Several decades ago, organizations used to manage all their finances using big paper-based ledgers, where they’d spend much of their day “doing the books”. These large ledger books worked for hundreds of years, however it would be a challenge to find any modern company today that runs their business on paper-based accounting methods.
The recent announcement by the Alberta government to invest $1B in grants and loan guarantees to partially upgrade its bitumen, is great news for the Alberta energy industry. As a landlocked province with no access to tidewater for access to diverse markets, and no pipeline to transport its bitumen, Alberta is not getting full value for its products. It’s the government’s hope and expectation that this will incentivize a further $5B in private investment to build and improve the local upgrader infrastructure.
It’s not uncommon for organizations to consider the idea of using their ERP as a one-stop-solution for all their technology needs – even when it comes to managing the many-layered complexities of cost management on major projects. It’s an appealing idea: everything in one place, under the tight control and scrutiny of the finance department. The challenge with this of course, is that the target users of an ERP are in the finance department, not those who are managing the day-to-day operations of a large construction project.
Construction projects have many moving parts and a colossal amount of data to carefully manage in order to keep the project running to plan. Not only that, but there are numerous different types of users that need to work collaboratively in real-time. Such as: Project managers, project controls, engineers, field staff at the jobsite, subcontractors, project owners and others, that all need to work together, sharing data and workflows, to seamlessly bring a project to a successful conclusion.
You thought you had your project all wrapped up when, SURPRISE, vendor invoices just keep coming in. Whoops, things didn’t go as well as you thought. The costs on your project keep soaring, and you have to keep updating your project reports to your superiors.
Why Vendor Invoices Keep Coming In
This happens because vendors rarely invoice you at the time they completed the work, or delivered the materials. The problem is, if you wait until vendors invoice you to show the cost on your project, then you’re in for a lot of surprises.
More and more companies are demanding greater visibility into construction project performance. Simply put, companies want to know that funds are being well spent and that their projects are going to run to plan. As a result, increased demands are being made on project controllers to deliver timely and accurate cost and revenue forecasts to help shape business decisions. But hey, you know all about this, don’t you?
Successfully managing construction projects is highly dependent on the quality of the data that’s captured about those projects. Whether you’re using the data to manage costs, bill your clients, pay your subcontractors, determine progress – or all that and more – the quality of that data is crucial to the success of the project. Current, Accurate and Complete – these are the key cornerstones of quality information. What’s more, getting quality data right from the start – i.e. from when it’s first entered into the system – saves organizations tremendous time, money and effort in executing on projects. Not only that, it reduces the chances and effects of any potential claims, disputes, safety issues and delays. Mistakes and omissions bleed energy and money from your organization. The result is not just costly, it’s often embarrassing – and you are particularly vulnerable if you have any manual “double-entry” of data from system to system.
I was visiting a client yesterday helping them get started with some new projects they were planning. They’re a fairly new client and are still working through some of their internal processes with respect to how they’re going to take full advantage of this enterprise software they've just adopted. They were engaged in a very productive, but heated dialogue about how to manage this transition. The challenges they face are similar challenges that most companies would in this situation, so I thought it’d be worth writing about.