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Subcontractor bill format for small businesses

hello everyone thank you for joining us for today's webinar automate subcontractor document with cause point subcontractor management I'm Ken Woodcock an event coordinator here at Deltek and before you begin I have a few administrative items to note as audio is streamed through your computer speakers all attendee lines are muted however if you have a question during the course of the webinar just type it in the unit panel of your screen at any time and we'll be sure to address it at the end of the webinar as time permits or follow up with you offline if we do run out of time there are resources including the presentation slides for you to download in the resources panel of your screen and you will also receive the on-demand recording of this webinar within 24 hours and now I'd like to introduce our speakers for today's presentation joining me today is Steve fruit Minh David Delaney and Debbie white all partners at Kentuck beacon first is Steve welcome Steve Thank You Kim and I'd like to welcome everybody to our presentation today as Kim mentioned I am Steve Friedman with kinetic kinetic and Delta are very excited to discuss the new capabilities of the subcontract management enhancements this greatly expands the subcontract items that many of the users have seen over the years such as bonds and liens this brings full business process across cost point and te to provide an integrated solution for subcontract management Deb the next slide please thank you our agenda today is discussing the challenges of managing the subcontract process I'll be walking you through those the subcontract management process flows and streamlining your approach which Deb will be walking you through and the very end some questions and answers as Kim had mentioned with the protocol you'll have the ability to enter questions at the bottom of this presentation go to the next slide Deb thank you just a quick statement regarding kinetic we are professional services and developer of solutions we've been doing this for 15 years our staff is a skilled staff that has come from industry prior we have deep knowledge of project accounting government contracting cost point and other deltek products and go ahead and move to the next slide here I will skip my particular bio I do need a updated headshot and we'll go right over to Debbie and we are very excited to welcome Debbie to the kinetic team Debbie brings many years of industry and application experience to our clients she will be taking you through the bulk of this presentation today so again welcome Debbie to kinetic and look forward to hearing them as you walk us through that go to the next slide please and a few quick comments about our other resources on the kinetic team that worked with subcontract solutions jon arryn set has been working his whole life in material management his whole working career I should say in working me material management and not only as a functional but also application and he's been one of our key leads for material management and manufacturing clients Dave Delaney is one of our other partners that works with subcontract management and Dave focuses on the time and expense solution which is key for the subcontract management component for recording time as well as leading our conversion practice so with that we'll go right to the minute or two the challenges of managing the subcontract process there's many challenges to the subcontract process I'll be discussing the challenges Deb will be providing you with how cost point and tini provides solutions one thing you will notice though is these are expensive the challenges of subcontractors are quite extensive and the functionalities are quite impressive so as we move to communication what this is getting at is the communication between your subcontractor and your project administrator subcontract administrator accounting so there's a lot of a lot of different groups of people within the company that are key to the communication between themselves and the actual subcontractor when you bring a subcontractor on when you win the award or you're looking to to staff that it's key to know who are your employees where they located what requirements I'm sorry vendor employees what requirements to those vendor employees or subcontractors have security clearances ITAR certifications skills training even location as well another challenge with subcontractors is just the very simple fact of how do you communicate to them what to charge and that by itself provides many challenges so who's going to be assigned to charge the project to task how many hours are they authorized for these are all key components that we will see in the following slides some solutions to those problems how our time and expense is collected and approved now you think here is how do you collect the time and expense well you have your subcontrol e enter time into the system or someone enters it for them the challenge there is communicating the cost point structure project accountant org which can be complicated for some clients and be able to train them to enter that rather than provide them preset code and so this solution again is providing some very big solutions to that particular problem as we get into procurement which is the next slide so capturing the project requirements but we want to capture it in a procurement vehicle such as the requisition or purchase order some key items such as statement of work the resource requirements and some of the skills that they may have such as the clearances ITAR different certifications as well as the location so we want to be able to capture that on the procurement and the challenge is how do you do that currently and there are ways that you can do that but specifically for the subcontractor and for the vendor in place within that subcontractor is key challenge of course once we have it on a a procurement vehicle we should be able to derive commitments out of that but the challenge is and under the current setup is how would you do that by subcontractor by individual as well as manage the modifications to a subcontract agreement and chalant taking those modifications by change order and the such down to a level where you can manage it for the subcontract themselves time and expense which is the next slide this is one of our primary source of transactions so key thing here is we want to get the charge correct at the very beginning get it right at the input and it goes back to the communication of are they correct project charges being charged how does the subcontractor know which codes tees which project to charge potentially which accounts depending on how teeny is configured which org again so a lot of questions of communication of that of that information as well as providing some sort of solution to that so that the subcontractor has a correct at the very beginning some of the other challenges are how is the time and expense approved for either the subcontractor or the employee within the subcontractor and are there discrepancies between the in voices that you're paying to your subcontractor versus the time that they claim and again you know challenges is there in solution is we want to be able to streamline that process so that time entered will lead to invoice to subcontract but again that's what dev will be worth walking through on the projects controlling your project budget for our subcontractor is challenging the risk of over running that that budget is something that that we try not to do and managing that budget and managing those overruns tracking the funding that remains for the subcontract agreement these are all components that will that create current challenges at the very bottom says is your customer happy of course you know the subcontractor is not performing that's a bit of a problem strained relationship with your subcontractor meaning delays in payment maybe training of staff to get the charges incorrect you know the constant pressure to do timecard Corrections if they did not get it right again these are all components of challenges at a finance level are the projects being billed late if we're doing time and card Corrections then of course Billings will be late revenue recognition will be delayed so timecard Corrections and timecard issues getting teeny wrong at the very beginning will have very significant ramifications downstream the very last bullet of course is is a indirect component of all that which means you know potentially your subcontract management may be a bit higher because of all these errors you know that subcontract management could create certainly cash flow if your Billings are later for your correcting bills and the reconciliation effort is is another challenge that we want to be able to to show that the subcontract management solutions that are that are built in they bring that so to the next slide which is the contract process the questions in challenges reflect all that users face a subcontract management though most people on this call here likely have subcontract subcontractors that they're managing and are looking for up for the ability to utilize these enhancements and to take advantage of these capabilities WI it will walk us through the capabilities introduced by dell tech that will bring the solution that will bring solutions to these challenges so at that I will turn it over to Debbie good morning everyone we're going to take just a few minutes here talking about kind of a basic sub contract management flow you know we're starting out with the pre-award before we even get the project you know we analyze and we look at which projects we want to bid on we decide whether we want to bid and then we start doing our planning and what the expectations of this proposal is going to be the very first question we might ask ourselves is do we have the right resources to work on this project if we win it we're going to look at internal resources we're going to look at our ability to do new hires we're also going to take a look to see if we have subcontract work or subcontractors that we can work with you know again this is a big decision when we're trying to bid on the contract if we try to use subcontractors one of the first starts that where are you going to start before you ever place the bid out if we're going to get a request for closed and in this request for closed we again we want to identify what subcontractors we might want to use and we have to give them certain information what are the requirements potential statement of work and things like that and just kind of start talking with them those kind of the pre-award phase of this the next phase is going to be post-award we've now won the project and it goes through various beginning pieces also the first being project initiation we're going to sit down with the folks we won the project twist determine what our project structure is going to be what levels of the project are funded in specific ways how many different tasks there are and what kind of reporting we need to do with that task levels as we're doing this we're also looking at how we're going to staff each piece of that project again we're going to quad or subcontractor agreement or request your clothes and we're going to initiate our subcontractor agreements now this is in one instance purchase order type that can be done you know that you do today and then also we have our subcontractor employee onboarding so who are the vendor employees going to be or our subcontractor resources what are their certifications what are their skills and you know and basically you know kind of building a database of their capabilities the other optic or the next step we're looking at is to doing a lot so at this point and I apologize I drop my phone in for at this point we're looking at our internal resources how can we use those to staff these positions and then we look at our subcontractor resources and we start assigning them work so who's going to work on what tasks what is what is the work definition where's the location of the work you want to minimize travel expenses you're going to be taking a look at all different things like that then we get to the results as we start working on a project we want to see our results we want to be able to collect our labor and subcontract your time and expenses we want to do accurate on time efficient project Billings and then we want to make sure that we can pay our subcontractor vendor or their employees work so it kind of goes through a standard flow of how this would work the next thing we're going to talk about is streamlining your approach with cost and this works for the few it's going through how cost point can help improve your subcontractor management processes you have today and help reduce the challenges that Ziva talked about early on in the presentation so one of the things that's to point out is there is a new module in cost point while the subcontractor management module within this module and has a variety of different options to track work assignments it has a set of rules that control how subcontractor management should work and these rules can control project charging you can set up flags to prevent charging more time and funding on your purchase order or your subcontractor agreement you set up validation rules for how time and expense work you can indicate period of performance restrictions that if a work assignment has a particular period of performance you cannot do work outside of that period performance and we can actually create the subcontractor invoice for our subcontractor supplier or vendor and then we process it through to approval and one of the big things with this is it can eliminate some of the reconciliation or communications you have with your subcontractor vendor we're kind of trying to help manage that into the process from your side of the house we're going to talk about that a little bit more first thing we're going to take a look at here is vendor employees now for those of you who use cost point today you've probably seen some changes in the vendor employee tables that is a sub cast off of the vendor table we've expanded what attributes belong to the vendor employee so you can capture and track history and qualifications for each vendor employee by name with this it's going to track things like a default GLC or PLC for that person on it contract default hourly rates including multi-currency rates we have a default manager and we have a default title for that vendor employee you can also track what skills they have what trainings what certifications and then for those of you who have secured projects or i-car related project you can track whether they're a US citizen whether they have ITAR status that can use a knife our specific projects or if they have security clearances top secret secret of how that security clearance is defined and then the last piece of this you can track the property that you've issued to that person so if you've issued them a laptop a badge cell phone whatever pieces of property you're actually issuing to that vendor employee to use you can track that within the subcontractor management now again a lot of these things are default but up for the vendor employee and we're going to talk as we move through this how they can be overridden or they can default in from different places the next piece is procurement planning and procurement planning there's been several changes made to support for contractor management to request for clothes following by vendor clothes and then our purchase requisitions so as to request for quote level which we talked about as being pre award you want to be able to attach maybe a first pass statement of work so that you can get a more accurate quote from that subcontractor vendor you may want to have details in that statement of work outlining what the work is you may want to specify the location of where the work is being performed as you want to cut down any travel expenses as a pass-through charge you also can indicate other qualifications and whether they have security clearance requirements or not so that you can kind of find to in what you're asking that subcontractor vendor to supply back to you in the form of a vendor quotes following along with that the vendor quote can contain the same information because again if we haven't won the project yet we're getting ready to win it we want to be able to take all this vendor quotes we received go back and analyze that data to determine which subcontractor and vendors we want to play subcontractor agreements with and then as we go down one step further it goes into the purchase requisition and again the same information on a purchase requisition you can indicate a statement of work you can have the security requirements and you can drill down to a lot of details you can actually on your procurement planning or your requisition you can identify for a given requisition line that you need a DBA administrator a senior developer and maybe a QC person or an Oracle administrator or Oracle DBA so you can drill down to very specifics on this you can again indicate the work location of where the work is if you are trying to satisfy your clients or customers requirements to cut on travel expenses and you can indicate hourly rates that you want to negotiate for that or you want it you want the requisition cut for and one final step you can do is you can be very very specific you can take this down to an actual vendor employee level so you've worked with John Doe at company ABC before and you want John Doe on your project so you can actually take it down to an actual vendor employee name to redo this request for close forts and requisitions now once the requisition is approved and it's in the buyers hands we want to cut our standard or blanket agreement now this is a two new types of purchase order in cost point for support of subcontractor management the standard a subcontractor agreement works very similar to a standard purchase order it can be a two-way or three-way match you know has kind of the same rules of a standard purchase order a blanket again works much like a blanket where you can actually offer up a blanket agreement and then do releases against it as you want to control the workflow of the vendor employees coming in to do work for you they have two options for that again a statement of work the statement of work can be tracked by revision there's always a lot of modifications on subcontractor agreement statement of work can also be modified and track security requirements again US citizenship ITAR certified or do you need a top-secret or secret clearance you can drill down to again very detail-oriented I can identify that I need senior DBAs I need a junior developer I need a QC person and I need an administrative person I can indicate the actual rates for each of those individuals or types of individuals and again I can be very specific I can place a purchase order for an exact person if I want to these are optional fields you don't have to put them on the purchase order but they do allow you to do that if you need to change order management this has actually been upgraded that will also track changes to that statement of work because we all know with subcontractor agreements the statement of work is very very important that outlines kind of the rules and specifications of what that particular agreement covers and then you have new new print options and you can see by the print screen here you've got some options on how you're printing your purchase orders that you can print about all of this information including a vendor employee name on your hard copy of your purchase order if you desire to again this is optional it's set up in the print options for what subcontract management pieces you want to print on your purchase order the other piece with subcontractor agreements is going to be related to your three-way or to a match we all know that some companies are very precise when they place their purchase orders they know down to the detail how many hours they want to place these subcontractor agreement for the exact rate or a period of performance we also know at the time we place that purchase order the exact project account and/or we want to charge - and when I'm talking about project all the way down to the project and tasks that should be charged now for a three-way match purchase order it does expect hours to be received typically a three-way match tracks commitments on the quantity of hours you're ordering and the other piece with the three-way match is again it can be very very specific it can be a very detailed purchase order purchase order changes would be used to move monies from one project and pass to another project and task if desired on the opposite side of that we have a two-way match which commitments are based on dollar there is no receipt required and a lot of times with a two-way match it may be committed at the top level of the project because it's time you place this order you don't know exactly where you want those charges the fall so commitments would be at a top level until the actual charges start coming in which divvy them up between the projects and pass they're supposed to go to the higher level purchase order could be for a lump sum of two million dollars and that two million dollars can be spread on any task of a project you won - and again it might not have nearly as many details as a three-way match it's completely optional which ones you use you can have a detailed three-way match you can have a very simplistic two-way match from one subcontract vendor to another subcontract vendor just depending on how you want to use it but it's very important to notice if the next piece you know as we go through this process we've talked a little bit about a work assignment or a three-way match a lot of the details will flow directly into a work assignment and that space basically assigning the work to a set of resources to say here's what you're going to go work on for - a match is less data on the purchase order a lot more information is a find at the work assignment levels does not default in for you so again just some things to consider with this both are acceptable both give you a lot of flexibility on how you want to set up your subcontractor agreements now the next piece is to me the heart and soul look for contractor management and that is the work assignment the work assignment allows the project manager to manage their projects and the subcontractors that are being taught or that are charging their projects it is basically what it sounds like it assigns work to a group of individuals or single individuals and flows through the rest of the subcontractor management process the unique thing about the work assignment and one of the things that have always been a challenge before is you want to do your project Billings for the actual hours incurred or the actual expenses incurred and at the same time you have to turn around and pay your subcontractor vendor as those hours or can incurred for their folks work so it's almost a full cycle process here we have to pay vendors we have to build our customers or this work the work assignment actually helps you do that when you set up a work assignment and cost point it's going to be tied to a purchase order and then to a purchase order line so that we can actually control the amounts we're spending against that purchase order we can see what's available on the purchase order and we can divvy up the work as we need to based on the purchase order lines along with that we can assign detailed work to the subcontractor employee so we can indicate that we need for the month of January give it a period of performance we can indicate that we need 120 hours of senior DBAs times at two hundred and fifty dollars an hour so again very specific you know what you're going to pay that person you know what they need to charge and how much time you're going to allow for them to charge against the work assignment the other thing work assignment will do is that actually validate against project work force so if you've already got a project work force set up you can actually auto load in that work force into the work assignment for a particular project so it gives you a little bit more control like that another thing like and I said the work assignment could be a 30 day period of time it can be a longer period of time could be a shorter period of time just depending on how much control you want to place on your work assignments to your subcontractor resources and the nice thing about work assignments and again we're going to talk a couple more slides about it here is these work assignments give an easier way for the subcontractor resource to charge their time and expenses in TNA 10 so instead of having to look up a project account and organization every time they put in their timesheet they simply put in the work assignment that they've been charged and it automatically knows what pa-o and what rules about that work assignments to be worked in with their time that they're charging so some of the rules that you can set up at a work assignment level you can indicate whether you want to allow overtime charging if you do not allow overtime charging and someone works overtime you have options to push that time into an unallowable account and not have it go directly to the project you can indicate whether they can charge outside of the period of performance of this work assignment you can actually check purchase order funding if your purchase orders for 40 hours and the work assignments for 40 hours you can set it up that they cannot exceed that 40 hours which is the funding on the purchase order you have options to exceed the PIO funding but not exceed what is on the work assignment in place security validation if they are don't have the clearance to work on the work assignment they will not be able to charge that work assignment and again as I mentioned before you can decide how you want any over charges do they get hits directly to the project or would you like to see them go to an unallowable expense or labor accounts and then it asks what those accounts are so again pretty detailed rules that you can establish per work assignment some may be more flexible some may not and then how you set it up and this screen this is just a little bit larger screen for you to take a look at of the work assignment and again you can see the work assignment ID you've got an approval code for the work assignment a status of it being approved RPO number indicates the vendor and indicate different information on the work assignment it can then drill down to the charges which are tied to that Pio and the Pio line what the title of the charge is the description the period of performance and then again you can take it down to a pool of people or you can drop it into being exact vendor employees that are allowed to charge this work assignments so very helpful tool in helping a project manager manage the subcontractor resources as they work on their jobs now how does time and expense play into this so with te 10 which is now an integral part of cost point the work assignments are directly looked up from T&E 10 it can again default on a default and information based on network assignment for the subcontractor employee they can charge their labor they can enter expense report and again these will default in it's much more efficient actor charging it should eliminate errors if John Doe is assigned to one work assignment and that's the only one who can work on that's the only charge he'll be able to hit within te management approval it goes through the same tne approval process as a regular employees time or regular employees expense report now then it comes to what the differences are once that time she does approve it actually goes into cost point in a new staging table for our labor and a separate staging table for expenses nice the staging table is used to help us create an invoice that we're going to assume to our subcontractor or vendor and get their approval on so what we're going to be paying them for their employees let's take a look now at the subcontractor invoice again the invoice is created within cost points based on the actual timesheet lines and actual expenses your sub contrary sources have entered in and had approved it's going to provide full details of the project and of an unallowable charging so again based on your rules of the work assignment the work assignment was for 40 hours and the completes the job the person had to work 42 hours those two hours can go to an unallowable account now you've got this invoice kind of generated and it's sitting kind of in a pending status at this point and you've got 40 hours Church to the project and then you have these extra two hours that were required to finish what needed to be done for the success of the project and you want to be able to allow them to hit the project you do have an option before you approve this subcontractor invoice and it's again if you a little bit different term because you're actually creating an invoice for your vendor you do have an option to edit and review this before you approve it or you submit your first approval being able to edit it is very important because you do have an option to modify rates if you need to you have an option to remove time so for example that two hours of an allowable time you can actually move that and put that on a new invoice on it and kind of reclass it to be billed later once you get approval for those two hours if you need to so it does give you a lot of flexibility here in how you want that invoice to be kind of finalized now once you finalize that you'll probably have an internal approval on it you can also print this out email it straight to your subcontractor vendor and get their approval before processing this any further this is a very important piece because one of the main challenges with dealing and managing a subcontractor management vendor is the reconciliation between their employee charging time in your system and their employee charging time in their systems if there are any discrepancies then it becomes a discrepancy what do we pay for there's a problem with accounts payable we get an invoice in with hours that we don't agree with or we're not sure where those hours came from so we're digging around trying to find all their time cards balance it against this this kind of gives you a little bit more control you're going to generate the invoice you're going to say okay here's what we have here's what we're willing to pay for what do you accept this if you don't let's work this out before it ever gets to an AP port stage now once this is approved it becomes automatically a purchase order voucher so just by setting the final approval and again normally there are two approvals you'll have an internal approval you'll have an approval that your subcontractor vendor will notify you back so that you can go ahead and approve it in the system once it's approved you have a purchase order voucher if your purchase order is a three-way match requiring a receipt this will automatically create your receiving record for you so if you're billing for forty hours of time it will go ahead and create a receipt on the date of this approved invoice or subcontractor invoice indicating that those forty hours have been received and accepted so you no longer for a threeway match have to go do a receipt for hours it's going to automatically do that for you again the purchase order voucher what the screens look very similar there are some changes I with the purchase order voucher if it is a supper sweater voucher that is generated from a subcontractor invoice and you need to make a change to it you need to delete the voucher and that will put it back into the invoice status base where you can update the invoice and resubmit it again that's an important feature again it your it is going to be based on the actual labor and expense charges that were approved and it will drill down so when you hit the vendor sub task at the bottom for vendor labor there's now a new sub task underneath of that which will drill down to all of the vendor labor and expense reports associated with that vendor labor line so you can actually see the work assignment drill down all the way through and now we're just going to talk about what the advantages of subcontractor management are first it is a very streamlined approach very a circular approach that can help solve many of the challenge of managing your subcontractor resources and again you know it's always difficult to manage your own employees what alone manage somebody else's employees doing work for you so you want to make sure that with subcontractor management they can it can aid in resolving that - anytime there's multiple companies involved you know that it's very difficult with the communication and reconciliation and things like that so what some of the church advantages of subcontractor management will be your visibility control of the employees workload you're going to be have full visibility of who's working on wot at any point in time you also have visibility from a project managers project managers level to see what funding is left on the purchase requisition or purchase order for Perth's of contractor agreement it's always necessary to make a lot of modifications I know many of you know that you've got a four or five inches of contract agreement filed in your file cabinet somewhere with every modification that's been on it wouldn't it be nice for the project manager to be able to see what's left and be able to place a requisition ahead of time to go in and add more funding to that subcontract agreement instead of the day that he runs out of funding or she runs out of funding you also have the automation of the labor and expense collection you train your subcontractor employees on t10 a charge work assignments instead of project accountant orgs and they are limited to the work assignments that they can charge only the ones assigned to them configurable charging rules to reduce timesheet collections again if you don't want to allow them to exceed the number of hours assigned to a work assignment you can set the work of climbing up that way if they try to charge over that they're going to have a problem and they're going to have to come back to you and say okay I work these two extra hours what are we going to do look to you at that point if you want to modify that work assignment and allow that two hours or you tell them to go ahead and charge if it hits unallowable so does give you a little bit more control with regard to how your time and expense rules apply to your subcontractor resources again much more accurate labor and expense collection everything is it can be very tied down where your subcontractor employees know what they have to charge they don't have to make a lot of decisions or they can't accidentally charge long tasks on a project reducing your reconciliation efforts between you and your subcontractors to me and you know this this is a big deal you have again they've got their timekeeping system you have your timekeeping system they their employees or King time into both systems one of the things that with this particular feature we really wanted to try to help clients work better with their subcontractor vendors you need them you want to stay friends with them you want to you know make your subcontractor vendors happy so this allows you to you have full visibility kind of up front as Thomas being approved and charged to the subcontractor vendor so there really aren't any surprises you know they can go back and look at what invoices are going to send to you they know what the problems are going to be ahead of time so it gives you a little bit more time to work them out instead of them ending up an Accounts Payable and then you've got your accounts receivable and accounts payable person going back and forth with it improved communications again improve communications all the way around your resources know what they're working on you are communicating with they our employer and you know your own customers have improved customer satisfaction because again you can build them on a timely basis the time is approved and the expenses are approved before they ever get billed to the client and everything's kind of tightened up with how how this is done and then again your timely and accurate project villains we all want to get paid your subcontracting wants to get paid you want to build your customers on a timely and accurate basis this process allows within a matter of 10 minutes between a timesheet being approved creating that subcontractor invoice to know exactly what you're going to be billing your your projects so it gives you you know cuts out a lot of the manual paperwork it cuts out a lot of them the middleware that has to go in between this process so in summary you know this is a full cycle process we start out with subcontract agreements from that agreement we create our work assignments and again it could be one large work assignment or many small work assignments the work assignment flows directly into time and expense 10 for labor and expense collection your managers can approve those timesheets once approved they go into staging tables where they can be picked up for your subcontractor invoice once the subcontractor invoice is approved it goes directly into a Pio valtor that can be processed through accounts payable it will fit through the same approvals as accounts payable if you exceed the purchase order funding there may show up as a discrepancy against it none of none of that will change from your standard ap processes you have today once posted it will update project Billings so that you can see the hours and expenses charged to your project you can turn those around invoices and with that I'd like to go ahead and open this up to questions and answers okay if anybody has a question um feel free to type it in the Q&A panel of your screen at any time and like I said before if we get in if we don't have time to get to your question we'll be sure to address it offline now I'll turn it back to Deb so she can take some of those questions so it looks like we have quite a few questions out here one of the questions we have is do I need to put the resource information in detail on the purchase order and again the answer to that is no this is completely up to you on how you want to create your purchase orders again with the two-way or three-way match they can be very high-level they can be very detailed level just depending if they are at a very high level the work assignment controls much of the detail if your purchase orders are very detailed level that information will default into the work assignment where you can manually update it if you want to or you can leave it exactly how the purchase order is set up one of the questions we have is how our subcontractor invoice is created for firm fixed price and CP FF subcontracts again it would be the same the same way I mean right now with a purchase order voucher with subcontractor labor we normally fill out the vendor labor information in the tio voucher screen which goes and updates project filling this information would be the at same information that we see in the system today but it is expanded with more details and does automatically flow in from an approved timesheet or expense reports but the process between a firm fixed price or fee PFF would be exactly the same well we got a ton of questions here what version of cost point am i presenting on this is cost point seven one one subcontractor management feature is in seven one one and works with te ten next question is there a budget versus actual report that shows the run rate currently there is loss we can certainly ask Delta X product management that that would be a good enhancement request we would need to do this so today with a Cognos report again these are new tables within cost point that are available with Cognos another question here how can we manage commitments for multi resource and multi clan contracts again for a multi if you want to manage your commitments at a Clint asked level on your project normally this would require separate lines on your purchase order and they would be more detailed lines so again you know how you're looking at this you could still do to a to a match but again I think each line on the purchase would or would represent a separate project accountant org that represents each claim number so I think you're going to still have to have more details on your purchase order if you want to see commitments down to a clevis again if you don't have that requirement and you know what one of the things I there's it's probably a 50/50 split between clients who do things on their purchasing or the purchase orders at a very detailed level down to the commitment level right up front or those who have a two-way match where they're not sure until you get into the project what past charges are going to go to of the subcontractor invoice the question is will the invoice have the subcontractor employee information yes it will it's going to drill down to who the actual person was show the actual hours that they work there are actual expenses that they charged so that you have that full information because again you want to share that with your subcontractor vendor to make them as comfortable with as possible with the time on that so that you don't have a lot of Accounts Payable challenges with them the next question it doesn't seem correct for us to prepare a subcontractors invoice didn't they be preparing from their own system and how does this pass a DCAA audit normally they would prepare it in their own system this gives you a little more control on that it's not that they won't prepare their own invoice but this does give you a little bit of a head start with them because basically saying here's the time we've reported here's what we have approved they can match that up to their invoice you do have an option to overwrite the invoice number on the one created from subcontractor management with their invoice number that can be done prior to approval so that they have their complete audit trail back to them it is a different concept as far as passing a DCA audit really doesn't make it shouldn't make a difference with that because again you can reference their invoice number as long as they agree with the information that's on the invoice and again you know you got to look at it as you're trying to give your vendor employee as much insight to what their employees have worked for you so that you can help with any of these reconciliation issues and let's take one more here the next ones do you have a solution we're subcontractors who do not have to key time into their time the time system and cost point and unfortunately now this is you know subcontractor management does require cost point seven one one and it does require p10 to automate the process without the subcontractor management license you can create subcontractor agreements and put a variety of information on them but to really automate the process it is pretty streamlined with cost point seven one one and two any ten can it at this point if I've missed any of the questions here we'll make sure we get those answered for you and I'm going to turn it back over to Kim sounds good thank you so now before I conclude I just want to talk about insight so insight offers more than 300 unique sessions of training discussion of best practices case studies in business strategies that are offered during this three-day event the conference will be in Nashville at the Gaylord off rear Azure from October 23rd to October 26th for more information and to register please check out Celtic insights calm and before I officially conclude I want to remind you that all registered attendees will be receiving the on-demand recording of today's webinar within 24 hours via email and there are many questions that we didn't get to so we'll be sure to answer them offline also we'd appreciate if you filled out the short survey that you'll see at the conclusion of this webinar and with that I'd like to thank you for joining us today and please visit Delta's comm for more upcoming deltek events