necessary reports and updates key items in the financial accounting systems, such as budgets and change orders.\u00a0 The separation of the financial and operational aspects of project management creates a disconnect between the actual financial performance and what job cost is reporting.<\/p>

A great example of this is when asking the project managers what key job-costing reports they take into consideration when executing their jobs, they often reply \u201cNone, the data is not correct.\u201d In many instances, the PM is monitoring job cost in an offline spreadsheet or other disconnected systems.<\/p>

Operating under this model can cause inefficiencies for the whole organization and can potentially erode profit margins. Diving deeper into these problems, by talking with accounting and management on why this business model is in place, there is a variety of different statements that all have the same familiar themes:<\/p>

\u00a0<\/p>

1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u201cProject managers don\u2019t understand project accounting.\u201d<\/p>

2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u201cMy PMs won\u2019t enter the data in the system.\u201d<\/p>

3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u201cWe don\u2019t trust PMs in the accounting system.\u201d<\/p>

4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u201cOur project managers don\u2019t have time.\u201d<\/p>

5. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u201cTimely data entry of project costs.\u201d<\/p>

6. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u201cLimited or incomplete job-cost details.\u201d<\/p>

7. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u201cErroneous data posted to job costs.\u201d<\/p>

The most interesting takeaway from meetings and client analysis is that, in most cases, the subject of getting project managers more involved in the financial data is taboo and not open for discussion. The point in these examples is that when the project manager is not in sync or on the same page with the accounting team, then the true financial picture of the project becomes blurry.<\/p>

SHADOW NUMBERS<\/h2>

The danger of a disconnected project manager is the lack of visibility of a project\u2019s \u201cshadow numbers.\u201d\u00a0Shadow numbers comprise a large number of items that can have either a positive or negative effect on project profitability.<\/p>

They are called shadow numbers because they typically are not reflected in the job costs of a project until later in their lifecycle. The old adage clearly demonstrates this problem; you can only manage what you can measure, and you can only measure what you can see. The following business processes can create shadow numbers:<\/p>

\u2022 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Potential change orders<\/p>

\u2022 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 RFIs<\/p>

\u2022 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Project issues<\/p>

The bottom line is that they are not reflected in the job-cost reporting in order to provide an accurate picture of potential margin gain or fade. At the end of the day, the goal should be real-time, accurate job-cost reporting that demonstrates the overall health of a project.<\/p>

PROJECT MANAGERS DRIVE PROJECT ACCOUNTING<\/h2>

Do project managers have to do all the data entry on key business processes? Not exactly, but if you want one truth in job costing, there are a number of key financial processes in which the project manager needs to have a direct interface from a financial perspective:<\/p>

1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Project budgets<\/p>

2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Material purchasing<\/p>

3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Subcontract commitments<\/p>

4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 RFIs<\/p>

5. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Labor-cost review<\/p>

6. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Material and subcontractor invoice approval<\/p>

7. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Change-order budget changes and impact<\/p>

8. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Estimate at completion, EAC and\/or cost to complete monthly updates<\/p>

9. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Revenue recognition<\/p>

10. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Billing<\/p>

CHANGING BEHAVIOR<\/h3>

So why are some project managers reluctant to get involved in the financial side of executing a project?\u00a0 Outside of the few that are not going to change their behavior, it may be the current business model or processes preventing more involvement from project managers. In some cases, the easiest way to modify behavior is to reward the team to get more involved.<\/p>

1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Create an incentive program and reward good results.<\/p>

2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Review current processes and report shadow numbers.<\/p>

3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Align business processes to provide a job-cost report the PM can actually use.<\/p>

4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Get the project manager in the project accounting system so that he or she has ownership.<\/p>

The paradigm of a project manager is shifting from a purely operational role to a blended financial and operational leader.\u00a0 Are your business processes aligned to support this shift?<\/p>

\u00a0<\/p>

Steven Mulka<\/a>\u00a0is a founding partner of Microsoft Gold-Certified SIS Software. He has more than 20 years of technology experience providing financial, operational and project management solutions to support the AEC industry. Steven Mulka can be reached at smulka@sisn.com.<\/p><\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

Why you should encourage project managers to be more involved in the financial side of the business When you have the opportunity to talk daily with construction companies looking to improve their business processes, inevitably the conversation will turn to project management. 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