Mismanaged schedules can lead to delayed project timelines and increase overall costs. For service-based organizations, the inability to manage resources and their schedules effectively can be the underpinning of their business. GP Project Accounting is fantastic for: measuring the cost of a project, collecting time and for billing. However, it lacks a scheduling tool needed for managing projects and people.
To assign an employee to a project, you would need to use the “Access List” and filter by available employees. Managing employee availability from a list view is extremely painful and can be prone to error. It would be as painful as going on a portaging trip without a compass.
Scheduling complexities only get more cumbersome in GP Project Accounting, for a shared pool of resources.
For instance you want to schedule “Bob” for a new project installation at Company XYZ. You open the “Access List” in GP Project Accounting and query for Bob and assign him. Since he only has one project installation that day, you want to book him for additional service calls, right?
GP treats service calls as a field service function. So the balance of the calls would need to be booked through the Field Service application. Essentially, to manage Bob’s entire day in GP would require two separate applications and two separate timesheets: One for installing new projects and one for service calls. Now imagine, having to manage the redundancy on a daily basis across several projects, service calls and resources.
You can see where problems start to occur. Since projects and field service are sitting in silos, it is very easy to: (1) double book a technician for a project and a service call at the same time, and, (2) potentially over/under booking jobs for the day. Either ends of the spectrum will impact revenues negatively. For service organizations, a unified resource management and scheduler is required to achieve maximum profitability.