Practice management is the operating system of a firm: what work exists, who is doing it, when it is due, and whether it made any money. This pillar covers the workflows and the numbers behind a calm practice, from recurring compliance cycles and capacity planning through to per-engagement margin. It is written for accounting and advisory firms in the UK and the UAE, most of them small enough that the partner is also the operations director.
The 9 newest of 60 articles on practice management.
What every firm should have straight on this topic, whether or not it ever uses Accupe.
Annual accounts, quarterly VAT, monthly bookkeeping. The firms that stay calm define the job and its task list once, then let it re-spawn every cycle instead of rebuilding it.
A shared job board beats a per-partner spreadsheet for one reason: the bottleneck becomes visible before the deadline does.
Booked hours against a weekly target tells you who is drowning. Task counts do not, because five tasks can mean five minutes or five days.
Time logged three days later is guessed. Timers attached to the job and the client are the only version that survives a margin review.
Fee minus logged hours times internal cost. This is the number that tells you which clients to reprice, and it is uncomfortable the first time you run it.
Deadline approaching, job status changed, document uploaded. Narrow trigger rules that create the task or send the note remove more admin than any grand workflow redesign.
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