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I spent years making sure our timekeeping system was right.

Daily entries enforced. Change history captured. Supervisor approval routed. Labor distribution reconciled to payroll and the GL every month. If you had asked me whether we would survive a DCAA timekeeping review, I would have pointed at the system and said yes.

Then I learned what a floor check actually is.

DCAA does not primarily audit your timekeeping system. They audit the people using it.

A floor check means an auditor shows up — often with little warning — walks onto your floor, and asks employees questions. What are you working on right now? What charge number are you using? Who approves your time? What do you do if you charge the wrong project?

Then they compare the answers to what the timesheet says.

Your system can be immaculate and you can still get a finding, because the finding is not about the software. It is about whether the people entering time understand what they are doing and why.

Does the employee record their own time? Not their admin, not their supervisor, not the person who does it for the whole team on Friday afternoon.

Is time recorded daily? Contemporaneously — not filled in Monday morning for last week from memory, and not filled in ahead on Monday for a week that hasn't happened yet.

Does the employee know their charge numbers, and do they know what they mean? An employee who can't say what project they're charging is a finding waiting to be written.

Are corrections documented? Original entry visible, reason for the change recorded, approval captured. A silent overwrite is one of the fastest ways to turn a small problem into a serious one.

Is all time captured? Total time accounting means every hour worked, including uncompensated overtime for exempt staff. Companies that only record 40 hours because that's what gets paid have a labor distribution that doesn't reflect reality.

Is there separation between the person recording time and the person processing payroll?

In my experience the failures are almost never technical. They're cultural.

The engineer who charges whatever project his supervisor told him to charge in March and hasn't thought about it since. The team lead who fills out timesheets for two people who are travelling. The manager who approves forty timesheets in one click on Friday at 4:55pm without looking at any of them.

None of that shows up in a system report. All of it shows up in a floor check.

And here's the part that should get your attention: your timekeeping data feeds your labor distribution, which feeds your indirect rates, which feed every bid you submit and every invoice you send. A timekeeping finding is rarely just a timekeeping finding. It calls the numbers downstream into question.

Walk your own floor. Ask five people what they're working on and what they're charging. Don't warn them first. You'll learn more in twenty minutes than in a week of report review.

Check whether your written timekeeping policy matches what people actually do. If those two things have drifted apart, the policy isn't protecting you — it's documenting the gap.

Look at your correction history. If corrections are frequent, undocumented, or clustered around month-end, that's a pattern an auditor will find quickly.

Confirm that everyone who touches a timesheet has been trained and has acknowledged the policy, and that you can produce the records showing it.

The system is the easy part. It's configurable, testable, and it does what you tell it.

The people are the audit.

— Michael

Michael S. Harris, Jr., MBA — Deltek Costpoint Master Certified (8.x), with Silver certifications in Labor Management and Timesheet Management on the 2026.x track. Led a Costpoint implementation in 2019 and has served as primary system administrator since.