Deltek Insight 2011: It’s Never Too Late: Using an Effectiveness Review to Revitalize Vision in Your Firm

VI-237 It’s Never Too Late:

Using an Effectiveness Review to Revitalize Vision in Your Firm

Insight 2011

Presented byCarrie Luedtke & Pamela Ingram

04/11/20232 ©2011 Deltek, Inc. All Rights Reserved

Agenda Introductions Gausman & Moore Implementation Overview Challenges Faced Effectiveness Review Overview Gausman & Moore Effectiveness Review Process Outcome and Benefits Lessons Learned Implementing an Effectiveness Review Q&A


Key Takeaways Understand that it is never too late to improve Vision within your firm Be able to articulate the benefits of undergoing an effectiveness review Understand the steps to a successful effectiveness review Develop a plan for executing an effectiveness review in your firm


Introductions

Carrie Luedtke, Business Manager, Gausman & Moore Pamela Ingram, Director of Strategic Services, Central

Consulting Group


Introductions (cont.) Gausman & Moore Associates, Inc. Founded 1935 Headquarters in Roseville, MN; Offices in Duluth, MN and Santa Clarita, CA 80 Employees Mechanical, electrical, plumbing (MEP) and data engineering consulting services

Major Markets: Healthcare Retail Recreation Hospitality Education Worship Office Mixed-use Government


Gausman & Moore Implementation Overview Initial Implementation

Legacy Systems: Sema4 and Excel Implementation: October 2004 - April 2005 Modules Originally Purchased (100 series):

Accounting, Billing, Time, Payroll, Resource Planning Implementation Consultant: Deltek Internal Core Team: Accounting Department Only Implementation Approach: Application Training:

Accounting: Application Training Others: Timesheet Training Only


Gausman & Moore Implementation Overview Post Implementation Additions

Modules: 3 Seats of CRM in 2007 Training:

Project Managers: Search and Report Training in 2007


Gausman & Moore Implementation Overview March 2010 Status of Vision

Underutilization Company-wide Perception as “Big Timesheet Machine” Shareholders and Project Managers Read-Only Access All Vision Knowledge Limited to Accounting Expensive Purchase with Limited ROI Heavy Excel Reliance Redundant and Duplicative Processes Limited On-going Training Multiple Unused Modules


Gausman & Moore Effectiveness Review Trigger CRM Needs Potential Future Loss of Key Individuals Need to Better Understand Revenue vs Expenses In the initial CRM implementation meeting bigger issues came to light…

Realized how much we were underutilizing Vision and how much data was being duplicated by different departments

It became obvious how much cross-over there was with data in the different departments

Wanted to realize our investment in Vision


Gausman & Moore Effectiveness Review Trigger Initial CRM Implementation Meeting Realizations…

Under-utilization of Vision Data Redundancy Process Inefficiencies Buy-in Deficits


Effectiveness Review Overview What is an Effectiveness Review

People

ProcessTools


Effectiveness Review Overview Steps in an Effectiveness Review

User Feedback Database Review Process Review Additional Data Collection

Good Candidates for Effectiveness Review Timing of an Effectiveness Review Who Should Participate in the Effectiveness Review Process


Effectiveness Review Overview What is Business Process Modeling Why do Current and Proposed Benefits Raven


Gausman & Moore Effectiveness Review Process Core Team Identified

Management Representatives Varying Tenures Cross Section of Departments Varying Vision Use Varying Buy-in


G&M Effectiveness Review Process Separated CRM, Project Planning and Newforma into Three Efforts Steps for Each Segment

Current Process Mapping and Analysis As-is Walkthrough Proposed Process Mapping System Re-Configuration Training Roll-Out


G&M Effectiveness Review Outcome and Benefits Technology Gains:

Increased CRM licenses to Series-wide Implemented CRM and Resource Planning Implemented Newforma and Integrated with Vision Automated Processes and Notifications (Workflows) Excel Data Integration (50+ Spreadsheets Retired) Extended Reach of Vision within the Company


G&M Effectiveness Review Outcome and Benefits Process Gains:

One Set of Company-wide Processes Process Documentation Increase in Process Efficiency


G&M Effectiveness Review Outcome and Benefits Cultural Gains:

Improved Buy-in Better Communication Momentum to Do More with Vision Duplicate Efforts Reduced/Eliminated Commitment to On-going Training Development of Standing Vision Committee


Lessons Learned from Original Implementation Waited Too Long for Next Steps Wrong Approach: Application vs. Process Training Security Involve Users in the Implementation/Build Buy-In Management Buy-in is Critical Weekly Meetings after Implementation Demographic of Core Team


G&M Effectiveness Review Personal Lessons Learned Giving More Access is Not Compromising the Database Avoid Pre-Judging Users Giving Up Control is Gaining Control Better Understanding of Vision Find a Consultant to Help Move Your Boundaries Ownership of Process vs Ownership of Software Start Today – Don’t Wait Until You Have Time Take one Piece at a Time, But Plan All Pieces Together


Implementing Effectiveness Review in your Firm When is it Time Finding the Best Assistance Develop a Strong Core Team Define the Scope Start Today – Don’t Wait Until You Have Time


Conclusion Determine if the time is right for an effectiveness review in

your firm Identify the proper team to execute the effectiveness

review Document both where your processes currently stand as

well as where you would like them to be in the future Remember to analyze and tweak culture, process and tool


Q&A

Carrie Luedtke, Business Manager

Gausman & [email protected]

Pamela Ingram, Director of Strategic Services

Central Consulting [email protected]

mailto:[email protected]

mailto:[email protected]

April 11, 202324 ©2011 Deltek, Inc. All Rights Reserved

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