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Week 4 (Anatomy of A Software House)

The document discusses the anatomy of a hypothetical software company called Syniad Software Ltd. It describes the company's structure, management of staff, budgeting process, financial monitoring, and long-term planning. Syniad is led by a board of directors and has a functional structure with directors overseeing operations, technical aspects, and overseas operations. It discusses how staff are managed, projects are budgeted and costs monitored, and the company's plans for strategic growth and transitioning to become multinational in scope.

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Mahnoor Aslam
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465 views19 pages

Week 4 (Anatomy of A Software House)

The document discusses the anatomy of a hypothetical software company called Syniad Software Ltd. It describes the company's structure, management of staff, budgeting process, financial monitoring, and long-term planning. Syniad is led by a board of directors and has a functional structure with directors overseeing operations, technical aspects, and overseas operations. It discusses how staff are managed, projects are budgeted and costs monitored, and the company's plans for strategic growth and transitioning to become multinational in scope.

Uploaded by

Mahnoor Aslam
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Professional Practices

CS 625

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Page 1
Week 4 Topic: Anatomy of Software House

 Introduction

 The Company (Software House)

 Structure of Company

 Management of Staff

 Producing the budget

 Monitoring Financial Performance

 Long term Planning

 Conclusions

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Page 2
Introduction (The Company)
 A Hypothetical company

 Syniad Software Ltd was founded some ten years ago by four friends.

 All four are members of the Board of Directors, along with two others
who were recruited later.
 The company specializes in the production of bespoke software for
clients who demand work of high quality.
 Syniad’s head office is in London. Other offices are in Man-chester,
Delft, Netherland.

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Page 3
Company Structure

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Page 4
Operations Director
 The Operations Director is responsible for all the revenue
earning operations of the company.
 It is his job to ensure that all projects are completed
satisfactorily
 And resources are available to carry out the projects that the
company wins;
 The personnel reports to him.

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Page 5
Technical Director

The Technical Director is responsible for:


Quality management;

Research and development;

Marketing at a technical level (e.g. arranging for staff to give


papers at conferences)
Technical training (as opposed to training in, say, project
management or presentational skills, which are the responsibility
of the personnel function).

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Page 6
Syniad’s Organizational Structure Type

 shows elements of all three of the types of organizational structure.

1. Functional division of responsibilities

2. Geographical element (represented by the director responsible for


overseas operations)
Centralization and decentralization has little meaning (Centralized
policies and procedures are widely used but they have usually been
developed within one part of the company and have been adopted
by general consent.

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Page 7
Centralized vs. Decentralized
 In theory, staff have a sense of belonging to a group and regard their group
manager as the manager who is permanently responsible for their career in
the company.
 In practice, because projects often require expertise from more than one
group, staff often find themselves working on projects for groups other than
the one to which they belong.
 In a company of the size of Syniad, the distinction between centralization
and decentralization has little meaning. Centralized policies and procedures
are widely used but they have usually been developed within one part of the
company and have been adopted by general consent.

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Page 8
Management of staff
 New employees vs. Old employees…. OUTSIDER

Staff Appraisals:
 Employees’ achievements and contributions to the company were properly
recorded;
 Staff knew what was expected of them and what they needed to achieve in order
to gain promotion;
 Proper plans for training and career development were made and regularly
reviewed;
 Employees were aware of the company’s opinion of their performance.

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Page 9
Producing the Budget

 Staff in the company are broadly divided into

1. Technical or Revenue earning staff and

2. Nonrevenue earning staff

 Both require different capital to work.

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Page 10
Monitoring Financial Performance
 Monitoring Syniad’s performance against the budget should, in
principle, be straightforward.
 Each month, the income and expenditure under the various heads
are compared and, if significant deviations are observed, corrective
action is taken.
 In practice, this simple procedure presents many difficulties.

 To monitor financial performance, company focuses on;


1. Cost & Revenue
2. Project Costing
3. Sales
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Page 11
1. Costs and revenue

 A major problem is caused by random fluctuations, themselves


the product of many individual factors, for example:

1. Annual Budget n Staff hiring


2. Large projects cause deviation in Budget
3. Fixed Price Project Estimation

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2. Project costing
 Because of these difficulties in monitoring the overall performance
of the company, Syniad also tries to monitor the financial
performance of individual projects, through a project costing
system.
 The costs and revenue of each project are calculated each month and
the cumulative gross margin (i.e. the difference between total costs
and total revenue to date on the project) calculated as a percentage
of the total revenue.
 In practice, this system does not work well.

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3. Sales
 The budgeted increase in revenue derives partly from increased
charge rates, partly from better staff utilization and partly from
an increased number of staff.
 All these factors are influenced by the forward sales position,
that is by the staff required and the rates earned on the work to
which the company is committed in the coming months.
 Two reports are used for assessing and monitoring the sales
position.

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Page 14
3. Sales (Continued…)

1. The confirmed sales report shows, for each grade, the number
of staff in that grade who are committed to contracts in each of
the following twelve months and the total expected revenue
from that grade in each month.

2. The sales prospects report shows, for each sales prospect, the
potential value of the sale, its likelihood and the likely start
date.

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Page 15
Long Term Planning
 Strategic Planning for future

 The ability to plan strategically and to achieve strategic objectives


is the hallmark of well run, successful companies.
 Strategic planning in Syniad has two related aspects.

1. The first is to identify appropriate long-term goals

2. Second is to identify and formulate plans to overcome


those problems which are inhibiting it from attaining these goals.

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Page 16
Long Term Planning involves

 Expansion Plans

 Company Image

 Product mix (Fee based revenue vs. Package Software)

 Finance (under-capitalization)

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Page 17
Conclusions

 Syniad, despite its problems, is a successful and well-managed


company, however, they need to go multinational.
 Do directors have the expertise to manage this transition or to
run the resulting company?(agreements for collaboration with
comparable companies)
 Syniad has now reached a point where it can no longer thrive as
a private company and its future must, inevitably, be very
different from its past.

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Page 18
Thank you!

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Page 19

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