Project Systems

Project
Project Accounting
Accounting
October
October 77-9,
-9, 2008
2008

LaGOV
Version 2.0

Updated: 8/30/2008
 Agenda

 Logistics, Ground Rules & Introduction

 Project Timeline
 Workshop Objectives
 Business Process Review
– Process overview
– AS-IS process flow
– Current system alignment
– Process improvement opportunities
– SAP terms glossary
– SAP concepts & functionality
– Business process flow
– Leading practices
– Enterprise readiness challenges
 Next Steps – Action items
 Questions

2
 Logistics

Before we get started ...

3
 Ground Rules

 Has everybody signed in?

 Everybody participates – blueprint is not a
spectator sport
 Silence means agreement
 Focus is key – please turn off cell phones and
close laptops
 Challenge existing processes and mindsets
 Offer suggestions and ideas
 Think Enterprise
 Ask questions at any time
 One person at a time please
 Timeliness – returning from break
 Creativity, cooperation, and compromise

4
 Introduction

 Roles
 Process Analyst and Functional Consultant – lead and
facilitate the discussions and drive design decisions
 Documenter – take detailed notes to support the formal
meeting minutes to be sent by the Process Analyst to all
participants for review and feedback
 Team Members – provide additional support for process
discussions, address key integration touch points
 Subject Matter Experts – advise team members on the
detailed business process and participate in the decisions
required to design the future state business process

Round the Room Introductions

Name
Position
Agency
5
 Project Phases

 Five Key Phases

Realization

Preparation
Preparation

Business
Blueprint

Support
Go Live
Project

Final

and
• Strategy & Approach Defined • Development & Unit Testing • Go-Live Support
• Project Team Training • Integration Testing • Performance Tuning
• End-User Training Materials

• Business Process Definition • User Acceptance

• Development Requirements • Technical Testing
• End-User Training
• Conversion

6
 Project Organization - Functional Teams

Finance Leads Logistics Leads Linear Assets Leads

Beverly Hodges – Finance Lead Belinda Rogers – Logistics Lead Mark Suarez – Agile Assets Lead
Drew Thigpen – Finance Lead Jack Ladhur – Logistics Lead Charles Pilson – Consulting Lead
Mary Ramsrud – Consulting Lead Brad Denham – Consulting Lead

General Ledger
Accounts Payable
Accts Receivable
Cash Management
Cost Accounting
Funds Management
Charlie Davis
Grants Mgt
John Hodnett
Project Systems
Larry Hofstad
Asset Accounting Christine Lee
Grantor
Budget Prep
Real Estate Management

7
 Blueprint Objectives

 Review and discuss the current or As-Is business processes

• Which helps to drive out the Business requirements
• As well as the integration points with other processes
 Define Master Data
• Address key integration points
• Support organizational requirements
• Consistent and appropriate use of data fields
 Define Future or To-Be business processes based on:
• Best Practices inherent in SAP
• Intellectual capital from other SAP implementations
• State business requirements
 Identify development requirements
• Which could result in the need for a form, report, interface,
conversion, enhancement, or workflow (FRICE-W)
 Understand and communicate any organizational impacts / Enterprise
Readiness challenges
 Gather system security authorizations and district-wide training
requirements

8
 Future Work Sessions

Work
Title Business Process Goals Session
Date
- Process for posting costs from Purchase Requisition, Purchase Order,
Goods Receipt, to Invoice 10/07/08-
FI-PS-006 Project Accounting - Integration with Human Resources for time entry 10/09/08
- Integration with Plant Maintenance for project related work orders
- Discuss process for Federal Highway projects
10/14/08-
FI-PS-007 FHWA Billing - Define FHWA requirements
- Options for Federal Aid Billing in SAP 10/15/08
- Discuss the process for capital project planning
FI-PS-005 Project Planning - Identify level of planning (Annual, Overall, Cost Element, etc) 10/29/08
- Identify plan versions required to track history of original and revised
- Automated settlements to Assets under Construction and final assets
Capital Projects Periodic - Process for project closeout 11/12/08-
FI-PS-009
Processing - Define roles and processes for defining settlement rules and executing 11/13/08
periodic processing
- Reporting requirements to effectively manage projects
11/19/08-
FI-PS-008 Project Management - Standard reports versus BI reports
- Detail the use of Networks and Activities for scheduling 11/20/08

PS Validation Session: December 10-11

9
 Work Session Objectives

 Review current As-Is process for capturing expenditures and

salary against projects
 High level overview of how various postings occur in the Project
Systems module
– Purchasing (Integration with SRM)
• Contracts
• Purchase Requisitions
• Purchase Orders
– Invoicing (Integration with AP)
– Time Entry vs. Overhead (Integration with HR)
– Grant Funded Projects (Integration with GM)
 Determine the To-Be processes for these postings to projects,
along with roles and responsibilities associated with them
 Identify any project specific requirements and communicate
integration points to the appropriate team

10
 As-Is Process Overview (Construction Contracts)

Process: DOTD – Contract Services File: Construction Contracts - Final v03[1].vsd

Sub-Process: Construction Contracts Date: 10/7/2008
Prepared by: Salvaggio, Teal & Associates Page: 1/5

Send letter &

Create an Distribute bid
copy of proposal
Apparent Low returnables
to Contractor
Bid letter
Project Control

Receive Send
official low Create a Send Rejection
Concurrence
bid list Concurrence Prepare letter to all
letter & bid C End
letter if an entity Rejection letter bidders
tabulations
is involved

Create an Send Irregular Receive

Irregular Bid bid letter response letter Receive Items
letter
Entity

Receive letter & Respond with a

bid tabulations letter
Irregular
Bidder

Receive Irregular
bid letter End
Contractor

Receive letter &

copy of proposal
Sr. Technician

Return items
Engineer /

No

Receive bid Did Chief

A
returnables Engineer OK Yes
project?

11
DOTD As-Is Process Overview (Consulting
Contract Services – Invoicing ECTS)

12
DOTD As-Is Process Overview (Contracts Payable
– Pay Contractor)

13
 DOTD As-Is Construction Invoice process

 Project Engineer creates Estimate in Site Manager

(TRNS.PORT) with concurrence from the Contractor
 PE creates Lotus Notes thread for approvals
 Approved Estimate is received in Construction Audit for
processing
 Engineering Tech creates Standard State Invoice(s) for
the Estimate and forwards to Financial Services for
payment
 Contracts Payable unit enters invoice into system to
create check for the vendor (contractor), posts to Excel
spreadsheet for tracking

14
 FPC As-Is Process Overview (Planning and Design
Phases)
Process: Office of Facility Planning & Control Process Name: Project Management
Sub-Process: Project Initiation – Planning & Design Phases Date: 10/1/2008
Prepared by: Salvaggio Teal & Associates Page: 1/2
Filename: PM - Planning & Design Phasesv01.vsd
Accounting

User Request
N Return to
Review Project Is Funding
Requester
Request Available?
END

Y
Assistant Director

Y Designer
Scope of Work
Selection Issue Contract
Adequate?
Process

Receive Vendor
Vendor

Packet A
Receive Contract
Project Manager

Contract Assigned PM meets with

Designer in Pre- Design Phases Bid Documents
to PM
Conference (Iterative Process)
(Iterative)
Contract Administrator

Award Y
Construction Does Vendor
Procurement Prepare Vendor
Contract Meet
Process Packet
Requirements
N

15
 FP&C Project Accounting – Project setup, Planning
and Design

 Capital Outlay Section sends notice of funding approved

by Bond Commission to Accounting Section
 Accounting posts funding in AFS
 Assistant Director notifies Accounting Section of award
of Design Contract after selection process is complete
 Accounting records contract in CFMS, encumbers funds
in AFS
 Project Manager receives/approves invoices from
designer, forwards to Accounting for processing
 Accounting receives/processes invoices, updates CFMS,
AFS

16
 FPC As-Is Process Overview (Construction Bid
Process)
Process: Facility Planning File: Construction Bid Process v02.vsd
Sub-Process: Construction Bid Process Date: 10/1/2008
Prepared by: Kenya Lipscomb Page: 1/1
Project Manager /
Designer

Review and submit

Construction Send form with
recommendations
need copy of
on Bids
determined advertisement

Validate funding Verify funds

Funds Send request to
Fiscal Officer

in AFS & in Yes availability

available? FP Assist. Dir.
STARS (FPC-1)

No

End
FP Assistant Director

Receive bid Request Send to Admin.

Yes
request approved? Services

No

End
Administration Section

Advertisement
for bids Bids are Bids are opened Send to Fiscal Receive Designer
Receive from Contract
published in received at and read Officer to & User
FP Assist. Dir. Process
newspaper and designated time publicly validate funding recommendations
LaPAC

17
 FP&C Accounting After Bid Process, Payment of
Invoices

 FP&C Contract Administrator issues executed

contract, notifies Accounting Section
 Accounting Section records contract in CFMS,
encumbers funds in AFS
 Project Manager receives Contractor invoices
from Designer, indicates approval and forwards
to Accounting for Processing
 Accounting Section processes invoices in AFS,
CFMS

18
 FPC As-Is Process Overview (Paying Vouchers)

Process: Office of Facility Planning & Control Process Name: Project Management
Sub-Process: Project Creation Date: 10/7/2008
Prepared by: Salvaggio Teal & Associates Page: 1/1
Filename: PM – Construction Contract Administration – Paying Vouchers.vsd

Pre-Construction
Notice to Conference (rules,
Receive Invoice Approve? A Receive Invoice Approve? A
Proceed receive docs to
proceed)

Invoices Weekly Certify Invoice

Work Deliverables Notify for Review Approve?
Site Visit

Invoices
Work Deliverables

Contract
A
Payable

19
FPC As-Is Process Overview (Paying an AFS
Invoice)

20
FPC As-Is Process Overview (Paying a CFMS
Invoice)

21
 CPRA As-Is Process Flow

Add Visio flows

22
 DNR/CRPA Project Setup and Accounting

 Task Force approves initial funding for planning and design

 Contracts and Grants sets up Cost Share Agreement (CSA)
between State and Federal sponsor
 Accounting Section sets up project budget in AFS
 As contracts for design services are awarded, Accounting Section
sets up in CFMS
 Project Manager forwards approved invoices to Accounting for
processing
 IF construction funds are approved by Task Force, CSA is amended
 Accounting revises budget in AFS
 As contracts for construction are awarded, Accounting Section sets
up in CFMS
 Project Manager forwards approved invoices to Accounting for
processing

23
 Current Systems Alignment

 PMFS (DOTD)
 Site Manager (TRNS.PORT module for DOTD)
 Lotus Notes
 Excel
 CCMS
 ECTS
 AFS
 CFMS
 AGPS
 STARS

24
 Process Improvement Opportunities
(Pain Points)
 One integrated system for project related purchasing and finance from
contracts to payment of the invoice
 Validation of accounting string against the project at time of posting
 Project budget automatically updated real time
 Integrated time capture and cost posting
 Capital fully integrated with maintenance
 Automatic derivation of target values from source values
 Eliminate use of offline spreadsheets and track all projects in one integrated
system
 Budget set up in a timely manner prior to postings (Cannot code to a project
unless there is budget and project has been released) Accounting system of
record is updated in real-time during the invoicing and payment processing
 Purchasing personnel and Accounts Payable Departments have equal
access to the same information
 SAP Glossary

 Contract- Contracts are used to manage the  Purchase Order- A request to a vendor
provision of services, materials, equipment (usually external) to supply specified
and supplies, where the scope and materials or perform services required, and is
complexity of work is significant and requires formalized in a purchasing transaction. It
comprehensive terms, conditions and contains specific details about prices,
schedules. quantity, delivery and terms of payment.
 Goods Receipt- A goods receipt is the  Park – Functionality that allows invoice and
process of recording the completion or partial credit memo data to be suspended in system
completion of a purchase order. A purchase without accounting ledger update. Parked
order can be for materials, in which case documents can be changed, deleted, or
stock records are adjusted as part of the posted in the future. Parked documents can
process, or direct charge in which case only be viewed/maintained by users who have
the accounting actions are processed. A access to parking transactions.
purchase order can be for goods or services.
 PO related Invoicing – Also called Logistical
 Invoice- An invoice is a vendor document invoicing, referring to functionality in SAP
requesting payment for goods supplied or allows 3-way match invoicing (matching
services performed. between: PO, Goods Receipt and Vendor
 Invoice Verification Tolerances – invoice). Additionally functionality includes 2-
Functionality that allows system controls way match invoicing; generating an
when processing logistical invoices automated vendor invoice based on the PO
 Material Management Encumberances - and Goods Receipt.
Automatic budget encumbrances generated
in FM from creation of Online Agreements
(contracts), Purchase Requisitions (pre-
encumbrances) and Purchase Orders
(encumbrances)

26
 Project Accounting Overview

 High level overview of how various postings occur in the

Project Systems module
– Purchasing (Integration with SRM)
• RFQ
• Contracts
• Purchase Requisitions
• Purchase Orders
– Invoicing (Integration with AP)
– Time Entry (Integration with HR)
– Overhead (Integration with CO)
– Grant Funded Projects (Integration with GM)
– Work Orders related to Projects (Integrated with PM)

27
 SRM- Supplier Relationship Management

The SAP Supplier Relationship Management (SAP SRM)

application is built on the technology platform of SAP NetWeaver,
enabling multiple levels of suppliers, partners, and manufacturers to
work together on core sourcing and procurement processes. SAP
SRM provides a fully integrated source-to-pay process. Functionality
includes:

– Catalog Content Management – Upload, manage and search in

procurement catalogs as part of the procurement process
– Procurement – Execute the operational activities of procurement,
including requisitioning, ordering, and receiving. With SAP SRM, you
can integrate catalog-based requisitioning with your traditional procure-
to-pay process
– Master Data Management – Manage catalog data as master data in a
repository that is deeply integrated with the core application processes.
– Web based User Interface – User interface for SRM is web-based with
more intuitive navigation.

28
 Purchases Against Projects

 Purchasing documents create open items

 Goods receipts and invoices create actual postings
– If there is a GR, then invoice will not update project. It will, however,
update FM and GL.
– If no GR, then invoice will create actual posting.

29
 Draft To Be Non-Contracted Purchases

1) Purchase Requisitions (PR)

 MM team proposes a PR will be required in all cases
 Purchase requisition will pre-encumber funds at the time it is created (before approval)

2) Purchase Orders (PO)

 Will reference requisition
 Creates a budget encumbrance when posted and reduces the PR pre-encumbrance
 Encumbrance will take place at this stage, again at the time of creation (before approval, if any).
 Subject to budget control if PO amount > PReq amount (subject tolerances defined)

3) Goods Receipt (GR)

 If good receipt is required for PO, encumbrance is reduced and actual expenditure created
 Subject to budget control if GR amount > PO amount (subject tolerances defined)

4) Invoice Receipt (IR)

 No change at time of invoice if GR performed (FM status updated for invoice transaction) – already
classified as an expense
 If PO does not require a GR, encumbrance is reduced at this time and replaced by actual expense
 Subject to budget control if Invoice amount > GR amount (subject tolerances defined)

Note: If subsequent document value is lower than previous document, budget is released by difference

30
 Draft To Be Contracted Purchases

1) RFP (if applicable)

2) Contract Established
 No encumbrance of funds will take place at the time of creation, provided that a PR / PO takes
place against the contract. If the final decision on the process is that no PR or PO is created,
then an encumbrance must occur at the time of the contract if it is account coded (e.g. services
contract for capital project). If not coded, (e.g. Statewide contracts), then no encumbrance will
take place until PR/PO is created against the contract.
 For capital outlay, contract amount is set up only up to the amount of current year budget
appropriation (not full project amount)
 Subject to budget control at this point if pre-encumbrance established

3) Purchase Requisition (PR)

 Release against contract will updated pre-encumbrance status in FM or establish pre-
encumbrance if contract was not assigned account coding
 Subject to budget control only if amount of PR > Contract

4) Purchase Order (PO) > Goods Receipt (GR) > Invoice Receipt (IR)
 Same process as Non-Contracted Purchases

Note: If subsequent document value is lower than previous document, budget is released by difference

31
 Invoice- MIRO

Account Assignment:

WBS Element
GL Account
Fund
Functional Area

32
 Review of Invoicing in SAP:
3-way Match PO Related Invoicing
 Invoice verification business process is a part of the purchasing
business cycle that links the purchasing activities (PO and goods
receipt) to Accounting activities (invoice receipt and payment)
 Standard functionality in Logistical Invoice verification
– System validation of invoice accuracy using the PO and goods
receipt information
– Automatic invoice blocking for invoices that violate invoice
tolerances
– Real time update of accounting ledgers, PO and goods receipt
history and material price averages
– Post credits memos
– Manual or automatic invoice reduction
– Verification of invoices with installment terms
– Background or online verification
– Unlimited multiple selection
33
 Review of Invoicing in SAP:
2-way Match PO Related Invoicing

 2-way Invoice verification refers to the

verification of vendor invoices using the PO
detail data only (price, material quantity, etc)
 2-way Invoice verification is used when goods
receipt is not required or not critical to invoice
validation

34
 Discussion

 The type of invoice verification (2-way or 3-way match) is

defined on the PO
 Set up PO Type to indicate whether a GR is required

Which is required for DOTD, FPC and CPRA?

 Option 1: 3-Way Match between PO, GR, IR

 Option 2: 2-Way Match between PO, IR

35
 Discussion

Who will be entering the invoice in the future?

 As Is:
– DOTD: Contracts Payable
– FPC: Accounts Payable
– CPRA: Accounts Payable within DNR

 To Be:
– Option 1: Centralized Accounts Payable Department
– Option 2: Individual Agency’s Accounts Payable Department

36
 Review of Invoicing in SAP:
Invoice Verification Tolerance Settings

 Invoice tolerances are configured to verify the accuracy of vendor

invoices based on information in the PO or provided by the Goods
Receipt

 Establishing tolerances allows for an acceptable amount of variance

due to know business conditions

 Vendor invoices that violate established verification tolerances are

automatically blocked for payment until variance can be reviewed
and validated or corrected

 Invoice verification tolerance can be configured at company code

level and by vendor

37
 Review of Invoicing in SAP:
Invoice Verification Tolerance Settings
 AN Amount for item without order reference
 AP Amount for item with order reference
 BD Form small differences automatically
 BR Percentage OPUn variance (IR before GR)
 BW Percentage OPUn variance (GR before IR)
 DQ Exceed amount: quantity variance
 DW Quantity variance when GR qty = zero
 KW Var. from condition value
 LA Amount of blanket purchase order
 LD Blanket PO time limit exceeded
 PP Price variance
 PS Price variance: estimated price
 ST Date variance (value x days)
 VP Moving average price variance

38
 Discussion

Tolerances

 What project specific tolerances exist today?

 What tolerances are required in the future?

39
 Discussion

Approvals

 What invoice approvals are currently in place today?

 What invoice approvals would you like to see in the
future?

Keep in the mind the point at which the invoice is entered into the system and
who is entering it into the system.

40
 DOTD To-Be
Trns.port Integration

 Preconstruction Stage
– Advertising and receiving bids will be captured in Trns.port
(BidExpress/Expedite and Trns.port Preconstruction)
– Bid Award processed though Bid Express will be transferred
from Trns.port to SAP
 Construction Stage
– Project will be monitored and tracked in Trns.port
– Invoice for payment will be initiated in Trns.port
– Approval process for the invoice occurs in Trns.port
• Project Engineer approval
• District Administrator approval
• Construction Audit approval
– Invoice will then be sent to Financial Services for payment

41
 DOTD Decisions

 What interfaces are required?

– Outbound interface for projects when projects are released at the
system status level
– Inbound interface to create/change/closeout contracts/purchase orders
in SAP
• At what point is the accounting string known? Who?
• Are there approvals for contracts/purchase orders?
• Crosswalk/conversion issues
– Inbound interface for invoices
• Will these be manually entered into the system or interfaced?
• Are additional approvals required once entered into SAP?
• What happens to the invoices that are rejected? Error log required?
Is the invoice parked until corrected?
• Manual budget approval to validate funds are there?
 What tolerances exist in Trns.port? How will this integrate with the
tolerances in SAP?

42
 Trns.port Integration

SAP SAP SAP SAP SAP

Project Master Data

Contract Closeout
Change Orders
Contract / PO

Invoice
Initial Set-up Prepare Manage
Prepare Advertise and Monitor/Track Close Out
of Project in Progress Change
Estimate Receive Bids Project Contract
Trns.port Estimates Orders

Trns.port BidExpress Trns.port

Preconstruction Expedite SiteManager and SiteManager Materials

43
 To-Be Process Flow for DOTD
Project Accounting- DOTD

Project Management
Project Control

Send hard copy

Vendor Selection Yes invoice
WBS
Process
Released for Enter Goods Is invoice
(Advertise bid,
postings Receipt into SAP accurate? Notify vendor to
receive lowest
CJ20N No submit new invoice
bidder)
or credit memo
Engineer/Technician

Prepare Contract

Hard Stop
Create Contract
Accounting

No
Create Purchase
Requisition
Is there
available
Create Purchase budget?
Order Yes

Receives PO
Vendor

Submits invoice

Provides goods/
services
Accounts Payable

Park invoice and

notify PM
No
Is vendor
Receive Invoice invoice valid/
correct? Yes Enter Invoice into
SAP

44
 To-Be Process Flow for FPC
Project Accounting- FPC
Project Management

Send hard copy

Yes invoice
WBS
Released for Enter Goods Is invoice
postings Receipt into SAP accurate? Notify vendor to
CJ20N No submit new invoice
or credit memo
Assistant Director

Vendor Selection
Award Contract
Process

Hard Stop
Create Contract
Accounting

No
Create Purchase
Requisition
Is there
available
Create Purchase budget?
Order Yes

Receives PO
Vendor

Submits invoice

Provides goods/
services
Accounts Payable

If invoice is submitted by Park invoice and

Architect, approval from notify PM
PM required. If invoice No
is submitted by Is vendor
Contractor, then Receive Invoice invoice valid/
approval from Architect correct? Enter Invoice into
Yes
and PM required. SAP

45
 Accounts Payable Vendor Accounting Engineer/Technician Project Management
To-Be Process Flow for CPRA

46
HR Integration

47
 HR Integration

Project Accounting
Project Management

Approves invoice

WBS
Released for Vendor Selection Enter Goods
postings Process Receipt into SAP
CJ20N Sends hard copy
invoice

Hard Stop
Accounting Section

Create Contract

No
Create Purchase
Requisition
Is there
available
Create Purchase budget?
Order

Yes
Vendor

Receives PO Provides goods/

Submits invoice
services

Park invoice and

AP Department

notify PM
No
Is vendor
Receive Invoice invoice valid/
correct?
Yes
Enter Invoice into
SAP
Project Budget Section

Approve project Create Funded Enter Budget into

Load project
budget in Budget Programs Funded Programs
budget into ECC
Prep FMMEASURE FMBB

48
 DOTD As-Is Process Narrative Overview (Time
Entry)

 DOTD employees report time worked on various activities – projects,

work orders, etc.
– 73% have time entered into CATS (Cross Application Time Sheet)
– 27% have default allocations to split time between designated
programs/activities automatically

 CATS is a tool for recording time currently used only by DOTD

– Caters to central data recording by support staff.
– Also enables employees to record their own time data, which help ease
time administrators’ workload.
– Maintenance workers time is charged to specific work orders.
– Support staff enter the time manually into ISIS off an existing work order.
– ISIS is interfaced with SAP/HR and updated daily.
– An existing work order is required before time can be administered by
ISIS.

49
 FPC As-Is Process Narrative Overview (Time
Entry)

 FPC currently utilizes SAP Time Maintenance

transaction (PA61)
– SAP HR transaction for maintaining time data
– Time keeper oriented tool for entering time data

 FPC receives an administrative percentage for each State

project and an administrative charge for each non-State
project
– FPC does not require time to be tracked at a project or activity
level

50
 CPRA As-Is Process Narrative Overview (Time
Entry)

 CPRA (as part of DNR) utilizes SAP Time

Maintenance transaction (PA61)
– SAP HR transaction for maintaining time data
– Time keeper oriented tool for entering time data

51
Current Systems Alignment

52
 Integration with Human Resources

Time Evaluations
External
Data Manual HR
Pay checks
Collection Entry Database
Payroll
Device
B
Real-time Time data FI/CO Salary
A
CATS/PA61 Postings
T
Time Entry Internal orders
C
Screen
H CO Cost Objects Cost centers
Hrs. per WBS elements
T activity (PS)
Database R
A PS WBS Element
N
S Hrs. per Offset Home/Sender
F activity Cost Center
Reports E Other objects
R

53
 Two Approaches
1. Based on Actual Salary – Used for PS and Grants
• Through HR Payroll
• Costing based on Actual Salary of Person

2. Based on Activity Rates – For PM

• Costing based on Activity Rates
• Using Activity Types and Activity Rates which are tied to Work
Centers which are tied to Work Orders
• Will use Average Rate (loaded)

54
 Cross Application Time Sheet (CATS)

 Provides a single point of time entry and cost

assignment for all supported SAP modules.
 Reduces data entry work load by providing
ability to enter absences and attendances on the
same screen.
 Time entry can be done for a single employee or
multiple employees.
 Ability to build approval layer before the entered
time is transferred to HR.

55
 Integration with Human Resources

 Three areas will potentially enter time:

– DOTD
– FPC
– CPRA
 Recommendation is to use Actual Salary Based
– Info type 1018
• Account assignment will be updated for the position
• Position can have multiple projects default
• Projects will be charged with actuals and reimbursed with actuals
– CATS
• Enter Person, WBS, Number of Hours
• Approve timesheet
• Allows for exceptions or multiple projects

 Considerations
– FHWA Billing requirements
– Current time entry process
– Consistency across module

56
 DOTD As-Is Process Overview

 Insert Visio Diagram for grant funded projects

57
 FPC As-Is Process Flow

 Insert Visio Diagram for grant funded projects

58
 FPC

 Option 1- Continue to use auto calculation of a

certain percentage of each project
 Option 2- CO Allocation
 Option 3- Enter time directly to project

59
 CPRA As-Is Process Flow

 Insert Visio Diagram for grant funded projects

60
Current Systems Alignment

61
 Integration with Grants Management
Grants Management - Grantee addresses the special needs of sponsored
program administration for Grantee organizations:

 Provides separate view of Grantee’s data from the sponsor’s perspective for
managing and reporting all awards.
 Provides grant accounting, tracking, budget control and reporting based on
External sponsors requirements / dimensions
• Grants, Sponsored Program, Sponsored Class, Fiscal Years
• Grants should not be tracked using internal organization structures (cost centers)
 Pre-award and post-award administration using Lifecycle Status
Management
 Budget according to both internal and external dimensions simultaneously
• Budgeting solutions including cost sharing
• Budget integration with Funds Management
• Availability checking which can be used independently or in coordination with
Funds Management availability checking
 Simultaneous update of Sponsor’s dimensions using internal dimensions
 Automates billing process and supports multiple basis of billing (payment
basis, expenditure basis, commitment basis, combinations). Also support
multiple billing types (automatic, manual billing, milestone billing, etc)

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 GM Master Data Defined

Fund – Represents the source of funding which will manage a sponsored program
– External: Sponsor’s award amount
– Internal: Grantee’s funds and resources (i.e. cost sharing)

Sponsored Class – The sponsor’s required revenue and expense reporting or

claiming categories.
– A sponsored class is an object used to summarize Grantee’s expenses and revenues based on the Sponsor's
cost and revenue claim categories.
– Sponsored classes can be billable or non-billable

Sponsored Program – An object used as a cost collector that reflects a Grantee’s

sponsored projects. A grant may fund several different programs.
Sponsor – The agency or institution providing financial assistance in the form of a
grant. In SAP, the Sponsor master record maintains the financial and administrative
details such as Sponsor‘s name, contact information, fiscal year, billing rules, sponsored
programs, sponsored classes, cost sharing rules, indirect costs rules
Grant – An object used to maintain details which describes the terms and conditions of
the funding and administration of a Sponsor‘s award

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 Overview: Updating Grants in SAP

Internal Dimensions External Dimensions

Fund External Fund
Grant Grant
GL Account Sponsored Class
Cost Object (WBS Element) Sponsored Program

GM Derivation

Note: If cost is not grant relevant, grant field = “Not Relevant”

Both Capital Projects and Grants use WBS Elements as

cost collectors…
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 Grants Management Integration

 Option 1
– At time of posting, enter WBS Element and Grant
– Utilize table derivation in the GM module to capture
costs for billing
– Settle all costs from the WBS Element to AuC or Final
Asset
 Option 2
– Enter Project WBS Element only
– Settle expenditures to Grant WBS Element for billing
– Settle costs from Project WBS and Grant WBS to the
AuC or Final Asset

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 Grants Management Integration

 Grants Billing
– How is billing handled today? On reimbursement
basis? Milestone basis?
– Based on decision made, who will be

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 Plant Maintenance Integration

Process a Prepare an Plan Execute

request estimate resources plan

 When in the process is the decision made whether or

not to manage the project internally?
 Where is the plan prepared?
 What structures are currently defined to support the
capture of associated costs?
 Do all these projects require project systems
structures?
 Consider to-be process flow for project creation – who
will create the maintenance project master data?

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 Agile Assets Integration

 Agile Assets will capture work order data

 Agile will interface to SAP through work orders in the
Plant Maintenance module
 If work order is relevant to a projects, the associated
costs from the work order will be settled to a WBS
 This allows costs to be billed to FHWA (if applicable)
 Costs can also be capitalized with other costs in the
WBS element

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 Status Management

 System Status
– Created (CRTD)
– Released (REL)
– On Hold (HOLD)
– Technically Completed (TECO)
– Closed (CLSD)

 User Status

What statuses related to project accounting are required?

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 Leading Practices

 If possible, post expenses directly to the project. Where this is not

possible, post costs to cost center and use CO allocations to drive
costs each month based on some defined criteria to other projects.
 Projects must have budget in order for postings to occur.
 Use FM funds and funded programs to meet project budgetary
control requirements
 Use FM Availability Control for project budgetary control in SAP
Public Sector
 Implement budgetary control at a level that requires considered
decision before proceeding
 Early warning of possible overruns using tolerances
 Hard stops will prevent overspending– require budget transfer to
continue
 FRICEW Objects

 Interface from Trns.port / BidExpress

 Interface from Trns.port to trigger invoices?

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 Enterprise Readiness Challenges

 Project naming convention

– Training for users to post budget to varying projects
levels
 Tolerances
– Hard stops to prevent overspending on project
budgets.
– In the future, budget transfers will take place after
additional funding has been approved.

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 Next Steps

 Prepare and send out meeting minutes to invitees.

 Draft Design Document is prepared.
 Follow up on action items identified during the workshop.
 Schedule off-line meeting (s) to discuss areas of special
concern
 Plan follow on workshops, as required.
 Plan validation workshop.
 Ensure all to-do’s are appropriately documented

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 Project Contacts

 Larry Hofstad
– Phone Number
– Larry.Hofstad@la.gov
 John Hodnett
– Phone Number
– John.Hodnett@la.gov
 Charlie Davis
– Phone Number
– Charles.Davis@la.gov

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