"PSA has given us the time and ability to be able to streamline processes allowing us to scale quickly and provide detailed project performance data, information which is now visible and consistently used across departments globally."

Erik Kuykendall, Business Operations Supervisor, Global Services, VCE Company

VCE, formed by Cisco and EMC with investments from VMware and Intel, is a leader in converged cloud infrastructure systems. VCE, through Vblock™ Systems, provides an optimized information technology system that accelerates the adoption of converged infrastructure and cloud-based computing models that dramatically reduce the cost of IT while improving time to market for customers.

Products in Use: FinancialForce PSA

Company size: Large

Previous system: Netsuite OpenAir

Location: Richardson, Texas, US

Industry: Software/SaaS/Web Development

Business Issues

  • Using manual, low level processes to track project status
  • Existing system could not scale with rate of company growth
  • Siloed resource management with regular cross regional conversations to identify local resources
  • Time consuming project status summary reports produced manually and circulated weekly
  • Programme Managers spending at least 5% of their time per week producing management level internal reports
  • No timely information on resource utilization. Programme Manager had to wait for next update
  • 5% Programme Manager’s time per week spent in conversations with direct Project Manager, getting updates done and discussing projects
  • 20% fixed fee contracts unfunded due to discounted services or services missed on remit

Before implementing FinancialForce PSA, our Services Operations Team spent more time producing manual reports and KPI dashboards for internal business use than interfacing with our delivery teams.

Erik Kuykendall, Business Operations Supervisor, Global Services

Benefits & Results

  • Project accounting measured consistently by Project Managers across the globe
  • Streamlined revenue forecasting – ability to take a deep dive into projects at end of month to see which could be brought in to meet deadlines/revenue goals
  • Granular metrics allow detailed margin analysis based on intended list prices Vs as sold prices
  • The ability to bring de-railed projects back online through plan Vs actual level of effort (LOE) analysis allowing price and discount revisions
  • Managers taking more active role to ensure services applied to product build are in place and funded
  • All services accurately funded and accounted for in fixed fee billing, increasing revenues by 20%. System will not allow associated services to be missed off a bill
  • Ability to perform detailed margin analysis led to a reduction in rate of non-standard discounts on services
  • Dashboards based on reports used across the business to give visibility into project statuses, empowering customer support and finance functions
  • Ability to track and manage business based on utilization metrics now captured and reported on including delivery services and customer support
  • Management Team can view project and company status systematically in real time rather than awaiting consolidated reports from Managers. This has directly impacted revenue as Managers can query why sales don’t meet an expected Opportunity margin
  • Sub-Contractors managed within the system aiding expense management audits