BRAUN INTERTEC DYNAMICS AX Carmen Borgeson CFO 1
BRAUN INTERTEC & DYNAMICS AX Carmen Borgeson, CFO 1
Original Implementation § Soft go-live February 2014, Full go-live May 2014 § Initially implemented 2012 R 2 § Primary modules Used: § § § G/L, A/R, A/P Project Accounting Human Resources (for workers and contractors) Travel and expense (expense report approval) Used e. Portal for timesheets and expense reports § Exceeded budget and timeline 2
Upgrade to 2012 R 3 § § Started January 2016 6, 000 hour budget Extensive end-user SME involvement Finished on-time, under budget 3
Areas of customization § Project Accounting § Initially used SAG’s PROJ AX module, but most of this was removed during R 3 upgrade. § Customization areas: § § § Timesheet improvements Project Totals Quote Quality Review (validation framework) Collections Portal Project revenue review/analysis tools 4
Timesheet improvements What was the Problem? Employee base was accustom to entering weekly unit pricing (fee and expense transactions) for services performed on the projects they worked: § Equipment utilized in the field § Tests performed 5
§ Allows employee to enter unit pricing in a grid/daily format. § Upon posting of the timesheet, hours, expense and fee journals are created. 6
Project Totals What was the Problem? Our project management teams needed one place to look to find high-level information to more effectively manage the project. § Total billable budget and effort to date § A/R and WIP balances § Invoices issued to date 7
Customization – Project Totals § Project Totals information is repurposed through out our system. § A grid view of the warehouse totals (updated hourly or on demand) was created so data for multiple projects can be exported to Excel and analyzed. 8
Quote Quality Review What was the Problem? § Certain data fields and activities were not being completed during our quoting process resulting in incomplete project records. § Some of the fields and activities are not known at the time the quote is originally developed, but become knowing during the quoting process. 9
Customization - QQR This quality control framework can be used on any form or table in the system 10
Collections Tool What was the Problem? § Within Braun’s collection process, the Project Client Communicator (PCC) is responsible for collections. § From a invoice collections point of view, AX is very customer centric. Thus, the PCC had no visibility into the projects requiring the PCC’s action. § We fed data to a legacy project-based collections tool that was on unsupported technology and we were unable to change its source code (developed in early 2000’s) 11
Project Collection Tool Search Capability 12
Customizations – Collections Portal Allows our users to: § Input notes into the collection process including the same note on multiple invoices. § Set follow up dates. § Move the invoice(s) to the next stage of the collections process. § Print a report of all notes by Client and Project which can be used during legal 13 processes as necessary. § Collection notes are an attachment, and we brought them forward in a fact box
Expense Report in Rich Client What is the Problem? § Expense reports could only be entered in e. Portal and the process is cumbersome. § Customization within e. Portal is more difficult and costly. § Eventually, if e. Portal is no longer needed, all functionality could be moved into the Rich Client which would free up a third of our servers. 14
Expense reports in Rich Client § Entire process from entry to approval to posting can be performed in the Rich Client including drag and drop of receipts § Everything a user needs to enter is contained in the grid instead of in different pop-up dialogue boxes 15 § Customization is easier and user experience is faster and more streamlined.
Change Orders What is the Problem? § PCC’s had a lack of visibility to certain project milestones § Steam lines the process of updating the budget - editing a project’s structure was difficult, entirely manual § Provides client facing change reporting. § Lack of accountability regarding scope change requests and approval process. 16
Project Change Orders § Change Order Alert is sent to the PCC when a project is 80% or 100% to budget. § PCC then can choose to create a Change Order off of this alert. 17
Project Change Orders § During a change order, the projects current WBS is pulled back into a quotation stage. The header information stays the same but the structure is easily manipulated. 18 § All approvals are tracked and can be queried later. § Internal and External scope change reports are available.
Project Revenue Analysis Workbench What is the Problem? § The revenue and cost from our projects follows the employee who performed the work back to the employee’s department § There is no mechanism in AX to review revenue at period-end. § AX’s project related information is too detailed. § No ability to drill through a project. § No ability to review based on metrics 19
Project Revenue Analysis Workbench § Accounting staff can review various metrics including sales per billable hour and net revenue by ledger date, project and financial dimension. § Accounting staff can drill down into transactional data. 20
Questions? 21
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