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CLIN / ACRN / Billing PAT

March 31 – April 2, 2008. CLIN / ACRN / Billing PAT. Team. Accounting Julie Blankenship (Lead) Stephanie Sodipo MAPS Jerry Lett (Deputy Lead) Cynthia Channell Frances Shiflett PD/Lab Jean Swank (Facilitator) Mark Brothers OSP Duane Hutchison (On-call) ESD Raj Vuchatu (On-call).

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CLIN / ACRN / Billing PAT

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  1. March 31 – April 2, 2008 CLIN / ACRN / Billing PAT

  2. Team • Accounting • Julie Blankenship (Lead) • Stephanie Sodipo • MAPS • Jerry Lett (Deputy Lead) • Cynthia Channell • Frances Shiflett • PD/Lab • Jean Swank (Facilitator) • Mark Brothers • OSP • Duane Hutchison (On-call) • ESD • Raj Vuchatu (On-call)

  3. Scope & Objectives Scope • CLIN / ACRN Billing Process Goals: • Reduce unbillables • Reduce lag times (lead time) and rework in billing Objectives: • Integration of CLINs and ACRNs in Primavera • Work breakdown structure that supports CLIN and ACRN breakdown • Accurate time and material charging • Use an accounting project subtask numbering scheme that aligns with the WBS • Consistency and standardization with flexibility with processes in general • Automate CLIN / ACRN Reporting • Define additional standard reports • Decrease unbillables • More real time information • Cost accountability • On-time deliverables / meet deadlines • Streamline process

  4. Ground Rules • Speak one at a time • No criticisms • Don’t take things personally • Focus on Process, not people • No concern is too small • “3 knocks” for a dead horse • Be on time • No pushing around problems • Bring parking lot discussions back to group • Be candid

  5. Acronyms PAD – Project Accounting Department PAT – Process Action Team MAPS – Management Accounting and Support PDs – Project Directors CO – Contracting Officer (OSP) CLIN – Contract Line Item Number SLIN – Sub-Line Item Number ELIN – Exhibit Line Item Number ACRN – Accounting Classification Reference Number WBS – Work Breakdown Structure SOW – Statement of Work ICOL – Intranet Contract Officer Log (e-mail regarding something that has been awarded)

  6. Current State

  7. Observations Getting PD’s to charge to correct project and subproject #’s PD’s just learning CLINs & ACRNs don’t always understand implications (ie. Lead times for modifications). Getting better though Automate and use products (Primavera and others) – Why are we doing Excel spreadsheets? Using manual spreadsheets for CLIN status – probably duplicated by MAPs, PD and Accounting Budgets (CLINs don’t always line up) PD’s don’t answer as fast as we would like for contract WBSs in a well thought out manner. Do not always get notification and contract from OSP at the same time – appx. 3 day lag time Proposal format is not easy for customer to load direct costs *** PAD not notified when tasks are complete and ready for bill Accounting not notified of their contract deliverables

  8. Observations Proposal info (budget) not all always scanned in – OSP didn’t put in document have to go back and ask WBS is dependent on PD ACRN assigned First In First Out (FIFO), dates, etc… Time and materials work force mapping Lab has authorization for writing off unbillables when the close out OSP notice has been received. Some unbillables are greater than one year or ignored. Realignment submissions that go to OSP – responses of pending realignment without dates submitted Low attention/visibility/accountability/understanding of process and impacts with handling unbillables There is no goal for reducing or maintaining a level of unbillables in GTRI. PD Manual not always implemented/followed.

  9. Current State – Brown Paper Insert picture of brown paper

  10. Actions Completed • 1 March, MAPS effectively use charging restriction tools available in WebCM (planned in Primavera) (i.e. no labor in travel budget) – Jerry, (9 – 3/3/3)* • Effective immediately, do not accept any new feedback requests for any new projects after D5700. Changes come through WebCM only – Stephanie, (9 - 3/3/3) • Effective immediately, color code WebCM revisions – Raj, (9 – 3/3/3) • 1 April, MAPS access to view scanned invoices – Raj, (8 – 3/3/2) *prioritization (total – cost/timing/impact) rating on scale of 1-3

  11. Follow up Plan

  12. Follow up Plan

  13. Recommendations Improvement/project communication plan Clean up unbillable list Benchmarking/capture best practices - alignment in labs (reduce variation in business processes) Have someone without other responsibilities, biases, repercussions, politics, distractions help “encourage” action items/standardization/vision for improvement. Help stakeholders understand implications for actions upstream and downstream. Cultivate vs. Heroes (focus on both)

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