Re-Tooling The Small Accounting Firm: Practice Management Programs Can Save Valuable Time During Tax Season

Practice management is a challenge for any firm. However, managing workflow (documents, appointments, phone calls, e-mails, contact information, invoices, timesheets, etc.) has grown easier for larger firms as they commit more resources to fully automating their practice through a variety of high-tech software products. By using electronic in-house resources to manage their practice, many large firms have moved beyond the traditional 'paper-based' office concept. But how do smaller firms ' those with fewer resources and more mobile professionals ' cope with the practice management challenge?

In the accounting profession, the term small firm can dictate an office of one to 100 employees. Yet more than half of all accountants practice alone or with a partner. A firm of this size (two to five employees up to as many as 20) has a very different dynamic from a larger, departmentalized, more corporate organization. So why are these firms lumped together in the same category? For our purposes, let's start by defining the small business office as a firm with 20 or fewer employees.

In a medium to large accounting firm, receptionists are usually available to answer the phones, managers to head each of the different departments, and employees working in specific departments. This is not so in a small business office. In a small business office, all employees wear multiple hats throughout the organization, so the owner or CEO may be the person answering the phone and dealing directly with clients. These smaller firms can't always benefit from the same software that larger firms use to manage their practice.

Surprisingly, small firms still buy large software packages that are filled with features they don't need and may never use. They don't realize that software that meets their firm's needs is available today, and they may think they have to put up with the high costs of software better suited to large firms that lacks affinity for the small business office workflow dynamic.

Much of what has happened recently among the developers of 'one-size-fits-all' software is the result of buyouts and mergers in the accounting technology marketplace. When merging products, software developers have to deal with issues and errors that result from product integration. Often, designers will simply put on a Band-Aid or add a bolt or two, resulting in a package that resembles Frankenstein. It functions satisfactorily for a larger firm because they are departmentalized, with each employee focusing on only one specific area. The larger firms do not notice the patches and stitches because they rarely have to bridge from one area to the other, such as from project tracking to document management.

In most small business offices, each employee needs access to multiple functions. The 'bolts and patches' slow down the process considerably for smaller firms, which wastes time and money.