GENERAL FEATURES

1. Table and List views:
   • Drag-and-drop column rearranging.
   • Click and ctr-click (command-click on Mac), to apply sort or multi-sort.
   • Column resizing.
   • Mouse-over to show full details.
   • Table and list view settings are saved for user.
2. Tree Views:
   • Ability to drill-down and create parent/child related information.
   • Click on a node to expand/contract sub items.
   • Add/delete items from the tree.
3. Chart Editor:
   • Charts can be modified and saved as a new charts.
   • New charts can be shared or kept private.
   • Chart modifications include which series to chart, formatting, (labels, styles, legend, etc). filter parameters can be applied (specific projects, employees, time periods, etc).
4. Dashboards:
   • Users can configures an unlimited number of dashboards holding a mix of charts, custom charts and data portals.
5. Search/Find:
   • Powerful search engine allows ability to extend search, reduce search, etc.).

PROJECTS

1. Phases and Sub Phases: represented by hierarchy in a tree view, a user can now create an unlimited number of sub phases (and sub-sub phases) of any parent phase. As an example:
   • Design Development
     • Architectural Services
       • Principal
       • Project Manager
       • Draftsperson
     • Civil Engineering Consultant
     • Structural Engineering Consultant
     • 3D Model
2. Job Codes and Sub Job Codes: represented by hierarchy in a tree view, a user can now create an unlimited number of sub job codes (and sub-sub job codes), of any parent job code. As an example:
   • Additional Service Request #001
     • Architectural Services
     • Structural Engineering
3. Phase - Job Code Relationship. Specific job codes can be associated to specific phases. When a user is entering their timecard, they can now be presented with job codes that are specifically associated with particular phases. As an example a job code called “Site visit” could be setup so as to only appear during the Construction Administration Phase.
4. Checklist Tasks - Sub Tasks: represented by hierarchy in a tree view, a user can now create an unlimited number of sub tasks for any parent task.
5. Checklist Tasks can be optionally used at the timecard level. This can be required for all projects or only certain projects. If an employee has been assigned to a task, it will appear as a selection in their timecard. This allows for accurate budget vs. actual reports not only at the phase level, but also at the task level.
6. Flexible document storage: store project documents on any hard drive on your LAN or WAN, not only on the default file server. As an example, move old project folders onto a hard drive for archived projects and point ArchiOffice to this new drive.

DOCUMENTS

1. Document templates can be made from any file type that can read/write RTF (rich text format). Design templates and use field markers which will be replaced with data from ArchiOffice upon creation of the new document. Such applications include:
   1. Adobe Illustrator
   • Microsoft Word
   • Open Office
   • Apple Pages
   • Notepad
   • TextEdit
   • Word Perfect
2. Folder Syncing: ArchiOffice can scan project folders on the file server or designated hard drive and create document records for files that were added manually. If employees move files around inside project folders, ArchiOffice will update it’s records to reflect the new file location.

 
BILLING

1. Invoices are generated using the Jasper reporting engine, and the invoice templates are modifiable and customizable using the open source report design software, iReports report.
2. Making payments to outstanding invoices can now be entered directly from the Outstanding invoices tab.

REPORTS

1. Each report includes a Search screen, rather than selecting from limited optional criteria.
2. Reports are generated using the Jasper reporting engine, allowing more output formats (i.e. Jasper viewer, PDF, XLS and CSV).

CALENDAR

1. Brand new calendar component with rich user interface features such as mouse-over to reveal event details, color coding, drag-and-drop rescheduling, etc.

1. POST A FEATURE REQUEST: and yes, we really do listen to your requests
2. QUESTIONS & ANSWERS: read FAQ’s, ask your own question, or contribute answers
3. POST TESTIMONIALS: we really appreciate hearing what our customers/clients have to say.

Of course, the Users Group, has all the other fun things that Yahoo has to offer. After all, we believe software should be fun - and when you’re having fun, Yahoo!

The one word that comes to mind is commitment.

In our experience, there are two kinds of design firms that contract with the government.

1. The firm does some government work. They obtain an audited overhead rate, usually because they have reached a state-mandated threshold and want to meet the minimum standard.
   
   
2. The firm is committed to maximize their profits related to Government contracting and thus, allocate time and resources to achieve this.

While you might envision only large firms as the second type, this is not necessarily so. A large firm or a very small firm can be committed to the opportunities in Government contracts. They research the rules. As needed, they make adjustments to their processes and procedures. Because of this commitment, firms experience much higher profitability on their government contracts, a result which many firms think is near impossible.

Know the Rules So You Can Play the Game

Design firms have come to Deemer Dana & Froehle, CPAs, ready to pursue Government contracts. They wanted an audited FAR overhead rate or an audited schedule of indirect costs.  Working with the client, we determine allowable and unallowable expenses over the past year. From this an overhead rate is produced.

While this rate is acceptable, it is painfully far from optimal. Firms that get the most out of their overhead rate do two things.

1. They have or put in place an accounting system that immediately identifies an expense when incurred as allowable or unallowable for FAR purposes.
2. When faced with any business decision, they consciously consider, “How will this affect my overhead rate and, in turn, my bottom line?”
   

In firms that thrive in Government work, you see an analysis of almost every cost — overhead expense or not — so as to obtain the highest benefit. Policies and procedures are enforced with an emphasis on overhead maximization.  For example, General Marketing is not an allowable cost but Selling Expense is allowable.  A proactive firm utilizes multiple labor codes for the marketing function. Their detailed policy includes definitions for these marketing labor codes.

Another scenario is a firm with a mix of Government and private contracts that wants to maximize their revenue while managing their overhead.  Their fleet of vehicles are typically charged to jobs and billed as a reimbursable.  While most firms use the federal rate to charge the cost to jobs, this committed firm performed a detailed analysis of their actual vehicle costs. They discovered the actual cost was 70 cents per mile.  This rate is charged to their jobs and included in their contracts.  This often overlooked cost lowered their overhead rate but increased their bottom line.

Times Are Changing

The rules for the industry have changed. Many firms in the past hired a CPA firm or consultant to establish their overhead rate. They depended on them to classify their costs. This is no longer allowable.

With the passing of the new AASHTO Audit & Accounting Guide, a Government contractor must now take responsibility for their own overhead rate.  They must have the knowledge in-house to make the appropriate allowability determinations. In addition, small firms can no longer employ very simple accounting systems. Under the new guide, all government contractors, regardless of size, must have a compliant job cost system under general ledger control. The new guide also stresses the need to account for costs correctly and maintain accurate financial information under Generally Accepted Accounting Principles (GAAP). This means the days of generating an overhead rate based on tax information and estimating unallowable expenses are over.

Fear Not

While the new regulations might push several firms out of their comfort zone, it is not all bad.  The requirements are good business practices, which successful firms in the industry have followed all along. In the long run, many firms will look back and, while the process may have been painful, they will realize that their overhead rate has risen. In turn, now they are making profit on their Government contracts.

Design firms achieve strong profits by paying attention to the overhead rate and making smart business decisions based on how the rate would change. With an enhanced internal information system, firms can make proactive business and contract decisions, helping to solidify their industry position now and in the years to come.

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Thanks to Tony Uhrich, CPA, from Deemer Dana & Froehle LLP, for this article. Many professionals work with governments on a variety of projects.

“Recessions, like extreme weather events, natural disasters, and national emergencies, create pockets in time when nobody gets much done. We stand gaping at the scene and we remain there as long as possible, for comfort and camaraderie as much as for information … We cannot afford to be immobilized any longer. We cannot be codependents of the recession, hiding from our business shortcomings and responsibilities by pointing to the big bad economy.”

About the same time Business Week included an article entitled, How Positive Psychology Can Boost Your Business,  by Jill Hamburg Coplan. While there is debate about Positive Psychology (the Science of Happiness), mostly because repeatable clinical trials and other scientific tests must be expanded, many aspects of the article ring true:

“[But] this much seems certain: People can take control of certain actions that will make them happier for a time, such as setting appropriate goals. They can add gratitude, hope, and a dose of self-control to each working day. And it’s clear that happy bosses perform measurably better, building productive teams and inspiring loyalty.”

Getting to the point of being “positive” is about “exercising power over the self … Psychologically, self-regulation is a muscle you can train over time.” It is the same as developing muscles and stamina through exercise or building a new habit – it is best done in increment. You accustom your body to change by pushing just past your comfort zone toward the next goal. “You can do the exact same thing in your company — push past your comfort zone and achieve goals once thought to be out of reach.”

What are the takeaways from these articles:

• Choose to be happy. Plan for, accept, and work through difficulties and know you did your best.
• Choose to be positive. Work toward making “positive” part of who you regardless of what is going on around you.
• Choose to turn turbulent times in your business into opportunities. Take stock of the intangible and tangible value in yourself and your people. Find opportunity. (Also see Part 1 and Part 2 of this series.)
• Be ready when the opportunities burst open. Take the time now to improve internal systems, upgrade technology  … do whatever you can to be ready

You achieve what you plan to achieve, prepare to achieve, and act to achieve. It is up to you.

“My company has assets—knowledge, expertise, know-how, services—that we know benefit clients. But we also don’t have all the financial assets we need to reach potential clients. We don’t want to just survive, we want to grow. That’s why we collaborate and partner with other companies. Simon and Garfunkel’s old song, “I Am a Rock” is not the way to go.”

BQE Customer (Business Consultant), New Jersey

Like a new service opportunity, keeping your eyes open for a possible strategic partner is critical. Your potential collaborator in success has something you need AND you have something they need. You both have something that customers need. Strategic partnerships are all around you—local, state and regional industry, professional and business associations, accounting firms, law firms, consulting firms, competitors, software companies, web sites, and more.

For example, a BQE consultant who specializes in the construction industry, or perhaps engineers and architects who work with contractors every day, might partner with a local association. Deep experience (or extensive research) holds high value. It also gives you credibility. However, if you view this opportunity as a scheme, a one-sided strategy to sell your services to a captive audience, then you’re in for a disappointment. Owners and managers who attend association meetings are skeptical. They expect a sales pitch.

So, be a contrarian: Be up-front and honest. Here’s an example from a BQE Customer and his “pitch” to a local association’s leaders.

“Your association members want to survive and be ready for the next up cycle. You want to help them. They expect you to help them; that’s why they’re members. They don’t want commiseration meetings. They want to walk away from every meeting smiling and thinking: I CAN DO IT! They want you to help them see the light at the end of the tunnel and know it’s not a train bearing down on them.

“And from my side, I need and want them as clients. I want to grow my business. But I’m not a fool. I know most members won’t simply hire me to consult or coach them out of the blue. I need to build credibility and trust. Some will join my group sessions—that’s one of the services I offer, group advisory sessions. It’s cheaper than one-on-one consulting and they learn as much from me as from the others in the group. But for most people, my help will come through their association. I know when the time is right, they will remember me.

“I don’t give sales pitches. That’s my promise to you. Now’s the time to give, not take. That’s good marketing, for you and for me. Whether I speak at a local meeting or the association sponsors an online webinar or I’m talking with a member at a meeting, it’s all about giving. I teach them how to survive until residential and commercial real estate picks up again. I share insights from my experience. I help them become better managers and owners—and to be ready for the next downturn long before it comes.”

Learn from this business coach and consultant. When you see an opportunity to collaborate with another organization, remember three key rules:

1. Only seek marketing partnerships with organizations that you would have no problem referring your best clients to.
2. It must be Win-Win-Win. Partners’ mutual self-interests must benefit each other, but most important, the collaboration must first and foremost benefit the client.
3. Document your understanding. Sometimes this might be a written agreement. More often you will know you’re dealing with honest, forthright people. Emails, letters, a proposal or a simple ‘Letter of Understanding’ may be all that’s needed. They make sure everyone is on the same page.

Betty Van Dyck, Being in Balance, LLC, Dallas, TX
QuickBooks Certified ProAdvisor, Sleeter Group Certified QuickBooks Consultant

Betty hits the nail on the head. Surviving and thriving in the current economic climate depends first and foremost on a positive attitude. Without it, everything around you is oppressive. You spiral inward, rolling into a ball hoping to survive. But with a positive attitude, with the belief that you will survive AND thrive (now and more when the business cycle turns up again), opportunities come alive.

Where might opportunities arise?

Say you receive a phone call one day saying contracts with a government agency or business are being put on hold. Other calls from prospects and clients say all proposals are shelved indefinitely. Or maybe you read about downsizing of important functions at agencies and businesses.

Rather than circle the wagons, a positive attitude helps you conceive of a new service. Perhaps you see a way to leverage your assets—technology, people, experience, expertise and more—across multiple organizations, being able to deliver services remotely and/or at a lower cost. Maybe you think of a way to collaborate with the remaining staff at a client’s or prospect’s office.

After conceiving the idea and working through the main features of the new service, you pull back a little bit and self-manage your enthusiasm. Time to do market research! The best and lowest cost way to do that: Research calls.

Call clients and prospects. Ask if you can talk to them about a service you are considering that will help them continue with important functions but at a lower cost. Tell them you want their help to get it right. Then meet—at their office, at your office, at Starbucks or anywhere convenient to them. One professional said that he drove a company owner 30 miles to the airport because that was the only time he had available.

Don’t limit yourself to the details of the service as you see it. Ask questions: How do they do it now? What changes with the delays or cancellations of contracts? What do they expect as benefits? Learn all you can from the client’s point of view.

It’s always nice to see firms that use ArchiOffice being recognized for their accomplishements. We coldn’t be there during the awards ceremony, but I wonder if anyone gave a shout-out to ArchiOffice.

I’ve had the opportunity to visit more than 100 firms that use ArchiOffice software, and I’m always amazed at what our users have been able to make it do. But then again, sometimes I wonder what must ArchiOffice be thinking about it’s users?