IT Management – Page 11 – Cooper Mann Consulting

January 21, 2014November 10, 2017

Efficiency and Value with Cloud Accounting

For some accounting professionals, the problem is finding a way to provide services that are valuable to the client, and doing it in a way that makes it profitable for the provider. Outsourced and online accounting models are the answer, employing innovative tools in the practice and with clients: tools and resources necessary to get more informed and run the business better.

accountingCloud

With online accounting solutions the firm is able to increase profitability with the range of services offered, often adding clients and work without hiring more personnel. Online solutions allow professionals and their clients to work from anywhere at any time, providing both with the freedom to focus on core business capabilities (and lifestyle).

Reducing the requirement for sophisticated on-premises technology may mean providing everyone with the ease of use and security of server-based computing models, which is among the benefits of a cloud IT approach. Centralizing and managing applications, protecting valuable data resources, and streamlining business processes are among the benefits to be achieved with an outsourced, managed application hosting solution. Businesses who outsource their IT management often realize an increased capacity to do business simply by leveraging the cloud to make the current working models more efficient and effective.

Leveraging mobility and real time access is also about increasing the overall range of opportunity to deliver value. Contractors, employees and clients all find improvements in getting the information they need when it matters, and the firm finds a greater agility in meeting client demands and expanding service offerings.

Cloud computing and online accounting solutions have proven the viability of anytime, anywhere working models, and professional accounting practices of all sizes and orientations are realizing the benefits of working closer with their clients by applying them to the engagement.

Cloud accounting is really about improving the profitability of the accounting practice while delivering higher levels of service to the client. The movement of information from one place to another; translating data from one form to another – these are the processes representing the cost and inefficiency in the practice, and are specific areas where a collaborative, online approach may introduce new service efficiency and value.

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It is worth noting that “cloud accounting” and online accounting models do not necessarily require the use of a SaaS solution. QuickBooks Online, Xero, Freshbooks – these are new small business offerings that exist purely on the web. QuickBooks desktop editions can be “cloudy”, too, when they’re hosted by an authorized QuickBooks hosting provider. The point is not necessarily to use web software, but to approach IT management and systems from an outsourced perspective, allowing for centralized management and administration and delivering secure remote and mobile access. The systems should facilitate the working model, not force it.

January 14, 2014

The Productivity Paradox: Accounting for Returns on IT Investments

There has always been somewhat of a struggle between the IT department and “management”, much of the difficulty existing with the need to demonstrate clear returns on investments for IT purchases. Unfortunately, expenditures in information technology are often the result of short-term views of long-standing problems, applying “solutions” that do not fully address the requirement or which do not deliver the productivity or performance gains expected, particularly in a dynamic and rapidly changing business environment. The assumption is that a wise investment in information technology will result with improved profitability and performance. Demonstrating this on paper is not always easily accomplished.

There is a great deal of research on the subject of accounting for returns on IT investments. Some of this research describes “The Productivity Paradox”, referring to early studies on the “relationship between information technology and productivity, and finding an absence of a positive relationship between spending on IT and productivity or profitability”. [1] Previous to the emergence of cloud computing and widely available remote and mobile technologies (and now possibly even more with the prevalence of available options), businesses invest heavily in IT infrastructure and applications which deliver nominal benefit to the business when measured against the cost of acquisition and implementation. Heavy IT investments are made with little or no measurable benefit to profitability, even if operational performance improvements are created. In many cases, the difficulty in “proving” benefit from information technology investments rests with the lack of information relating to impacts in non-operational areas, such as with investors, auditors or analysts.

The early research has become a foundation for making the argument that accounting professionals should be more directly involved in determining the value and impacts of IT investments – due largely to the fact that accounting professionals are generally familiar with the variety of formulas and approaches which become relevant in measuring the effects of IT purchases. Information technology spending will result in short-term impacts, but will impress on the business over the longer view as well. With a foundation in accounting principles, valuation and analysis, and accompanied by IT knowledge and experience, management accounting benefits from an improved ability to recognize the relevance and value in IT implementations even where no direct profit improvement is visible.

Can difference in firm performance be explained by differences in IT investments? — Can differences in firm performance be explained by differences in IT investments?

Emerging technology models are having huge impacts in business capability as well as risk, and this new paradigm requires that accounting professionals apply their skills to understanding more fully the influences from and results of IT spending in the enterprise.

Having a basis for studying valuation and recognizing the good and bad of focusing on various key measurements (return on assets vs equity vs sales vs investment…) is essential in developing a “formula” for predicting impacts of and potential returns from IT spending, and solving the puzzle that is the productivity paradox.

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[1] Journal of Information Systems Vol. 16; “Returns on Investments in Information Technology: a Research Synthesis”

January 6, 2014

Security and Users: Change is the Only Constant

Managing user accounts and access to business IT assets is challenging, particularly as cloud and social computing models introduce new wrinkles in security and identity management. Information has become “mobile” along with the users accessing it, yet management of user behavior is even more complicated that trying to manage a digital resource.

If you look at the history of security breaches, you’ll find that many of them started with a user making a mistake – like losing a laptop or clicking on a phishing email, downloading bad software, or forgetting to report an employee termination to the IT dept – something which inadvertently created a vulnerability that could be exploited. It’s tough to stop breaches because there are so many possible ways for them to happen.

If most security breaches start with a user mistake, then IT departments have their hands full because users aren’t static, unchanging objects to monitor and manage. Users change, sometimes a lot. It is this constant change which undermines the ability for some IT departments to meet the demand to adequately secure company information systems and data. Now is the time to take control of user security and identity management, creating automation and controls to protect business assets in a constantly evolving environment.

It is not simply employee turnover that challenges security management. Certainly, IT departments have been dealing with user account creation and termination for a long time. And sure, users have sometimes been promoted and demoted, resulting in the requirement for IT to increase or perhaps decrease access to information and applications. These are normal and expected activities for a business IT department. Unfortunately, IT often doesn’t hear about the user’s change in status. An account isn’t disabled, access isn’t restricted, and the system is left vulnerable.

Just to pile on, think about what happens when a user is more than just a single system user. It may be manageable when where a single identity and set of credentials governs their access to applications and information. But the proliferation of web-based services and SaaS solutions has made it commonplace for users to have multiple applications and services available to them, each with their own approaches to identity management.

For even a small business IT department, the security of all of these access points and applications must be managed and monitored – no small task when the department may not even be aware that the solution is in use. It is not unusual for file sharing, data sync, or other applications to be implemented in businesses without the knowledge or participation of the IT department. Actually, many services attract users due to their simplicity and ease of use, leveraging the fact that they can be deployed without the “assistance” of IT.

Users are becoming increasingly mobile, accessing information and applications from public and private locations while using any number of possible mobile devices. Vulnerabilities which may exist in public networks and the increased potential for device loss or theft are high on the list of concerns of IT departments managing remote and mobile user access. Mobility is driving many changes in how information technology and access to systems is provided to users, and it is changing user demands for what they should be able to easily accomplish while being mobile.

Businesses need to recognize that their continued existence may rely on keeping their information systems and assets safe and secure. Disaster recovery and business continuity applies not only to loss of physical systems, but also to losses of various forms due to data breach. The disaster recovery and continuity plan (you have one, right?) should not only address situations after they happen; planning by definition is proactive. It is not enough to have a plan to recover from loss or failure; the business must actively engage in activities which will prevent loss and reduce vulnerability.

Part of this plan necessarily centers on managing users and user identities, ensuring that the company knows about all access or user accounts involved and employs strict processes and guidelines for making sure they are constantly up to date and have the authority to do what they’re trying to do. In short, the plan must also be a plan for change, providing change management processes to guide the business as the evolution of information technology and the dynamics of user interaction continue to change.

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January 3, 2014June 13, 2017

Degrees of Success: Improving Productivity and Performance through Process Automation

Few businesses use just one solution to get all their work done. In most cases, the business must at least communicate, produce information and account for financial activities – and each of these functions has a software product or service associated with delivering the required capability. While every business uses technology at some level, some businesses have more success than others in developing streamlined and efficient processes guiding the various tasks and activities performed throughout the day. Sometimes the problem stems from a lack of understanding of the importance of process automation, and sometimes it’s the software.

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The success (or lack thereof) in streamlining a business process is often enabled by the tools supporting it, yet the truth of software and systems is that not everything is easily integrated and not all business workflows actually “flow” smoothly. In many cases it is left to the human user to connect the processes and keep the work flowing, creating the opportunity for missed deadlines, duplicated or erroneous data, and a greater dependency on individual worker knowledge than is good for the business.

The better alternative may be the adoption of workflow and automation tools to assist with bridging and scheduling of repetitive tasks, building the knowledgebase of process and task flow supporting business sustainability efforts and easing the burdens of training new employees. Process automation helps to improve productivity, it’s just that simple.

If the time is taken to really consider the variety and numbers of repetitive tasks employees perform throughout the day, the cost in time, lost productivity and data errors or omissions would likely add up to far more than initially expected. People tend to adapt to using the tools they are provided, and will find ways to get things done (whether it’s the most effective way or not). The end does not always justify the means, and many businesses ultimately find that it is here – where individual worker initiative and unguided action are most prevalent – that the operation fails to accomplish stated goals.

In order to create a sustainable operation with consistently high levels of production and performance, the business must establish a complete framework for process automation and support. Where existing application and software functionality is not able to meet the requirement, the business should implement specialized tools to bridge the gap and embed the process knowledge in the system.

Scheduled reporting, customer and product data synchronization, import/export routines, data maintenance routines – these are among the tasks and processes which represent the regularly-performed work that may be sucking the user productivity and performance out of the business. It’s a matter of degrees of success, and productivity improvements introduced through comprehensive process and task automation can make the difference between a little success and a lot.

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December 24, 2013

Happy Holidays from CooperMann

Ninjabread cookies in the kitchen, an appearance by the Christmas Elk, and Minty Fresh (fresh cat, not canned) looking for Frangos all clearly indicate that the holiday season is here. 2013 has been an eventful year – some would say it was “fraught with peril” while others see opportunity in change. It’s all a matter of perspective – pursuing goals and taking action rather than resting on ones’ laurels and trying to wait it out. This cloud stuff isn’t going away.

With technology and social computing adoption increasing at almost alarming rates, I can’t wait to see how 2014 goes! This certainly isn’t a time for the tech-timid, as it appears as though the nerds and geeks do rule the world (aren’t we all a little nerdly, really?).

I hope you and yours have a wonderful season.

Cheers

Read the Best of CooperMann.com from 2013

December 20, 2013

Accounting, Technology and Small Business – The Best of 2013 from CooperMann

It has been an eventful year, hasn’t it? With the NSA lurking about collecting data, innovative new approaches to information and identity theft emerging almost daily, and complete turmoil in the IT services industry challenging trusted sales and distribution models, most of us have simply become numb to the noise. Information technology is evolving at an increasingly rapid pace and the way people and businesses interact with and use technology is being forced to change along with it. It’s starting to become almost, weirdly, natural.

Much of this change can be attributed to “The Cloud”, which is not a thing or a place. Cloud has become the term which applies to just about anything having anything to do with the Internet. For technology “purists”, cloud means something fairly specific, but for normal people (no offense to the nerds and geeks, but you know what I mean), cloud applies to pretty much anything accessible via the Internet. Photos back up to “the cloud”; music gets stored in “the cloud”, websites are hosted in “the cloud”; businesses run their applications in “the cloud”, and you can do darned near anything you need (or want) to with a phone. The cloud could be some guy’s server in his basement, or it could be a sophisticated network of systems housed in secure facilities around the globe. They both qualify, sort of. The point is that mobility, Internet services, subscription access to technology, and social computing are changing how people view technology – resulting with changes not simply in how IT is purchased, but in how IT is used and applied to daily life.

There are, however, some things that do not change even if the working environment does. The accounting profession, for example, is undergoing a great deal of change, and much of it fueled by the advancements in technology and social computing. But accounting fundamentals – the “truth of debits and credits” and the good old accounting equation – remain. The basics of running a business are also unchanged, even as methods of doing business evolve and globalization of markets continues. Business fundamentals – fiscal responsibility, cash and growth management, and focus on value and sustainability – are as necessary now as every before.

With all this change and IT “advancement”, there have certainly been impacts to how and where we work. But the more things change, the more they remain the same. Good business generates goodwill and more business – that doesn’t change – and bad news still tends to spread faster than good news (much faster, given social platforms that are designed to spread the word far and wide). And when it comes down to the fundamentals – the basic and essential foundations supporting building, operating, and accounting for business – we generally find that they remain constant even as the environment in which they exist experiences change.

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Here are the top 20 ranked posts for 2013 from CooperMann.com

Posts by category – with Accounting Professionals, QuickBooks Hosting, QuickBooks Software, and Small Business being the top categories with ranking articles.

ACCOUNTING PROFESSIONALS

Small Business Owner to Accountant: Make Accounting Valuable to ME

Accounting Professionals, You’re right – your clients don’t care about the numbers.

The Language of Accounting: Disconnect between Accountants and Bookkeepers

Why Accountants and Bookkeepers Use the Cloud

Bookkeeping and Benchmarks – Getting the Numbers Right

In Bookkeeping, Accounting, and Information Technology: The Value of Outsourcing

Re-defining the role of the accountant, or going back to the good old days?

The Collaborative Online Model for Small Business Accounting Professionals

Remote access to client bookkeeping comes in many forms because clients come in many forms

QUICKBOOKS AND BUSINESS APPLICATION HOSTING

What Small Businesses Need To Know about QuickBooks and the Cloud