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Validation Session

Finance Team

Project Systems December 10 & 11, 2008

Validation Session Validation Session

Finance Team Finance Team

Project Systems Project Systems December 10 & 11, 2008 December 10 & 11, 2008

LaGov LaGov

12/23/2008 Project Systems Validation Session Slide Deck - FINAL

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Validation Session Agenda Validation Session Agenda

• Purpose
• Work Session Recap
• Supporting Master Data Design
• Key Design Elements and Decisions
• Changes and Challenges
• Open Issues
• Benefits/Improvements
• FRICE-W objects
• To-Be Processes by Topic
• Key Design Elements and Decisions
• Changes and Challenges
• Open Issues
• Benefits/Improvements
• FRICE-W objects
• Organizational Impacts
• Next Steps
• Questions

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Purpose of Validation Sessions Purpose of Validation Sessions

• Validation Sessions are intended to provide feedback to the workshop

participants regarding the TO-BE process design:

• Review and discuss Master Data design
• Address key integration points
• Support organizational requirements
• Consistent and appropriate use of data fields
• Review and discuss TO-BE business process design
• Confirm adherence to Leading Practices inherent in SAP or reasons for

differing

• Ensure the State’s business requirements have been addressed
• Highlight decisions that define the process, approval steps, and integration

points

• Identify areas of changing process, roles, and responsibilities
• Resolve open issues or identify strategy for resolution
• Analyze and document the benefits, improvements, and challenges inherent in

the TO-BE process design Note: Validation sessions are an affirmation of work session decisions, and assume the SAP functionality knowledge covered in TO-BE session. Note: Validation sessions are an affirmation of work session decisions, and assume the SAP functionality knowledge covered in TO-BE session.

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Purpose of Today Purpose of Today’ ’s Validation Session s Validation Session

• Review the preliminary design of project structures and

project creation.

• Review the process surrounding the budgeting and

control of projects.

• Provide a high level overview of how various postings
• ccur in the Project Systems module
• Review of FHWA authorizations and accounting of

FHWA projects

• Determine the need for Project Systems Planning
• Review reporting requirements and the need for network

and activities for Project Management

• Determine how costs are settled from projects to assets

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Workshop Session Recap Workshop Session Recap

Business Process Workshop Codes Goals Work Session Date AM/P M

Project Structures-DOTD FI-PS-001

• Determine project definitions and levels of WBS elements
• Identify process for maintenance of master data
• Determination of naming conventions
• Data cleansing and conversion strategy for existing, active projects
• Aug. 6 & 7,

2008 AM/ PM Project Structures- FPC FI-PS-002

• Determine project definitions and levels of WBS elements
• Identify process for maintenance of master data
• Determination of naming conventions
• Data cleansing and conversion strategy for existing, active projects
• Aug. 12 &

13, 2008 AM/ PM Project Structures- Others FI-PS-003

• Determine project definitions and levels of WBS elements
• Identify process for maintenance of master data
• Determination of naming conventions
• Data cleansing and conversion strategy for existing, active projects
• Aug. 26,

2008 AM/ PM Project Budgeting and Control FI-PS-004

• Integration with Funds Management for budgetary requirements
• Determine at what level to control expenditures
• Discuss Availability Control requirements
• Identify the process for budget transfers
• Sept. 24,

2008 AM/ PM Project Planning FI-PS-005

• Discuss the process for capital project planning
• Identify level of planning (Annual, Overall, Cost Element, etc)
• Identify plan versions required to track history of original and revised
• Oct. 29,

2008 AM/ PM

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Session Recap Continued Session Recap Continued… …

Business Process Workshop Codes Goals Work Session Date AM/P M

Project Accounting FI-PS-006

• Process for posting costs from Purchase Requisition, Purchase Order, Goods

Receipt, to Invoice

• Integration with Human Resources for time entry
• Integration with Plant Maintenance for project related work orders
• Oct. 7 & 8,

2008 AM/ PM FHWA Billing FI-PS-007

• Discuss process for Federal Highway projects
• Define FHWA requirements
• Options for Federal Aid Billing in SAP
• Oct. 14 &

15, 2008 AM/ PM Project Management FI-PS-008

• Reporting requirements to effectively manage projects
• Standard reports versus BI reports
• Detail the use of Networks and Activities for scheduling
• Nov. 19,

2008 AM/ PM Capital Projects Periodic Processing FI-PS-009

• Automated settlements to Assets under Construction and final assets
• Process for project closeout
• Define roles and processes for defining settlement rules and executing

periodic processing

• Nov. 12,

2008 AM/ PM

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Topic Topic

Project Structures

DOTD, FPC and OCPR FI-PS-001, 2, & 3

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Project Structures Project Structures – – Design Considerations Design Considerations

• Naming Conventions

– Smart Numbering for Reporting?

• WBS Elements (Phases and Sub-Phases)

– To what level of detail should we drive down postings and budget?

• Timing of the Creation of Projects in PS

– When to create Projects and the Master Data without cluttering the database

• Roles and responsibilities for Project Creation

– Who will create the Project in SAP? – Who will populate the Master Data?

• Milestones

– What important dates need to be Captured?

• Networks and Activities

– Do Project Managers require CPM functionality?

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Project Structures Project Structures – – Key Decisions Key Decisions

Naming Convention for DOTD Projects

• Department of Transportation and Development

– T.000001.01.1

• Six Phases: Feasibility, Environmental, Right of Way, Utilities, Design,

Construction phase by Control Section

• Sub-phase: Posting of Participating & Non-participating costs
• Additional phases will be created to capture costs for each control
• section. Note that this requires that postings for budget and

expenditures are identified by control section.

• The Phase indicator of .1 needs to expand to .01 for multiple Control

Sections.

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Project Structures Project Structures – – Key Decisions Key Decisions Naming Convention for FPC State Projects

• Facility Planning & Control (Initial Design)

– FS.000001.01 for State Projects (Project.Phase)

• Five Phases: Land, Planning, Construction, Miscellaneous,

Equipment

FS.000001.01 Land FS.000001 LSU New Box Stadium FS.000001.02 Planning FS.000001.03 Construction FS.000001.04 Misc FS.000001.05 Equipment

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Project Structures Project Structures – – Key Decisions Key Decisions

Naming Convention for FPC State Projects

• Facility Planning & Control (Revised Design)

– FS.000001.001.01 for State Projects (Project.Sub-project.Phase)

• Projects could have multiple sub-projects. These will not be created

using the SAP template.

• Five Phases: Land, Planning, Construction, Miscellaneous,

Equipment

• Addition of Sub-project for State Projects. Insert .001 as Level 2

between Project Number and Phase.

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Project Structures Project Structures – – Key Decisions Key Decisions

Naming Convention for FPC Non-State Projects

• Facility Planning & Control

– FN.000001.01 for Non-State Projects (Project.Phase)

• Five Phases: Land, Planning, Construction, Miscellaneous,

Equipment

• Third level WBS elements will represent contracts between entity

and vendor

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Project Structures Project Structures – – Key Decisions Key Decisions

Naming Convention for Projects

• Office of Coastal Protection and Restoration (Initial Design)

– CP.000001.1 for Coastal Protection Projects – CR.000001.1 for Coastal Restoration Projects – CC.000001.1 for Combined Projects

• Five Phases: Planning/Feasibility, Design, Right of Way,

Construction, Monitoring

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Project Structures Project Structures – – Key Decisions Key Decisions

Naming Convention for Projects

• Office of Coastal Protection and Restoration (Revised Design)

– CP.000001.1 for Coastal Protection Projects – CR.000001.1 for Coastal Restoration Projects – CC.000001.1 for Combined Projects

• Seven Phases: Planning/Feasibility, Design, Land Rights,

Construction, Monitoring, Operations/Maintenance, CRMS

CP.000001.1 Planning/ Feasibility CP.000001.2 Design CP.000001 Coastal Protection Project CP.000001.3 Land Rights CP.000001.4 Construction CP.000001.5 Monitoring CP.000001.6 Operations / Maintenance CP.000001.7 CRMS

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Project Structures Project Structures – – Key Decisions Key Decisions

Status Management

• SAP System Statuses

– Created – Released – Technically Closed – Closed

• User Defined Statuses

STATUSES

DOTD FPC OCPR Created Created Created Released Released Released Hold Hold FHWA Statuses De-Authorized Technically Complete Technically Complete Technically Complete Closed Closed Closed FHWA Status: Add, Change, Close, Re-Open

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Project Structures Project Structures – – Key Decisions Key Decisions

Milestones DOTD

• TOPS

– Bid Date – Contract Date – Work Order Date – Final Inspection – Final Acceptance Date (Chief Engineer’s Approval) – Final Estimate

• LETS

– Project Delivery Date (PDD) – Environmental Clearance Date – Final ROW Maps – Construction Completion Date (Target date required by FHWA)

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Project Structures Project Structures – – Key Decisions Key Decisions Milestones FPC

• State Projects

– Acceptance Date – Consent Surety Date – Clear Lien Date – As-Built Date – Phases of Design (PC, SD, DD, CD, BD…) – Liens (See STARS dates)

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Project Structures Project Structures – – Key Decisions Key Decisions

Milestones FPC

• Non-State Projects - Cooperative Endeavour Creation,

Execution and Revision

– Data Form Received from Non-State Entity Date – Draft Co-op to Entity Date – Draft Co-op received from Entity Date – Draft Co-op to FPC Project Manager Date – Draft Co-op Approved by FPC Date – Final Co-op to Entity Date – Final Co-op Received by FPC Date – Final Co-op Signed by FPC Date – Executed Co-op to Entity Date – Executed Co-op Processed in ISIS Date

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Project Structures Project Structures – – Key Decisions Key Decisions Milestones OCPR will not utilize Milestones (Key dates will be tracked in the Networks and Activities)

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Project Structures Project Structures – – Key Decisions Key Decisions

• User Defined Fields

– DOTD

• Control Section
• Length
• Bridge (up to three fields)
• Goals/Setaside

– FPC

• Schedule Number
• PM Contact Info
• Project Category / Sub-category

– OCPR

• Acreage Benefit
• Basin
• Restoration Technique
• Planning Unit

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Project Structures Project Structures – – Key Decisions Key Decisions Networks and Activities

• DOTD:

– Overall, the Option is open, the need is not defined – Decision was made to keep Primavera scheduling engine and interface to SAP PS – SAP Resource / Material Management are not a requirement for Project Management

• FPC: Not needed for tracking State projects
• OCPR: Full use of Networks and Activities for Project

Management

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Project Structures Project Structures – – Key Decisions Key Decisions

Timing of Project Creation

• DOTD: Decision was made in Project Systems and Budget Preparation

Blueprint session to create at Stage 2. Budget Preparation Validation session recommended creating at Stage 1.

• FPC: Project structure will be created when funding is approved.

Timing depends on Means of Finance, State General Fund projects can be set-up as soon as the Appropriation Bill is signed by the Governor, Bond projects are based on Bond Commission approval of funding.

• OCPR: Project Management selects projects from list provided,

selected projects advance and need to be created in PS.

All project definitions will be created in SAP, TOPS to be retired (DOTD) Office of Information Technology (OIT) decided to defer use of SAP to track IT-10 projects until after initial implementation.

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Project Structures DOTD Project Structures DOTD – – Flow Chart Flow Chart

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Project Structures FPC Project Structures FPC – – Flow Chart Flow Chart

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Project Structures OCPR Project Structures OCPR – – Flow Chart Flow Chart

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Project Structures Project Structures – – Changes & Challenges Changes & Challenges

• 1. Single source of information, data entered once

and shared in common data cubes

• 2. New process for Project creation and Master

data entry will require a re-alignment of roles and responsibilities according to functionality

• 3. DOTD Project Numbering convention will no

longer include the Control Section embedded in the project number

• 4. Training users on Project related transactions

and terminology

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Project Structures Project Structures – – Open Issues Open Issues Action Items

• All

– Identify User Fields that need to be tracked in the system

• During Realization, the PS team will meet with each area to identify user

fields required in order to write the Functional Specification

• DOTD

– Explore options for projects not tied to Control Sections

• PS Team will meet with DOTD to define requirements for projects not tied to

Control Sections – TOPS impact on other systems

• DOTD to investigate systems that receive data and/or send data to TOPS

– FHWA and State requirements for minority business set asides

• Goal/Setasides field will be captured on PS master data

– Data cleansing

• This will be an ongoing activity throughout Realization

– Roles and responsibilities for project creation

• Roles and responsibilities will be revisited during the validation session

– TOPS Project Data conversion / archive to BI or Business Objects

• Elevated to the PMO level for an overall, statewide decision

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Project Structures Project Structures – – Open Issues Open Issues Action Items

• FPC

– Activities currently being tracked for Non-State projects

• Need to review with John Davis

– Check with Budget Prep module to see if user fields can be brought into PS automatically

• In the public sector solution, the data retraction is limited to the FM module.

IBM team will investigate/explore options for PS master data retraction during Realization – Get list of Milestones to include in project structure

• Received list from FPC. This list will be revisited during Realization
• OCPR

– Future consolidation of Coastal Restoration and Coastal Protection into single entity

• Waiting decision from the State. This may have an impact on PS processes

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Project Structures Project Structures – – Open Issues Open Issues Parking Lot

• DOTD

– Assignment of Project Engineer

• Is this a required field in SAP, Trns.port or both?

– “SUBS” Vendor List- Can outside vendors be set up in SAP according to business origin? – “Phases” for non-road and bridge projects. Applies to Public Works projects versus Highway projects

• FPC

– How to handle merged projects?

• During Realization, a process will be identified to handle this scenario

– Review roof system to ensure data resides in SAP

• During Realization, the PS team will investigate detailed requirements

– Review Bond process/system

• During Realization, the PS team will investigate detailed requirements

– How to handle payables vs. non-payables?

• Coordinate with SRM, PS, and AP team to discuss potential options
• OCPR

– Ability to retrieve project data on “closed” and/or “complete” projects not converted into SAP?

• Elevated to PMO for overall statewide solution

– Flood Protection components (sub-projects done by Corp of Engineers need to be tracked for project timeliness).

• During Realization, meet with OCPR to investigate more details

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Project Structures Project Structures – – Benefits & Improvements Benefits & Improvements

• 1. A project accounting sub-ledger and master data to

properly account for project expenditures at an overall project level and broken down into sub-levels as required

• 2. Eliminate redundant manual entry of data
• 3. Central data storage
• 4. Tracking State and Non-state projects on the same basis
• 5. Integration of maintenance, purchasing and project

accounting in one system

• 6. Ability to capture key dates on project master
• 7. Automated AuC and final fixed asset settlement
• 8. Unique fund accounting control for projects

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Project Structures Project Structures – – FRICE FRICE-

• W

W

• Conversion of active projects, where any phase

is active

– Conversion of project master data, budget, expenditures, encumbrances, etc.

• Bond Sale program

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Topic Topic

Project Budgeting and Control FI-PS-004

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Project Budgeting and Control Project Budgeting and Control

Design Considerations Design Considerations

• At what level should budget be posted?
• At what level should budget be controlled?

– Points to keep in mind:

• Post budget at the most detailed level to facilitate more accurate

budget vs. actual reporting

• Roll up budget at a higher level if required for reporting purposes
• Control budget at a level that gives enough flexibility to reduce

budget transfer, but still gives controls required for effectively managing the project

• Think in terms of “To-Be” design and break “As-Is” traditions

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Project Project Budgeting and Budgeting and Control Control –

– Key Decisions Key Decisions

• There is a need to tie operating costs back to Project costs. (DOTD)
• DOTD and FPC- Post Budget at the Phase level, control the budget at the phase level. Hard

stop if budgeted funds are depleted.

– DOTD projects that cross multiple control sections (multiple construction phases for each control section) will be controlled together using FM Availability Control

• OCPR - Post budget at the phase level, control at the higher level (project). Hard stop if

budgeted funds are depleted. This item was revisited during FI-PS-008 resulting in a decision to control at the phase level.

• Warning at 90% has been eliminated by the Funds Management team to be consistent with

the rest of the State

• Control at the high level commitment item equivalent to 2 digit AFS object category or DOTD

ISIS Group, with the exception of Salary and Benefits. Art GL expense will be budget controlled separately for Facilities projects

• Budget will be retracted as lump-sum, non-consumable budget type. Conversion to

consumable budget to take place on a project-by-project basis as funding is approved.

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Decision: Retraction into which FM objects? Decision: Retraction into which FM objects?

Plan in BI-IP ECC FM

• Retraction into a “bucket” with non-consumable budget
• type. Budget moved into funded programs as projects

are ready to begin.

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Project Budgeting and Control Project Budgeting and Control

Changes & Challenges Changes & Challenges

• 1. Project naming convention

– Training will be necessary in order for users to be able to post budget to varying projects levels

• 2. Tolerances

– Hard stops to prevent overspending on project budgets. – In the future, budget transfers will take place after additional funding has been approved.

• 3. Proactive reporting

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Project Budgeting and Control Project Budgeting and Control

Open Issues Open Issues

• Action Items

– Track budget partitions to STIP

• During Realization, meet with BI and BI-IP to determine reporting
• f budget partitions against STIP

– STIP (Planning) versus Financials reporting capability (PS-IP)

• During Realization, meet with BI to determine reporting of

Projects against STIP – Meet with G/L team about object codes

• Coordinate with G/L to ensure that object codes are driven down

to the level required

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Project Budgeting and Control Project Budgeting and Control

Open Issues Open Issues (cont

(cont’ ’d) d)

• Parking Lot

– Will SAP replace/interface SONRIS for OCPR coastal projects?

• Need to identify what data is currently captured in

SONRIS. – Capture contracts between local entity, track at task level and vendor for Coastal Protection projects

• Revisit during realization with requirements and a

clear understanding of the work effort required if captured in SAP

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Project Budgeting and Control Project Budgeting and Control

Open Issues Open Issues (cont

(cont’ ’d) d)

• Parking Lot

– Research order/preference of means of finance

• bligation/expenditure to facilitate use of oldest funds first
• Needs to be revisited with the FM team during

Realization. – Determine appropriate budgeting controls for revenue bond projects

• PS team to investigate further during Realization

– Cash versus budget: existing requirement to collect cash

• n the revenue budget side to allow expenditures
• Coordinate with FM team

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Project Budgeting and Control Project Budgeting and Control

Benefits & Improvements Benefits & Improvements

1. Creation of a project accounting sub-ledger and master data to properly account for project budgets and expenditures at an overall project level and broken down into sub-levels as required 2. Ability for Project Managers to review budget information real time (or close to real time in BI) 3. Availability of plan-to-budget-to-actual reporting for the overall project 4. Creation of discrete project budgetary control objects 5. Use of soft stops as an early warning of possible overruns using tolerances 6. Use of hard stops to prevent overspending. A budget transfer will be required to continue. 7. Elimination of offline spreadsheets and tracking of all projects in one integrated system 8. Ability to view all fund sources so that the oldest fund may be chosen first when appropriate

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Project Budgeting and Control Project Budgeting and Control – – FRICE FRICE-

• W

W

• No FRICE-W Items were identified during this

session

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Topic Topic

Project Accounting

Blueprint Session FI-PS-006

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Project Accounting Project Accounting – – Design Considerations Design Considerations

• Use of SRM functionality for purchasing activities

– RFQ, Contracts, PR and PO

• Use of 2-way or 3-way match for Purchase Orders

– Is Goods Receipt required?

• Invoicing

– Approval levels

• Time Entry

– Use of Payroll postings Actual values for Project Billing

• Overhead

– CO Cost Allocations

• Grant Funded Projects

– Federal Funds other than FHWA will be tracked in Grants

• Work Orders

– Will maintenance resources be used on Projects?

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Project Accounting Project Accounting – – Key Decisions Key Decisions

• Postings for preconstruction activities will be

entered into SAP. Postings for construction activities will be interfaced from Trns.port

• All postings will require the following

Account Assignment:

– WBS Element for the State Project – Fund – Functional Area (if applicable) – GL Account

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Project Accounting Project Accounting – – Key Decisions Key Decisions

• Trns.port Integration

– Outbound to give Trns.port the Project Number – At the Preconstruction stage, Advertising and receiving bids will be captured in Trns.port via Bid Express / Expedite. Any bid awards processed through Bid Express will be interfaced from Trns.port to SAP (Inbound) to create the Contract / Purchase Order. (This is assuming that the SAP accounting codes can be captured in Trns.port.) – Contract/Purchase Orders, Invoices, Change Orders, Contract Closeout data will originate from Trns.port and feed into SAP (Inbound) via interface. At the construction stage, Projects will be monitored and tracked in Trns.port and feed via interface with SAP. – Invoices for payment will be initiated in Trns.port. Approval process for the invoice occurs in Trns.port, the Project Engineer, District Administrator and/or Construction Audit provide the approvals needed for final signoff of an invoice in Trns.port.

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Trns.port Trns.port Integration Integration

SAP

Initial Set-up

• f Project in

Trns.port

Trns.port

Preconstruction

Advertise and Receive Bids BidExpress Expedite Prepare Estimate

SAP

Monitor/Track Project Prepare Progress Estimates

SAP

Trns.port

SiteManager and SiteManager Materials Manage Change Orders Close Out Contract

SAP SAP

Project Master Data Contract / PO Invoice Change Orders Contract Closeout

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Project Accounting Project Accounting – – Key Decisions Key Decisions

• Invoicing

– All three agencies agreed that Individual Agency Accounts Payable sections will enter invoices into SAP, rather than Centralized Accounts Payable Agency

• GM integration

– Both (PS) Project System and (GM) Grants use WBS elements as cost collectors. At time of posting, user will enter WBS Element and Grant. A derivation rule in the GM module will capture costs for billing purposes. All costs against the project WBS will settle from the WBS Element to AuC or Final Asset.

• Time entry in SAP/HR to project WBS elements

– DOTD:

• Right of Way Phase: Real Estate section codes time to project
• Utility Phase: Utility Relocation section codes time to projects
• Design Phase: Design sections and Project Managers code time to projects
• Construction Phase: Project Engineers code time to projects

– FPC:

• No coding of payroll to projects

– OCPR:

• Project Managers code time to projects

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Project Accounting DOTD Project Accounting DOTD – – Flow Chart Flow Chart

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Project Accounting FPC Project Accounting FPC – – Flow Chart Flow Chart

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Project Accounting OCPR Project Accounting OCPR – – Flow Chart Flow Chart

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Project Accounting Project Accounting – – Changes & Challenges Changes & Challenges

• 1. Project master data and project financials will be

integrated in one system.

• 2. Budgeting, purchasing and finance will need to

work together.

• 3. DOTD Project Managers will be held

accountable for review of invoices.

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Project Accounting Project Accounting – – Open Issues Open Issues Action Items

• Follow up with Cash Management / Treasury Team on

Advance Construction of Federal Aid Projects

– PS team and CM team will need to discuss further during Realization

Parking Lot

• Follow up with Trns.port functionality

– Assumption is that the SAP accounting codes can be captured in Trns.port. Need to follow up with DOTD.

• Metropolitan Planning Organizations (MPO)

reimbursable contracts

– Will be discussed further during Realization.

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Project Accounting Project Accounting – – Benefits & Improvements Benefits & Improvements

• 1. One integrated system for project related purchasing and finance from

contracts to payment of the invoice

• 2. Validation of accounting string against the project at time of posting
• 3. Project budget automatically updated in real time
• 4. Integrated time capture and cost posting
• 5. Capital fully integrated with Plant Maintenance (PM)
• 6. Automatic derivation of target values from source values
• 7. Eliminate use of offline spreadsheets and track all projects in one

integrated system

• 8. 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

• 9. Purchasing personnel and Accounts Payable Departments have equal

access to the same information

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Project Accounting Project Accounting – – FRICE FRICE-

• W

W

• 1. Interface or flat file of Project Master Data from SAP to

Trns.port.

• 2. Interface of contract creation and change order process

from Trns.port to SAP

• 3. Interface of invoice/estimates from Trns.port to SAP

(Given Trns.port can house the financial details)

• 4. Report on inactive projects to match the FHWA Tier

Report

• 5. Reports on 10, 20 year rules (10-CE, 20-ROW) (FHWA

funded project phases)

• 6. List of Projects bid
• 7. List of bids that are $250K under authorized estimate
• 8. Security – FPC- Person entering invoice same person

entering contract

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Topic Topic

FHWA Billing

Blueprint Session FI-PS-007

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FHWA Billing FHWA Billing – – Design Considerations Design Considerations

• Project Creation

– Manage federal appropriations (One federal agreement might fund multiple appropriations. Prioritization of these required)

• Project Budgeting

– Interface to Federal FMIS for Authorization

• Project Accounting

– Split transactions for multi funded projects – Federal Billing interface to RASPS – Integration with Trns.port BidExpress, Preconstruction and SiteManager

• Project Management

– Manage project attributes and data elements

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FHWA Billing FHWA Billing – – Key Decisions Key Decisions

• Naming convention
• Improvement types and Program code will be captured on

SAP Federal Project

• Demo ID’s
• One Federal project in FMIS, multiple federal projects in

SAP

• Participating/Non-Participating costs will be captured in the

3rd level WBS elements H 1

Prefix Sequential No.

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FHWA Billing FHWA Billing – – Key Decisions Key Decisions

• Due to the complexities of the FHWA project requirements,

standard functionality will not be capable of capturing this data.

– State project will capture actual costs – Federal project will not collect costs; it will hold requirements such as date limits, ceiling, percentages, and final voucher date – Custom Z table in SAP will capture which State projects can be funded by which Federal projects and in what order

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FHWA Billing FHWA Billing – – Key Decisions Key Decisions

• FMIS Interface

– Triggered by status

• ADD
• CHANGE
• CLOSE
• RE-OPEN

– Frequency: Daily – Outbound interface for authorization of FHWA Program Codes (Funding Types) – Inbound interface for Approval Date and Transaction Number – Custom Tables

• RASPS Interface

– Triggered by costs sitting in the Participating WBS – Frequency: Weekly – Outbound interface of billings will create AR document – Inbound interface of payment confirmations – Once payment is received, AR document is cleared – Custom tables will be required to capture amount billed to date by project

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Example Example

• State Project T.000001 is funded by two Federal Projects H080001

(80/10) and H080002 (90/10)

• FMIS outbound interface will request authorization, FMIS inbound

interface will send transaction number and authorization date

• Custom Z table captures project funding sources and priority
• Costs hit state project (3rd level WBS elements for non-

participating/participating)

• Billing program runs and looks for costs in the Participating WBS
• element. The costs in the State project and the rules specified in the

SAP Federal project will calculate how much to bill FHWA (80/20 rules) Validation is required against custom Billed to Date table.

• RASP outbound interface creates AR document

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FHWA Billing FHWA Billing – – Changes & Challenges Changes & Challenges

• 1. Integration of the Project Finance and RASPS

billing information - single source of data

• 2. Eliminate manual, repetitive reconciliation of

project data

• 3. Increased accuracy and frequency of billings
• 4. The ability to combine Progress, Direct Charge

and Indirect Cost billings

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FHWA Billing FHWA Billing – – Open Issues Open Issues

Action Items

• Research approvals/electronic signature of FHWA project

in interface vs. going into FMIS to approve

– Need decision from DOTD on which option to go forward with

• Follow up with AP/AR – cannot bill FHWA until vendor /

contractor receives payment. RASPS billing may have to have to look at AP/AR.

– Look at PAYR Table in SAP to look up invoice payments (Closed)

• Security of transaction code CJ20N, updating of status.

Who has access?

– PS Team to revisit security during Realization

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FHWA Billing FHWA Billing – – Open Issues Open Issues

Parking Lot

• In-house direct charges- Options for alerts or warnings

for percentages allocated for indirect costs.

– Currently charged from same source. Can indirect and direct charges be tracked/controlled separately?

• Look at reconciliation effort to see if we can control

budget at a higher level.

– Controlling budget at a higher level would lose tracking by improvement type. Decision was made to control budget at phase level.

• What is the definition of a “fund”?

– Refer to FM team. Validation session 12/15, 12/16

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FHWA Billing FHWA Billing – – Benefits & Improvements Benefits & Improvements

• 1. Master data for federally funded projects will be managed

in one central location (PS)

• 2. Current manual entry of multi funded projects in FMIS will

be automated through the use of interfaces in SAP, eliminating redundant processing

• 3. Streamline the process for requesting authorization
• 4. Accounting system of record is updated in real-time during

the invoicing and payment processing

• 5. Eliminate the use of offline spreadsheets
• 6. Decrease amount of Federal Aid dollars unbilled. Also

better tracking of unbilled costs.

• 7. Electronic reporting to accurately reflect project funding

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FHWA Billing FHWA Billing – – FRICE FRICE-

• W

W

• Inbound/ Outbound interface to FMIS (Inbound should

update status to approved.

• Enhancement – User field tab for project master data.
• Outbound interface to RASPS system.
• Custom Z table for state and federal projects.
• Custom Z table to capture billed to date.
• Reporting capabilities on Z tables
• 500 series report (FASH) - required by FHWA from the

State of Louisiana (Annual report)

• Conversion of project master data (TOPS), budget

(FAST), expenditures (PMFS), encumbrances (PMFS), etc.

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Topic Topic

Project Planning FI-PS-005

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Project Planning Project Planning – – Design Considerations Design Considerations

• Would Cost Planning be useful to your area?

– If planning is not an activity currently performed in the As-Is, could this functionality be of use in the To-Be? – Does this activity bring value to the State? – Is Top-Down or Bottom-Up Planning required for each area? – Is Annual or Overall planning required for each project type?

• Which type of date planning is appropriate?

– Open planning – Top-down – Bottom-up

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Project Planning, DOTD Project Planning, DOTD – – Key Decisions Key Decisions

• Project Cost Planning useful to DOTD

– Bottom-up planning to be used to enter first “version” (data to be entered by Project Managers & Task Managers with input from Planning Section) – Overall (vs annual) Cost Planning to be used (STIP considerations)

• Date/milestone Planning useful for DOTD

– Open Planning (without hierarchical dependencies) best fit for DOTD; provides greatest flexibility

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Project Planning, FPC Project Planning, FPC – – Key Decisions Key Decisions

• Project Cost Planning useful to FPC

– Top-down planning to be used for “regular” projects – Bottom-up planning to be used for statewide projects – Overall (not annual) Cost Planning by project to be used

• Date/milestone Planning useful for FPC

– Open Planning (without hierarchical dependencies) best fit for FPC; provides greatest flexibility

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Project Planning, OCPR Project Planning, OCPR – – Key Decisions Key Decisions

• Project Cost Planning not to be used by OCPR
• Date/milestone Planning not to be used by OCPR.

Networks and activities will be used to capture dates.

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Project Planning Project Planning – – Changes & Challenges Changes & Challenges

• 1. Training

– Maintenance of cost plan and start and finish dates of WBS elements, milestones and network activities

• 2. Project Managers will be more accountable for managing

their projects

– Compare planned, budgeted, and actual expenditures – Cost planning for projects does not impact the project budget

• 3. Coordinate with Controlling team for integration points

(Planning versions and cost elements)

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Project Planning Project Planning – – Open Issues Open Issues

Action Items

• Look at existing systems at FPC

– Meeting scheduled with Bill Morrison to discuss further (This will be an ongoing effort)

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Project Planning Project Planning – – Benefits & Improvements Benefits & Improvements

• 1. Capture planning data to better estimate/plan

costs for future projects

• 2. Reporting capability of initial plan versus

actuals

• 3. Run reports to compare basic, forecast, and

actual dates of milestones and WBS element dates

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Project Planning Project Planning – – Organizational Impacts Organizational Impacts

• 1. Single entry of data in integrated system
• 2. PS Planning will replace FPC1 for FPC
• 3. Ability to monitor costs/overruns – better planning
• 4. DOTD Program Manager and Project Manager will have

reporting capabilities for projects assigned to them (through PM field & Applicant field)

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Project Planning Project Planning – – FRICE FRICE-

• W

W

• No FRICE-W Items were identified during this

session

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Topic Topic

Project Management FI-PS-008

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Project Management Project Management -

• Design Considerations

Design Considerations

• Reporting

– What are your business-critical PS reports? – What decisions do those reports support? – What are their required format/layout/filter/sort? – Does data have to be visible in a report? Or can it remain in text? – Who uses those reports? – What is the frequency that they are generated? – Custom development considerations (Custom reports)

• Interferes with future upgrades
• Scope considerations
• Networks and Activities

– Networks and activities require extensive work effort – Roles: Who will create network and activities and build the relationships between them? – Use of templates to reduce work effort

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Project Management Project Management – – Key Decisions Key Decisions

• Preliminary list of current DOTD reports

– Reporting by Program Manager by Fiscal Year – Letting – Tier Reports (Currently out of FMIS) – 10 year Engineering -> Status Update in ROW – 20 ROW -> Construction Status – 500 Series (statewide reporting requirement) – Task Manager Report (accountability)

• Lists tasks by forecasted dates
• How are reports sent out?

– Other reports outside of standard budget/actuals, etc – Key performance indicator Dashboards

• Projects Bid when scheduled
• Projects Bid within 10% of estimated cost
• Projects Completed on Time
• Projects Completed for less than 10% over bid

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Project Management Project Management – – Key Decisions Key Decisions (contd.) (contd.)

• Preliminary list of current FPC reports:

– Real Design Project List – Real Construction Project List – Graphical view of project timelines – Ad hoc reporting for FPC staff – Reports from Excel spreadsheets

• Major Action Items SS
• Active Local Projects SS
• Senior Manager Quality Control SS

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Project Management Project Management – – Key Decisions Key Decisions (contd.) (contd.)

• Preliminary list of current OCPR reports:

– Status and Schedule Report – Task Due List (sent to PM via Outlook)

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Project Management Project Management – – Key Decisions Key Decisions (contd.) (contd.)

• BI will be the primary reporting tool for the State
• OCPR Activities and Tasks aligned to phases
• FPC It was decided that Bill Morrison’s Task List will

not be captured in SAP

• FPC PPRs will not be captured in SAP-PS

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Project Management Project Management – – Changes & Challenges Changes & Challenges

• 1. Training needs:

– Maintenance of cost plan, and start and finish dates of WBS elements, milestones and network activities – Today’s Business Object reports will be replaced by standard SAP reports and BI reports. Users will need to be trained on:

• available reports and execution of the key reports.
• navigation and reporting functionality
• 2. Project Managers will be more accountable for managing

their projects

– Compare planned, budgeted, and actual expenditures – Cost planning for projects does not impact the project budget

• 3. Evolving roles and responsibilities for project management,

cleanup, and closeout

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Project Management Project Management – – Open Issues Open Issues

Action Items- DOTD

• Review PPMS, AARS, URTS, ETS reports

– Meet with each area to define reporting requirements

• Need to create security role(s) for FHWA to display data in SAP.

– Obtained list of systems FHWA currently has display access to.

• Need to determine appropriate security roles for DOTD access to BI.

– DOTD will have access to BI. May need to discuss a role to create new BI cubes or relationships between existing BI cubes.

• Obtain list of DOTD Reports

– Sarah Collins to provide reports from LETS

• Gather reporting requirements and communicate to BI team

– Ongoing activity throughout realization

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Project Management Project Management – – Open Issues Open Issues

• Action Items- FPC
• “Senior Manager Quality Control Spreadsheet”

– Follow-up with John Davis

• Budget levels revisited with revised project structure

– Will be reviewed during the Validation Session

• Gather reporting requirements and communicate to BI team
• Parking Lot- FPC
• How to handle “Active Local Project Spreadsheet” that

captures co-op status in SAP

– Requirement to capture specific dates can be met through the use of milestones, but custom user fields preferred.

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Project Management Project Management – – Open Issues, OCPR Open Issues, OCPR

• Action Items- OCPR

1. Check on ability to send reports through MS Outlook 2. DNR Report Status - hot linked from web 3. Email capability from BI to Outlook email 4. OCPR uses templates for network and activities (approx 10). These templates will be re-aligned for new phases. Gather templates for networks and activities. 5. Budget levels need to be reviewed @ Validation Session 6. Gather PTS report samples from OCPR 7. Gather reporting requirements and communicate to BI team

• Parking Lot- OCPR

1. “Parent/Children” Projects tracked as individual projects, budgeted at the Parent level 2. Assign Manager @ Overall Project and individual phases. Exception: Design phase has up to 3 Managers.

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Project Management Project Management – – Benefits & Improvements Benefits & Improvements

• 1. Ability to report on budget vs. actuals for each phase of

the project and view a roll up at the overall project level

• 2. Completely and accurately record all change orders

against projects and ensure that expenditures have been accounted for and approved

• 3. On demand, self-service reporting
• 4. Multi-dimensional, real-time (ECC) or near real time (BI)

budget reporting, with drill down capability

• 5. One report design can be used and sorted in multiple

ways, instead of creating several different reports (e.g. project master)

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Project Management Project Management – – FRICE FRICE-

• W

W

• OCPR : Requirement to capture comments,

including comment type, dates, comment so that they can be reported on. (May need to be captured in Z fields)

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Topic Topic

Capital Projects Periodic Processing

Blueprint Session FI-PS-009

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Capital Projects Periodic Processing Capital Projects Periodic Processing – – Design Considerations Design Considerations

• For each settlement profile, what are the valid

receivers?

• How will costs be allocated to WBS for

settlement to AuC(s)?

• Are labor costs captured along with the asset?
• How will settlement of AuC to final AMR be

determined?

• What happens if, during construction, it is

determined that item does not meet asset criteria?

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Capital Projects Periodic Processing Capital Projects Periodic Processing – – Key Decisions Key Decisions

Update to the Settlement Profiles for DOTD and FPC

• DOTD

– Settle 3rd level WBS elements to 2nd level – Settle 2nd level WBS elements to the appropriate Cost Object

• FPC

– State project: settle 3rd level WBS elements to the appropriate Cost Object – Non-State project: expensed to Cost Center. Do not settle to assets of the State.

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Capital Projects Periodic Processing Capital Projects Periodic Processing – – Flow Chart Flow Chart

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Capital Projects Periodic Processing Capital Projects Periodic Processing– – Changes & Challenges Changes & Challenges 1. Training – extensive training will be required on project settlement and the project close-out procedure, triggers for providing documentation to related parties for creation/update of master records and settlement rules/processing. 2. Extensive training will be required for asset creation and update (sub- numbering by funding source and at AuC & final AMR stages) 3. Project managers (or equivalent) will be responsible for updating project statuses, managing which actions can be performed against the project at any given time 4. Evolving roles and responsibilities for project management, cleanup and closeout 5. Significant organizational impact since agency finance staff needs to be routinely reviewing financial documentation (e.g. settlement rules, AuC and Asset master records). 6. New tasks for management of the integrated settlement process

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Capital Projects Periodic Processing Capital Projects Periodic Processing – – Open Issues Open Issues

Action Items

• After project close out and Asset under Construction has been settled, how will

posting of project costs paid in a subsequent year be handled?

– OSRAP guidance needed

• Added after blueprint session-Confirm policy regarding donations of Assets: Road

segments that are transferred to DOTD from a local entity, DOTD is responsible for repair and maintenance. How is the asset recorded? Are any costs capitalized?

– OSRAP guidance needed

• Meet with FPC on Land project structures to ensure it works

– PS Team to meet with Denise to design project structure during Realization

• GASB 51 implementation guidelines for intangible assets including surface rights and

software projects that may impact PS

– Follow up with OSRAP

• When the state is handed responsibility for maintenance on a project is over $100,000

for the life of the asset, does state have ownership? What document denotes

• wnership?

– CWPPRA to follow up

• List of which items are capitalized and which aren’t. Looking for standards from

OSRAP by asset category to help define costs to be included in items that will be capitalized (either during purchase or construction). This will assist in coding of costs and developing settlement rules.

– OSRAP guidance needed

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Capital Projects Periodic Processing Capital Projects Periodic Processing – – Open Issues Open Issues

Parking Lot

• Look into option to use templates for additional WBS levels rather

than creating manually. Potentially a significant workload driver for FPC & DOTD, so may require an enhancement if can’t be accommodated through configuration. (TBD if this is FRICE-W)

– PS Team to investigate further during Realization

• Where is the program code captured for FHWA?

– Program code will be captured on the SAP federal project (Closed)

• Salary costs for projects are appropriated in HB1 and not HB2.

Needs to be in the project in order to bill FHWA.

– Salary costs will be captured against projects. Incoming revenue from FHWA will be posted against appropriate budget. (Closed)

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Capital Projects Periodic Processing Capital Projects Periodic Processing– –Benefits & Benefits & Improvements Improvements

• 1. Integration between PS capital projects and Assets

Under Construction (AuC) & the final depreciating assets in Asset Accounting

• 2. Settle project expenses monthly
• 3. Automate AuC and fixed asset settlement
• 4. Utilize status management to monitor and control project

expenses

• 5. Agencies want to capture capital expenditures and
• perating costs, both will be in PS
• 6. DOTD will be able stop using the Wooster method in

favor of true asset accounting

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Capital Projects Periodic Processing Capital Projects Periodic Processing – – FRICE FRICE-

• W

W

• No FRICE-W Items were identified during this

session

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Overall Organizational Impact Overall Organizational Impact

• PS will bring project budget, financials, and milestones into one

business system

• PS will provide budgetary control via “funded programs” to meet

the State’s needs

– Allow multiple contracts against a project

• Streamline the FHWA project authorization and project billing

processes

• Standard reporting features will provide

– Budget vs. Actual – Purchase Orders by Project – Project Master Data by WBS element

• Custom reporting features will provide special sorting/grouping

and filter capabilities for reporting on projects

• SAP will enhance the State’s tracking of assets

– PS will facilitate the settlement of the State’s assets acquired through construction projects

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Next Steps Next Steps -

• General

General

• Current Blueprinting Phase (Nov ’08 – Jan ’09):

– Validation sessions are currently being held for all modules – Process Design Documents are being developed – Other related Design Definition documents are being developed

• Realization Phase (February 2009+):

– System Configuration – Follow on meetings to gather detailed requirements (Ex. User Fields and Reports) – Unit and Confirmation Testing – Documenting of Business Process Procedures (BPP’s) – Define and Develop FRICE objects – Integration Testing – User Acceptance Testing

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Visit DOA website for Blueprint Presentations, Meeting Minutes a Visit DOA website for Blueprint Presentations, Meeting Minutes and Project News! nd Project News!

www.doa.louisiana.gov/ERP/index.htm www.doa.louisiana.gov/ERP/index.htm

DOA web DOA web-

• site for the ERP project

site for the ERP project

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Questions? Questions?