Estimating Formula Writingby: Thomas A. Love • Brice Building Company

Continued on page 3

Estimating Formula Writing ..........1Checklist of the Month .................. 2Crew Hours, Man Hours, Or Just

Hours? ..................................4Ask the Estimating Guru ............... 5Real Estate Data Portfolio

Management .........................6Excel Filters: Find What You Need

When You Need It! ................8Act Now to Become A TUG

Director ................................. 10TUG Calendar ...............................11

News & Information for Users of Sage Timberline Office Software for December 2006

IN THIS ISSUE

use two uppercase characters,such as CY.

The next (middle) section ofthe window contains four lists.The lists are the building blocksfor the formulas. Variables,

functions, formulas, and tablescan be inserted into formulas. Yes,formulas can have embeddedformulas.

Variables are the user-createdinput place holders in the formu-las. The formula contains threevariables: Length ‘ , Width ‘ &Depth ‘. When the formula isaccessed, these three fields will bewaiting for numbers. The bluecolor code indicates a variable in aformula.

The black color code indi-cates a function or a constant. Themultiply and divide and constant“27” are in black. These items canbe typed directly into the formulawindow. The other items, vari-

ables, formulas, and tables have tobe picked from their respectivelists.

The system will allow you totype “Length ‘ ” into the window,but you will get an error message.

The system does notidentify Length as afunction. The proper wayto input length is to createa variable and then insertit into the formula fromthe list.

The window (Figure 2)displays a formula thatcontains an insertedformula (green highlight),a variable (blue high-light), a formula table(cyan highlight), and the

functions and constants (black).

S age Timberline OfficeEstimating has an outstanding ability to help the esti-

mator calculate quantities. Thestrength of the software is limitedonly by the knowledge of thedatabase creator. Inmy case, thedatabase creator—me—is mathemati-cally challenged,but, luckily, esti-mating typicallyrequires onlysimple math formost items. How-ever, writingEstimating formu-las requires somebasic understandingof the process and format.

The window (Figure 1)displays a basic formula to deter-mine the cubic yards of anymaterial. The name of the formulais “cy” and is displayed in the boxnext to Formula. The drop downbox in that window allows the userto select different formulas forediting.

The Unit of measure isavailable to help the user under-stand the purpose of the formula.This becomes more helpful whencomplex formulas are created forassemblies. It is important to beconsistent with the unit of mea-sure. A typical convention is to

Figure 1

- 2 -

Payroll Year End Checklist✔ Run final payroll

✔ Post all new files with 2005 checks

✔ Print monthly reports

✔ Verify YTD totals are correct

✔ Retain YTD totals? Decide which YTD totals to carryover to next year, if any.

✔ Backup payroll files for year end.

Current.PRT Historty.RPT

Master.PRM Tax.PRX (in MISC folder or yourdata folder.)

System.PRS User.FRM (in FORMULA folder)

TS.CTL PR.FRM (in FORMULA folder)

✔ Setup W2 format

✔ Test print W2’s to plain paper

✔ Print W2’s

✔ Backup payroll files again

✔ Archive checks for 2005

✔ Move TERMINATED employees to archive

✔ File Doctor to compact good files

✔ Backup once more

✔ Close year

✔ Backup Tax.prx and PR.frm before installing new taxdiskette

✔ Install tax diskette for 2006

TUG Checklistof the Month

Board of DirectorsMike Suhovecky, President

Sharon Hessong,Vice President

Robin Peterson, SecretaryCharlie Auger, Treasurer

Lynn BitarTom MooreJon Banse

Dawn NaisbittNatalie AllenJim Morrison

Dennis StejskalTom Love

Wayne Newitts

Publications CommitteeEire Stewart

Robin PetersonTom Moore

George MurphyAlan Cusson

Carolyn Boettner, EditorMaureen Connolly,

Consultant

National AdministratorBoettner Business

ProfessionalsP.O. Box 697

Sylvania, OH 43560Phone: 419.885.9004

Fax: 419.885.9007

Toll Free: 800.884.4630

Web Site

the TUG PulsePublished by the

Timberline Users Group, Inc.and sent to all members.

- 3 -December 2006

CrystalReports Tips

Continued from page 1Estimating Formula Writing

The color coding is extremely helpful in identifyinghow a formula is constructed.

We can now create a simple formula (Figures 3-4)by clicking the Add button. The formula name andunit of measure are the first inputs. Our formula willbe to calculate the area of a window for a windowblind.

Formula name is sf-Window Blind, unit ofmeasure is SF. Next, we need to decide on thevariables to be used. We could use length and width,but since this is a specific formula to calculateblinds, let’s create more specific variables such asBlind Height “ and Blind Width “.

The variables created are inputs in inches. Thisis typical for measuring windows. However, we mustconvert the inputs to get square feet. When wemultiply and divide, we can do it in any order. If wedivide by 144 (12*12), we will convert this intosquare feet. If the input was 24" and 24", we get 576

square inches, divided by 144, returns the value of 4square feet.

The corrected formula appears below (Figure 5).The test window (Figure 6) shows the results of

the example. You should always run several testsonce you build a formula to ensure the properfunction.

This is a simple example. TUG offers Webinarsto give you additional examples and insight into

creating formulas. We also will be doing severalsessions at the 2007 TUG National Conference. And,watch upcoming issues of The TUG Pulse for morearticles on formula creation.

Figure 2

Figure 3

Figure 4

Figure 5

Figure 6

- 4 -

P eople working withTimberline Estimatingoften wonder how a man

hour is handled differently froma crew hour, and how a generichour fits into the picture. Thesoftware handles the order unitsquite differently, particularlywhen a crew is assigned.

A man hour is the totalnumber of hours to accomplish atask. It doesn’t matter if there isa crew assigned or not. A manhour is based entirely on produc-tivity. Take, for example, thefollowing case in which there isno crew:

Takeoff unit: cuydOrder unit: man hour (MH)Conversion: 4 cuyd/MHLabor price: $20/MH

Note that the labor costneeds to be the total cost toachieve that productivity.

If we take off 100 cuyd at 4cuyd/MH, we generate 25 manhours at $20/MH, which equals$500. We don’t care, from anestimating standpoint, if oneperson is working for 25 hours,or 25 people are working for 1hour. The total time doesn’tchange. We have 25 total hoursto achieve the task.

Now let’s assume there is acrew of 5 laborers with an orderunit of MH.

Takeoff unit: cuydOrder unit: man hour (MH)Conversion: 4 cuyd/MHLabor price: $20/MH

A man hour (MH) order unitassumes that each person on thecrew can achieve the statedproductivity and that the averagecost per man hour for the crew is$20.

If we take off 100 cuyd at 4cuyd/MH, we generate 25 manhours at $20/MH, which equals$500. Here the costs and manhours are exactly the same as ageneric non-crewed item, but theelapsed time on site would be 5hours.

Note, by definition a manhour order unit assumes thateach person can do the sameamount of work per hour (4cuyd/CH in this example).Depending on the makeup of thecrew, this may or may not bevalid. For instance, let’s say weneed to add a non-workingforeman (being paid $40/hour) tothis crew. The productivitywould need to be adjusted so thatthe productivity reflected thenon-working crew member. Inthis example, if one laborer cando 4 cuyd/MH, the productivityfor this six-person crew usingMH as an order unit is 3.33cuyd/MH (5 lab * 4 cuyd/hour /

6 people on the crew equals 3.33cuyd/MH).

The MH hourly price wouldbe $23.33 (5 laborers @ $20 +one foreman @ $40 divided by 6people on the crew).

Now let’s look at a five-person crew of laborers using anorder unit of crew hour. For acrew hour order unit, the produc-tivity reflects the productivity ofthe entire team working together,and the price reflects the aggre-gate cost of the crew.

Takeoff unit: cuydOrder unit: crew hour (CH)Conversion: 20 cuyd/CHLabor price: $100/CH

If we take off 100 cuyd at 20cuyd/CH, we generate 5 CH at$100/CH, which equals $500.Note that the man hour columnon the spreadsheet would stillreflect 25 man hours.

Let’s assume, as in theprevious example, that we needto add a non-working foreman.The productivity remains at 20cuyd/CH because it takes theentire crew to achieve the crewhour productivity. However, thelabor price would increase to$140/CH.

The complexity increaseswhen crews are assigned to theitems, but the order unit is thegeneric hour (4cy/hour). If the“hour” is being treated as a crew

Crew Hours, Man Hours, Or Just Hours?You’ll Know the Difference in a Second

by: Gary SimpsonEstimating Product Director

Sage Software

- 5 -December 2006

hour, the productivity needs tobe entered as the entire crewproductivity. If the “hour” isbeing treated as a man hour, theproductivity is entered as theproductivity of each crewmember. You can determinehow a generic hour is calcu-lated by checking the DefaultCrew Pricing setting on theCrew Pricing tab of the Data-base Settings window (Data-base menu). If Default CrewPricing is set to Average costper person, a generic hour istreated as a man hour. If it is setto Total cost of crew, a generichour is treated as a crew hour.

It’s Your Decision

So, when should you use aman hour or a crew hour? Thisdecision is governed mainly byhow you have historicallyviewed labor. If you think oflabor as how much work a crewcan accomplish in a given time,a crew hour might be moreappropriate. If you think oflabor as how much a person canaccomplish in an hour, a manhour order unit might be theproper choice. In addition, ifyou are using Timberline’sScheduling Integrator (anapplication that transfers anestimate from Estimating toMicrosoft® Project orPrimavera P3 schedulingsoftware), the duration ofactivities or tasks will beaffected by the man hour orcrew hour choice.

TO: Guru, O Mighty OneI need a way to quickly get my

estimating information toMicrosoft Excel® for some addi-tional analysis. My fingers arecrossed—double-crossed—Guru,that you know a way to do this.

FROM: Double-crossed

TO: DoubleYour (crossed) fingers have done the

walking to the right place. Of course, I know everything.Transferring estimating information to Excel is simplicity

itself. The wise people at Sage Timberline Office have includedjust such a feature. To use it, when you’re ready to print a report,simply select Export instead of Print. Give the report a name, andthen, in the Save as Type box, select Microsoft Excel Workbook(*.xls). The report will be generated into an Excel file whilemaintaining all of the formatting, colors, fonts, etc. The coverpage will print to the first sheet, the main body of the report to thesecond sheet, and the totals to the third sheet.

FROM: Your Guru

TO: The One and Only GuruAs I’m doing take-off and working in the spreadsheet, I’d like

to see the effect on the bottom line. How can I see my totals andspreadsheet at the same time?

FROM: Concerned with My Bottom Line

TO: BottomA lot of us seem to have problems with our bottom line as we

get older—gravity and all. Sorry, but I can’t help you there.Seeing your totals while on the spreadsheet is something I can

help you with. The grand total for your estimate and unit price (ifyou filled in the job size on the cover page) will display in thestatus bar at the bottom of your estimate. So, if all you need is thegrand total, your problem is solved.

If you want information on addons, you’ll need to dock yourtotals page. To do that, open the Totals window, and click theDock button near the close X. Choose where you want to dockyour totals: top, bottom, left, or right. Once docked, totals can beresized to the width that meets your needs. To remove it from thescreen, click the Dock button again and select Undock.

FROM: Guru Doc

Ask The Estimating GuruAsk The Estimating Guru

- 6 -

Introduction

Operating a real estate andconstruction company is achallenge. Currently and movingforward, financial and manage-ment reporting may be more of achallenge due to Sarbanes-Oxley, greater investor reportingrequirements, and the necessityto create operational efficienciesand data transparency.

For the most part, theaccounting, financial analysisand forecasting systems in placetoday are not completely de-signed to accommodate theserequirements. There is a verygood chance that many corefinancial analyses (e.g. budget-ing, forecasting, variance report-ing, valuations, portfolio report-ing) are done is MS Excel®.Performing these tasks withover-grown Excel® workbooksmay risk accuracy and areinefficient due to the dual-entryof data.

Many real estate firms havedrawn this conclusion are seek-ing systems to supplement thecore accounting system. It is alsolikely that many companies willbegin to evaluate the systemsand technology they currentlyuse and look for systems thatprovide more comprehensive,flexible reporting; this is anopportunity for real estatesoftware vendors. Some realestate firms will choose toscramble over the next few yearsto enhance existing systems tokeep up with requirements, whileothers will rise to the occasionand design new integratedsystems that can keep up withthe changing requirements that

are sure to come over the nextseveral years.

Financial Reporting VersusOperations

Data accuracy and transpar-ency are challenging within thereal estate industry where mul-tiple technologies and systemsare typically used within anorganization. For example, a realestate company might use onesystem for accounting andproperty management, anotherfor purchase orders or workorders, another for lease man-agement, another for acquisitionsand dispositions and still anotherfor budgeting and long termforecasting. In many companies,these systems do not “talk” toeach other and individual depart-ments operate in completeisolation. This results in ineffi-ciency (e.g., data has to be re-keyed into multiple systems), theinability to access real time data,a lack of audit trails and theinability to gain a true portfolioperspective.

In order for a real estatefirms to remain profitable, itmust operate efficiently, monitorand maximize the value of itsportfolio and be able to provethis by reporting accurately andin a timely manner to its inves-tors. In addition to monitoringaccounts receivable, negotiatingcontracts with reliable vendorsand employing experienced staff,efficient operations requiresaccurate budgeting and forecast-ing and the ability for investorsto hold property management,leasing, accounting, asset man-

agement and portfolio manage-ment personnel accountable.Maximizing the value of aportfolio requires constantmonitoring of individual prop-erty values, the synergies withinthe existing portfolio, the actualreturns on the portfolio and thechanges in returns from year toyear. Real estate firms must alsobe able to anticipate marketprices and to keep up as theyexpand into different marketsand/or property types. Theycannot just look at the portfolioas a whole either. Most realestate firms operate in multiplemarkets, regions and assetclasses. This means the addedrequirement to report by regionand within region.

Integration Effects theBottom-line

Both of these core initiativesrequire integrated systems withcomprehensive, accurate calcula-tions and the ability produceaccurate reports on a timelybasis. Without the proper tech-nologies, billions of dollarscould be lost in operationalcosts, falling property values,high vacancy rates and a failureto grow as planned.

According to OSCRE (OpenStandards Consortium for RealEstate), data integration has aprofound effect of the bottom-line of real estate firms. Forinstance, a firm has ten applica-tions used for the previouslymentioned functions; these tenapplications create 90 potentialintegration components becausedata is dually entered into mul-

Real Estate Data Portfolio Managementby: Bob Saba • Cougar Software

- 7 -December 2006

tiple systems. Nine full-timeemployees manage and manuallyenter data between systems whoearn conservatively $50,000 peryear; they create a cost basis of$450,000 annually for managingdisparate data sources. Bestpractices data integration wouldreduce the cost basis to$100,000, or two full-timeemployees that create an annualcost savings of $350,000 for thisexample which is illustrated inexhibits one and two. Moreover,the integration will leave anaudit trail for Sarbanes-Oxleycompliance; the results aretimelier and accurate data whichsave further time during report-ing and business planningcycles.

The exhibits were obtainedfrom OSCRE (Open StandardsConsortium for Real Estate).They illustrate the cost benefit ofelectronic integration and with-out data standards compared tothe cost benefit with data stan-dards.

No One-Stop Shopping

It is easy to see from thepreceding list that no one systemcan satisfy all of the require-ments. For example, the Timber-line® contains the contracted,actual lease information. How-ever, speculative lease informa-tion must be added in order tocomplete a budget, forecast orproperty valuation in year ten.Timberline® will contain currentyear NOI but forecasted futureexpenses and revenue must beadded in order to arrive atprojected NOI in future years.

Property management (PM)and accounting systems are notbudgeting, forecasting, valuationor portfolio management sys-

Exhibit Two

Continued on page 12

Exhibit One

- 8 -

We have all been facedwith a large list ofinformation that we

are either trying to find a par-ticular piece of information, orwe’re trying to see if there isanything wrong. No matter howcareful we are, information canbe missed, especially if it’swithin a long report.

In Excel you have a tool touse to search information calleda Filter. Filter’s can be extremelyeffective in scanning informa-tion.

For instance, let’s say youare looking at a list of Vendorsand you are trying to find all theSubcontractors that provideMechanical services.

We could look at the infor-mation in this way as shown inFigure 1.

And try to make note of theSubcontracts, and perhaps theCost Code they provide work for,or perhaps find within theirname something like HVAC orMechanical, however, as humanswe are error prone and we aregoing to miss information.

An alternate way to look atthe same information would bewith a Filter. In this way wemight restrict the list to show usonly Vendors who have a Sub-contractor in the Type as shownin Figure 2.

Here we have a chance tospot likely Mechanical contrac-tors from a smaller list. Wecould also notice that the CostCode is in the range of 15-001 to15-999 for these Subcontractors(assuming we are consistent inplacing the correct Cost Code in

Excel Filters:Find What You Need When You Need It!

By James Coyle • Event 1 Software, Inc.

Figure 1

Figure 2

Figure 3

Figure 4

Figure 5

- 9 -December 2006

Continued on page 11

the Cost Code field on theVendor record). If we furtherrefined the list we could condi-tion the list further on the CostCode range and get this list asshown in Figure 3.

It is, obviously, much easierto search a smaller list. If youhave the ability to instantlycondition the list based onwhatever occurs to you (e.g.,words in the name, values for theCost Code, special Types) it’spossible to try different tactics toquickly find the information thatyou want.

So, how do we create anExcel Filter?

Step 1 is to be in Excel andselect the data you wish to Filter.

If the data has a definedname (e.g. the result of a query,or a name has been assigned tothe table of information by

you… see previous article onDefined Names) you cansimply select the defined name,which selects the entire table(Figure 4).

Here we click the drop downbox for defined names and selecta query (in this case the querywas created by Event 1 OfficeConnector Query).

Once the query or definedname is selected, Excel will“highlight” the area in reversevideo (Figure 5).

Once that has occurred, weuse the Excel menu bar tochoose Data, Filter, AutoFilter(Figure 6).

When the AutoFilter optionhas been selected, you will seedrop down lists next to each ofthe column headings in thedefined range (Figure 7).

If you select a drop downlist you will see a distinct orunique list of values for thatcolumn (which Excel creates foryou!) and you can then select anoption, which will then onlydisplay the rows in the range thathave that value in common. Inthis way selecting Subcontractor(Figure 8).

Leads to a unique list ofVendors that have the Type =Subcontractor (as previouslyshown earlier).

Once a Filter criteria hasbeen set, you can filter theresults further by selectinganother column and filtering thatinformation.

There are a variety ofoptions under the Filter listpresented, including sorting thedefined area by that column,showing the Top values or aCustom condition. If you choose(Top 10…) the column must benumeric. If you choose this, youcan actually get the top orbottom 10 items (arranges byvalue) or override the 10 andchoose the number of values youwant returned. If you chooseCustom, you can use that optionto more specifically define howthe filter should be applied to acolumn.

For instance, if you wantedthe Vendors with values in theCost Code column between 15-001 and 15-999 you couldchoose the Custom option forthat column and define as shownin Figure 9.

Click on the first drop downlist and choose the option for “isgreater than or equal to” andthen put 15-001 in the nextcolumn. Next, choose theoperator “And” and select thenext option for “is less than orequal to” and put 15-999 in the

Figure 6

Figure 7

Figure 8

- 10 -

In Hollywood, directors get tosit in (and probably keep)canvas chairs with their

names and job titles embroideredon the back. When you’re aDirector in Timberline UsersGroup, you don’t get anotherpiece of useless furniture. Whatyou do get is information,friends, and personal growth thatlasts forever.

Being a Director of TUGhas allowed me to have animpact on how, who and what ispresented at our TUG NationalConferences and other learningevents. I’ve developed rewardingfriendships with other Directorsand TUG members. I’ve net-worked with others in my profes-sion, with members of thesoftware industry, and havelearned much about myself. Askanyone who’s had the privilegeof being a TUG Director andyou’ll hear the same great thingsand more.

In the tradition of DavidLetterman, here is my Top Tenlist of responsibilities for theTUG Board of Directors:

10. Encourage new friends tobecome active members ofTUG.

9. Identify new areas formembership enhancementand provide member sup-port.

8. Represent TUG at confer-ences, events and functions.

7. Provide a communicationlink between the Board andTUG committees.

6. Attend the TUG NationalConference.

Act Now to Become A TUG Directorby: Thomas A. Love • Past President, TUG

5. Participate in the NationalConference at variouslevels.

4. Give feedback on theConference for potentialenhancements and extravalue.

3. Create, approve and monitorthe annual budget.

2. Provide oversight of currentTUG functions and goals.

And the Number 1 duty—and my reason—for being aDirector:

1. Define the direction ofTUG.

So why aren’t you runningfor a Director position? You maythink that you don’t have thepersonal or the professionaltime. I can assure you that yourinvestment of time will be smalland the payoff will be big. First,the main time requirement is thefew days when you’ll attend theTUG National Conference. Notonly will you accomplish yourBoard tasks there, but you’lllearn much by attending theworkshops and other events. Thebalance of your time commit-ment will be monthly conferencecalls that last for an hour. Onyour own time, as needed, youcan review information, provideinput or generate new ideas.Time is always an issue, but with

everyone on the Board workingtogether, the impact on yourwork day will be kept to aminimum.

Second, your company willbe pleased to know that yourexpenses will be covered andconference fees waived as youhelp plan the what, when, andwhere of the conferences weoffer. But most important, you’llhave valuable experience andinformation to bring back toyour job. You’ll network withyour peers and learn the latesttips and tricks from the bestusers anywhere. These expertusers will become your friendsand their help will be only an e-mail or a phone call away.

And, you’ll gain leadershipexperience that will help you inyour professional and personallife.

How can anyone say “Don’tget involved!”

To run for a Director posi-tion for next year, e-mail yourcontact information to me,tlove@bricebuilding.com or toCarolyn, TUGadmin@aol.com.We will call back and provideany additional information youneed such as TUG’s bylaws andBoard policies and procedures.

But, if you feel you’re notfully ready to be a Director,either because of your experi-ence or your time, take the firststep and get involved on a TUGcommittee, in your TUG LocalChapter, or at the TUG NationalConference. After you get thatfirst-hand look at the benefits ofparticipating in TUG, it won’t belong before you’re moving up tothe Director’s role. Lights!Camera! Action!

- 11 -December 2006

Continued from page 9

December 13, 2006Iowa Local Chapter Meeting

loriel@marickinc.com

December 13, 2006Tampa Bay Chapter Meeting

tugadm1@aol.com

May 9-11, 20072007 TUG National

Workshops & ConferenceGrapevine, Texas

November 3-5, 2007Sage Summit

Chicago, Illinois

April 30 - May 2, 20082008 TUG National

Workshops & ConferenceNashville, Tennessee

May 13 - 15, 20092009 TUG National

Workshops & ConferenceGrapevine, Texas

May 19 - 21, 20102010 TUG National

Workshops & ConferenceOrlando, Florida

Figure 9

Excel Filters

next column. The resultingCustom AutoFilter will look asshown in Figure 10.

This will result in a listwhere the Vendor Cost Codefield is between 15-001 and 15-999.

The list of options forapplying conditions is:

equalsdoes not equalis greater thanis greater than or equal tois less thanis less than or equal tobegins withdoes not begin withends withdoes not end withcontainsdoes not contain

These are powerful optionsto apply to a filter. For instance,if you filtered a list of Vendornames, and you were looking forall Vendors with “Inc” in thename, you could apply Custom

options to that column that theName “contains” the letters“Inc”. If “Inc” appeared any-where in the name you would seethem on the list. You could thensee if you were requiring a 1099(which you don’t need).

To remove the AutoFilter,simply select the Excel menuoptions Data, Filter, AutoFilter.You’ll notice that AutoFilter withhave a check mark to the left ofthe name. When you select theoption you are removing thecheck mark (turning off theAutoFilter) and the list willrevert to the original list.

Figure 10

tems. Timberline® generallycannot calculate yields, changesin capitalization rates, marketrents, inflation or appraisedvalue for instance. However,data from property managementand accounting systems istypically used as the basis orstarting point for budgets,forecasts, valuations and port-folio management reporting.The solution is to select acomprehensive budgeting /forecasting / valuation / portfo-lio management system that isintegrated with the propertymanagement / accountingsystem. This enables the down-load of base data from theproperty management / ac-counting system into a systemdesigned specifically for bud-geting, forecasting, valuationand portfolio management.

Some real estate firms havedecreased their long-term fore-casting reporting cycle by 75%through the above mentionedapproach and saved significanttime and resources in the pro-cess. Those freed resources nowhave greater capacity to managethe firms’ expansion.

Real estate firms should becautious when selecting a bud-geting / forecasting / valuation /portfolio management system.Internal and external require-ments should be carefully re-viewed and compared to thefunctionality within the systemin order to insure maximumbenefit. Portfolio capabilities andthe ability to report by regionand within region may be impor-tant. Ease of use may be a deter-mining factor. If the organizationuses Excel heavily and is com-fortable with a spreadsheet look

Continued from page 7

Watch…for 2007

TUG National Conferernce &Workshop schedule and

session descriptions in theJanuary Pulse. Remember toregister early to get your

choice of classes.

and feel, selecting a system thatprovides the same look and feelwill make migration less painful.Comprehensive expense recov-ery functionality may be criticalto office and retail REITs. And,as stated previously, integrationimproves the bottom-line.

Real Estate Data Portfolio