application is also upgradeable once its life span

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options arc available to the user, like faster and more accurate reporting. This application is also upgradeable once its life span has been completed and its system is one of the most updated, including new techniques and processes in accounting. This software, once running smoothly, will also help the accounting department in calculating accurate staff payroll, benefits and bonuses.Internal and External Analysis It is important to have a fundamental understanding of the internal and external environment of the project. Moreover, the true importance of this study is to determine if the proposed project is adequately structured for the operating environment now and in the future. The internal and external environment for the accounting software will be explored illustrating their respective roles, responsibilities and goals. As with most accounting packages, the purpose of Solomon 2.06 at UCS is to provide reliable accounting and financial information for internal and external use on a daily and periodic basis. Activities include daily cash management, cost accounting, accounts payable and receivable, general ledger activity as well as month and quarterly financial statement preparation and analysis. On the surface Solomon 2.06 was able to meet these requirements. What was missing at UCS was a more robust tool to meet growing organizational requirements. The internal accounting/finance environment at UCS prior to implementing the project could be categorized as lean. There are few dedicated staff members for this function at the National Center locally and one (at best) at each of the regional centers. This placed a large burden on a few individuals. Moreover, these individuals were being asked to operate in multiple roles. An equally lean technical department compounded this accounting/finance burden. This proved to be an even greater problem once Solomon discontinued technical support. The real challenge of this operating strategy was created when a low-cost and low-functionality software choice was implemented. That is to say that a lean personnel model was in direct conflict with an unsupported, low functioning software platform. The results were witnessed in delays in general ledger activity, duplicity of data entry, lengthy reporting cycles and a general lack of trust in the system’s output. A related challenge on the internal environment was a lack of integration across other administrative functions, most notably the human resource and marketing functions. Tracking KR information was primarily independent of finance and accounting. Benefits, vacations, tenure and other personnel information were kept separate. Similarly, the marketing database of contributors, members and colleagues was independent yet again. A low-cost, low-functionality software tool again caused this lack of integration among operating sectors. It is worth repeating that the lean operating model in administrative personnel was in direct conflict with the software choice. The two were not strategically compatible. Externally, a similar dichotomy existed with stakeholders. Generically speaking, financial information is used by a variety of individuals and organizations important to UCS to plan, value and compare against other like-minded organizations. This financial reporting is extremely important of non-profit 50IC-3’s like UCS. With over 50,000 members and contributors, UCS is obligated and legally bound to report financial information to members and regulatory agencies alike. The main challenges presented by Solomon 2.06, as it related to external reporting, was a lack of functionality, long reporting cycles and duplicity of data gathering. This again put a burden on a lean accounting and finance department. Externally, it is important to he able to

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