This document establishes standards for capitalizing expenses related to computer software developed or obtained for internal use. It defines key terms like capital assets and development stages. Costs are generally capitalized during the application development stage and expensed during preliminary and post-implementation stages. It provides guidance on capitalizing costs of upgrades, enhancements, and disposals. Internally generated assets do not require retroactive reporting.
SaaS Companies: What Costs Should Be Capitalized?Armanino LLP
?
Armanino McKenna conducted a survey of 47 public SaaS companies to examine their accounting policies for certain expenses. The results showed 70% of those SaaS companies are capitalizing expenses - the two most common expenses capitalized are software development expenses and sales commissions. To understand the diversity in capitalization practices, we examined the rules for capitalizing these and other SaaS expenses.
This document discusses software cost estimation. It introduces metrics for assessing software productivity and techniques for estimating software costs, including algorithmic modeling. A key technique is the COCOMO model, which relates software size to project costs based on historical data. The document also covers how to estimate project duration and staffing needs.
This document discusses the results of a survey of over 75 publicly traded SaaS companies regarding their accounting policies for capitalizing software development costs and sales commissions. The survey found that in 2015, 64% of companies capitalized software development costs, compared to 70% in 2014 and 60% in 2013. Only 20% of companies surveyed in 2015 capitalized sales commissions, a decline from 21% in 2014. The document provides possible reasons for the trends observed and examples of wording used in company footnotes regarding their capitalization policies.
SaaS Revenue Recognition Principles: How to Treat Setup and Implementation Fe...Armanino LLP
?
Our latest survey of SaaS companies reveals two compelling shifts in revenue recognition.
As SaaS business models and GAAP revenue rules have evolved, companies have adapted their revenue recognition practice, especially in light of the new FASB/IASB revenue recognition standards (effective for public companies in 2017 and private companies in 2018).
Our new SaaS survey analyzes these changing practices and offers insights that can help you evaluate your company¡¯s revenue recognition policies and disclosures.
The results revealed two compelling trends around non-subscription revenues.
Non-subscription revenue recognition remains a moving target for many SaaS companies, which means finance teams must continue to revisit the accuracy, transparency and completeness of their own rev rec policies and disclosures. How do your revenue best practices compare to your peers?
DOES14 - Pat Reed - Project Labor Cost Accounting for Agile ProjectsGene Kim
?
Pat Reed, Principal Consultant, iHoriz, Inc.
Accurate Accounting of Project Labor Cost (Capitalization vs. Expensing) on Agile projects and product development continues to be a source of confusion, waste and risk; and remains a blocker to Enterprise Agile Adoption. A myriad of associated risks (impacting Software Development and Dev Ops) include:
Loss of material benefits of utilizing the an Agile methodology (increasing the cost and risk of software development)
Blocking large scale and enterprise adoption of Agile and residual benefits
Creating inconsistencies in interpretation of project cost accounting and defeating FASB¡¯s original intent of generating an accounting standard to protect investor confidence
Increasing the risk of over-expensing software development costs that should be capitalized
Increasing the risk of false audit findings and possible mis-reporting of financial statements
Limiting organizations and industry from fully adopting and leveraging the benefits of an Agile Software Development Methodology
Possible taxation increases, higher volatility in Profit and Loss (P&L) statements and unnecessary manual tracking of programmer and Dev Op hours
Inappropriately expensing Dev Ops and possibly causing unnecessary and inappropriate timetracking
Missed opportunities for innovation and automation
This workshop offers a practical solution that provides clear guidance to ensure that organizations understand Agile project cost accounting and consistently and appropriately account for corporate investment in software and automation.
We¡¯ll start with a quick review of the problem and define acceptance tests and success metrics consistent with accepted government accounting standards and collectively (or in small working groups) share ideas and design a framework; applying critical thinking tools ¨C (Mental models and Ladders of Inference to increase our understanding of how we think; and challenge mental models to effectively solve problems.
Learning Outcomes from the workshop have potential to be extensible to address related challenges of internal and external audits and remediation of findings; Sarbanes Oxley and General Computer Controls compliance; Regulatory Industry Compliance, etc.
Accounting for Software Implementation and Physician GuaranteesPYA, P.C.
?
PYA Managing Principal of Audit & Assurance Services Mike Shamblin presented ¡°Accounting for Software Implementation and Physician Guarantees.¡± The presentation covers:
Unique accounting rules and industry best practices healthcare providers should know about accounting and financial reporting for software development.
Accounting treatment for physician guarantees.
Sheet1HIT Program Pro Forma TemplateScope of Technology Implemena.docxmaoanderton
?
Sheet1HIT Program Pro Forma TemplateScope of Technology Implemenation:Software Licensing Terms:FY '01FY '02FY '03FY '04FY '05TotalsCapital Costs (one time costs that can be depreciated)Consulting Services Vendor or Third PartyImplementation SalariesDatabase SoftwareHardware Costs¡ªServers & DevicesNetwork Costs¡ªAdditional Network NeededLicensed Software¡ªVendor & Third Party SoftwareCapital Totals$0$0$0$0$0$0Operating Costs (annual recurring costs)Software Maintenance/SupportHardware Maintenance/SupportPhysician Salary SupportSupport/Post Production Salaries (IT & Other)Travel/TrainingOtherOperating Totals$0$0$0$0$0Grand Totals (Capital & Operating)$0$0$0$0$0$0FY - Fiscal Year
? 2016 Laureate Education, Inc. Page 1 of 4
Pro Forma Explanation Material
There are two types of costs to consider planning the HIT program pro forma.
These two types of costs are capital costs and operating costs. While the
accounting definition of these costs varies depending upon the organization, the
general definition of these costs are capital costs (being one-time expenses) and
operational costs (being ongoing or reoccurring cost of the program).
The HIT Program Pro Forma Template provides the opportunity to estimate both
capital and operating costs for an HIT program. The following information is a
description of each line item on the HIT Program Pro Forma Template. Keep in
mind that as you are working through these costs on a year-by-year basis that
you are working diligently with teams of stakeholders to best estimates these
costs. Therefore, your cost estimates will be generally more accurate for the first
fiscal year and second fiscal year of the program and be more vague as the fiscal
years of the project go out into subsequent years. For this reason, the HIT
program pro forma is updated often, based on new information and changes in
the program environment.
Capital costs generally consist of the following categories: consultative services,
implementation salaries, database software, hardware costs, network costs, and
other licensed software costs. The following is a description of the meaning of
each of these line item categories on the HIT Program Pro Forma Template.
Keep in mind that if your organization organizes capital costs in a different way or
asks you to capitalize costs under your program that fall outside of these
categories you can add additional rows to your program pro forma file.
Consulting services vendor or third-party: Often the help of external consultants
from either the HIT vendor or another third-party are used in order to implement
systems. Often, these costs are significant at the early stages of a project and
are capitalized by an organization. It is possible, as the program progresses, that
the chief financial officer of the organization may ask that these costs be moved
into operating expenses. A solid understanding of the scope of the project and
the project plan enables organizations t.
What Does it Take to Achieve Software License Optimization?Flexera
?
1. Software license optimization is the ongoing process of managing software licenses throughout the lifecycle to maximize utilization, minimize costs, and ensure compliance. It involves reconciling software installations with purchase entitlements based on the vendor's product use rights.
2. Achieving software license optimization requires investment in people, processes, and technology. It requires defining roles and responsibilities, gaining executive support, and determining the organizational structure for the optimization team. Best practice processes and next generation tools are also needed.
3. Key components of next generation software license optimization technology include leveraging existing IT infrastructure, providing broad platform discovery and inventory, incorporating license model and product use rights knowledge, tracking usage data, and automating asset management processes.
An Analysis of Application of Accounting Standards to Computer Software and W...ijtsrd
?
Todays era is an era of machinery. Therefore, approximately all enterprises use machinery or equipments such as computers, machines for manufacturing, processing, packing etc., for the efficient and expeditious working. As the environment of every enterprise is different from each other, all the enterprises generally use internally generated assets which may benefit themselves. The computer software either acquired or internally generated for the purpose of internal use or a website either developed internally or purchased by the enterprise for the purpose of its internal use in the organization, may be recognized as an intangible asset. An expenditure incurred in respect of developing a website should be charged as an expense to the period to which it relates unless such expenditure comes under the purview of recognition criteria. Companies are incurring significant costs to develop Internet web sites. These companies may be "Internet" companies, traditional "brick and mortar" companies, or service companies. The web sites may be used to promote or advertise products or services supplant manual processes or services, sell products (including software) or services, or to do a combination of all three. Further, due to rapid changes in technology, new uses for web sites are being developed. Diversity in practice exists in accounting for website development costs. Some entities capitalize website development costs, others expense such costs, and still others capitalize some of those costs and expense the rest. Hence, the issue is how an entity should account for costs incurred to develop a computer software or website. N. Sharadha | Prof. V. Manickavasagam"An Analysis of Application of Accounting Standards to Computer Software and Website Cost" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-1 , December 2017, URL: http://www.ijtsrd.com/papers/ijtsrd8281.pdf http://www.ijtsrd.com/management/accounting-and-finance/8281/an-analysis-of-application-of-accounting-standards-to-computer-software-and-website-cost/n-sharadha
The document outlines 14 steps for developing and implementing a Human Resource Information System (HRIS). The steps include: conducting a feasibility study; selecting a project team; defining requirements; analyzing vendors; negotiating a package contract; training users; tailoring the system; collecting data; testing the system; starting use of the system; running the system in parallel initially; providing maintenance; and evaluating the system's performance. The goal of the HRIS is to systematically store employee data to aid in planning, decision making, and reporting.
Rules for Intangible Asset Recognition, Research and Development, Software De...Wasif Ali Syed
?
1) The document discusses rules for recognizing intangible assets, research and development costs, and software development costs under international accounting standards.
2) For intangible assets to be recognized, they must be identifiable, provide probable future economic benefits, and the entity must control those benefits. Research costs cannot be capitalized as the benefits are uncertain, but development costs can be if certain criteria are met.
3) For software developed internally, costs in the application development stage can be capitalized but preliminary and post-implementation costs must be expensed. Capitalization ends when testing is complete and impairment tests are required if projects become improbable.
This document discusses the key factors to consider in conducting a feasibility study for a new computer system project. It outlines that a feasibility study assesses the technical, economic, and social factors to determine if a project is viable. Specifically, it examines the existing system and proposes new system options. These proposed systems must then be evaluated for technical compatibility, economic costs/benefits, and social impacts. The document provides details on assessing each of these factors, including outlining the key costs and benefits to examine for an economic analysis. It emphasizes that a feasibility study is important to determine if a project is worth investing time and money into before full development.
The document outlines the career objective and professional experience of an engineering professional with over 5 years of experience in manual software testing. It details the individual's testing projects, roles and responsibilities, which include test case development, execution, and reporting for clients in various industries. Certifications and academic qualifications are also included to support the experience and skills described.
Nintex Workflow for Sharepoint - Return on Investment Whitepaper by Forrester...David J Rosenthal
?
Nintex commissioned Forrester Research to conduct aTotal
Economic Impact? (TEI) study and examine the potential
return on investment (ROI) that enterprises may realize by
deploying Nintex¡¯s workflow platform. The purpose of this
study is to provide readers with a framework to evaluate the
potential financial impact of using the Nintex workflow platform
within their organizations.
To better understand the benefits, costs, and risksassociated
with the implementation of the Nintex workflow platform, which we will refer to as the Platform, Forrester interviewed several
customers with multiple years of experience using Nintex Workflow and Nintex Forms. These customers recognize the value
inherent in automating processes. Their colleagues and customers are working both in offices and on mobile devices and
are spread across many countries. Content necessaryto collaborate and make business decisions is stored in many
applications across these devices. They have some well-defined processes, but the steps leading up to these processes or
to connect closely related processes are loosely defined and manual. With Nintex Workflow, customers can automate their
processes and create workflows that connect their people, processes, and content. With Nintex Forms, Nintex provides an
easy way to collect data from colleagues and customers within the workflow. Using Nintex Mobile, customers can extend
these workflows to users who are on the go. With Nintex Connectors, customers can easily integrate cloud services and lineof-business applications into their workflows.
Prior to using the Platform, these customers were mostly relying on custom code to automate processes. However, it was
difficult and time-consuming to build workflows, and many processes remained manual (e.g. paper-based,email, excel files)
while a backlog of requests for automation grew. This left customers frustrated with process inefficiencies and the inability to
automate faster. With the Platform, customers are able to automate processes in pace with demand, connect the right
people and data in each process, and easily make changes to workflows as processes change. This results in increased
productivity for end users and IT, reduced costs associated with automation, better collaboration, and higher quality of work.
The document provides a summary of a candidate's work experience and skills spanning over 30 years working in finance, IT, management and administrative roles in both the UK and US public and private sectors. It highlights experience in areas such as IT asset management, budgeting, procurement, contract management, software licensing, project management and training.
IT Cost Optimization POC Highlights: Creating Business Value from Software Us...Scalable Software
?
You probably know that some software at your organization is underused or unused. But did you know that the full extent of the waste can be almost invisible when usage is tracked conventionally?
Without an unconventionally rigorous, almost forensic level of real usage tracking, you are spending more than you should on software. Read how one company discovered that almost 30% of their applications were under-used or not used at all, using this unconventional approach.
The Economics of Scrum - Finance and CapitalizationCprime
?
? Understand the differences between Capital Expenditures and Operational Expense and the US and International laws which govern them.
? How software developed with Scrum can be used as an financial asset
? The Economics behind Scrum and why it makes sense in financial world
? Why Scrum is better than suited than Waterfall to deliver value and lower costs
? The effect on a company¡¯s bottom line (P&L)
? Metrics which will show Scrum¡¯s ROI and how to Predict future value
? Lesson learned from companies that have implemented Scrum and financial measures to predict value
OMB Circular A-76 provides a framework for conducting cost comparisons to determine the most cost effective delivery method for commercial activities in the government, whether by public or private sector providers. The document announces the commencement of an A-76 study for a printing and reprographics function involving 11 FTE positions. The study will follow the standard 12-month competition process to compare the costs of the government performing the function in-house versus contracting it out commercially. Key officials overseeing the study are identified.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
Jeffery Leu | Asset Management - Conserve Cash as well as Boost ProductivityJefferyLeu
?
Jeff was responsible for all activities in loan portfolio acquisitions, real estate, high yield debt and special opportunities.? Under Jeff, the Value Investment Group activities grew from less than $50 million in assets to over $10 billion in assets, consistently exceeding 20% annual returns. In 2007 Value Investment raised its first global third party fund with over $5 billion in institutional capital.??
Engaging specialist testing partners who were focused on their industry and had deep domain expertise provided significant benefits to two organizations. In the first case, a financial services company saw faster knowledge transfer, 50% reduction in defects and associated costs, and cost savings of up to 74% from offshore work. The second case saw a cards software maker avoid penalties, reduce defects to under 5%, and realize 88% offshore work along with 50% savings on regression costs over time through continuous improvement initiatives. Both cases showed that collaborating with a dedicated and experienced testing partner optimized management decisions around software testing.
The decision to automate your agency or to change your current Agency Management System is a challenging endeavor¡ªfiguring out which one to choose, even more so.
Behind the Curtain of IT Cost Transparency - By: Carl Stumpf Managing Directo...Melissa Luongo
?
Key Discussion Points:
Best practices in IT cost allocation
Insights into how to use cost allocation to engage business partners
Implications of Agile, Cloud and other industry trends
The Goal:
Insights that can help influence how IT engages with business partners to influence business decisions
DOES14 - Pat Reed - Project Labor Cost Accounting for Agile ProjectsGene Kim
?
Pat Reed, Principal Consultant, iHoriz, Inc.
Accurate Accounting of Project Labor Cost (Capitalization vs. Expensing) on Agile projects and product development continues to be a source of confusion, waste and risk; and remains a blocker to Enterprise Agile Adoption. A myriad of associated risks (impacting Software Development and Dev Ops) include:
Loss of material benefits of utilizing the an Agile methodology (increasing the cost and risk of software development)
Blocking large scale and enterprise adoption of Agile and residual benefits
Creating inconsistencies in interpretation of project cost accounting and defeating FASB¡¯s original intent of generating an accounting standard to protect investor confidence
Increasing the risk of over-expensing software development costs that should be capitalized
Increasing the risk of false audit findings and possible mis-reporting of financial statements
Limiting organizations and industry from fully adopting and leveraging the benefits of an Agile Software Development Methodology
Possible taxation increases, higher volatility in Profit and Loss (P&L) statements and unnecessary manual tracking of programmer and Dev Op hours
Inappropriately expensing Dev Ops and possibly causing unnecessary and inappropriate timetracking
Missed opportunities for innovation and automation
This workshop offers a practical solution that provides clear guidance to ensure that organizations understand Agile project cost accounting and consistently and appropriately account for corporate investment in software and automation.
We¡¯ll start with a quick review of the problem and define acceptance tests and success metrics consistent with accepted government accounting standards and collectively (or in small working groups) share ideas and design a framework; applying critical thinking tools ¨C (Mental models and Ladders of Inference to increase our understanding of how we think; and challenge mental models to effectively solve problems.
Learning Outcomes from the workshop have potential to be extensible to address related challenges of internal and external audits and remediation of findings; Sarbanes Oxley and General Computer Controls compliance; Regulatory Industry Compliance, etc.
Accounting for Software Implementation and Physician GuaranteesPYA, P.C.
?
PYA Managing Principal of Audit & Assurance Services Mike Shamblin presented ¡°Accounting for Software Implementation and Physician Guarantees.¡± The presentation covers:
Unique accounting rules and industry best practices healthcare providers should know about accounting and financial reporting for software development.
Accounting treatment for physician guarantees.
Sheet1HIT Program Pro Forma TemplateScope of Technology Implemena.docxmaoanderton
?
Sheet1HIT Program Pro Forma TemplateScope of Technology Implemenation:Software Licensing Terms:FY '01FY '02FY '03FY '04FY '05TotalsCapital Costs (one time costs that can be depreciated)Consulting Services Vendor or Third PartyImplementation SalariesDatabase SoftwareHardware Costs¡ªServers & DevicesNetwork Costs¡ªAdditional Network NeededLicensed Software¡ªVendor & Third Party SoftwareCapital Totals$0$0$0$0$0$0Operating Costs (annual recurring costs)Software Maintenance/SupportHardware Maintenance/SupportPhysician Salary SupportSupport/Post Production Salaries (IT & Other)Travel/TrainingOtherOperating Totals$0$0$0$0$0Grand Totals (Capital & Operating)$0$0$0$0$0$0FY - Fiscal Year
? 2016 Laureate Education, Inc. Page 1 of 4
Pro Forma Explanation Material
There are two types of costs to consider planning the HIT program pro forma.
These two types of costs are capital costs and operating costs. While the
accounting definition of these costs varies depending upon the organization, the
general definition of these costs are capital costs (being one-time expenses) and
operational costs (being ongoing or reoccurring cost of the program).
The HIT Program Pro Forma Template provides the opportunity to estimate both
capital and operating costs for an HIT program. The following information is a
description of each line item on the HIT Program Pro Forma Template. Keep in
mind that as you are working through these costs on a year-by-year basis that
you are working diligently with teams of stakeholders to best estimates these
costs. Therefore, your cost estimates will be generally more accurate for the first
fiscal year and second fiscal year of the program and be more vague as the fiscal
years of the project go out into subsequent years. For this reason, the HIT
program pro forma is updated often, based on new information and changes in
the program environment.
Capital costs generally consist of the following categories: consultative services,
implementation salaries, database software, hardware costs, network costs, and
other licensed software costs. The following is a description of the meaning of
each of these line item categories on the HIT Program Pro Forma Template.
Keep in mind that if your organization organizes capital costs in a different way or
asks you to capitalize costs under your program that fall outside of these
categories you can add additional rows to your program pro forma file.
Consulting services vendor or third-party: Often the help of external consultants
from either the HIT vendor or another third-party are used in order to implement
systems. Often, these costs are significant at the early stages of a project and
are capitalized by an organization. It is possible, as the program progresses, that
the chief financial officer of the organization may ask that these costs be moved
into operating expenses. A solid understanding of the scope of the project and
the project plan enables organizations t.
What Does it Take to Achieve Software License Optimization?Flexera
?
1. Software license optimization is the ongoing process of managing software licenses throughout the lifecycle to maximize utilization, minimize costs, and ensure compliance. It involves reconciling software installations with purchase entitlements based on the vendor's product use rights.
2. Achieving software license optimization requires investment in people, processes, and technology. It requires defining roles and responsibilities, gaining executive support, and determining the organizational structure for the optimization team. Best practice processes and next generation tools are also needed.
3. Key components of next generation software license optimization technology include leveraging existing IT infrastructure, providing broad platform discovery and inventory, incorporating license model and product use rights knowledge, tracking usage data, and automating asset management processes.
An Analysis of Application of Accounting Standards to Computer Software and W...ijtsrd
?
Todays era is an era of machinery. Therefore, approximately all enterprises use machinery or equipments such as computers, machines for manufacturing, processing, packing etc., for the efficient and expeditious working. As the environment of every enterprise is different from each other, all the enterprises generally use internally generated assets which may benefit themselves. The computer software either acquired or internally generated for the purpose of internal use or a website either developed internally or purchased by the enterprise for the purpose of its internal use in the organization, may be recognized as an intangible asset. An expenditure incurred in respect of developing a website should be charged as an expense to the period to which it relates unless such expenditure comes under the purview of recognition criteria. Companies are incurring significant costs to develop Internet web sites. These companies may be "Internet" companies, traditional "brick and mortar" companies, or service companies. The web sites may be used to promote or advertise products or services supplant manual processes or services, sell products (including software) or services, or to do a combination of all three. Further, due to rapid changes in technology, new uses for web sites are being developed. Diversity in practice exists in accounting for website development costs. Some entities capitalize website development costs, others expense such costs, and still others capitalize some of those costs and expense the rest. Hence, the issue is how an entity should account for costs incurred to develop a computer software or website. N. Sharadha | Prof. V. Manickavasagam"An Analysis of Application of Accounting Standards to Computer Software and Website Cost" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-1 , December 2017, URL: http://www.ijtsrd.com/papers/ijtsrd8281.pdf http://www.ijtsrd.com/management/accounting-and-finance/8281/an-analysis-of-application-of-accounting-standards-to-computer-software-and-website-cost/n-sharadha
The document outlines 14 steps for developing and implementing a Human Resource Information System (HRIS). The steps include: conducting a feasibility study; selecting a project team; defining requirements; analyzing vendors; negotiating a package contract; training users; tailoring the system; collecting data; testing the system; starting use of the system; running the system in parallel initially; providing maintenance; and evaluating the system's performance. The goal of the HRIS is to systematically store employee data to aid in planning, decision making, and reporting.
Rules for Intangible Asset Recognition, Research and Development, Software De...Wasif Ali Syed
?
1) The document discusses rules for recognizing intangible assets, research and development costs, and software development costs under international accounting standards.
2) For intangible assets to be recognized, they must be identifiable, provide probable future economic benefits, and the entity must control those benefits. Research costs cannot be capitalized as the benefits are uncertain, but development costs can be if certain criteria are met.
3) For software developed internally, costs in the application development stage can be capitalized but preliminary and post-implementation costs must be expensed. Capitalization ends when testing is complete and impairment tests are required if projects become improbable.
This document discusses the key factors to consider in conducting a feasibility study for a new computer system project. It outlines that a feasibility study assesses the technical, economic, and social factors to determine if a project is viable. Specifically, it examines the existing system and proposes new system options. These proposed systems must then be evaluated for technical compatibility, economic costs/benefits, and social impacts. The document provides details on assessing each of these factors, including outlining the key costs and benefits to examine for an economic analysis. It emphasizes that a feasibility study is important to determine if a project is worth investing time and money into before full development.
The document outlines the career objective and professional experience of an engineering professional with over 5 years of experience in manual software testing. It details the individual's testing projects, roles and responsibilities, which include test case development, execution, and reporting for clients in various industries. Certifications and academic qualifications are also included to support the experience and skills described.
Nintex Workflow for Sharepoint - Return on Investment Whitepaper by Forrester...David J Rosenthal
?
Nintex commissioned Forrester Research to conduct aTotal
Economic Impact? (TEI) study and examine the potential
return on investment (ROI) that enterprises may realize by
deploying Nintex¡¯s workflow platform. The purpose of this
study is to provide readers with a framework to evaluate the
potential financial impact of using the Nintex workflow platform
within their organizations.
To better understand the benefits, costs, and risksassociated
with the implementation of the Nintex workflow platform, which we will refer to as the Platform, Forrester interviewed several
customers with multiple years of experience using Nintex Workflow and Nintex Forms. These customers recognize the value
inherent in automating processes. Their colleagues and customers are working both in offices and on mobile devices and
are spread across many countries. Content necessaryto collaborate and make business decisions is stored in many
applications across these devices. They have some well-defined processes, but the steps leading up to these processes or
to connect closely related processes are loosely defined and manual. With Nintex Workflow, customers can automate their
processes and create workflows that connect their people, processes, and content. With Nintex Forms, Nintex provides an
easy way to collect data from colleagues and customers within the workflow. Using Nintex Mobile, customers can extend
these workflows to users who are on the go. With Nintex Connectors, customers can easily integrate cloud services and lineof-business applications into their workflows.
Prior to using the Platform, these customers were mostly relying on custom code to automate processes. However, it was
difficult and time-consuming to build workflows, and many processes remained manual (e.g. paper-based,email, excel files)
while a backlog of requests for automation grew. This left customers frustrated with process inefficiencies and the inability to
automate faster. With the Platform, customers are able to automate processes in pace with demand, connect the right
people and data in each process, and easily make changes to workflows as processes change. This results in increased
productivity for end users and IT, reduced costs associated with automation, better collaboration, and higher quality of work.
The document provides a summary of a candidate's work experience and skills spanning over 30 years working in finance, IT, management and administrative roles in both the UK and US public and private sectors. It highlights experience in areas such as IT asset management, budgeting, procurement, contract management, software licensing, project management and training.
IT Cost Optimization POC Highlights: Creating Business Value from Software Us...Scalable Software
?
You probably know that some software at your organization is underused or unused. But did you know that the full extent of the waste can be almost invisible when usage is tracked conventionally?
Without an unconventionally rigorous, almost forensic level of real usage tracking, you are spending more than you should on software. Read how one company discovered that almost 30% of their applications were under-used or not used at all, using this unconventional approach.
The Economics of Scrum - Finance and CapitalizationCprime
?
? Understand the differences between Capital Expenditures and Operational Expense and the US and International laws which govern them.
? How software developed with Scrum can be used as an financial asset
? The Economics behind Scrum and why it makes sense in financial world
? Why Scrum is better than suited than Waterfall to deliver value and lower costs
? The effect on a company¡¯s bottom line (P&L)
? Metrics which will show Scrum¡¯s ROI and how to Predict future value
? Lesson learned from companies that have implemented Scrum and financial measures to predict value
OMB Circular A-76 provides a framework for conducting cost comparisons to determine the most cost effective delivery method for commercial activities in the government, whether by public or private sector providers. The document announces the commencement of an A-76 study for a printing and reprographics function involving 11 FTE positions. The study will follow the standard 12-month competition process to compare the costs of the government performing the function in-house versus contracting it out commercially. Key officials overseeing the study are identified.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
Jeffery Leu | Asset Management - Conserve Cash as well as Boost ProductivityJefferyLeu
?
Jeff was responsible for all activities in loan portfolio acquisitions, real estate, high yield debt and special opportunities.? Under Jeff, the Value Investment Group activities grew from less than $50 million in assets to over $10 billion in assets, consistently exceeding 20% annual returns. In 2007 Value Investment raised its first global third party fund with over $5 billion in institutional capital.??
Engaging specialist testing partners who were focused on their industry and had deep domain expertise provided significant benefits to two organizations. In the first case, a financial services company saw faster knowledge transfer, 50% reduction in defects and associated costs, and cost savings of up to 74% from offshore work. The second case saw a cards software maker avoid penalties, reduce defects to under 5%, and realize 88% offshore work along with 50% savings on regression costs over time through continuous improvement initiatives. Both cases showed that collaborating with a dedicated and experienced testing partner optimized management decisions around software testing.
The decision to automate your agency or to change your current Agency Management System is a challenging endeavor¡ªfiguring out which one to choose, even more so.
Behind the Curtain of IT Cost Transparency - By: Carl Stumpf Managing Directo...Melissa Luongo
?
Key Discussion Points:
Best practices in IT cost allocation
Insights into how to use cost allocation to engage business partners
Implications of Agile, Cloud and other industry trends
The Goal:
Insights that can help influence how IT engages with business partners to influence business decisions
Behind the Curtain of IT Cost Transparency - By: Carl Stumpf Managing Directo...Melissa Luongo
?
Computer Software Capitalization
1. CAPITALIZATION OF COMPUTER SOFTWARE DEVELOPED OR OBTAINED FOR INTERNAL USE
Purpose
The purpose of this administrative rule is to establish minimum standards for the capitalization of
expenses incurred for the purchase or development of computer software for internal use.
Definitions
"Capital Assets" means tangible or intangible assets having significant value that are used in
operations and that have initial useful lives extending beyond a fiscal year. Capital assets include land,
improvements to land, buildings, equipment, infrastructure and work in progress. See the Capital
Asset Policy (currently under development) for more detailed information regarding capital assets and
the capitalization threshold.
"Computer Software Developed or Obtained for Internal Use" means computer software purchased
from a commercial vendor, internally developed, or contractor-developed to meet the City¡¯s internal
needs. This administrative rule does not cover proper accounting for the costs of computer software
developed to be sold, leased or otherwise marketed.
"Preliminary Project Stage" means the earliest stage of a software development or selection project,
during which the alternatives are being evaluated but no decision has been made as to which strategy
or vendor to use. Typical activities during this phase include assembling the evaluation team,
evaluating proposals from vendors and the final selection of alternatives.
"Application Development Stage" means the stage of a software development or selection project
during which the design, coding, installation and testing of new software occurs. The stage begins
once management has authorized and committed to funding the project, and it is considered probable
that the project will be completed and put to its intended use. The application development stage
concludes when the software is complete and ready for use.
"Post-Implementation/Operation Stage" means the stage that begins once the software is put into
use. It includes training and subsequent maintenance of the software.
Treatment of Project Costs
1. The decision to capitalize or expense the costs of obtaining computer software is based on the
stage of computer software acquisition or development and the nature of the costs incurred.
2. Costs of projects during the application development stage shall be capitalized. Typical costs
include direct materials or services contributing to the project, payroll and payroll-related
costs for employees directly associated with the project, testing costs and installation costs.
General and administrative costs, training costs, data conversion costs with the exception of
data conversion software, maintenance costs and overhead shall not be capitalized but shall
be expensed as incurred.
3. Interest costs incurred by proprietary funds during the development process shall be
capitalized. Interest costs incurred by governmental funds during the development process
shall not be capitalized.
4. Costs of projects in the preliminary project stage or the post-implementation/ operation stage
shall be expensed as incurred.
5. The cost of upgrades and enhancements to capitalized computer software shall be capitalized
only if the upgrades or enhancements provide additional functionality.
6. Capitalized software is included in the capital assets of individual proprietary funds, and in the
government-wide statement of net assets for software held in a bureau in a governmental
fund.
Disposal of Software - If existing software is retired from use, the original cost ¨C less depreciation =
shall be retired from the Capital Assets.
2. COMPONENTS OF COMPUTER SOFTWARE DEVELOPMENT
ACTIVITIES EXPENSED CAPITALIZED
Business Process Reengineering & Information Technology Transformation
? Preparation of request for proposals X
? Documenting the entity¡¯s current business process X
? Reengineering of the entity¡¯s business process to increase efficiency and
effectiveness X
? Restructuring the work force to determine appropriate staffing requirements
to operate the reengineering process X
Preliminary Project Stage
? Making strategic decisions to allocate resources between projects X
? Determining the software performance and systems requirements for the
proposed software project X
? Exploring alternate means of achieving specified performance requirements X
? Determining the computer hardware necessary to achieve the software
performance requirements X
? Issuing solicitation to award a contract for a third-party software vendor X
? Selecting a consultant to assist in development or installation of software X
Application Development Stage
? Design cost of chosen path, including software configuration and interface X
? External costs of materials and services consumed in developing or procuring
internal use software: cost to purchase software; fees paid to third parties
for software development; travel expenses of city employees directly
associated with developing the software
X
? Payroll and payroll related cost for time spent directly on the project X
? Interest cost incurred by proprietary or enterprise funds while developing
the software according to Financial Accounting Standards Board Statement
No. 34
X
? Installation to hardware X
? Cost to develop or acquire software to convert data to new system X
? System testing, including parallel processing phase X
? Computer software license fees or patents X
? Training costs (only at initial implementation of software) X
? General and administrative cost and overhead expenditures X
? Data conversion process: creating new data; converting data to the new
system; reconciling of converted data; cleansing of existing data
X
X
Post-Implementation / Operation Phase
? Training costs (new employees & staff) X
? Application maintenance costs X
? Ongoing support costs X
Maintenance Agreements
? Increases the capacity or functionality X
? Efficiency - Increases the level of service without the ability to perform
additional tasks X
? Extends the useful life of the asset beyond its previously established useful
life (modifications that defer obsolescence) X
? Standard user maintenance agreements which include support services X
3. Intangible Capital Assets FAQ
1) What was GASB¡¯s motivation for making intangible capital assets a reportable item?
Answer: GASB¡¯s objective is to reduce inconsistencies while establishing comparability in accounting and
financial reporting requirements among state and local governments. Inconsistencies noted in the
reporting of intangible capital assets include recognition, initial measurement, and amortization.
2) What will be the reporting threshold for intangible capital assets for the City of Mesa?
Answer: Equal to or greater than $5,000, except for software & websites which is $100,000.
3) Do we need to report software purchased a long time ago if we are still using it?
Answer: Yes, all intangible capital assets (that are still being used), meeting the $5,000 threshold and
$100,000 threshold for software and websites, and acquired after June 30, 1980 will need to be reported
as intangible capital assets unless it is considered internally generated (developed), then you don¡¯t have
to retroactively report it. However, you may retroactively report an internally generated (developed)
intangible asset if the amount is based on sound cost accounting principles that can be supported for our
auditors?
4) Will agencies have to start tagging software with a property or identification number?
Answer: While physically tagging software won¡¯t be necessary (or possible), there must be a way to
identify each intangible asset. If the software was purchased ¡°off-the-shelf¡± a serial number or user
identification number from the software product would be an acceptable identification number. For
software developed in-house, a property or identification number will need to be assigned once the
software has been completed and is operational.
5) If I purchase off-the-shelf software and then install it onto my agency¡¯s system AS IS (without
modifying it), would this be considered an intangible capital asset?
Answer: YES! ALL computer software is to be classified as an intangible capital asset, regardless of
whether or not it is modified. However, if off-the-shelf software IS modified for your own application in
order to make it operational, the software is then considered an internally generated intangible capital
asset. GASB 51, ? 7, states that if more than a ¡°minimal incremental effort¡± is required to make the
software operational then it will be classified as an internally generated intangible capital asset. You will
need to use professional judgment as to what is considered ¡°minimal incremental effort¡±. As a general
rule, if you have to modify or change any part of the original makeup/coding of the off-the-shelf
software, then you have satisfied the requirement of applying more than a ¡°minimal incremental effort¡±.
6) If I purchase off-the-shelf software and then install it onto my agency¡¯s system AS IS (without
modifying it), am I required to retroactively report it?
Answer: YES! But remember the $5,000 reporting threshold and $100,000 for software and websites.
7) Since we are required to retroactively report intangible capital assets, what if I am unable to determine
an actual historical cost; can I use an estimated historical cost?
Answer: Yes, it is acceptable to use an estimated historical cost for intangible capital assets if you are
unable to determine an actual historical cost; however, it is not acceptable to estimated historical cost for
internally generated (developed) intangible capital assets.
8) Do we have to retroactively report internally generated intangible capital assets?
Answer: No, if an intangible asset is internally generated (developed) you do not need to retroactively
report it. It is permitted though, but only if you can determine the actual historical cost using accepted
cost accounting principles that can be supported for your auditors. As mentioned in the disclaimer above,
it is inappropriate to estimate the historical cost of an internally generated (developed) intangible capital
asset.
4. 9) For internally generated intangible capital assets currently in development, how are capitalized labor
costs during the Application Development Stage to be determined?
Straight labor, develop a set rate or predetermined rate based on average salary? Would you include
benefits and/or direct or indirect costs, overhead, etc.?
Answer: No guidance has been established to address how to determine the capitalized labor costs
during the Application Development Stage for internally developed intangible capital assets. No guidance
exists for tangible CIP projects either. GASB recommends using the same method your agency uses to
determine labor rates for tangible CIP projects in determining the appropriate capitalized labor cost for
internally generated intangible assets.
10) Do we need to record construction-in-progress (CIP) for internally generated intangible capital assets
(i.e. software, patents, trademarks, and copyrights)?
Answer: Please refer to GASBS 51, ? 45. The Board compared the nature of internally generated
intangible assets in development to be the counterpart of construction-in-process capital assets. The
Board concluded that it may be more difficult to determine when outlays should begin to be capitalized in
the case of an internally generated intangible asset in development than for tangible construction-in-
process capital assets. As a result, the Board decided that the specified-conditions approach should be
used. Please refer to the intangible asset Components of Computer Software Development. Knowing
when and when not to capitalize, is the key.
11) Should you capitalize software licenses?
Answer: Yes. According to GASB 51, ? 65: ¡°The Board believes that outlays to acquire a license to use
commercially available software that is not considered internally generated computer software will meet
the description of an intangible [capital] asset and should be reported accordingly. (If the licensed
software is considered internally generated computer software and, therefore, reporting of related
outlays is based on the development stage approach, the Board believes that the criteria to begin
capitalization of outlays related to software development are met when the government makes the
decision to license the specific software. Accordingly, the licensing of the software would be an
application development stage activity, and the related outlays would be capitalized.)¡± Given that
licensed software, (or all software for that matter), is an intangible capital asset and it does not have an
indefinite useful life, the proper treatment is to capitalize software licenses that meet the $5,000
threshold and $100,000 for software.
12) Would monthly (quarterly, biannual, annual, etc.) modifications to software be considered
maintenance? Should they be expensed, or treated as an upgrade/ improvement and capitalized?
Answer: It depends. Per GASB 51, ? 69, outlays of the asset modification should be capitalized if any of
the following variables apply:
¡¤ increase the capacity [or functionality] (i.e. the computer software is able to perform tasks that it
was previously incapable of performing, ?15a)
¡¤ efficiency (i.e., an increase in the level of service provided by the computer software without the
ability to perform additional tasks, ?15b)
¡¤ extend the useful life of the asset beyond its previously established useful life (modifications that
defer obsolescence)
If none of these apply, then you would expense the outlays as maintenance. These are the 3 variables
that need to be analyzed while using professional judgment.
13) Since we are not required to retroactively report internally generated intangible capital assets, does
that also mean we do not need to capitalize and report any modifications to the same assets that extend
its useful life, efficiency, etc. that take place on or after the effective date of this statement (July 1,
2009)?
Answer: No, capitalization of modifications on existing internally generated intangible capital assets (or
intangible capital assets) as of the effective date would be reportable. Depending on the particular
5. facts, some modifications can result in the creation of a new asset rather than the extension of an
existing asset.
14) How do you calculate the useful life of an intangible capital asset?
Answer: The useful life of an intangible capital asset should not exceed the economic life of the asset. If
the period to which the service capacity of the asset is limited by contractual or legal provisions the
useful life should be approximated accordingly. Otherwise, an intangible capital asset should be
considered to have an indefinite useful life.
15) Tangible capital assets physically deteriorate with time and cease providing service, however, what
would decrease the service capacity of (intangible) software?
Answer: Per GASB ? 70, ¡°because computer software is intangible, it does not deteriorate physically;
rather, obsolescence is what decreases the service capacity of computer software. [Therefore, only
modifications that defer obsolescence should be considered to extend the useful life of software.]¡±
16) Do we need to report obsolete software if purchased after 1980?
Answer: If the software is no longer being used (or is being used but considered internally generated)
then you don¡¯t need to retroactively report it.
17) Would a website be considered an intangible capital asset?
Answer: YES, however, the intangible capital asset must still meet the $100,000 threshold to be
reportable.
18) Since we¡¯re going to capitalize cost that used to be expensed are there any prior period adjustments?
Answer: According to GASBS 51, ? 20, ¡°this Statement should be applied retroactively (except for
internally generated intangible capital assets and intangible capital assets with indefinite useful lives) by
restating financial statements, if practical, for all prior periods presented. If restatement is not practical,
the cumulative effect of applying this Statement, if any, should be reported as a restatement of beginning
net assets, fund balances, or fund net assets as appropriate, for the earliest period restated. In the
period this Statement is first applied, the financial statements should disclose the nature of any
restatement and its effect.¡±
19) When you buy new computer(s) with software already installed, should you break out software costs
vs. hardware costs, to differentiate between intangible capital assets and tangible capital assets? In the
City of Mesa we have set a capital asset reporting threshold of $5,000 for tangible and $100,000 for
software and websites for intangible.
Answer: In general, it is NOT required to break out software vs. hardware costs, especially if the useful
lives of both are the same.
20) Should agencies value software individually or group them together? For example, our larger
agencies will buy 100+ computers together, already equipped with software.
Individually the computers and/or software are valued less than our reporting threshold.
But grouped together they would definitely be above our reporting threshold.
Answer: If all items were ordered at the same time and were part of the same transaction then they
should be grouped together and reported, (if their total value is equal to or greater than the $100,000
threshold). Invoices should not be split to avoid reporting. According to GASB Implementation Guide
7.9.8, ¡°capitalization policies adopted by a government should find an appropriate balance between
ensuring that all material capital assets, collectively, are capitalized and minimizing the cost of
recordkeeping for capital assets. It may be appropriate for a government to establish a capitalization
policy that would require capitalization of certain types of assets whose individual acquisition costs are
less than the threshold for an individual asset. Computers, classroom furniture, and library books are
assets that may not meet the capitalization policy on an individual basis, yet might be considered material
collectively.