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FIN-01-02-03 Business Sub-Process Design Document

Execute Project

FIN-01-02-03 Business Sub-Process Design


Document
Execute Project

Project Acadia
May 2012

CONFIDENTIAL

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FIN-01-02-03 Business Sub-Process Design Document
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TABLE OF CONTENTS
1 Document History....................................................................................................................... 3
1.1 Revision History..................................................................................................................... 3
1.2 RASCI.................................................................................................................................... 3
1.3 Approval Detail...................................................................................................................... 3
1.4 Related Documents............................................................................................................... 3
2 Business Process Overview:..................................................................................................... 4
2.1 Key Principles and Objectives............................................................................................... 4
2.2 Key Assumptions................................................................................................................... 4
3 Business Process Scenarios:.................................................................................................... 5
3.1 Definitions, Acronyms, Terminology.......................................................................................7
4 Business Process Diagram........................................................................................................ 8
4.1 Process Diagram................................................................................................................... 8
4.2 Activity List........................................................................................................................... 10
4.3 Inputs................................................................................................................................... 11
4.4 Outputs................................................................................................................................ 11
5 Process Variations.................................................................................................................... 11
5.1 Business Unit Led Variations............................................................................................... 11
5.2 Geography/Legal Entity Led Variations................................................................................11
6 Role Definition & Organizational Impact.................................................................................11
6.1 Role/Skill Class Inventory.................................................................................................... 11
6.2 Organizational Impact.......................................................................................................... 12
7 RICEFW...................................................................................................................................... 12
7.1 Reports................................................................................................................................ 12
7.2 Interfaces (Inbound / Outbound).......................................................................................... 12
7.3 Conversions......................................................................................................................... 13
7.4 Enhancements..................................................................................................................... 13
7.5 Forms.................................................................................................................................. 13
7.6 Workflows............................................................................................................................ 13
8 Other Issues / Gap List............................................................................................................. 14
8.1 Other issues, Gaps, and outstanding points........................................................................14

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1. Document History
1.1 Revision History

Ver. Date Summary of Changes Author


0.1 5/17/2012 Initial Draft Created Dana Keith

1.2 RASCI

RASCI Role Name Phone


R Sr Projects Analyst Mike Manson
A Business Team Lead Angela Shalkhauser
A GBT Team Lead Mike Lawson
S/C Accenture Team Lead Franck Poisson
R Accenture Integrator Dana Keith
I Business SMEs Vicky Fitzgerald, Tom Knowlton

R: Responsible; A: Accountable; S: Support; C: Contribute; I: Information;

1.3 Approval Detail

Review # Date Name & Position of Approver Signature


06/03/2012 Angela Shalkhauser
05/31/2012 Team Leads Franck Poisson
6/4/2012 Mike Lawson
Solution Architect
Master Data Adivsory Council (if Master Data
related)

1.4 Related Documents

Please insert links/References to related Documents (issues, data entities, etc.).>

Related Document Comment


Include Central Issue List
Include Central RICEFW list
Include Existing Assets (AAES, Prior
Blueprint)

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2. Business Process Overview:


2.1 Key Principles and Objectives

Solution Objectives

In building the solution for VFC Project Systems (and Investment Management), the following overall
objectives are relevant:

Discontinue use of standalone internal orders as capital and expense tracking vehicles and replace
with projects that allow hierarchical grouping of multiple related sub-projects
The solution must facilitate better project cost tracking, control and reporting (provide consistent tools
and methodologies for managing projects)
Have the ability to reflect true cost of a project excluding internal labor (internal labor may be in the
scope of a future project)
An individual project needs to be able to contain costs that are eventually settled into assets AND/OR
expense, or be setup as a statistical object with real costs going to a cost center
Ensure there is budget control for capital portion of projects.
Reporting should be available to monitor actuals against budget, and actuals against plan for capital
and expense components

SAP PS Overview

VFCs business requires projects to be used in support of the capital planning process, in conjunction with the
Investment Management module. At this time there are no requirements for projects to support revenue-
producing business scenarios. Defined global project types will promote consistency across the enterprise
and will allow for more meaningful comparisons.

The Execute Projects business process focuses on the daily and monthly use of projects that will be tracked
using the SAP Project Systems (PS) module. The main elements of this process are as follows:

1) Status management
2) Daily activities charging the project
a) Purchase order assignment
b) Goods receipts
c) Invoice receipts
d) Activity allocation
e) Journal entries
3) Month-end activities
a) Update status
b) Settlement

2.2 Key Assumptions

Projects are required only to support the capital planning and execution process (including the opex
portion of capital projects), in conjunction with the Investment Management module
Projects will also be used to represent marketing projects
No requirement for revenue-generating projects, or billing of any kind
The current approval process for specific capital projects will continue, using WEAs and approval
through the WEA Lotus Notes database
Projects (capex) will be created manually in PS and assigned to positions (nodes) in the approved
investment program in the IM module
No requirement for networks

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No requirement for scheduling

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3. Business Process Scenarios:

1) Status Management in Projects


Statuses document the current processing stage of a Project Definition or WBS Element. They determine the
business transactions that can be performed in the system. As a standard function of SAP, project objects are
assigned with System Statuses. The System Status also indicates the phase in which the WBS Element
belongs within the project's lifecycle. Below are examples of the standard System Statuses set or acquired in
projects:
Created - This is the initial Status set by the system in a Project Definition or WBS Element. It
indicates that the project or specific object is not yet "Released" or approved for execution. No actual
postings are allowed for objects assigned with this Status.
Released - This Status indicates that the project is ready for processing. Activities such as the
acquisition of goods and services, journal postings, activity allocation, settlement, and
consumption/issuance of warehouse stocks are allowed with the Released being set. Setting this
Status is a manual process performed at the WBS Element, or project level. This status triggers the
automatic creation of the AUC associated with the WBS element.
Technically Complete - Project Managers set the Technically Complete Status in the WBS Element or
project level. The Status indicates that the project or project component is complete from a technical
perspective (all necessary activities are completed). Most project execution activities are no longer
allowed when this Status is set (acquisition of goods and services, consumption of internal stocks,
etc.) except for financial adjustments and accrual of costs.
Closed - Indicates that the WBS Element or project is completed from both technical and financial
point of view. The system only allows the setting of this Status when all the postings booked to the
project or WBS Element is settled to the specified cost receivers. No additional processing is allowed
when the Closed Status is set.
SAP allows the creation of User Statuses to allow the setting of additional controls within projects. They will
be created to address VFCs business requirements if deemed necessary. No user statuses are identified as
required at this time.

2) Daily activities charging the project


a) Purchase order assignment

Once a WBS element has been released (has status REL) it is possible to create purchase requisitions in
which the WBS is the cost assignment object. This is governed by availability control, which prevents a
purchase requisition from being created that would exceed the budget of the WBS element. Once the
status of technically complete (TECO) has been set on a WBS element, it is no longer possible to assign
new purchase documents to that WBS.

When Commitment Management is activated for the controlling area, the assignment of a purchasing
document to a WBS element creates a commitment in the information system.
b) Goods receipts
When a goods receipt (GR) is performed for a WBS-assigned PO, the actual expense debit is charged to
the WBS element. The commitment amount that was posted when the PO was created is
correspondingly reduced by the actual amount posted in the GR.
c) Invoice receipts
When an invoice receipt (IR) is performed for a WBS-assigned PO, any expense debits or credits (price
variances) are generally charged to the WBS element.

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d) Activity allocation
Work performed internally on projects can be charged to the WBS element using activity allocation,
usually by assigning time sheet entries to the WBS element. This is not applicable for VFC in the first
phase of the project.
e) Journal entries
Postings to the general ledger accounts with reference to a WBS Element as the cost object can be
performed as needed.

3) Month-end activities
a) Update status of projects
This step is important because the settlement of WBS elements used as investment measures depends
on their system status. While a WBS element has the Released status (REL) it will settle its charges each
period to its associated AUC(s). Once the status is changed to technically complete (TECO), the amounts
that have accumulated on the AUC will settle to the final fixed asset (FXA) so that depreciation may begin.
Projects that are complete both technically and financially should be given the status of Closed (CLSD) to
prevent further activity and to reduce the system processing workload during settlement.
Status changes shall be performed in general by the finance team, not the operations team.
b) Perform settlement
WBS elements are used to temporarily collect costs for an investment measure. These debits then have
to be debited in turn to assets under construction or cost centers. Therefore, periodic settlement of the
measures is required. In addition, an investment measure with an asset under construction has to be
settled to fixed assets when it is completed.
i) WBS AUC
Uses an AUC settlement type. The AUC distribution rule is automatically generated by the system the
first time the WBS element is settled. This settlement path is used each period, until the WBS element
gets the TECO status. Values on the WBS element are settled to the AUC, using either original cost
elements, or a secondary cost element.
ii) AUC FXA
Uses an FXA settlement type. The FXA distribution rule is automatically generated by the system at
the time a fixed asset is created from the WBS element. Once the WBS element gets the TECO
status, values on the AUC are settled to the final completed asset(s).
iii) WBS Cost center
Uses a PER or PRE settlement type. PRE is used if a single WBS element (investment measure)
settles to both an AUC and a cost center. PER is used on WBS elements that are not investment
measures and that settle only to a cost center.
A test settlement should be run prior to the real update run, in order to disclose any problems before they
become financial postings.
After the settlement is executed, a report should be run from the PS information system to confirm that the
balance of all WBS elements is zero, indicating that all values have been successfully settled.
Statistical WBS elements do not need to be settled since the real cost posts to the cost center. Statistical
WBS elements will retain their statistical balance.

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3.1 Definitions, Acronyms, Terminology

IM Investment Management module


WEA Work Expenditure Authorization
PS Project System
AR Appropriation Request
AUC Asset Under Construction
GR Goods receipt
IR Invoice receipt
FXA Final fixed asset (depreciable)
PER Periodic
PRE Preliminary
TECO Technically complete
CLSD Closed
REL Released

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4. Business Process Diagram


4.1 Process Diagram

The following tasks in the below diagram are relevant:


Change the project status to allow for actuals
Post actuals to project
Month-end close, settle costs to AUC
Settle AUC costs to final asset
Run reports

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4.2 Activity List

The relevant activities in the flow above are detailed here:

Name Description Transaction Code, Roles Regulatory


if relevant involved /Other
Controls

Daily
Daily project charges Various charges are made to the various Multiple
N/A
WBS element roles
Month-end
Set project status Change system/user status on CJ20N Coalition
N/A
WBS elements accountant,
Fixed asset
accountant
Settle projects Individual project CJ88 Coalition
N/A
accountant,
Fixed asset
accountant
Settle projects Collective projects CJ8G Coalition
N/A
accountant,
Fixed asset
accountant
Report project Run a report to confirm correct S_ALR_87013542 Coalition
N/A
settlement of all WBS elements accountant,
Fixed asset
accountant

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4.3 Inputs

The Inputs needs to be specifically documented for the client specific situation, like interfacing with
external systems, workflow, form & Medium of communication.

Activity Type (email, form, Automatic/Manual Source Description


handoff, policy,
report, etc)
Communication email Manual Project Manager Monthly email saying
from Project whether project is
Manager re completed, or still in
status of process
project

4.4 Outputs

The Outputs needs to be specifically documented for the client specific situation, like interfacing with
external systems, workflow, form & Medium of communication.

Activity Type (email, form, Automatic/Manual Target Description


handoff, Interface,
etc)
Execute Standard SAP PS Manual Finance S_ALR_87013542
project report report

5. Process Variations
5.1 Business Unit Led Variations

N/A None Identified

5.2 Geography/Legal Entity Led Variations

N/A None Identified

6. Role Definition & Organizational Impact


The content in this section will serve as input for the training and performance support teams
deliverables.

6.1 Role/Skill Class Inventory

Role Tasks Knowledge Key Transaction Code

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Coalition accountant Set project status SAP Project System CJ20N

Settle projects SAP Project System CJ88 and CJ8G

Execute report SAP Project System S_ALR_87013542


Fixed asset accountant Set project status SAP Project System CJ20N

Settle projects SAP Project System CJ88 and CJ8G

Execute report SAP Project System S_ALR_87013542

6.2 Organizational Impact

Note: Please see Organizational Impacts within the Project Share Drive.

7. RICEFW
(Note: Below are the RICEFWS discovered in the Blueprint Phase. A complete list of RICEFWs will be stored
in a central location. After the design phase, the list below should not be considered exhaustive as the
RICEFWs may change throughout discovery.

7.1 Reports

RICEFW # Report Description

N/A NONE

7.2 Interfaces (Inbound / Outbound)

Direction
RICEFW # (Inbound / Interface Description
Outbound)

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N/A N/A NONE

7.3 Conversions

RICEFW
Conversion Description
#

N/A NONE

7.4 Enhancements

RICEFW # Enhancement Description

N/A NONE

7.5 Forms

Client XYZ
Form Description
RICEFW #

N/A NONE

7.6 Workflows

Client XYZ
Workflow Description
RICEFW #

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N/A NONE

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8. Other Issues / Gap List


8.1 Other issues, Gaps, and outstanding points

Issue / Gap # Issue / Gap Description Impact Status Resolution

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