JOVACO Project Suite is project based software of ERP solutions which will help you to direct your business activities by a systematic management process. Being a solution based on modules, the system will be beneficial for a number of industries who are in search of accounting solutions for projects and job costs. The solution will be useful for organizations like engineering, architecture, information technology and marketing firms and project manufacturing and construction firms, depending on the type of module you use.

The Project Suite is especially designed considering the requirements of professional companies, who need a highly detailed project accounts solution. It is ideal for industries that need to keep a record of the projects in different currencies, facilitate the information internally between departments or companies and access the project from anywhere.

Companies like Custom manufacturing cater to orders of clients on the basis of projects and use a critical volume of engineering work. The project accounting software can easily manage your business activities like purchase and design which most other software solutions find hard to do.
The Project Suite will also facilitate the Construction firms who need job costing solutions. The needs regarding the costing, postponement, customer satisfaction will be managed effortlessly by the software.

Modules available in JOVACO
The principal module of the JOVACO Project Suite is the Project Control and is integrated to MS Dynamics GP Financial ERP solution includes all the features for defining and relating concepts of project like charge-out/cost rates utilization, resources, budgets, phases etc. to financial functions like A/R, profit & loss, A/P, general ledger etc.

The Resource Planning module will assist your Project Manager for planning projects and assign incomplete tasks to the specific resources. It will also supervise the project development by comparing the percentage of completed and pending projects. The organizational and administrative features of your business can be linked as the module is integrated to Project Suite, TEDI and Microsoft Dynamics GP softwares.

Accurate and up to date data can be guaranteed as the Time and Expense (TEDI) module will allow every employee to fill in their times and expenses which can then be directly allotted into the module of Project Control. As the module has functions based on internet, the employees can fill in their time & expense details from any location on the globe using operating systems like Windows, Linux, UNIX, Mac Os.

The Professional Invoicing module can cater to numerous requirements of client billing along with verifying your contract rules and regulations.
A record of changes that may develop during the stages of manufacturing and engineering can be kept by Project Manufacturing module which offers a variable number of solutions. It allows you to rectify the changes and keeps the project on the same channel.

The purchase requirements and quotations to clients can be managed automatically by the Procurement module, thus reducing the error percentage. It will enable you to manage the list of products and the client services and will also help to make purchases as the newest price list will also be obtained. It will assist the management of goods, supervise the delivery dates and avoid the invoicing issues

The project manager can keep record and analyze the information of the number of projects they are working on currently by the Web Reports application. The Project Suite will provide information to the queries of any person regarding the reports, on the basis of roles defined in the system.

Advantages
Project control on the basis of time, money, budget, or cost
Different level of control can be defined according to the rules of firm and project
Flexible rules according to the customer or project basis
Collaborate and planning solutions
Good tools for estimation
Entry of time and cost through web
Distribution of charges done automatically
Keeps account of different currency projects
Revenue recognition through variety of methods
Acquire complete management cycle
Complete process tracking
Management of materials bill and cost
Tools for business judgements and partnerships
Detailed reporting

History
Being a spearhead in Quebec, JOVACO became the first software firm to offer an integration of project accounting and financial management. Developed in the year 1987, JOVACO Project Suite was an instant hit with engineering companies who are till date improvising and developing the software, foreseeing the need of time.

Jovaco Project Suite is very flexible software so it is easily integrated in other financial software like Ms Dynamics GP. Thus it can be used for controlling entire project cycle in the company and managing it through all the areas, be it project, account, finance, customer relation, reports, human resource or business intelligence

As the Project Suite is integrated to Microsoft technologies, the software works efficiently with other products of Microsoft like MS Excel, MS Word, MS Windows, along with the SQL databases thus helping in your overall project costs.

Most people don’t think about whether their goals make sense. They think these things are expected of them, and they’re worried that they haven’t yet been able to accomplish them. They assume every other parent has set aside enough money for four years of Bennington by the time a child is ten; that all their peers are saving and investing twenty-five percent of their income; that every other baby boomer already has $1 million in a retirement plan by the time they turn fifty; and that above and beyond retirement savings, everyone else is building up a huge estate to pass on to their children.

I don’t want to spend dozens of pages setting out my arguments that retirement is a concept whose time has passed and shouldn’t be a part of your planning, that all you can do for your parents and children is the best you can, and that it’s better to spend your money on yourself and your family while you’re alive than to pass it along in inheritance. If you’re interested you can read my thoughts on these issues in Die Broke. What I think is important is that I stress the foolishness of trying to do more than is possible, and the fallacy of comparing yourself to others.

At some point in your life you must accept the fact that you are not Superman or Wonder Woman. Success in life is measured, not by the size of your pile of chips, but by how well you played the hand you were dealt. You cannot control the economy or your generation’s demographics. At some point you must come to terms with your own limitations. Unless you’re lucky enough to become extremely wealthy, you simply will not be able to retire at sixty-five at the lifestyle you’re used to, pay your child’s entire college tuition bill, support aging parents until they die, and leave a huge estate. Set aside the question of whether or not you should do all these things. The simple truth is you probably won’t be able to do all four of them, it’s unlikely you’ll be able to do three, and if you can do two it will only be after much personal sacrifice. The answer isn’t to throw up your hands and give up; it’s to do the best you can. The only person who expects any more than that is you.

Equally important is that you stop comparing yourself to others. There will always be individuals who are making more money than you . . . and there will always be people who are earning less. Some careers soar like rockets until they either settle into orbit or crash back down to earth. Others are like gliders, rising and falling gently, steering carefully to take advantage of thermals, staying aloft for as long as possible and then coming to a graceful and safe landing. Some businesses are sprinters, exploding out of the blocks and reaching top speed in a few strides. Others are marathoners, slowly building to a steady pace but then sticking to it for mile after mile. Life isn’t about keeping score. It’s not a means to an end. It’s an end in itself.

If you’re turned down for a raise, ask your superior why. If a customer won’t buy your product, ask her why. Frame the question as a search for self-improvement, not as an accusation. Don’t even hint at any efforts to turn the no around. Say that you’d be eternally grateful, and that it would be of terrific help in your future efforts, if they would tell you why they chose not to give you a raise, hire you, or buy your product. People who have reacted to facts presented will, after sensing your acceptance of their reaction, meet such a humble request by readily telling you the truth. Remember how effective humility was in establishing trust? Well, it’s just as powerful in ferreting out what is behind the no. Having turned you down once already they’ll be eager to readily comply with your request, if for no other reason than it will help assuage their guilt.

Even people who have responded with an emotional no, will, when prompted in this modest manner, give you a reason for their rejection. Of course, they probably won’t tell you the truth. It would be too embarrassing, or self-incriminating for someone to reveal the emotional basis behind a no. On some level, they know they’re being unjust (ethically or legally) in deciding a business issue emotionally. When prompted for a reason they will be forced to cover up their injustice by offering some factual reason. In effect, by asking for a reason you turn their emotional decision into a reaction to facts. Once they give you a factual reason for their no, they can never safely backtrack and claim it was an emotional decision. All they can do is keep coming up with other factual reasons. And no matter how many reasons they continue to come up with you’ve succeeded in turning their emotional no into a rational no.

By humbly asking why someone said no you’ll be given a reason. When you’re given a reason, or even multiple reasons, for the rejection, you’ve also been handed the key for turning it into an acceptance.

Generally, this is a defensive approach. Your appearance must at least match what the other party expects. If you don’t look the part, you’re signaling, intentionally or not, that you don’t care about industry norms. Iconoclasts may be interesting, but they don’t inspire trust. Of course, the specifics of your appearance depend on your industry and situation. A legal or financial professional or a corporate executive needs to be cloaked in a conservative business suit. Midlevel sales or marketing person or a creative professional can be a bit less staid. A younger sales or marketing person or creative individual is expected to be trendy. The key is to meet expectations. Show up in a three-piece suit for an interview to land a computer graphics assignment and you’ll raise eyebrows as high as if you showed up to meet a legal client wearing a pair of Dr. Martens.

There’s only one instance that I can recall of garb and hygiene actually being used as more than just a defensive measure. Andrew Douglas came to me for help in formulating a promotion request. A structural engineer working for a new automaker, Andrew had been stuck at the same career level for five years. Together we formulated a good plan and then prepared a powerful memo outlining Andrew’s case. Andrew was supremely confident . . . until he made his appointment to speak with his supervisor. Andrew called me in a tizzy. I asked what was wrong and he said that his meeting was set for Friday morning. I said I didn’t understand the problem. He explained that Fridays were dress-down days. Andrew felt like he was facing a catch-22. Dress formally, as he normally would for a business meeting of this importance, and he’d stick out like a sore thumb. Dress informally and his request might not be taken as seriously. After I calmed him down we came up with a solution. Andrew dressed formally but used his out-of-the-norm garb as an icebreaker at the meeting. He started by saying that even though it was a dress-down day he wanted to dress in a manner that reflected his respect and admiration for his superior and the company. At that point, his boss literally rose from his chair, shook Andrew’s hand, and thanked him.

First, you can always speak to a therapist or contact me if you have the money or inclination. I’m using the word therapist in a looser manner than it’s commonly applied. If you have what you perceive to be a personal finance problem, I’d suggest using as your therapist a fee-only financial planner (one who charges by the hour rather than taking a commission on sales) with whom you feel some rapport. If you perceive your problem to be business related, I’d look for a small-business consultant to be your therapist, finding one through the chamber of commerce, the nearest SBA office, your state’s small-business development center, the local office of the Service Corps of

Retired Executives (SCORE), or your trade association. If you perceive you have a career problem, you can ask your professional team if they can recommend any career counselors to serve as your therapist. If they don’t know of any candidates, contact the career and placement offices at the largest local college and ask for names.

Second, if you have the time you could also start writing about your problems in a journal. Writing about issues often provides sufficient distance to see things clearly. Take out a legal pad or notebook and begin describing your situation. Write down your fears and worries, as well as your goals and dreams. Describe what you think will happen if you fail and what you believe will happen if you succeed. Then, put the pad or notebook away for at least twenty-four hours. After a day’s reflection, read what you’d written. Does it make sense? Do your fears accurately reflect reality, or are they exaggerated? Viewed objectively, on the page, does it seem that you’re focusing on the right problem?

It’s obvious I don’t think it’s always necessary to speak with a therapist or someone like me. And, unless you have a rare gift for self-analysis, even months of journal writing might not lead to a breakthrough. That’s why I think the third technique is the best way for you to uncover your true problems: find yourself some problem mentors. Actually, you probably already have them, and you simply need to start using them more often.

Don’t you ask your spouse or a sibling for advice on dealing with your mother? Haven’t you gone to a friend for suggestions on a problem you’re having with your wife or husband? “When you were thinking about buying a home, didn’t you ask your parents for their opinions? Do you have a group of coworkers you rely on for help in navigating office politics? Are you often calling your mentors for suggestions about career directions? Before you make business decisions do you speak with your partner, lawyer, accountant, or your friend who runs a similar operation?

Obviously the answer to all these questions is yes. We each have an entire network of people we go to for help with our personal and business problems. Generally, however, we only turn to them for help in making decisions. My suggestion is that you turn to your network of problem mentors much earlier. Rather than asking them for opinions on how to solve your problem, ask them for opinions on what really is your problem. And listen closely. They are invariably right.

Problem mentors can uncover true problems so effectively because they have a fresh, unbiased perspective on your problem. Problem mentors can discriminate among your problems. None of your problems are right in front of them, so they’re not going to automatically lock onto whatever problem is most obvious. Since they’re not bringing the same emotional or psychological baggage to the issue as you are, they’re going to be able to tell whether a problem is real or imagined, important or minor. Since it’s your problem, not their own, their perceptions of your problem won’t be influenced by your patterns of behavior and thought.

The next time you feel you have a problem, turn to someone who knows you and whose opinion you trust. Tell her the facts. Explain what you’re feeling. And then ask her what she thinks your problem is. If she agrees with your analysis, that’s great. If she doesn’t, listen closely to what she says. She’s probably right. In either case you’ll have figured out your real no.

I need to offer one caveat, however. It can be a mistake to use your spouse or lover as a sounding board for problems with which he or she is also involved. Couples tend to naturally polarize. If one is a neat freak, the other will become a slob. If one is a spendthrift, the other will become a miser. If one is compulsively early, the other will become compulsively late. Obviously, this polarizing needn’t be as extreme as I’ve portrayed it, nor does it need to be consistent (the neat freak in the house could be the slob in the car). Still, it happens to nearly every couple. This can cause difficulties in problem solving. Your partner might not be able to overcome his or her natural tendency toward balancing you and be able to give you an unbiased analysis. That’s why it makes sense for your mate to be one of your business problem mentors, but perhaps not one of your personal problem mentors.

The first way to become an expert is to receive some formal schooling or training. The advantage of this method of becoming an expert is that it provides you with an official endorsement: you’re getting a seal of approval. The disadvantage of pursuing such formal endorsement is that it’s time-consuming. In all honesty, such an approach is rarely used by my clients, since it takes such a long time. Most of my clients come to me “in extremis” and therefore can’t rely on a long-term educational program to help them turn a no into a yes. The handful of times I’ve encouraged a client to use this technique have been when I was consulting with a young person, just out of college, who was looking to develop a strategic career plan. For most of my clients, two months, let alone two years, is too long.

The second way to become an expert is through public research. This involves going to the library and looking through books and periodicals, doing searches of online databases, and gathering any other already public information you can. It’s truly incredible how much free intelligence you can gather on a specific person or a company simply by consulting the public record. If you’re willing to pay for research, say by purchasing a report on a private company or individual from an organization like Dun & Bradstreet, you can obtain even more. The advantages of public research as a method of becoming an expert are that it’s quick and relatively easy to do. For the cost of an hour online and an hour of their time anyone who’s computer literate can come up with a great deal of information. The disadvantage of this approach is that it’s not likely to yield any surprising or unique information. Public research will let you become as much of an expert as anyone else . . . but not more. It’s a defensive technique: it insures you won’t be surprised. However, it’s not going to give you the information to spring any surprises of your own.

The third method of obtaining expertise is to conduct private research. This involves working the telephone and turning your personal network into an information network. Remember, no man (or woman) is an island: there are ways to reach everyone. And bear in mind that, even though it has become a clich, there really does seem to be only six degrees of separation between any two people. In other words, it may take you at least six telephone calls, but you should be able to get information on anyone by expanding your own network.

Let’s say you’re looking for information on that banker you’re asking for a line of credit. Private research would involve calling your accountant and attorney and asking if they or anyone they knew had any information on the banker. It would include putting out feelers at the chamber of commerce and Kiwanis Club meetings, asking if anyone had relevant information, or if they could steer you to other sources of information. The advantage of private research is that it can provide you with unique and possibly very valuable information.

The disadvantage is that it’s not easy to do and can be time-consuming. Private research works wonders when it comes to one-on-one negotiations or problems that seem to defy logic. It’s an aggressive technique that can provide you with the key to make a personal connection or to solve a stubborn puzzle.

Normally, the feeling that someone cares about you builds slowly and incrementally through small and subtle acts and statements. These might include gestures like bringing you a cup of coffee, coming outside of a private office to greet you at the door, or asking about your family with obvious interest. Over weeks and months such little actions lead to a sense of caring and translate into a feeling of trust. The trusting relationship is like a giant fortress that’s actually built from little pebbles of caring behaviors.

My technique involves using as many of these caring behaviors, both subtle and obvious, as I possibly can, as quickly as possible. In effect, I overwhelm the other person with signs that I care for them as a human being. That allows them to trust me within twenty-four hours of meeting me. I make sure people who call for appointments are treated well. I insist my staff greet clients warmly when they arrive at my office, taking their coats, offering them coffee, tea, or water, asking if they’d like to use the rest room or telephone, and showing them to a comfortable chair. I always come out of my office to greet clients. I smile and introduce myself, using their name as well as my own, and express my gratitude for their coming. I repeat all the offers earlier made by my staff, making doubly sure they were extended. I openly tell my staff not to disturb me with calls unless they’re emergencies. I personally escort the clients into my office where we sit around a table. During the course of the consultation I ask about the client’s physical as well as their business or financial health, and their home as well as their work environment. At first, I listen more than I talk, leaning forward in my chair and looking them in the eye when they speak. After we discuss their problem, I give them something from my office to take home, whether it’s the pad they borrowed to take notes, or a book they might find useful or interesting. I once again escort them out of my office and repeat all the offers made when they first arrived. I thank them for coming into my life and shake hands with greater intimacy and warmth than when they arrived, this time using both hands. Then, later that day, either I or someone from my office follows up over the telephone, asking if they had any questions or needed anything else prior to their next visit.

Spelled out this way, my techniques sound very obvious. That’s because they are. But what’s also conspicuous is that they’re for real. Sure they’re conscious, but that doesn’t make them any less heartfelt. I do care about my clients. I am concerned with their physical well-being and comfort. I want them to feel welcome and at ease in my office. All I’m doing is demonstrating what I feel and think through my words and deeds. I’m wearing my heart on my sleeve and letting them see it. My technique is no more mercenary than saying “please,” “thank you,” or “you’re welcome.”

Is my system manipulative on some level? I suppose so. But I don’t believe that makes it bad or wrong. I’m not using it to twist people’s arms into buying something worthless, or con them out of their life savings. I’m simply trying to quickly create sufficient intimacy for me to be able to help them overcome their problems. I’m not using these techniques to pull unsuspecting people into my office. I’m using these techniques to assist those who have come in on their own, looking for my help. And then, I’m teaching the same techniques to all my clients and readers. I guess I’m saying the ends and my motivation justify my means, and that the ends you’re pursuing and your motivations should also justify the means.

If being openly warm and caring can today be construed by many people as Machiavellian then it says more about our current business environment than it does about my techniques. And if everyone practices the technique I espouse what will happen? We will all be more civil, polite, and kind to one another while overcoming most of our problems.

Frustrated is an understatement for how Vince Cerano felt when he first came to see me. From his outward appearance, however, Vince seemed totally together. Impeccably dressed and groomed, with a deep tan and the handsome good looks of a young James Caan, he seemed the personification of self-confidence. The veneer crumbled after two minutes in my office. Vince began recounting an endless stream of problems, and recounting them at such a rapid rate that even I, with years of experience listening to New Yorkers, couldn’t keep up. After I finally got him to slow down I was able to piece together the story.

Vince was a home builder. For five years he had owned his own carpentry business. He was doing okay financially, but hungered for more. Vince had grown up in an upper-middle-class family. Both his parents were schoolteachers. Though they outwardly accepted his desire to work with his hands, he always sensed they were somewhat disappointed in his choice of professions. When two other contractors, a roofer and a foundation specialist, came to him with the idea of forming a partnership, he jumped at the chance.

For a few years things were great. The three partners began by buying odd lots in already developed areas and putting up individual, single-family homes. With all three of them working on each job they were able to keep costs under control and meet their deadlines. They’d take the profit from one job and use it to finance the next. Eventually they also moved into renovation work, gutting and renovating “handyman specials,” and then reselling them for a tidy profit. Finally, after five years, they bought a large plot of land in an exurban area. One of Vince’s partners had learned that a new corporate park was about to be built nearby, dramatically increasing the demand for homes. The three partners, subcontracting out much of the work, quickly built ten nouveau Victorian homes, sold them all, and made a small fortune.

From there the business boomed. It now made less and less sense for the partners to do any of the actual work themselves. In feet, the former foundation specialist bought a winter home in Florida and announced his intention of spending more time golfing than pouring cement. The now ex-roofer divorced his wife of twenty years, bought an Italian sports car he could barely squeeze into, and was spending a small fortune wining and dining, allegedly for the company. Vince’s tastes ran more to Hugo Boss suits and weekly manicures. After only two years of this type of extravagance the bottom began to fall out of the business.

Because the three partners were so busy spending money, there wasn’t sufficient supervision of one of the company’s developments. Not only was it delayed and over budget, but the final workmanship was shoddy. The first handful of homeowners who had bought off the plans and the model complained bitterly about the problems as soon as they took up residence. Vince and his partners hadn’t kept any financial cushion, and they had tapped their credit out building the development. In order to pay for the necessary repairs they needed to sell more of the homes. But the current homeowners made sure to warn every visitor about the situation. The homeowners then sued Vince’s business. The construction loan fell into arrears and the bank was threatening to take over the development. And with the business in a nosedive Vince had no income. He could no longer afford the mortgage on his own house.

Vince came to me in search of a magic bullet: a quick, painless cure to all his business problems; basically he wanted my help in turning back the clock. It took me a good hour and a half to unravel all the threads in Vince’s story. And in that time I tried to point out to him that he wasn’t facing one problem, a foiling business, he was facing a cluster of interconnected problems. I suggested that it was his attempt to solve all his problems at once that was leading to his frustration and feeling of impotence. Instead, I urged him to start examining each problem individually.

Together we compiled a prioritized list of his problems. Though he had been focusing on his business, it was clear that Vince’s most important problem was his lack of a stream of income; without money coming in the most pressing nos for Vincent were no food on his family’s table and no roof over their heads. We made getting a job his first goal. Simply by concentrating on one specific obstacle, Vince’s spirits stabilized. Within four weeks Vince found work as a construction manager for a firm he had worked for and with in the past. It wasn’t the income he was used to, but it did keep the wolves from the door. Those first two nos had been turned to yes.

Over the course of the next two years I worked with Vince, dealing with one problem after another. At one point in the process he accepted that rather than trying to save his business he should just try to disentangle himself from the whole mess. Today, Vince is in business once again, as a partner in the construction management business he first joined as an employee.

Gloria Summers is one client I couldn’t get to frame her problem rationally rather than emotionally. Gloria had every right to be angry about her situation. A tall, willowy woman with closely coiffed auburn hair, Gloria was one of the dozen founders of New York’s most profitable public relations agency. The agency was actually a consortium of twelve different small specialized boutiques that came together under one roof to lower overhead and simultaneously expand their reach. The idea worked. Gloria’s shop wasn’t one of the larger divisions, but it was quite profitable. She had annual revenues of over $2,000,000.00. For more than two decades the consortium was a great success. That’s why it came as such a shock when Gloria was called into the president’s office one Monday and told she was fired.

Gloria had always thought of herself as an owner, even though she was technically an employee. She simply couldn’t believe what was happening. She was offered two years’ severance pay and her full pension, but she was also asked to be out of the office by the end of the week. She came to my office the first thing the next day.

After speaking with her it was clear to me that Gloria’s firing was questionable. Despite her youthful appearance, she was sixty-four years old. There had never been any previous mention of poor performance. In fact, after a three-year slide in her division’s revenues they had just rebounded to their highest level in five years. Her profit margins had always been high. It certainly appeared she was being terminated because of her age. I told her we had an excellent chance to get a very large settlement based on her not only being wrongfully terminated but also because she was a founder and de facto part owner of the business. Gloria didn’t seem to care about the money, however. Rather than the fear I usually see in recently terminated clients, Gloria displayed an eerie calmness. She said she wanted justice, nothing less.

I tried to explain to Gloria that justice was an emotional goal and she would be better off trying to get them to literally pay for what they’d done and then wipe her hands of the whole situation. She seemed to agree. I immediately drafted a letter to the president of the agency, telling him that I had been hired by Gloria and that we would be contacting him with a counteroffer.

My staff and some outside specialists started to do some research into both her case for wrongful termination and the finances of the agency. We believed we had a good case for age discrimination. In addition, while the finances were somewhat convoluted, it appeared that Gloria was a fifteen percent owner of the agency. We presented our arguments in writing to the agency and asked if they would now like to change their termination package. They did. The attorney for the agency came back with an astounding $3 million settlement offer. The outside specialists and I were ecstatic. The sum was more than we ever dreamed. Gloria, on the other hand, was unmoved.

She coolly said that if they were willing to offer $3 million that meant her ownership share had to be worth more. I tried to explain to her that, while she might be right, it would be difficult to prove in court. I added that if we went to trial it would cost a great deal of money and take a great deal of time. Gloria didn’t care. She wanted justice, whatever the cost. I tried to change her mind, but she just grew more distant. I passed her case on to a litigation specialist. That was four years ago. The case still hasn’t been settled. I don’t know how Gloria is paying her bills in the meantime. I wish her well. Still, I’m afraid that in looking for “justice” rather than a settlement she’ll never find satisfaction.

The key to being successful in initially asking for more money, or to appealing a negative decision about compensation, is to be an expert on the market value for what you do, and on how your personal value is perceived by the company. Even the most tightfisted organization in the world accepts that it must pay market value for good people. Therefore, the secret to getting more money knows you’re valued and being able to demonstrate you’re not receiving fair compensation for that value.

Though establishing trust between yourself and another party is vital in solving almost every problem, in raise and salary issues trust also takes on another role. You’ll be presenting the expertise you’ve acquire on compensation. It’s likely this will differ somewhat with the other party’s notion of the market value. In order to solve your problem you’ll need to generate trust in your numbers, as well as in yourself.