Apr 26, 2014
That's about right
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That's about right
I'm going through me and my bestfriends friendship on facebook and we used to rap battle. Here is how some of it went down:
Me: My gang rolls deep, ask Adele. We beast it up, ask Belle. Got that weed, jolly green giant. Makin' it rain, Kobe Bryant. Let's dome it up, Edward Jones, Smokin' that kush, relaxin' our bones.
Bff: Yo! It's the Queen. Marceline. Rhymes crazy as shit. Charlie Sheen. Smokin' dat green like it's four twenty. (twentay) Comin' through like a Hurricane. Aye Bay Bay. You'll never be better. Go ahead and try. I'll always be the favorite. Call me Lady Di.
Me: Ku$h Queen is burnin' up, hot sauce. Essential to the game, main clause. Acting a fool, DMX. All my haters come up short, T-Rex. Steady mobbin', Lil Wayne. Cold from my ice, diamond chain. Blazin' all day, forest fire. My rhymes are forever, never expire. Ask your girl, she screams my name. Ku$h Queen here, makin' it rain.
Her nickname is Ku$h Queen hahahaha
Only me and my friends are cool enough to smoke a bowl by candlelight ;)
DMC *Hearts* Design Museum Boston!
Have we ever mentioned how lucky DMC is? We should! Just a few months ago we were introduced to a couple of new generation entrepreneurs in need of accounting and bookkeeping assistance. We met the charismatic Sam Aquillano and Derek Cascio, the founders of an organization called Design Museum Boston which is a new nonprofit committed to bringing design and design education to the general public. When we met Sam and Derek we immediately taken back by their exceptional drive and commitment. Design Museum Boston has a number of exciting initiatives: exhibits featuring different design topics displayed in unused retail and public spaces; partnerships with other nonprofits to help them solve problems using design; and uniting the community through a series of networking events at local businesses. They had an exhibit that opened August 11th (act fast, it’s only up for two weeks!) called Retail: Retell. Recycle. Rethink. done in conjunction with students from the Wentworth Institute of Technology and are currently planning an exhibit on branding opening sometime in 2012. We were happy to sponsor them and help get their bookkeeping off to a good start; it’s a bit easier with a blank slate! Sam and Derek are both designers and heavily reliant on Mac-based products, so we knew immediately they would love AccountEdge’s designer friendly and easy to understand interface. For this young, entrepreneurial and tech-savvy duo, this software was by far the best option, says Sam. "Design Museum Boston is a distributed museum with a distributed workforce. AccountEdge software linked with the iPad app let's us easily keep track of our finances wherever we are, so we can spend less time accounting and more time being creative." DMC has a large client base of architects, designers, and creative professionals. We may predominately work with numbers, figures, and financials, but we appreciate and love design and design education and believe strongly in sponsoring initiatives that support it.
Implementations Gone Bad and Who’s to Blame?
Learn how to pick an accounting or business development IT package that will help save your firm time and money. It’s a bummer, but when you’re implementing accounting systems, the results can be ugly. Real ugly. Like any other project, but probably somewhat unique to accounting, if things do go bad, it’s a long, costly road to recovery. Delayed invoicing, parallel entry that never ends, over budget data migration and numbers that seem to endlessly never add up! Unfortunately, when this does happen the big question is “Who’s to blame?” The IT guy?.... The CFO?... The software company? Or the bookkeeper? Ah!!! The managing principal! Not a laughing matter at all. An accounting implementation gone awry is serious, very serious. Beyond the costly disruption in operations and recovery from compromised migrated data, you may find yourself with software that you hate. In my experience, if your everyday user hates the software, you’re not integrated. That is, in other words, the project failed and it is likely you will see a return to offline parallel solutions or worse, your new solution relegated to the back office. If you follow my writings, in many of them there is reference to how truly “disinterested” our accounting departments are in integration. At that time I graded A/E accounting integration with a C-, now maybe a C, tops C+, if you’re in construction D-. Small firms that are lean and mean would be the exception and a select number of larger firms. There still is a real trend to never “budget for” and/or “deal with” accounting IT. And when it comes to business development tools that work with accounting, we are talking infancy. What I mean is Excel worksheets are STILL extensive, limited financial access pervasive, and opportunity/business development tracking fully disconnected from accounting. It’s still so bad, that many times accounting is not even on the network! But, a very confident staff member, just text-paged their bonus pay stub! Sorry, only IT types will get that one. (Pay stubs, have social security numbers on them, for those in the security mode). Or, a confidential Excel spreadsheet, is now stuck in on a thumb drive and playing on your kid’s Nano. This persistent and disheartening trend places any software solution a risk for success. And, who’s to blame if your implementation is not as planned? Use the following four-point matrix before you decide on any accounting or business development IT package. If two of the four points are no, don’t do it, no matter what the software salesperson tells you. 1. Accounting: You must have accounting talent to implement any accounting system. What I mean is a CPA or degreed accountant or a general ledger accountant with 10-plus years of closing books for a CPA firm. 2. IT: Ownership by external or internal IT to make sure you can operate, that is log in, print, PDF, e-mail, and web access. 3. Management commitment: The total cost of the software is not just the software. Be sure to budget for an implementer, training, hardware, and internal resource. Conversions run anywhere from .5 to 1.5 of software costs. Also, management must own the project, not just the software company or implementer. 4. Data Entry: Conversions mean cleanup, setup and testing, that means resources and time. Tips to remember when entering into an implementation:
Parallel is a disaster— proper testing eliminates the need to parallel.
Get a CPA or like kind professional to assess your software needs, they are “independent.”
A salesperson in technology is NOT an accountant, but IS trained to sell.
Solve the basic: Operate first cleanly.
Plan to use the new features/business tools.
Why get new software that’s 400 years old, budget to improve efficiencies and operations.
Not all data needs to be migrated, it can be too costly and slow— “go live” to a crawl.
Some data is garbage or in a preexisting poor state.
Reporting: Even if you’re upgrading, expect you will lose reports. Access your reporting requirement.
So who’s to blame...? Allow me to create a scenario, and I bet any accounting software company will sound like your vendor. We just bought X software, and it cost $25,000. Then we found out we needed a new server to run the software. When we wanted to put the new solution on the Internet, we found out we needed a second server plus a firewall and vpn. We did not know it only worked with MSExchange, so alas, we are now getting an e-mail server. That brings our cost up another $15,000 as we needed three servers. The salespeople said our data was a “push button” migration and I had to hire a temp to keypunch billing terms that ran $3,000. We can’t find our consultant? They’ve been reassigned and we now have a new guy, who’s not the data migrator, that’s someone else. So the person we talked to in the sales cycle is not the present consultant who’s not the migrator and we go live in a few days. The data is migrated and it’s not what we expected so that needs to be redone. We’re now $50K into the project, everyone still needs training and we have no reports! It’s not the software companies, it’s us and the decisions we make to delay changes in IT in the accounting department, and not treating it like a project that can truly improve work effort.
By Doris Cahill, CPA and President of DMC Accounting + Technology Originally featured in The New York Enterprise
www.dmcsystems.com
Deltek Vision: Timesheets
This video is a review of the features of Deltek Vision timesheets. http://www.dmcsystems.com
Bookkeeping, A DMC Trademark
Hi this is Doris. We value and embrace a clean set of books...and so do owners...knowing high quality bookkeeping has been a trademark of DMC for all of its 12 years. Our staff relates to the day to day job of the bookkeeper, meaning we have performed their functions from billing to bank recs to payroll processing. This makes for a great solution in times of absence or transitional training of new staff. Thanks for listening. http://www.dmcsystems.com
2006 Quarter 1 Edition
Message from Doris:
Don’t call it a come back! We’ve been around for years...10 years to be exact. DMC Systems Group, Limited has been around for a decade of integrating, conversions, and training, and informational seminars. It’s time to re-introduce ourselves to you. We wanted to take this opportunity to reacquaint ourselves with our clients, both current and former, to put the word out there that we are still around and ready to serve you in a way that only DMC can.Currently there is no other firm that can offer it clients a complete package with all of the trimmings. Not only can it be frustrating to work with accounting software, it can also be wearisome to have to work with multiple firms to get a complete understanding of your accounting software as well as conversions, integrations, and the many other IT-related services that DMC has to offer all in one firm. If you’ve ever tried combing through the Yellow Pages or searching the internet for an accountant only to finally have to settle on a second rate product or service that may or may not be able to satisfy your accounting needs, then you already know what we are talking about. Fortunately for you, you were able to call DMC and get exactly what you were looking for in a neat little package. Not only do our consultants have expertise and certifications in the software that you are using, but we can also complete your project work in a timely and efficient manner. DMC Accounting + Technology's focus is to help small businesses build a solid understanding of their accounting software, related systems and operating procedures. We provide assistance with the selection, system conversion, set-up, training and general support on numerous accounting software packages including MYOB, QuickBooks, Intuit Master Builder, Deltek Advantage, QuickBooks, BST Enterprise, Peachtree and sema4. Support for businesses includes bookkeeping and accounting services including year-end and tax planning, filing of taxes, and system overviews to help solve and simplify management issues. With services as broad and critical as these, why bother going anywhere else?
Recommended Reading by Doris Cahill
Not paying attention to the basics of bank account management and fundamental accounting controls can create financial nightmares for your firm. For example, ignoring the monthly bank reconciliation can result in unrecognized income or expenses, and opens up the door to fraud. The bank reconciliation compares the bank's record of account activity to your internal checkbook register; it's a way of making sure that the amount of cash on your books is accurate at any given point in time. The reconciliation process begins with the ending balance on the bank statement. This balance is then adjusted for any transactions that have yet to clear the account, such as un-cleared checks and recent deposits. The adjusted balance should equal the cash balance on your books in order to consider your cash reconciled. Unfortunately, the bank account reconciliation process seems to be one of the first accounting responsibilities that slides when things are busy and time is constrained. Many firms are currently experiencing rapid growth with the latest economic boom, and when times are good, principals and owners tend to be less worried about cash flow. Accounting staff turnover may also contribute to a lack of discipline when it comes to mundane accounting tasks. The need for well trained bookkeepers and controllers is outpacing the demand. As a result, checkbooks can go unmanaged for weeks or months while a firm seeks a competent hire. A lot can go wrong in this span of time…..For more information please go to the DMC web site at www.dmcsystems.com.
