• Nov 28,2018

What does it take to be an effective project manager? The answer may surprise you.

If you’re like most, you’ll probably say skills such as leadership and negotiation. Sure, these matter. But there are three additional skills that are critical in today’s fast-paced, data-driven world.

Be Proactive, Not Reactive

Take the time to strategically think through and plan for both the long and short term—even if that plan changes. A tentative project plan can help prevent missed deadlines, overblown budgets, and a lot of stress.

Tools like Read More

  • Nov 21,2018

Any project manager will agree that utilization matters. But tracking utilization hasn’t always been easy—until now.

Enter BigTime’s Utilization Dashboard, which is available to Premier users.* This customizable dashboard helps you keep on the pulse of staffers and inform project planning. How? Read on to find out.

1. Gauge Staff Productivity

What projects are your staffers working on? Are they logging billable hours to them?

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  • Nov 20,2018

As you draft invoices this quarter, you’ll be impressed with our invoice redesign. It offers a clean, easy-to-use interface with new features, several of which you’ll use in conjunction with invoice review and approvals—a new BigTime feature that verifies that drafted invoices are complete and accurate.

Our invoice improvements are just part of the many features and fixes in our November 2018 release. We’ve also added new

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  • Nov 15,2018

Most professional service companies want to improve billable utilization rate, or the amount of time staffers spend doing billable work. But how? This post gives you four ways to take action today.

1. Track time

Daily time tracking is one of the best ways to find out where staffers spend their time. Some project managers encourage staffers to track project time at the end of the day. Others prefer staffers to track time throughout their day, as they move from project to project. Either way, make tracking time a daily habit.

Convenience

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  • Nov 12,2018

“If you can’t measure it, you can’t manage it,” said Peter Drucker, the late management guru and writer. This quote underscores why utilization rates matter: it’s a way to measure performance in order to get the most from your employees.

Utilization rate refers to time spent doing billable work. Fred, for example, has a utilization rate of 75%. This means he spends most of his time doing tasks he’ll bill to a client. By contrast, Max has a utilization rate of 30% because he spends most of his day on non-billable work: attending

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