R12 Project Management

Fundamentals
Volume 3 - Student Guide

D47872GC10
Edition 1.0
May 2007
D50467

Copyright 2007, Oracle. All rights reserved.

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Author
Sarita Chebbi, Tanya Poindexter
Technical Contributors and Reviewers
Dylan Wan, Martha Mckillip, Janice Wu, Koushik Banerjee, Nagarajan Ramaswamy, Ivy
Farren, Kevin Durand, Ed Artiga, Jeff Colvard, Janet Buchbinder, Lata Sundar, Prashanti G., Juli
Anne Tolley
This book was published using:

oracletutor

Table of Contents
Overview of Oracle Project Management .....................................................................................................1-1
Overview of Oracle Project Management .....................................................................................................1-3
Objectives ......................................................................................................................................................1-4
Agenda...........................................................................................................................................................1-5
Oracle Enterprise Project Management Solution...........................................................................................1-6
Agenda...........................................................................................................................................................1-8
Oracle Project Management ..........................................................................................................................1-9
Resources in Oracle Projects .........................................................................................................................1-11
Overview of Workplans.................................................................................................................................1-13
Manage Progress ...........................................................................................................................................1-15
Integrating with Microsoft Project.................................................................................................................1-16
Budgeting and Forecasting ............................................................................................................................1-18
Manage Changes to Projects..........................................................................................................................1-19
Manage Documents .......................................................................................................................................1-20
Create and Track Deliverables.......................................................................................................................1-21
Manage Programs ..........................................................................................................................................1-22
Project Performance and Exceptions Reporting ............................................................................................1-23
Project Status Reporting ................................................................................................................................1-25
Summary........................................................................................................................................................1-26
Managing Workplans......................................................................................................................................2-1
Managing Workplans ....................................................................................................................................2-3
Objectives ......................................................................................................................................................2-4
Agenda...........................................................................................................................................................2-5
Project Structures...........................................................................................................................................2-6
Overview of Workplans.................................................................................................................................2-7
Organizing a Workplan Structure ..................................................................................................................2-9
Agenda...........................................................................................................................................................2-10
Enable the Workplan Structure for a Project .................................................................................................2-11
Creating Workplans.......................................................................................................................................2-13
Lifecycles ......................................................................................................................................................2-16
Practice - Create a Workplan .....................................................................................................................2-18
Solution - Create a Workplan ....................................................................................................................2-20
Additional Workplan Settings .......................................................................................................................2-24
Viewing Workplans.......................................................................................................................................2-27
Guided Demonstration - View a Workplan ...............................................................................................2-29
Agenda...........................................................................................................................................................2-30
Creating Tasks ...............................................................................................................................................2-31
Managing the Task Schedule.........................................................................................................................2-33
Overview of User-Defined Attributes............................................................................................................2-35
Task Dependencies ........................................................................................................................................2-37
Task-to-Project and Task-to-Task Associations ............................................................................................2-39
Copying Tasks ...............................................................................................................................................2-40
Moving and Indenting or Outdenting Tasks ..................................................................................................2-42
Updating Tasks ..............................................................................................................................................2-43
Deleting Workplan Tasks ..............................................................................................................................2-44
Practice - Add Tasks to a Workplan ..........................................................................................................2-46
Solution - Add Tasks to a Workplan .........................................................................................................2-47
Task Overview Page......................................................................................................................................2-54
Managing Task Resources.............................................................................................................................2-55
Practice - Assign Planning Resources to a Task ........................................................................................2-57
Solution Assign Planning Resources to a Task.......................................................................................2-58
Agenda...........................................................................................................................................................2-63
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Integrating Work Planning with the Project Team ........................................................................................2-64

Bottom-Up Resource Planning ......................................................................................................................2-66
Create Team Roles.........................................................................................................................................2-68
Top-Down Resource Planning.......................................................................................................................2-69
Agenda...........................................................................................................................................................2-71
Managing Workplan Effort and Cost.............................................................................................................2-72
Defining Planned Effort at the Task Level ....................................................................................................2-73
Planned Quantity and Cost for Resource Assignments .................................................................................2-74
Reviewing Workplan Cost and Effort ...........................................................................................................2-76
Adjusting Cost and Quantity for Resource Assignments...............................................................................2-78
Agenda...........................................................................................................................................................2-80
Versioning a Workplan..................................................................................................................................2-81
Workplan Statuses .........................................................................................................................................2-83
Approving Workplans ...................................................................................................................................2-84
Publishing Workplans....................................................................................................................................2-86
Practice - Publish a Workplan ...................................................................................................................2-87
Solution - Publish a Workplan...................................................................................................................2-88
Summary........................................................................................................................................................2-91
Managing Deliverables....................................................................................................................................3-1
Managing Deliverables..................................................................................................................................3-3
Objectives ......................................................................................................................................................3-4
Agenda...........................................................................................................................................................3-5
Project Deliverables.......................................................................................................................................3-6
Steps for Creating and Managing Project Deliverables .................................................................................3-8
Agenda...........................................................................................................................................................3-9
Defining Deliverables....................................................................................................................................3-10
Copying Project Deliverables ........................................................................................................................3-11
Associating Project Deliverables with Workplan Tasks................................................................................3-13
Impact of Workplans on Project Deliverables ...............................................................................................3-14
Viewing Project Deliverables ........................................................................................................................3-16
Project Deliverable Actions...........................................................................................................................3-17
Integration with Oracle Master Scheduling/MRP and Supply Chain Planning .............................................3-18
Integration with Oracle Shipping Execution..................................................................................................3-20
Integration with Oracle Project Billing..........................................................................................................3-22
Integration with Oracle Purchasing ...............................................................................................................3-24
Deleting Project Deliverables ........................................................................................................................3-26
Deliverable Progress......................................................................................................................................3-27
Practice - Define a Deliverable..................................................................................................................3-29
Solution Define a Deliverable.................................................................................................................3-30
Summary........................................................................................................................................................3-34
Managing Progress ..........................................................................................................................................4-1
Managing Progress ........................................................................................................................................4-3
Objectives ......................................................................................................................................................4-4
Agenda...........................................................................................................................................................4-5
Overview of Progress Management...............................................................................................................4-6
Key Terminology...........................................................................................................................................4-7
Understanding Earned Value Measures.........................................................................................................4-10
Agenda...........................................................................................................................................................4-12
Progress Options for Workplan Structure......................................................................................................4-13
Practice - Selecting Progress Options For a Workplan Structure ..............................................................4-15
Solution Selecting Progress Options For a Workplan Structure .............................................................4-16
Progress Options for Tasks............................................................................................................................4-18
Practice - Selecting Progress Options For a Task ......................................................................................4-20
Solution Selecting Progress Options For a Task.....................................................................................4-21
Progress Options for Financial Structures .....................................................................................................4-27
Practice - Selecting Progress Options For a Financial Structure ...............................................................4-28
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Solution Selecting Progress Options For a Financial Structure ..............................................................4-29

Agenda...........................................................................................................................................................4-31
Collecting Progress........................................................................................................................................4-32
Collecting Progress for Shared Structures .....................................................................................................4-34
Collecting Progress for Partially Shared and Non-Shared Structures............................................................4-36
Agenda...........................................................................................................................................................4-37
Collecting Progress for Deliverables .............................................................................................................4-38
Rolling Up Deliverable Progress ...................................................................................................................4-39
Practice - Collect Deliverable Progress .....................................................................................................4-40
Solution Collect Deliverable Progress ....................................................................................................4-41
Agenda...........................................................................................................................................................4-47
Collecting Progress for Tasks........................................................................................................................4-48
Collecting Progress for Resource Assignments.............................................................................................4-50
Rolling Up Progress from Resource Assignments.........................................................................................4-51
Practice - Collect and Roll Up Resource Assignment Progress.................................................................4-52
Solution Collect and Roll Up Resource Assignment Progress ...............................................................4-53
Deriving Physical Percent Complete .............................................................................................................4-58
Deriving Physical Percent Complete: Cost....................................................................................................4-59
Deriving Physical Percent Complete: Effort..................................................................................................4-60
Deriving Physical Percent Complete: Deliverable ........................................................................................4-61
Deriving Physical Percent Complete: Work Quantity ...................................................................................4-62
Agenda...........................................................................................................................................................4-63
Collecting Progress for Workplans................................................................................................................4-64
Rolling Up Progress Status and Actual Dates for Workplans .......................................................................4-65
Physical Percent Complete Rollup: Duration or Manual...............................................................................4-66
Physical Percent Complete Rollup Method: Cost or Effort...........................................................................4-68
Practice - Enter Progress at Task and Workplan Levels ............................................................................4-70
Solution - Enter Progress at Task and Workplan Levels ...........................................................................4-72
Agenda...........................................................................................................................................................4-84
Correcting Progress .......................................................................................................................................4-85
Practice - Correct Workplan Progress........................................................................................................4-86
Solution Correct Workplan Progress ......................................................................................................4-87
Backdating Progress ......................................................................................................................................4-91
Agenda...........................................................................................................................................................4-92
Replanning Workplans with Progress............................................................................................................4-93
Integration with Scheduling Tools.................................................................................................................4-95
Agenda...........................................................................................................................................................4-96
Deriving Physical Percent Complete for Financial Structures.......................................................................4-97
Updating Physical Percent Complete ............................................................................................................4-98
Rolling Up Financial Physical Percent Complete..........................................................................................4-100
Summary........................................................................................................................................................4-102
Implementing Workplan Management .........................................................................................................5-1
Implementing Workplan Management ..........................................................................................................5-3
Objectives ......................................................................................................................................................5-4
Agenda...........................................................................................................................................................5-5
Workplan Implementation Steps ...................................................................................................................5-6
Enable Workplan Structure and Workplan Versioning .................................................................................5-7
Guided Demonstration - Enable Setup Options on a Project Template .....................................................5-8
Define Workplan Change Reasons ................................................................................................................5-9
Practice - Define a Workplan Change Reason...........................................................................................5-10
Solution - Define a Workplan Change Reason ..........................................................................................5-11
Set Profile Options.........................................................................................................................................5-12
Workplan Workflow Extension.....................................................................................................................5-14
Project and Task Execution Workflows ........................................................................................................5-15
Agenda...........................................................................................................................................................5-17
Additional Workplan Setup ...........................................................................................................................5-18
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Calendars .......................................................................................................................................................5-19
Units of Measure ...........................................................................................................................................5-20
Task Statuses .................................................................................................................................................5-21
Defining Task Priorities.................................................................................................................................5-23
Defining Task Types .....................................................................................................................................5-24
Practice - Define a Task Type....................................................................................................................5-27
Solution - Define a Task Type...................................................................................................................5-28
Agenda...........................................................................................................................................................5-30
Setting Up Project Deliverables.....................................................................................................................5-31
Enabling Deliverables on Project Template ..................................................................................................5-32
Define a Deliverable Type.............................................................................................................................5-33
Guided Demonstration - Create a Deliverable Type..................................................................................5-35
Define a Deliverable Status ...........................................................................................................................5-36
Guided Demonstration - Define a Deliverable Status................................................................................5-38
Oracle Supply Chain and Billing Integration Setup ......................................................................................5-39
Agenda...........................................................................................................................................................5-41
Implementing Progress ..................................................................................................................................5-42
Define Progress Status Values.......................................................................................................................5-43
Guided Demonstration - Define a Progress Status.....................................................................................5-44
Define Work Items ........................................................................................................................................5-45
Practice - Define a Work Item ...................................................................................................................5-47
Solution - Define a Work Item ..................................................................................................................5-48
Summary........................................................................................................................................................5-49
Earned Value Management ............................................................................................................................6-1
Earned Value Management............................................................................................................................6-3
Objectives ......................................................................................................................................................6-4
Agenda...........................................................................................................................................................6-5
Overview of Earned Value Management.......................................................................................................6-6
Earned Value and Progress Correlation.........................................................................................................6-7
Agenda...........................................................................................................................................................6-8
Using Earned Value Measures.......................................................................................................................6-9
Fundamental Measures ..................................................................................................................................6-11
Derived Measures ..........................................................................................................................................6-13
Example of Derived Measures.......................................................................................................................6-14
Guided Demonstration - View Earned Value Information For a Workplan ..............................................6-17
Summary........................................................................................................................................................6-18
Managing Programs ........................................................................................................................................7-1
Managing Programs.......................................................................................................................................7-3
Objectives ......................................................................................................................................................7-4
Agenda...........................................................................................................................................................7-5
Overview of Program Management...............................................................................................................7-6
Program Hierarchies ......................................................................................................................................7-7
Characteristics of Program Hierarchies .........................................................................................................7-8
Creating and Maintaining a Program Hierarchy............................................................................................7-10
Agenda...........................................................................................................................................................7-12
Enabling Program Management ....................................................................................................................7-13
Using Workplan Versions in a Program Hierarchy .......................................................................................7-14
Publishing Workplan Versions in a Program Hierarchy................................................................................7-15
Creating Baselines for Program Workplan Structures...................................................................................7-17
Agenda...........................................................................................................................................................7-18
Overview of Rolling Up Workplan Information ...........................................................................................7-19
Rolling Up Program Workplan Information..................................................................................................7-20
Rolling Up Program Progress Information ....................................................................................................7-22
Concurrent Programs for Progress Rollup.....................................................................................................7-24
Rolling Up Program Financial Information...................................................................................................7-25
Agenda...........................................................................................................................................................7-27
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Viewing Program Information.......................................................................................................................7-28

Practice - Designate a Project as a Program ..............................................................................................7-30
Solution Designate a Project as a Program .............................................................................................7-31
Summary........................................................................................................................................................7-37
Managing Budgets and Forecasts...................................................................................................................8-1
Managing Budgets and Forecasts ..................................................................................................................8-3
Objectives ......................................................................................................................................................8-4
Agenda...........................................................................................................................................................8-5
Budgeting and Forecasting ............................................................................................................................8-6
Plan Types and Plan Versions .......................................................................................................................8-7
Budget and Forecast Security ........................................................................................................................8-8
Budgetary Controls and Budget Integration ..................................................................................................8-10
Calculating Budget and Forecast Amounts....................................................................................................8-13
Submitting Budgets and Forecasts and Creating Baselines ...........................................................................8-14
Agenda...........................................................................................................................................................8-15
Budget Process Flow .....................................................................................................................................8-16
Forecast Process Flow ...................................................................................................................................8-18
Agenda...........................................................................................................................................................8-20
Plan Types and Plan Versions .......................................................................................................................8-21
Add Plan Types .............................................................................................................................................8-22
Planning Options: Plan Settings ....................................................................................................................8-24
Planning Options: Display and Amount Reporting Options..........................................................................8-26
Planning Options: Planning Levels for Budgets and Forecasts .....................................................................8-28
Planning Options: Plan Settings ....................................................................................................................8-30
Planning Options: Currency Settings.............................................................................................................8-33
Planning Options: Rate Schedules.................................................................................................................8-34
Planning Options: Generation Options ..........................................................................................................8-35
Planning Options: Microsoft Excel Options ..................................................................................................8-36
Creating Plan Versions ..................................................................................................................................8-38
Maintaining Plan Versions ............................................................................................................................8-40
Guided Demonstration - Create a Budget Version ....................................................................................8-42
Practice - Create a Forecast Version..........................................................................................................8-46
Solution - Create a Forecast Version .........................................................................................................8-49
Agenda...........................................................................................................................................................8-56
Generating Budgets .......................................................................................................................................8-57
Budget Sources ..............................................................................................................................................8-58
Generating Budget Costs ...............................................................................................................................8-60
Generating Budget Revenue ..........................................................................................................................8-61
Agenda...........................................................................................................................................................8-63
Generating Forecasts .....................................................................................................................................8-64
Determining Forecast and ETC Sources........................................................................................................8-65
Additional Forecast Generation Sources .......................................................................................................8-67
Generating Forecast Costs .............................................................................................................................8-69
ETC Calculation Methods for Planning Resources .......................................................................................8-71
Generating Forecast Revenue ........................................................................................................................8-73
Agenda...........................................................................................................................................................8-75
Entering Amounts and Editing Plan Versions ...............................................................................................8-76
Integration With Microsoft Excel ..................................................................................................................8-78
Entering Budgets Using Microsoft Project....................................................................................................8-80
Copying Budgets and Forecasts.....................................................................................................................8-82
Copying Budget and Forecast Amounts Within a Project .............................................................................8-84
Including and Viewing Change Documents ..................................................................................................8-86
Viewing Budgets and Forecasts.....................................................................................................................8-88
Submitting Budgets and Forecasts.................................................................................................................8-90
Creating Baseline Budgets and Approving Forecasts....................................................................................8-91
Guided Demonstration - Enter Budget Amounts.......................................................................................8-93
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Practice - Enter Forecast Amounts ............................................................................................................8-96

Solution - Enter Forecast Amounts............................................................................................................8-97
Summary........................................................................................................................................................8-105
Implementing Budgeting and Forecasting.....................................................................................................9-1
Implementing Budgeting and Forecasting.....................................................................................................9-3
Objectives ......................................................................................................................................................9-4
Agenda...........................................................................................................................................................9-5
Budgeting and Forecasting Implementation Steps.........................................................................................9-6
Implementation Steps Related to Budgeting and Forecasting .......................................................................9-8
Define Financial Plan Types..........................................................................................................................9-9
Practice - Define a Financial Plan Type ....................................................................................................9-11
Solution - Define a Financial Plan Type....................................................................................................9-13
Define Period Profiles ...................................................................................................................................9-16
Define Spread Curves....................................................................................................................................9-18
Define Budget Change Reasons ....................................................................................................................9-20
Practice - Define a Budget Change Reason ...............................................................................................9-21
Solution - Define a Budget Change Reason ..............................................................................................9-22
Implementing integration with Microsoft Excel............................................................................................9-23
Budget Types.................................................................................................................................................9-25
Upgrading Budget Types and Budget Versions.............................................................................................9-26
Budget Entry Methods...................................................................................................................................9-28
Implementing Budgetary Controls ................................................................................................................9-30
Implementing Budget Integration..................................................................................................................9-32
Agenda...........................................................................................................................................................9-34
Budget Extensions .........................................................................................................................................9-35
Budget Verification Extension ......................................................................................................................9-37
Budget Workflow and Budget Workflow Extension.....................................................................................9-38
Summary........................................................................................................................................................9-39
Managing Issues...............................................................................................................................................10-1
Managing Issues ............................................................................................................................................10-3
Objectives ......................................................................................................................................................10-4
Agenda...........................................................................................................................................................10-5
Overview of Issue Management ....................................................................................................................10-6
Issue Management .........................................................................................................................................10-7
Workflow Notifications.................................................................................................................................10-8
Issue Participation..........................................................................................................................................10-9
Issue Statuses.................................................................................................................................................10-11
Agenda...........................................................................................................................................................10-13
Creating Issues...............................................................................................................................................10-14
Copying to Create New Issues.......................................................................................................................10-15
Issue Attributes ..............................................................................................................................................10-16
System Numbers and Issue Numbers ............................................................................................................10-18
Practice - Create an Issue...........................................................................................................................10-19
Solution - Create an Issue ..........................................................................................................................10-21
Attaching Documents and Relating Other Items to Issues ............................................................................10-26
Creating and Assigning Actions to Issues .....................................................................................................10-27
Practice - Respond to an Action ................................................................................................................10-28
Solution Respond to an Action ...............................................................................................................10-29
Agenda...........................................................................................................................................................10-33
Viewing Issues and Progress .........................................................................................................................10-34
Updating Issue Progress ................................................................................................................................10-36
Practice - Update Issue Progress................................................................................................................10-37
Solution - Update Issue Progress ...............................................................................................................10-38
Changing and Viewing Issue Ownership.......................................................................................................10-40
Agenda...........................................................................................................................................................10-41
Resolving and Closing Actions .....................................................................................................................10-42
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Resolving Issues ............................................................................................................................................10-44

Closing Issues................................................................................................................................................10-45
Reworking Issues...........................................................................................................................................10-46
Canceling Issues ............................................................................................................................................10-47
Summary........................................................................................................................................................10-48
Managing Change Documents........................................................................................................................11-1
Managing Change Documents.......................................................................................................................11-3
Objectives ......................................................................................................................................................11-4
Agenda...........................................................................................................................................................11-5
Overview of Change Management ................................................................................................................11-6
Change Management .....................................................................................................................................11-7
Change Document Participation ....................................................................................................................11-9
Change Document Statuses ...........................................................................................................................11-11
Agenda...........................................................................................................................................................11-14
Creating Change Documents .........................................................................................................................11-15
Copying to Create Change Documents..........................................................................................................11-16
Change Document Attributes ........................................................................................................................11-17
System and Change Document Numbers ......................................................................................................11-19
Impacts ..........................................................................................................................................................11-20
Defining Change Document Impacts.............................................................................................................11-21
Practice - Create a Change Document .......................................................................................................11-23
Solution - Create a Change Document.......................................................................................................11-24
Defining Financial Impact .............................................................................................................................11-27
Attaching Documents and Relating Other Items to Change Documents .......................................................11-28
Creating and Assigning Actions to Change Documents................................................................................11-29
Agenda...........................................................................................................................................................11-30
Viewing Change Documents and Progress....................................................................................................11-31
Updating Change Document Progress...........................................................................................................11-33
Changing and Viewing Change Document Ownership .................................................................................11-34
Agenda...........................................................................................................................................................11-35
Resolving and Closing Actions .....................................................................................................................11-36
Including Change Requests in Change Orders ..............................................................................................11-38
Reworking Change Documents .....................................................................................................................11-40
Canceling Change Documents.......................................................................................................................11-41
Implementing and Closing Change Orders....................................................................................................11-42
Including and Viewing Change Documents ..................................................................................................11-43
Practice - Resolve a Change Document.....................................................................................................11-45
Solution - Resolve a Change Document ....................................................................................................11-46
Manually Including the Financial Impact of a Change Document ................................................................11-48
Summary........................................................................................................................................................11-49
Implementing Issue and Change Management.............................................................................................12-1
Implementing Issue and Change Management ..............................................................................................12-3
Objectives ......................................................................................................................................................12-4
Agenda...........................................................................................................................................................12-5
Issue and Change Management Implementation Steps..................................................................................12-6
Defining Control Item Classifications: Examples .........................................................................................12-7
Practice - Define a Control Item Classification .........................................................................................12-9
Solution - Define a Control Item Classification.........................................................................................12-10
Predefined Control Item Statuses ..................................................................................................................12-12
Defining Control Item Statuses .....................................................................................................................12-14
Control Item Status Lists ...............................................................................................................................12-15
Defining Control Item Lookups.....................................................................................................................12-16
Guided Demonstration - Define a Control Item Priority ...........................................................................12-18
Practice - Define a Control Item Source Type...........................................................................................12-19
Solution - Define a Control Item Source Type ..........................................................................................12-20
Defining Control Item Types.........................................................................................................................12-21
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Practice - Define a Control Item Type.......................................................................................................12-24

Solution - Define a Control Item Type ......................................................................................................12-25
Agenda...........................................................................................................................................................12-28
Control Item Document Numbering Extension .............................................................................................12-29
Issue and Change Workflow Extension.........................................................................................................12-30
Summary........................................................................................................................................................12-31
Defining Project Status Reports .....................................................................................................................13-1
Defining Project Status Reports.....................................................................................................................13-3
Objectives ......................................................................................................................................................13-4
Agenda...........................................................................................................................................................13-5
Overview of Project Status Reporting ...........................................................................................................13-6
Status Report Security ...................................................................................................................................13-8
Project Status Report Statuses .......................................................................................................................13-10
Agenda...........................................................................................................................................................13-12
Status Reporting Options...............................................................................................................................13-13
Defining Status Reporting Options................................................................................................................13-14
Practice - Define Status Reporting Options for a Report Type..................................................................13-16
Solution - Define Status Reporting Options for a Report Type .................................................................13-17
Agenda...........................................................................................................................................................13-20
Creating and Updating Status Reports...........................................................................................................13-21
Submitting and Approving Reports ...............................................................................................................13-23
Publishing Status Reports ..............................................................................................................................13-24
Making Status Reports Obsolete ...................................................................................................................13-25
Practice - Create a Status Report ...............................................................................................................13-26
Solution - Create a Status Report...............................................................................................................13-27
Summary........................................................................................................................................................13-31
Implementing Project Status Reporting ........................................................................................................14-1
Implementing Project Status Reporting.........................................................................................................14-3
Objectives ......................................................................................................................................................14-4
Agenda...........................................................................................................................................................14-5
Project Status Reporting Implementation Steps ............................................................................................14-6
Defining Project Status Report Sections........................................................................................................14-7
Defining Project Status Report Page Layouts................................................................................................14-9
Defining Report Types ..................................................................................................................................14-11
Guided Demonstration - Define a Report Type .........................................................................................14-13
Defining Additional Reported Statuses .........................................................................................................14-14
Guided Demonstration - Define a Reported Status....................................................................................14-15
Defining Reporting Cycles ............................................................................................................................14-16
Practice - Define a Reporting Cycle ..........................................................................................................14-18
Solution - Define a Reporting Cycle..........................................................................................................14-19
Defining Project Status Report Reminder Rules ...........................................................................................14-20
Practice - Define a Project Status Report Reminder Rule..........................................................................14-22
Solution - Define a Project Status Report Reminder Rule.........................................................................14-23
Agenda...........................................................................................................................................................14-27
Project Status Report Workflow Extension ...................................................................................................14-28
Summary........................................................................................................................................................14-30
Document Management ..................................................................................................................................15-1
Document Management.................................................................................................................................15-3
Objectives ......................................................................................................................................................15-4
Agenda...........................................................................................................................................................15-5
Overview of Document Management............................................................................................................15-6
Types of Documents......................................................................................................................................15-7
Attachment Categories ..................................................................................................................................15-8
Integrating with Document Repositories .......................................................................................................15-9
Guided Demonstration - Attach a Document.............................................................................................15-10
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Integrating with Oracle CADView-3D..........................................................................................................15-11

Summary........................................................................................................................................................15-12
Defining Project Performance Reporting......................................................................................................16-1
Defining Project Performance Reporting ......................................................................................................16-3
Objectives ......................................................................................................................................................16-4
Agenda...........................................................................................................................................................16-5
Overview of Project Performance Reporting.................................................................................................16-6
Project Performance Reporting Summarization ............................................................................................16-8
Reporting by Project......................................................................................................................................16-10
Reporting by Task .........................................................................................................................................16-12
Reporting by Resource ..................................................................................................................................16-13
Reporting by Time.........................................................................................................................................16-14
Periodic View ................................................................................................................................................16-16
To-Date View ................................................................................................................................................16-17
Agenda...........................................................................................................................................................16-18
Viewing Detailed Amounts for Project Performance Reporting ...................................................................16-19
Viewing Actuals Against Resource Breakdown Structure ............................................................................16-20
Customizing Display of Project Performance Reporting Pages ....................................................................16-21
Using Personalization Features......................................................................................................................16-22
Analyzing Performance Reporting ................................................................................................................16-24
Guided Demonstration - Analyze Project Performance Overview ............................................................16-25
Agenda...........................................................................................................................................................16-27
Overview of Performance Exceptions Reporting ..........................................................................................16-28
Adding Performance and Scoring Rules........................................................................................................16-30
Calculating Scores on Demand for Key Performance Areas .........................................................................16-31
Practice - Define a Performance Rule and an Exception ...........................................................................16-33
Solution Define a Performance Rule and an Exception..........................................................................16-35
Agenda...........................................................................................................................................................16-37
Managing Exceptions ....................................................................................................................................16-38
Guided Demonstration - Generate and Review an Exception....................................................................16-39
Purging Exception Records ...........................................................................................................................16-41
Sending Automated Status Report Notifications ...........................................................................................16-42
Summary........................................................................................................................................................16-44
Implementing Project Performance Reporting.............................................................................................17-1
Implementing Project Performance Reporting ..............................................................................................17-3
Objectives ......................................................................................................................................................17-4
Agenda...........................................................................................................................................................17-5
Project Performance Reporting Implementation Setup Steps........................................................................17-6
Define Global Business Intelligence Profile Options ....................................................................................17-7
Define Project Performance Reporting Setup Parameters .............................................................................17-9
Additional Currencies....................................................................................................................................17-11
Planning Amount Allocation Method............................................................................................................17-13
Planning Amount Conversion Method ..........................................................................................................17-14
Current Reporting Periods .............................................................................................................................17-15
Define Custom Measures...............................................................................................................................17-17
Define Page Layouts......................................................................................................................................17-19
Define Row Sets ............................................................................................................................................17-21
Guided Demonstration - Review Project Performance Reporting Setup ...................................................17-22
Guided Demonstration - Customize Reporting Views ..............................................................................17-24
Create Custom Reports..................................................................................................................................17-28
Agenda...........................................................................................................................................................17-29
Exceptions Reporting Setup Steps.................................................................................................................17-30
Define Performance Statuses and Indicators .................................................................................................17-31
Define Performance Rules and Exceptions ...................................................................................................17-32
Define Key Performance Area Scoring Rules ...............................................................................................17-34
Practice - Define Key Performance Area Scoring Rules ...........................................................................17-36
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Solution Define Key Performance Area Scoring Rules..........................................................................17-37

Configuring Automated Status Report Notifications.....................................................................................17-42
PRC: Generate Performance Scores and Notifications Program ...................................................................17-43
Summary........................................................................................................................................................17-45
Reporting with Project Status Inquiry ..........................................................................................................18-1
Reporting with Project Status Inquiry ...........................................................................................................18-3
Objectives ......................................................................................................................................................18-4
Agenda...........................................................................................................................................................18-5
Project Status Inquiry Overview....................................................................................................................18-6
Maintaining Summary Amounts....................................................................................................................18-8
Maintaining To Date Amounts ...................................................................................................................18-10
Updating Project Summary Amounts ............................................................................................................18-12
Summarization Errors....................................................................................................................................18-14
Labor Cost Security .......................................................................................................................................18-16
Agenda...........................................................................................................................................................18-17
Reviewing Project, Task, and Resource Summary Amounts ........................................................................18-18
Using Factoring To Control Currency Display..............................................................................................18-20
Comparing Budget To Actual And Commitment Amounts ..........................................................................18-21
Drilling Down to Actuals, Commitments, Revenue, and Task Detail ...........................................................18-22
Reviewing Customer Invoices For A Contract Project..................................................................................18-23
Practice - Reporting with Project Status Inquiry .......................................................................................18-24
Solution - Reporting with Project Status Inquiry.......................................................................................18-25
Agenda...........................................................................................................................................................18-29
Summarizing by Resource.............................................................................................................................18-30
Changing the Resource List...........................................................................................................................18-32
Summary........................................................................................................................................................18-33
Implementing Project Status Inquiry ............................................................................................................19-1
Implementing Project Status Inquiry .............................................................................................................19-3
Objectives ......................................................................................................................................................19-4
Agenda...........................................................................................................................................................19-5
Project Status Inquiry Implementation Steps.................................................................................................19-6
Default Configuration for Project Status Inquiry...........................................................................................19-7
Defining Non-Default Columns ....................................................................................................................19-9
Defining Display Columns ............................................................................................................................19-11
Guided Demonstration - Define a New Column for Project Status Inquiry ..............................................19-12
Implementing Commitments From External Systems ...................................................................................19-15
Implementing Custom Reporting Strategy ....................................................................................................19-17
Agenda...........................................................................................................................................................19-19
Implement the Commitment Changes Extension ..........................................................................................19-20
Implement the PSI Extension ........................................................................................................................19-21
Summary........................................................................................................................................................19-23
Microsoft Project Integration .........................................................................................................................20-1
Microsoft Project Integration.........................................................................................................................20-3
Objectives ......................................................................................................................................................20-4
Agenda...........................................................................................................................................................20-5
Overview of Microsoft Project Integration....................................................................................................20-6
Information Sent to Oracle Projects...............................................................................................................20-8
Information Received From Oracle Projects .................................................................................................20-10
Functions Performed in Microsoft Project: Examples...................................................................................20-12
Functions Performed in Oracle Projects ........................................................................................................20-14
Agenda...........................................................................................................................................................20-16
Microsoft Project Integration.........................................................................................................................20-17
Install Microsoft Project Integration..............................................................................................................20-18
Customizing the Resource Rates View..........................................................................................................20-19
Limiting Access to Features ..........................................................................................................................20-21
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Workplan Attribute Correlation.....................................................................................................................20-23

Financial Attribute Correlation......................................................................................................................20-29
Agenda...........................................................................................................................................................20-30
Sending Information to Oracle Projects.........................................................................................................20-31
Dates and Durations.......................................................................................................................................20-32
Recurring Tasks.............................................................................................................................................20-33
Modifying Scheduling Fields ........................................................................................................................20-34
Sending New Project Data to Oracle Projects ...............................................................................................20-36
Attaching a Microsoft Project File.................................................................................................................20-37
Sending Revised Project Data to Oracle Projects ..........................................................................................20-38
Sending Progress Information to Oracle Projects..........................................................................................20-39
Sending Cost Information to Oracle Projects ................................................................................................20-41
Sending New or Revised Budget Data to Oracle Projects .............................................................................20-42
Where to Create and Revise a Budget ...........................................................................................................20-44
Preferences: Send Work Breakdown Structure..............................................................................................20-45
Preferences: Task Numbering Options ..........................................................................................................20-46
Preferences: Calculating Costs ......................................................................................................................20-48
Preferences: Send Time-Phased Data ............................................................................................................20-49
Agenda...........................................................................................................................................................20-50
Receiving Project Information from Oracle Projects.....................................................................................20-51
Receiving Progress Information from Oracle Projects ..................................................................................20-52
Receiving Resource Lists from Oracle Projects ............................................................................................20-54
Receiving List of Values from Oracle Projects .............................................................................................20-56
Receiving Actuals from Oracle Projects........................................................................................................20-58
Agenda...........................................................................................................................................................20-60
Deleting a Task..............................................................................................................................................20-61
Clearing the Link to Oracle Projects..............................................................................................................20-62
Oracle Projects Views ...................................................................................................................................20-63
Tools..............................................................................................................................................................20-64
Summary........................................................................................................................................................20-65
Oracle Project Collaboration Integration .....................................................................................................21-1
Oracle Project Collaboration Integration.......................................................................................................21-3
Objectives ......................................................................................................................................................21-4
Agenda...........................................................................................................................................................21-5
Overview of Oracle Project Collaboration ....................................................................................................21-6
Team Member Home Page ............................................................................................................................21-8
Role-Based Security ......................................................................................................................................21-9
Agenda...........................................................................................................................................................21-10
Defining Additional Team Member Home Page Layouts .............................................................................21-11
Profile Options...............................................................................................................................................21-14
Summary........................................................................................................................................................21-16
Summary of R12 Project Management Fundamentals ................................................................................22-1
Summary of R12 Project Management Fundamentals ..................................................................................22-3
Objectives ......................................................................................................................................................22-4
Agenda...........................................................................................................................................................22-5
Workplans......................................................................................................................................................22-6
Project Deliverables.......................................................................................................................................22-8
Progress Management....................................................................................................................................22-10
Earned Value Management............................................................................................................................22-11
Program Management....................................................................................................................................22-12
Budgeting and Forecasting ............................................................................................................................22-13
Issue Management .........................................................................................................................................22-14
Change Management .....................................................................................................................................22-15
Project Status Reporting ................................................................................................................................22-16
Document Management.................................................................................................................................22-17
Project Performance Reporting......................................................................................................................22-18
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Project Status Inquiry ....................................................................................................................................22-20

Microsoft Project Integration.........................................................................................................................22-22
Oracle Project Collaboration .........................................................................................................................22-23
Agenda...........................................................................................................................................................22-24
Oracle Projects Fundamentals Learning Path ................................................................................................22-25
Summary........................................................................................................................................................22-26

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R12 Project Management Fundamentals Table of Contents

xii

Preface
Profile
Before You Begin This Course

Working experience with project management

Prerequisites

R12 eBusiness Essentials for Implementers

How This Course Is Organized

This is an instructor-led course featuring lecture and hands-on exercises. Online demonstrations
and written practice sessions reinforce the concepts and skills introduced.

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xiii

Related Publications
Oracle Publications
Title

Part Number

Oracle Projects Fundamentals

B25617-02

Oracle Projects Implementation Guide

B25623-02

Oracle Project Management User Guide

B25621-02

Oracle Projects APIs, Client Extensions, and Open Interfaces

Reference

B25624-02

Additional Publications

System release bulletins

Installation and users guides

Read-me files

International Oracle Users Group (IOUG) articles

Oracle Magazine

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R12 Project Management Fundamentals Table of Contents

xiv

Typographic Conventions
Typographic Conventions in Text
Convention
Bold italic
Caps and
lowercase
Courier new,
case sensitive
(default is
lowercase)

Initial cap

Element
Glossary term (if
there is a glossary)
Buttons,
check boxes,
triggers,
windows
Code output,
directory names,
filenames,
passwords,
pathnames,
URLs,
user input,
usernames

Arrow
Brackets
Commas

Graphics labels
(unless the term is a
proper noun)
Emphasized words
and phrases,
titles of books and
courses,
variables
Interface elements
with long names
that have only
initial caps;
lesson and chapter
titles in crossreferences
SQL column
names, commands,
functions, schemas,
table names
Menu paths
Key names
Key sequences

Plus signs

Key combinations

Italic

Quotation
marks

Uppercase

Example
The algorithm inserts the new key.
Click the Executable button.
Select the Cant Delete Card check box.
Assign a When-Validate-Item trigger to the ORD block.
Open the Master Schedule window.
Code output: debug.set (I, 300);
Directory: bin (DOS), $FMHOME (UNIX)
Filename: Locate the init.ora file.
Password: User tiger as your password.
Pathname: Open c:\my_docs\projects
URL: Go to http://www.oracle.com
User input: Enter 300
Username: Log on as scott
Customer address (but Oracle Payables)
Do not save changes to the database.
For further information, see Oracle7 Server SQL Language
Reference Manual.
Enter user_id@us.oracle.com, where user_id is the
name of the user.
Select Include a reusable module component and click Finish.
This subject is covered in Unit II, Lesson 3, Working with
Objects.

Use the SELECT command to view information stored in the

LAST_NAME
column of the EMP table.
Select File > Save.
Press [Enter].
Press and release keys one at a time:
[Alternate], [F], [D]
Press and hold these keys simultaneously: [Ctrl]+[Alt]+[Del]

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Typographic Conventions in Code

Convention
Caps and
lowercase
Lowercase

Element
Oracle Forms
triggers
Column names,
table names

Example
When-Validate-Item

Passwords

DROP USER scott

IDENTIFIED BY tiger;
OG_ACTIVATE_LAYER
(OG_GET_LAYER (prod_pie_layer))

SELECT last_name
FROM s_emp;

PL/SQL objects

Lowercase
italic
Uppercase

Syntax variables

CREATE ROLE role

SQL commands and SELECT userid

FROM emp;
functions

Typographic Conventions in Oracle Application Navigation Paths

This course uses simplified navigation paths, such as the following example, to direct you
through Oracle Applications.
(N) Invoice > Entry > Invoice Batches Summary (M) Query > Find (B) Approve
This simplified path translates to the following:

1.

(N) From the Navigator window, select Invoice then Entry then Invoice Batches
Summary.

2.

(M) From the menu, select Query then Find.

3.

(B) Click the Approve button.

Notations:
(N) = Navigator
(M) = Menu
(T) = Tab
(B) = Button
(I) = Icon
(H) = Hyperlink
(ST) = Sub Tab
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Typographical Conventions in Oracle Application Help System Paths

This course uses a navigation path convention to represent actions you perform to find
pertinent information in the Oracle Applications Help System.
The following help navigation path, for example
(Help) General Ledger > Journals > Enter Journals
represents the following sequence of actions:
1.

In the navigation frame of the help system window, expand the General Ledger entry.

2.

Under the General Ledger entry, expand Journals.

3.

Under Journals, select Enter Journals.

4.

Review the Enter Journals topic that appears in the document frame of the help system
window.

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Copyright 2007, Oracle. All rights reserved.

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Defining Project Performance

Reporting
Chapter 16

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Defining Project Performance Reporting

Chapter 16 - Page 1

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 2

Defining Project Performance Reporting

Defining Project Performance Reporting

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 3

Objectives

Objectives
After completing this lesson, you should be able to do the
following:
Explain the features of Project Performance Reporting
View and analyze project performance reports
Explain the features of Performance Exceptions
Reporting
Manage exceptions

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Defining Project Performance Reporting

Chapter 16 - Page 4

Agenda

Agenda

Overview of Project Performance Reporting

Viewing and Analyzing Project Performance Reporting
Overview of Performance Exceptions Reporting
Managing Exceptions

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Defining Project Performance Reporting

Chapter 16 - Page 5

Overview of Project Performance Reporting

Overview of Project Performance Reporting

Effort
Cost

Earned Value

Profitability

Capital Costs
Billing and
Collections

Project performance reporting provides you with a comparison of actual

versus planned performance in the areas shown above.

Overview of Project Performance Reporting

Project managers need to monitor and control projects to ensure completion within the scope of
defined budgets, forecasts, and schedules. Project performance reporting provides you with a
comparison of actual versus planned performance as defined in project budgets and forecasts.
You can view performance in the areas of effort, cost, profitability, earned value, billing and
collections, or capital costs.
You can view project performance information at the project, task, and resource levels. You
can also analyze these trends by time period. To view and maintain project performance
information you must run the project performance reporting summarization programs.
Features of Project Performance Reporting
Project performance reporting provides the ability to report performance metrics for a
project based on a user-configured resource hierarchy as well as the financial structure of
the project.
You can view amounts for project performance reporting in global, project, and project
functional currencies.
You can view information based on the global calendar, project calendar, or a fiscal (GL)
calendar.
Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 6

 You can view cost, profitability, and earned value information at the project level.
Project performance reporting also enables you to choose one reporting dimension (for
example, a task) and analyze that dimension by other reporting dimensions (for example,
resources or time).

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 7

Project Performance Reporting Summarization

Project Performance Reporting Summarization

Summary Data by Organization

Oracle Projects
Transaction Data

Summary Data by Project

Base Summary
Of Reporting Data

Summarization is a two-step process.

Project Performance Reporting Summarization

Oracle Projects provides concurrent programs that extract and summarize transaction data and
maintain project summaries. Summarization is a two-step process. The first step extracts and
summarizes project transaction amounts to create a base summary of reporting data. Oracle
Projects provides a set of concurrent programs that create and maintain the base summary data.
The second step separately summarizes base summary data for reporting by organization for
Oracle Daily Business Intelligence for Projects and by project for Oracle Projects. Again,
Oracle Projects provides a different set of concurrent programs that use the base summary to
further summarize the data that you view on project performance reporting, workplan, financial
plan, and program reporting pages in Oracle Projects. Similarly, Oracle Daily Business
Intelligence for Projects provides concurrent programs that use the base summary to further
summarize the data that you view on Oracle Daily Business Intelligence for Projects
dashboards and reports.
Concurrent Programs for the Base Summary
PRC: Load Project and Resource Base Summaries extracts and summarizes transaction
data to create the base summary

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 8

 PRC: Update Project and Resource Base Summaries - updates the base summary with
changes in source transactions and new or changed resource breakdown structures
PRC: Refresh Project and Resource Base Summaries - extracts and resummarizes
transaction data to replace the existing base summary data for projects with duplicate,
missing, or unreconciled amounts
PRC: Delete Project Intelligence and Performance Reporting Data - deletes the base
summary data to enable the recreation of the base summary for changed implementation
options in Oracle Projects project performance reporting or Oracle Daily Business
Intelligence for Projects
PRC: Process Resource Breakdown Structure Updates - refreshes base summary data and
summary amounts for allocations, financial plans, and workplans for new and changed
resource breakdown structures.
Concurrent Programs for Reporting Summaries by Project
PRC: Load Project Performance Data - performs the initial summarization of financial
plan amounts for reporting, summarizes allocation amounts for distribution of costs
among projects and tasks, and further summarizes the base summary data for reporting by
project
PRC: Update Project Performance Data - uses the updated base summary data to further
summarize new and incremental costs, commitments, and changes in the resource
breakdown structure for reporting by project
PRC: Refresh Project Performance Data resummarizes the refreshed base summary data
for plan amounts to reflect changes in the resource list and to address data inconsistencies
such as duplicate, missing, or unreconciled summary amounts for specified projects
PRC: Delete Project Performance Reporting Data - deletes all summarized cost, effort,
revenue, and allocation amounts used for project-level reporting and based on the option
selected, automatically reloads financial plan data for reporting on project performance
reporting and view financial plan pages.
For more information on the dependencies of project performance reporting concurrent
programs and on using these programs, refer to R12 Oracle Projects Fundamentals.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 9

Reporting by Project

Reporting by Project

Financial Performance

Effort

Cost

Earned Value

Revenue

Billability

Billing and Collections

Example of the performance areas you can see on the overview page
layout for each project type.

Reporting by Project
When you initially access project performance reporting for a project, Oracle Projects displays
an overview page with several regions of graphical and tabular data that shows key
performance measures for the project. These measures enable you to gauge the overall health
of your project. The displayed regions and measures vary depending on whether the project
type is a contract, capital, or indirect project type.
Project performance reporting provides a default overview page layout for each project type
that can include the following regions:
Financial Performance
Cost
Effort
Revenue
Earned Value
Billability
Billing and Collections

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 10

Your implementation team can optionally change the configuration of the performance
overview page to meet your business needs. You can add and delete regions, and change the
location of regions on the page. You can also add and delete measures, and move measures
between regions. For example, if you do not use earned value to track cost and schedule, you
can remove the Earned Value region and add a region showing backlog amounts.
You can navigate from the project-level performance overview page to task, resource, and
periodic summary pages that enable you to drill down to the details of project performance.
The project performance overview also shows the latest exception information and exception
status indicators. You can click an exception status indicator to drill down to the details of each
exception.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 11

Reporting by Task

Reporting by Task

Project

Task 1

Actual Cost

Task 2

Task 3
Actual Revenue

Financial Structure

Example of viewing financial information such as actual cost and actual

revenue at the task level of a financial structure. These amounts are
rolled up to the project level.

Reporting by Task
You can view progress information (such as percent complete and schedule information such
as scheduled start and end dates) for work breakdown structure tasks in the View Workplan
Cost pages. You can view financial information (such as actual cost and revenue, planned cost
and revenue from budgets and forecasts, and variances between actual and planned amounts)
for financial structure tasks in the Project Performance Reporting pages. You can view project
performance reporting information for tasks at all levels of the financial structure.
Oracle Projects rolls up amounts from lowest tasks to higher-level tasks and to the project
level. You can view trends for cost, commitments, revenue, margin, effort, and earned value
for all periods throughout the duration of the project. You can compare actual costs to planned
amounts, drill down to investigate overruns, and review and revise budgets and forecasts.
Oracle Projects determines the current reporting period based on the period you specify during
setup and the calendar that you use to view project performance reports. Oracle Projects
determines earned value amounts based on planned and actual costs, and physical percent
complete spanning the duration of the project from the start of the project through the current
date.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 12

Reporting by Resource

Reporting by Resource

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1.2 Amy Marlin

Profitability

Effort

Cost

Example of viewing cost, profitability, and effort for resource Amy Marlin
from a resource breakdown structure.

Reporting by Resource
You can view cost, profitability, and effort for resources. You can also compare actual costs to
planned amounts, and drill down to detail amounts to investigate the causes of variances
against budgets and forecasts.
To view project performance reporting information by resource, you must attach at least one
resource breakdown structure to your project and designate it for primary reporting. The
resource breakdown structure that you designate for primary reporting is used as the default
resource breakdown structure for displaying information by resource on project performance
reporting pages. You can optionally choose a different resource breakdown structure when you
are viewing performance reporting pages.
For more information on resource breakdown structures, refer to R12 Oracle Project
Fundamentals.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 13

Reporting by Time

Reporting by Time

Periodic View
Example: Weeks,
Months, or Quarters.

To- Date View

Example: Week 1
01-JUN-07 to 07-JUN-07
The Periodic View page enables you to compare trends by period. The ToDate View page shows performance reporting information for the current
period.

Reporting by Time
You can use a Periodic View page to view cost and profitability information and compare the
trends of actual versus planned financial amounts by period (for example, weeks, months,
quarters, or years) across time. You can use a To-Date View page to view project performance
reporting information for the current period, a quarter, a year, or from inception of the project
until a point in time.
Periodic View
A periodic view page enables you to view period-by-period trends in project performance and
assists you in developing plans for future periods. You can use a periodic view page to spot
fluctuations in project performance and determine the sources and causes of variances. For
example, you can use a periodic view page to analyze the percentage increase in labor costs
during the holiday season due to hiring of contractors. This will help in better contingency
planning during the next holiday season.
To-Date View
A to-date view page shows variances between actual and planned amounts for different
durations of time, such as a month, quarter, a year or since inception until a specified point in

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 14

time. This information enables you to understand the performance of your project for differing
durations of time in a single view.
Note: When you view project performance reporting pages, check the last summarization date,
then decide whether you should run the project performance reporting summarization programs
to retrieve the latest timecards and expenses incurred for the project. After you run these
programs, you can compare the latest actual and planned amounts, and obtain a true picture of
the to-date performance of your project.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 15

Periodic View

Periodic View
April 2007
Cost

Revenue

Margin

(USD)

Margin

(USD)

May 2007
Cost

Revenue

You can use the Periodic View page to compare project performance
reporting information for a specific calendar and currency across several
months, quarters, or years.

Periodic View
Use a periodic view page to view period-by-period trends for cost, revenue, and margin
information. You can view project performance reporting information for a specific calendar
and currency. The calendar that you select for viewing determines the period length (for
example, week, month, quarter or year).
To determine the duration for which project performance reporting information is displayed,
Oracle Projects uses start and end dates from one of the following sources in the order shown:
The first and latest planning or costing transactions
The project
The calendar used for reporting
You can use a periodic view page to create a side-by-side comparison of project performance
reporting information for several months, quarters, or years. You can also view trends for
actual amounts in historical periods, and for planned amounts in future periods.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 16

To-Date View

To-Date View
Prior Period
Period-To-Date
Quarter-To-Date
Year-To-Date
Inception-To-Date
Example of the available to-date views in which you can view financial
information for a project through a particular point in time.

To-Date View
In a to-date view, you can view financial information for a project through a particular point in
time. The following list describes the to-date amounts displayed in the available to-date views:
Prior Period: Displays amounts for the calendar period prior to the current reporting
period for the selected calendar
Period-To-Date: Displays amounts in the current reporting period for the selected
calendar.
Quarter-To-Date: Displays amounts in the current quarter for the selected calendar
Year-To-Date: Displays amounts in the current year for the selected calendar
Inception-To-Date: Displays all amounts since the start of the project.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 17

Agenda

Agenda

Overview of Project Performance Reporting

Viewing and Analyzing Project Performance Reports
Overview of Performance Exceptions Reporting
Managing Exceptions

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 18

Viewing Detailed Amounts for Project Performance Reporting

Viewing Detailed Amounts for Project

Performance Reporting
Project
Task
Lowest Task
Expenditure Items

Commitments

Events

Actuals
For example, drill down to view actuals, commitment details,
and events for the lowest tasks.

Viewing Detailed Amounts for Project Performance Reporting

Project performance reporting pages provide links that display the details that make up the
displayed cost and revenue amounts. You can view the following transaction details:
Expenditure Items: You can drill down from total burdened and billable cost amounts to
view actual costs incurred for a particular task and resource.
Commitments: You can drill down from commitment amounts to view the individual
commitments for a particular task.
- Note: When you drill down to commitment amount details, Oracle Projects displays
commitment amounts only from Oracle Purchasing and Oracle Payables. Commitment
amounts from Oracle Manufacturing are not displayed.
Events: You can drill down from revenue amounts at a project or top task level to view
the individual events that constitute the total revenue amounts.

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Defining Project Performance Reporting

Chapter 16 - Page 19

Viewing Actuals Against Resource Breakdown Structure

Viewing Actuals Against Resource Breakdown

Structure
0- RBS Version
1. Consulting East
1.1 Consultant

2. Computers

1.2 Amy Marlin

2.1 Network

2.2 Server

300 USD

Example of viewing labor expenses tracked against resource Amy Marlin

in the resource breakdown structure

Viewing Actuals Against Resource Breakdown Structure

You use the resource breakdown structure to view actual and planned amounts for both effort
and cost against financial plans and workplans. The resource breakdown structure defines how
the financial and work information is aggregated and reported for a project.
You can track the cost impact of every resource that has been assigned to a project task and use
the resource breakdown structure to view the breakdown of these costs. Oracle Projects
associates the costs of the resources used for tasks with levels in the resource breakdown
structure as they are entered. The process for determining the correct association is managed by
rules of precedence.
For more information, refer to R12 Oracle Project Fundamentals.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 20

Customizing Display of Project Performance Reporting Pages

Customizing Display of Project Performance

Reporting Pages

Customize predefined
page layouts for project
performance reporting
pages

Oracle
Applications

Create new page

layouts

Use the Oracle Applications personalization features to

define additional page layouts and row sets based on your
business needs.

Customizing Display of Project Performance Reporting Pages

Project performance reporting pages use a predefined page layout that is comprised of
configurable tabular and graphical regions. Each tabular region contains a predefined set of
measures displayed in rows. You can optionally add or remove measures from a row set. In
addition, you can use the Oracle Applications personalization features to add additional tabs
such as Effort and Cost and Effort, to display project performance amounts for a single
reporting dimension (for example, a task or resource) or a combination of reporting dimensions
(for example, when you view information by resource for a task).
You can optionally add graphs from a repository of predefined graphs, and you can choose to
hide the displayed graphs. Line graphs display cumulative amounts and trend information. Bar
graphs display an analysis of amounts for a particular task. You can also use personalization
features to configure graphs.
Project performance reporting determines the default page layout based on the type of project
(indirect, capital, or contract). Oracle Projects provides a single predefined page layout for
each project type. Based on your business needs, your implementation team can optionally
define additional page layouts and row sets which you can select to replace the default page
layouts and row sets for a project.
Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 21

Using Personalization Features

Using Personalization Features

Page Personalization

Region Personalization

While page personalization enables you to add, and remove tables and
graphs, region personalization enables you to add and remove rows and
columns from tables.

Using Personalization Features

Oracle Projects provides you with two levels of personalization for project performance
reporting pages:
Page personalization: Enables you to add, remove, and move tables and graphs on pages
Region personalization: Enables you to add and remove rows and columns from tables
The following list summarizes the personalization options that are available for project
performance reporting pages:
Overview page: Page and region personalization
Task and Resource pages: page personalization for graphs only, and region
personalization for columns only
Periodic View page: Page personalization, and region personalization for columns only
To-Date View page: Page personalization, and region personalization for rows only
Adding Row Sets to a Tabular Region
Project performance reporting pages use predefined tabular regions that consist of sets of rows
that contain a predefined set of measures. Your implementation team can optionally create
additional row sets for project performance reporting. You can add or remove measures that
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Defining Project Performance Reporting

Chapter 16 - Page 22

are displayed in the rows for a particular table. You can add or remove measures from the
Performance Overview page or from a to-date view page within a project. Use the Oracle
Applications personalization features to add or remove measures within a table.
Adding Page Layouts
Project performance reporting pages use predefined page layouts that vary based on the type of
project. You can optionally replace the default page layouts with layouts created by your
implementation team. Alternatively, you can create a new page layout for a page using the
Oracle Applications page personalization features. To view or change a page layout associated
with a project by your implementation team, navigate to the performance Page Layouts page
from within a project.

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Defining Project Performance Reporting

Chapter 16 - Page 23

Analyzing Performance Reporting

Analyzing Performance Reporting

Project

Task 1

Task 2

Task 3

Actual
Cost in March
Planned
Cost in March

For a more thorough analysis of cost and profitability, you can view
financial amounts and variances for a selected task by month,
quarter, or year.

Analyzing Performance Reporting

In addition to viewing cost, profitability, and effort information by tasks and resources, you can
analyze information for a single task or resource by another reporting dimension. This enables
you to perform a more thorough analysis of project cost and profitability.
For example, you can select a task and view amounts and variances for each resource assigned
to the task. You can also view financial amounts for the task by month, quarter, or year.
Additionally, you can view amounts incurred to-date for the current period, quarter, or year, or
since inception of the project. Similarly, you can select a resource and view amounts and
variances for all tasks associated with the resource. You can also view financial amounts for
the resource by month, quarter, or year. Additionally, you can view amounts incurred to-date
for the current period, quarter, or year, or since inception of the project.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 24

Guided Demonstration - Analyze Project Performance Overview

Find Project
1.

Responsibility = Project Manager, Vision Services (USA)

2.

Navigate to the Search Projects page

3.

(N) Projects: Delivery > Search Projects

Find the project with the number: ABCHR101

Enter ABCHR101 in the Project Number field

(B) Go

(H) ABCHR101

Analyze Project Performance Overview

4.

(T) Reporting
This opens the Performance Overview page and displays several regions of graphical and
tabular data that shows key performance measures for the project. These measures enable
you to gauge the overall health of the project.

5.

Scroll down to review the available graphs and tables. You can compare Period to Date
(PTD) and Inception to Date (ITD) amounts for Effort, Cost, Revenue, etc. Also note the
status indicators displayed on various amounts.

6.

Review or change parameters

7.

Analyze Task Level Details

Select Task Summary from the View field

(B) Go

This opens the Task Summary page and displays the Cost data.

Review the Task Detail information

Drilldown to Transaction Details

8.

From the lowest-level task from both the Cost and Profitability pages, you can drill down
into the transaction details.

(H) Expand All

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Defining Project Performance Reporting

Chapter 16 - Page 25

This expands the work breakdown structure and displays amounts by task.
9.

Select an amount from the ITD Burdened Cost column to drill down to the details.
This opens up the Actual Costs transaction page and displays the transaction detail for the
task. Note: You can personalize the view to support your requirements.

10. (H) Home

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 26

Agenda

Agenda

Overview of Project Performance Reporting

Viewing and Analyzing Project Performance Reports
Overview of Performance Exceptions Reporting
Managing Exceptions

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 27

Overview of Performance Exceptions Reporting

Overview of Performance Exceptions Reporting

Project Level
Key Performance
Area Level
Measure Level

Visual status indicators that denote exceptions can be tracked at the

three levels shown above.

Overview of Performance Exceptions Reporting

Project performance exceptions reporting enables project managers to view a summary of
problems and issues on a project through visual status indicators that denote exceptions. These
status indicators provide you with an immediate understanding of critical, at risk, and on track
issues on the project.
The status indicators are tracked at three different levels:
Project Level: A single status indicator is available for the project. The status indicator
for project level is determined by choosing the worst indicator among all key performance
areas as the project indicator. You can use the Project Performance Status client extension
to modify this logic.
Key Performance Area Level: Status indicators are reported for key performance areas
such as financial and schedule. The status indicators are determined based on all
exceptions that have been recorded at measure level within a particular key performance
area.
Measure Level: The status generated for each measure is identified as an exception.
Status indicators are reported on key metrics such as cost variance of actual versus budget
and the difference between estimated and schedule project end dates.
Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 28

Note: If a project is also a program (with other projects linking into it), Oracle Projects
determines exceptions for schedule (date-based) measures from the rolled-up dates from all
linked projects for the program. However, Oracle Projects always determines exceptions for
financial and effort amounts at the project level.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 29

Adding Performance and Scoring Rules

Adding Performance and Scoring Rules

Add Rules

With proper authority, you can add and remove performance rules and
key performance area scoring rules for a project.

Adding Performance and Scoring Rules

You can view exceptions, key performance area statuses, and overall performance status of a
project if performance rules and key performance area scoring rules are attached to the project.
Typically, when you create a project from a template, the performance rules and key
performance area scoring rules attached to the template will be inherited by the project.
If you have the proper authority, you can add and remove performance rules and key
performance area scoring rules from a project. Your implementation team can control your
ability to choose the exceptions that are reported on a project by enabling or disabling your
access to the pages that allow you to select performance rules and key performance area
scoring rules. If you have the proper authority, you can add or remove rules for a project from
the Performance Rules and Key Performance Area Scoring Rules pages.
Note: If more than one performance rule exists for a measure (for example, on different
calendars) and you add all of these occurrences to a project, this can cause the resulting key
performance area scores and statuses to be artificially inflated.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 30

Calculating Scores on Demand for Key Performance Areas

Calculating Scores on Demand for Key

Performance Areas
Define performance
rules

Key Performance
Areas

Assign Weights

Acceptable
Value

No

Yes

If a performance measure as defined by performance rules, falls in the

range of unacceptable values, then Oracle Projects generates
exceptions.

Calculating Scores on Demand for Key Performance Areas

Performance rules defined for measures indicate the ranges of acceptable and unacceptable
values. During evaluation, if a performance measure falls in the range of unacceptable values,
then Oracle Projects generates exceptions. The weighting value associated with a threshold
range in the performance rule where a measure falls is summed up with other weighting values
to determine the key performance area score.
To determine the status indicator of the key performance area, project performance reporting
compares the score against the threshold ranges defined in the scoring rule for the key
performance area. Finally, the overall performance status for the project is determined using
the worst case status indicator for the key performance area.
Defining Weighting Values
You must define weighting values for performance rules if you want to derive statuses for key
performance areas and a single overall status for the project. A weighting value is not a
multiplier. Rather, it is a value that is passed to the parent key performance area of a
performance rule, and is derived from the applicable threshold range for each performance
measure. Performance exceptions reporting sums the weighting values from individual

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 31

performance rules at the key performance area level. The key performance area scoring rules
threshold is then applied to determine the status indicator for the key performance area.
Sometimes, this process may result in a perceived mismatch between the individual
performance rule statuses and the key performance area status. For example, performance rules
may return a status of At Risk. However, the key performance area may return a status of
Critical. This situation can arise because the total weighting associated with the At Risk value
threshold from all performance rules may add up to a key performance area score that falls in
the Critical range of the scoring rules for the key performance areas.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 32

Practice - Define a Performance Rule and an Exception

Overview
In this practice, you will create a performance rule for the schedule performance area and then
define an exception for the rule.

Assumptions

Replace XX with the number that your instructor has assigned.

You must have access to an Oracle Application Vision database or comparable training
or test instance at your site on which to complete this practice.

Tasks
Create a performance rule for the Schedule performance area, with a precision of .01 that is
effective from 1-JAN-2000. Define an exception for this performance rule. Enter the following
information in the first level of the Threshold Levels region:
Field

Value

Threshold Range From

-999999

Threshold Range To

0.95

Status Indicator

Critical

Report as Exception

Yes

Weighting

75

Enter the following information for the second level:

Field

Value

Threshold Range From

0.96

Threshold Range To

0.99

Status Indicator

At Risk

Report as Exception

Yes

Weighting

50

Enter the following information for the third level:

Field

Value

Threshold Range From

Threshold Range To

999999
Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 33

Status Indicator

On Track

Report as Exception

No

Weighting

Leave Blank

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 34

Solution Define a Performance Rule and an Exception

Create Performance Rule
1.

Responsibility = Projects SU, Vision Services (USA)

2.

Navigate to the Create Performance Rule page

(N) Projects: Setup > Performance Rules

3.

(B) Create Performance Rule

4.

Complete the fields on the Create Performance Rule page

Field

Value

Key Performance Area

Schedule

Name

XX Schedule Performance Index (SPI)

Description

The ratio of work performed to work

scheduled

Measure

ITD Schedule Performance Index

Period Type

GL Calendar

Precision

0.01

Effective From

01-JAN-2000

Effective To

Leave Blank

Define an Exception
5.

Enter the following information in the first level of the Threshold Levels region:
Field

Threshold Range From

Value
-999999
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Defining Project Performance Reporting

Chapter 16 - Page 35

Threshold Range To

0.95

Status Indicator

Critical

Report as Exception

Yes

Weighting

75

6.

Enter the following information for the second level:

Field

Value

Threshold Range From

0.96

Threshold Range To

0.99

Status Indicator

At Risk

Report as Exception

Yes

Weighting

50

7.

Enter the following information for the third level:

Field

Value

Threshold Range From

Threshold Range To

999999

Status Indicator

On Track

Report as Exception

No

Weighting

Leave Blank

8.

(B) Apply

9.

(H) Home

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 36

Agenda

Agenda

Overview of Project Performance Reporting

Viewing and Analyzing Project Performance Reports
Overview of Performance Exceptions Reporting
Managing Exceptions

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 37

Managing Exceptions

Managing Exceptions

Critical
Details
Record remarks

At Risk

On Track

Record
corrective action

You can click the exception icon status to drill down to the details
of the exception.

Managing Exceptions
The color-coded indicators used by project performance exceptions reporting indicate the
severity associated with the value of a key performance area measure and status. You can drill
down to the details of an exception by clicking the exception icon status, record remarks, or the
corrective action that must be taken. You can also track the corrections.
Each comment that you enter for an exception is recorded by name, date, and time. You can
enter more than one comment for an exception. For example, if a severe exception or cost
variance occurs, you can enter a comment asking the financial analyst for an explanation. The
financial analyst can then enter a response. You can later return to the details of the exception
and enter an additional note or comment to close the tracking of the exception. You can use
page layouts functionality to display exceptions in automated status reports that are sent to
project stakeholders.
Note: Exception details are displayed in global currency.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 38

Guided Demonstration - Generate and Review an Exception

Find Project
1.

Responsibility = Projects SU, Vision Services (USA)

2.

Navigate to the Search Projects page

3.

4.

(N) Projects: Delivery > Search Projects

Find the project with the number: ABCHR101

Enter ABCHR101 in the Project field

(B) Go

(H) ABCHR101

Navigate to the Exceptions page

(T) Reporting

(ST) Exceptions

Generate an Exception
5.

(B) Refresh Key Performance Areas

Oracle Projects runs a concurrent process to refresh the exceptions. You will get a confirmation
that the request has been submitted. Reselect the Exceptions subtab to refresh the information on
the page. When the concurrent process is finished, the date in the Last Recorded Date column of
the table will be todays date.
Review the Exception
6.

Review the Key Peformance Area information

Select the icon to show the Key Performance Area summary information (Icon is the
square with the plus sign)

This displays the overall performance summary for the project and the status for each KPA.
The color-coded indicators used by project performance exceptions reporting indicate the
severity associated with the value of a key performance area measure and status.
7.

Review the rules and drill down to the Exception Details

(H) Financial

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 39

This shows you the details of the exception for the Financial Key Performance Area,
enabling you to record remarks, or the corrective action that must be taken (when you click
on the Exception Status indicator). You can also track corrections.
8.

(H) Home

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 40

Purging Exception Records

Purging Exception Records

Purge history
Remove stored
exceptions

PRC: Generate
Performance Scores
and Notifications

Archive history
Store historical
exceptions

You can store the historical exceptions created and periodically

remove such stored exceptions by running the PRC: Generate
Performance Scores and Notifications program.

Purging Exception Records

Oracle Projects stores the historical exceptions created when you run the PRC: Generate
Performance Scores and Notifications program. You can only view the latest generated
exceptions. To periodically remove stored exceptions from the database and improve system
performance, specify a period for the purge and run the PRC: Generate Performance Scores
and Notifications concurrent program.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 41

Sending Automated Status Report Notifications

Sending Automated Status Report Notifications

Email

You can send automated status report notifications via email to

routinely update project stakeholders on the health of the project.

Sending Automated Status Report Notifications

You can send automated status report notifications via e-mail to routinely update project
stakeholders on the health of the project. To generate notifications, your implementation team
must first create new report types with an automatic generation method. These report types
should include customized content that can include a list of issues, change orders, key
performance area summary information, list of exceptions, and earned value graphs. If a
project template has options and report types already defined, projects that you create from the
template will inherit these set up options. You can use the report type defined at the template
level or override the selection for the project. You can designate the recipients that you want to
receive the automated status report notifications.
Attaching a Report Type
You can attach a report type for customized automated status report notifications from the Key
Performance Area Scoring Rules and Notification page. Named recipients can include
members of the project team or be external to the project. Use the PRC: Generate Performance
Scores and Notifications concurrent program to manually send or schedule automated status
report notifications.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 42

Note: Administrators can create personalized views for exceptions from the Exceptions List
page. You can include these personalized views in status reports, on the Project Home page,
and on the Project Overview page.

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 43

Summary

Summary
In this lesson, you should have learned how to:
Explain the features of Project Performance Reporting
View and analyze project performance reports
Explain the features of Performance Exceptions
Reporting
Manage exceptions

Copyright 2007, Oracle. All rights reserved.

Defining Project Performance Reporting

Chapter 16 - Page 44

Implementing Project
Performance Reporting
Chapter 17

Copyright 2007, Oracle. All rights reserved.

Implementing Project Performance Reporting

Chapter 17 - Page 1

Copyright 2007, Oracle. All rights reserved.

Implementing Project Performance Reporting

Chapter 17 - Page 2

Implementing Project Performance Reporting

Implementing Project Performance Reporting

Copyright 2007, Oracle. All rights reserved.

Implementing Project Performance Reporting

Chapter 17 - Page 3

Objectives

Objectives
After completing this lesson, you should be able to do the
following:
Explain Project Performance Reporting setup steps
Explain Performance Exceptions Reporting setup steps

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Implementing Project Performance Reporting

Chapter 17 - Page 4

Agenda

Agenda
Implementing Project Performance Reporting
Implementing Performance Exceptions Reporting

Copyright 2007, Oracle. All rights reserved.

Implementing Project Performance Reporting

Chapter 17 - Page 5

Project Performance Reporting Implementation Setup Steps

Project Performance Reporting

Implementation Setup Steps
Steps for Implementing Project
Performance Reporting

Required?

Define Global Business

Intelligence Profile Options

Yes

Define Project Performance

Reporting Setup Options

Yes

Define Custom Measures

No

Define Page Layouts

No

Define Row Sets

No

Create Custom Reports

No

Project Performance Reporting Implementation Setup Steps

To enable project performance reporting, you must define:
Global Business Intelligence profile options
Project performance reporting setup options
In addition to these required steps, you can optionally define your own custom measures, and
create additional page layouts, row sets, and custom reports to meet your business
requirements.
Note: To enable project performance reporting for tasks, you must also create a financial
structure at the project template or project level to enable the entry of budgets, forecasts, and
actual amounts at a task level. You can optionally define a resource breakdown structure and
attach it to your project to enable project performance reporting by resource.

Copyright 2007, Oracle. All rights reserved.

Implementing Project Performance Reporting

Chapter 17 - Page 6

Define Global Business Intelligence Profile Options

Define Global Business Intelligence Profile

Options
1. Navigate to the BIS
profile options setup page
2. Set up the Calendar
profile options
3. Set up the Currency
profile options
4. Set up the Global Start
Date profile option
To view information on project performance reporting pages, you must
define the Business Intelligence System (BIS) profile options listed above.

Define Global Business Intelligence Profile Options

To view project performance reporting pages, you must define the Business Intelligence
System (BIS) profile options listed below. Perform the following steps at site level to define
BIS profile options for project performance reporting:
1. Navigate to the BIS profile options setup page under the Business Intelligence menu
option
2. Set up the following profile options
1. Calendar
BIS: Enterprise Calendar
BIS: Period Type
2. Currency
BIS: Primary Currency
BIS: Primary Rate Type
BIS: Secondary Currency
BIS: Secondary Rate Type

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Implementing Project Performance Reporting

Chapter 17 - Page 7

3. Global Start Date

BIS: Global Start Date
You can use the PJI: Global Start Date Override (mm/dd/yyyy) profile option to
specify an alternative start date that overrides the BIS: Global Start Date profile
option. If you do not specify a date for the PJI: Global Start Date Override option,
Oracle Projects and Oracle Daily Business Intelligence for Projects use the date from
the BIS: Global Start Date profile option as the summarization start date for active
projects.
In addition to global currencies and calendars, you can view project performance reporting
information in project currency and project functional currency, and for the project (PA) and
fiscal (GL) calendars.
You can change BIS profile options at any time up until you summarize project performance
reporting information. If you change a BIS profile option after summarization, then you must
submit the project performance reporting programs that delete all existing summarized
information, and resubmit the programs that reload and summarize project performance
reporting information.
Note: Global Business Intelligence profile options are part of the Oracle Daily Business
Intelligence (DBI) suite of products. All DBI products utilize these profile options. You
should change these profile options only after consulting with the administrators for other
products that use these profile options.

Copyright 2007, Oracle. All rights reserved.

Implementing Project Performance Reporting

Chapter 17 - Page 8

Define Project Performance Reporting Setup Parameters

Define Project Performance Reporting Setup

Parameters
Additional Currencies
Planning Amount
Allocation Method
Planning Amount
Conversion Method
Current Reporting
Periods
Setup Parameters
With the exception of current reporting period definitions, you can change
these setup parameters at any time until you run the first summarization of
project performance reporting information.

Define Project Performance Reporting Setup Parameters

You can define the following project performance reporting setup options for your
organization on the Project Performance Setup page:
Additional Currencies
Planning Amount Allocation Method
Planning Amount Conversion Method
Current Reporting Periods
With the exception of current reporting period definitions, you can change project performance
reporting setup parameters at any time until you perform the first summarization of project
performance reporting information. If you want to change a setup parameter (excluding current
reporting periods) after the initial summarization, then you must first submit the project
performance reporting programs that delete all existing summarized information, change the
setup parameter, and resubmit the programs that reload and summarize project performance
reporting information.
To change project performance reporting setup parameters after you summarize project
performance reporting information, perform the following steps:
1. Set the value of the profile option PJI: Truncate PJI Summary Tables to Yes.
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Implementing Project Performance Reporting

Chapter 17 - Page 9

2. Submit the Delete Project Intelligence and Performance Reporting Data concurrent
program.
3. Submit the Delete Project Performance Reporting Data concurrent program.
4. Change the project performance reporting setup parameters.
5. Submit the Load Project and Resource Base Summaries concurrent program.
6. Submit the Load Project Performance Data concurrent program.
7. Submit the Update Project Performance Data program.
Note: The profile option setup in Step 1 has to be redone after Step 2. Step 7 is required if you
want to pull in any incremental data after submitting the Load Project Performance Data
concurrent program. Before submitting the Update Project Performance Data program, you
must first run the Update Resource Base Summaries program
You can change current reporting period definitions at any time, even after you have run the
project performance reporting summarization programs. You can choose to determine the
current reporting periods either automatically or manually. Changes to current reporting period
definitions are automatically reflected in project performance pages. You do not need to run
the project performance summarization programs after changing a current reporting period
definition.
Note: To ensure that users navigating from organization-level reports to project-level reports
see reconciled data for a project, implement the same allocation and conversion methods for
project performance reporting and for Oracle Daily Business Intelligence for Projects.
For more information, refer to Oracle Daily Business Intelligence Implementation Guide.

Copyright 2007, Oracle. All rights reserved.

Implementing Project Performance Reporting

Chapter 17 - Page 10

Additional Currencies

Additional Currencies

and

Global Currency 1 and 2

Transaction Currency

You can choose to report project performance information by a second

global currency and you can also choose to summarize amounts by
transaction currency.

Additional Currencies
You can choose to report project performance reporting for a second global currency and for
transaction currencies.
Secondary Global Currency: If you set up the following profile options from the
Business Intelligence setup menu and enable the secondary global currency for project
performance reporting, you can choose to report project performance information in a
global currency other than the default primary global currency.
- BIS: Secondary Currency
- BIS: Secondary Rate Type
Note: You must enable the secondary global currency for project performance reporting
if you are licensed to use Oracle Projects and Oracle Daily Business Intelligence and
you have enabled the secondary global currency for Oracle Daily Business
Intelligence for Projects. This enables you to navigate from organizational-level
reports in a secondary global currency to project performance pages in the same
currency.

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Implementing Project Performance Reporting

Chapter 17 - Page 11

 Transaction Currency: Oracle Projects displays amounts in project performance pages in

project currency, project functional currency, and global currency. In addition, you can
choose to summarize amounts by transaction currency.
Note: If you choose to summarize amounts by transaction currency, the volume of
information maintained in the system increases significantly. Choose this option only
if you want to build custom reports that show project performance reporting amounts
in transaction currency.

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Implementing Project Performance Reporting

Chapter 17 - Page 12

Planning Amount Allocation Method

Planning Amount Allocation Method

PA Calendar = Weekly
GL Calendar = Monthly

Default Planning Amount Allocation

Method: Daily Distribution

When you use calendars with different durations, you can distribute amounts
based on the planning amount allocation method you select.

Planning Amount Allocation Method

When you use calendars that have different durations (for example, a monthly GL calendar and
a weekly PA calendar), Oracle Projects distributes amounts for project performance reporting
based on the planning amount allocation method you select on the Project Performance Setup
page. The default setting is Daily Distribution. However, you can choose to distribute amounts
based on the Period Start Date or the Period End Date.
Example
When your GL calendar is monthly and your PA calendar is based on weekly periods, you can
use the Daily Distribution method to allocate the monthly GL amounts evenly across the
weekly PA periods. When you choose the Period Start Date method, Oracle Projects allocates
the total monthly GL amounts to the PA period in which the start date of the GL period lies.
Similarly, by choosing the Period End Date option, you can instruct the system to allocate the
total monthly GL amounts to the PA period in which the end date of the GL period lies.

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Implementing Project Performance Reporting

Chapter 17 - Page 13

Planning Amount Conversion Method

Planning Amount Conversion Method

1.00 USD = 111.32 JPY

For converting planned amounts from one currency to another, you

use the exchange rate on the first day of the planning period. In this
example, the exchange rate on the first day of the planning period is
as shown above.

Planning Amount Conversion Method

By default, Oracle Projects converts planned amounts from one currency to another using the
exchange rate on the first day of the planning period. Alternatively, you can set up Oracle
Projects to convert amounts using the exchange rate on the last day of the planning period.

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Implementing Project Performance Reporting

Chapter 17 - Page 14

Current Reporting Periods

Current Reporting Periods

PA Calendar
Current Reporting
Period

Project Performance
Setup page
Set Current Reporting
Period page
Oracle Projects determines the current reporting period for the calendar
based on the current reporting period option you select on the Project
Performance Setup page and the current reporting period you define on
the Set Current Reporting Period page .

Current Reporting Periods

Project performance reporting pages can show to-date information for a period, quarter, year,
or from inception through the end date of the current reporting period. For an operating unit,
you can change the default settings for the current reporting period individually for each of the
calendars of global (enterprise), project (PA), and fiscal (GL) calendars on the Project
Performance Setup page. You can select any of the following current reporting period options
for a calendar:
Current Reporting Period: This default setting sets the current reporting period to the
calendar period that contains the current system date.
Prior Period: This option sets the current reporting period as the calendar period previous
to the calendar period that contains the current system date.
First Open Period: This option sets the first open calendar period as the current reporting
period.
Last Open Period: This option sets the last open calendar period as the current reporting
period.
Last Closed Period: If you close your periods on a regular basis, this option enables you
to set the latest calendar period that you closed as the current reporting period.
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Chapter 17 - Page 15

 Specific Period: This option enables you to select a specific calendar period as the current
reporting period.
Note: The open and closed period options are not available for the global calendar. If you
select the Specific Period option for a calendar, then you must manually define the current
reporting period for that calendar on the Set Current Reporting Period page. If you choose any
of the other current reporting period options, or subsequently change to one of the other current
reporting period options after choosing the Specific Period option, then Oracle Projects ignores
the period you specify on the Set Current Reporting Period page.

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Chapter 17 - Page 16

Define Custom Measures

Define Custom Measures

Overhead Cost = Raw

Cost x 1.4

Example: Computed
Custom Measure

High airfare expenses =

Sum of airfare expenses
incurred with raw cost >
500 USD
Example: Stored Custom
Measure

You can define custom measures for performance reporting.

Define Custom Measures

Oracle Projects provides approximately 150 distinct measures for project performance
reporting pages. These measures are referred to as base measures. Depending on your business
needs, you can also define your own custom measures. Oracle Projects enables you to define
two types of custom measures: computed custom measures and stored custom measures.
Computed Custom Measures
You can define computed custom measures to create simple measures that Oracle Projects
derives through basic arithmetic calculations on the base measures. Oracle Projects does not
store computed custom measures in the database. Oracle Projects computes these measures
each time you view project performance reporting pages.
Some examples of computed customer measures are as follows:
Commitments = Purchase Order Commitments + Purchase Requisition Commitments +
Supplier Invoices
Overhead Cost = Raw Cost x 1.4
Stored Custom Measures
You can define stored custom measures using a client extension. Use stored custom measures
when you need to define measures that are based on logic that is more complex than computed
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Chapter 17 - Page 17

custom measures. For example, define a stored custom measure to create a measure that
involves retrieving values based on meeting one of several conditions.
When you define stored custom measures, you can define any formula that will return a
numeric value for a combination of a project ID, task ID, and several other optional attributes.
You can define a formula that retrieves information from any system outside project
performance reporting that has a value for the combination of attributes that are required to
create the custom measure.
Some examples of stored custom measures are as follows:
High Airfare Expenses = Sum of Airfare Expenses Incurred With Raw Cost > 500 US
Dollars
Planned Sales Backlog = (Actual Backlog at the End of Last Year + Planned New Funding
+ Planned Addition Funding Lines + Planned Revaluation Funding Lines) - Planned
Revenue
- IF Calculated Amount >= 0 THEN Planned Sales Backlog = Calculated Above
- ELSE Planned Sales Backlog = 0
For more information, refer to the Oracle Projects Implementation Guide.
Note: When defining custom measures ensure that you have different names for the display of
period-to-date and inception-to-date values for these measures on the project performance
reporting pages.
Note: You cannot view custom measures on periodic pages that display performance summary
information by month, quarter, or year.

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Chapter 17 - Page 18

Define Page Layouts

Define Page Layouts

Predefined Page Layout

Name

Sections

Default Performance
Overview Page Layout
(for indirect projects)

Cost

Earned Value
Effort

Example: Predefined Page Layout for Performance Overview for

indirect projects.

Define Page Layouts

Page layouts display and highlight different views of project information. Oracle Projects
provides predefined page layouts containing predefined sections or regions. You can also
configure a page layout by adding removing, or changing the order of the sections. The order
of the sections on a page enables project managers to provide a higher level of direction and
focus to their team members. Team members see only the information they need, organized in
order of importance. In addition, you can configure a region to add or remove measures
displayed as rows in a table.
You can configure page layouts for the following project performance reporting pages:
Performance Overview
PTD/Period/Resource/Task Summary
PTD/Period/Resource/Task Analysis
For this configuration, you must use the Oracle Applications personalization framework. You
can either attach the new page layouts that you create to the project template, see steps below.
Oracle Projects then copies the page layouts specified for a project template when you create a
project from the template. Alternatively, you can enable the Page Layout setup option for

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Implementing Project Performance Reporting

Chapter 17 - Page 19

reporting on the Project Template Setup page so that project managers can add the new
performance page layouts to their projects.
Attaching Project Performance Reporting Page Layouts to a Project Template
Follow these steps to attach page layouts you create for project performance reporting to a
project template.
1.
Login using the Project Super User responsibility and select Project Templates.
2. Select the project template that you want to modify and click Update.
3. Navigate to Project Performance from Reporting setup options.
4. Enable the Performance Page Layouts check box and click Update.
5.
Choose the page layout you want to apply for the project performance reporting page.
Predefined Page Layouts and Sections
The predefined sections that you can have for a page layout depends on the type of project. An
example of the default performance overview page layout in the case of indirect projects is
shown on the slide. In addition, Oracle Projects provides predefined tabs that you can add to a
page layout.
For more information on page layouts, predefined page layouts and their sections, and
predefined tabs, refer to the Oracle Project Implementation Guide.

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Chapter 17 - Page 20

Define Row Sets

Define Row Sets

1. Navigate to the
Row Sets page
2. Enter details,
select measures
3. Save your work

Steps to create a new row set

You can define additional row sets to use in personalized views.

Define Row Sets

Oracle Projects displays project performance measures as rows or columns in a table on the
project performance overview and to-date view pages. You can customize the display of
measures for a table region and create a new view for the customized set of measures. Use the
Oracle Applications personalization framework to add or remove measures displayed in
columns. You can create a new group, or row set, of measures for display in the rows of a
table. After you create a row set, you can add it to a personalized view. Oracle Projects will
display the measures in the row set as part of the rows shown in the table.
To create a new row set:
1. Navigate to the Row Sets page from the Projects Setup page.
2. Enter details and select the measures.
3. Save your work.

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Implementing Project Performance Reporting

Chapter 17 - Page 21

Guided Demonstration - Review Project Performance Reporting

Setup
Find Project
1.

Responsibility = Project Manager, Vision Services (USA)

2.

Navigate to the Search Projects page

3.

(N) Projects: Delivery > Search Projects

Find the project with the number: ABCHR101

(B) Advanced Search

Enter ABCHR101 in the Project Number field

(B) Go

(H) ABCHR101

Review Project Performance Setup

4.

5.

Navigate to the Reporting Setup page

(T) Reporting

(ST) Setup

Navigate to the Performance Rules page

(H) Performance Rules

This opens the Performance Rules page and displays the performance rules selected for the
project. You can review the performance rules here.
6.

7.

Navigate to the Key Performance Area Scoring Rules and Notification page

(ST) Setup

(H) Key Performance Areas and Notification

Review the key performance area scoring rules

Oracle Projects provides three pre-defined key performance areas: Financial, Schedule, and
Health.

8.

Review the Notification information

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Chapter 17 - Page 22

You can select a report type and choose the Notification Recipients icon to enable reporting
of exceptions to specific recipients on this page.
9.

Navigate to the Notification Recipient List

(I) Notification Recipients

10. Review the information in the Notification Recipient List

11. (B) Cancel
12. Navigate to the Performance Page Layouts page

(ST) Setup

(H) Performance Page Layouts

This opens the Performance Page Layouts page. Oracle Projects provides page layouts by
page type for Contract, Capital, and Indirect projects.
13. Preview page layouts for the page types listed on the page

Preview the layout for page type Period Analysis

(I) Preview

14. (H) Home

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Implementing Project Performance Reporting

Chapter 17 - Page 23

Guided Demonstration - Customize Reporting Views

Setting Profile Options
1.

Responsibility = System Administration, Vision Services (USA)

2.

Navigate to the System window:

3.

(N) Profile > System

Find the following profile options for User: SERVICES and set them to Yes:

FND: Personalization Region Link Enabled

FND: Personalization Seeding Mode

FND: Personalization WYSIWYG Enabled

4.

(I) Save

5.

Find another profile option for the user: Services and set it to Yes:

6.

Personalize Self-Service Defn

(I) Save

Define Row Sets

7.

Responsibility = Projects SU, Vision Services (USA)

8.

Navigate to the Row Sets page

9.

(N) Projects: Setup > Row Sets

(B) Create Row Set

10. Enter the following information:

Field

Value

Name

XX-Effort

Description

Reporting Measures for Effort

Code

XX EFFORT

11. Select the following available measures

Current Budget People Effort

People Effort
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Chapter 17 - Page 24

% Spent People Effort

Forecast People Effort

Forecast People Effort Variance %

(I) Move

12. (B) Apply

13. (H) Home
Find Project
14. Navigate to the Search Projects page

(N) Projects: Delivery > Search Projects

15. Find the project with the number: ABCHR101

Enter ABCHR101 in the Project field

(B) Go

(H) ABCHR101

Personalize Region
16. Navigate to the Performance Overview page

(T) Reporting

17. Personalize the Effort region

(H) Personalize This table displays project level

18. Accept the default values in the Personalization Context region.

19. Scroll down and accept the complete view for the Personalization Structure

(I) Seeded User Views - for Advanced Table: (This table displays..)

20. (B) Create View

21. Enter the following general properties in the Create View page:
Field

Value

View Name

XX-People Effort

Number of Rows

25 Rows
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Chapter 17 - Page 25

Displayed
Set As Default

No

Securing Function

Leave Blank

Description

XX-People Effort

22. Specify the parameters and values to filter the data that is displayed in your table

In the Search Query to Filter Data in your Table region, select Show table data when all
conditions are met

For rowset code, select IS from the list and enter XX EFFORT in the empty field

(B) Apply

23. (B) Apply on the Personalize Views page

24. (H) Return to Application
Add the Personalized Region and Graphs to the Page
25. (H) Personalize Page
26. Select Function: Projects: Reporting: Default Contracts Project Layout in the
Personalization Level field

(B) Go

27. Scroll down the page and select the icon (the green plus sign) to add content in the flexible
layout (PerfRowRegionsFlexibleLayout) region

(I) Add Content [Flexible Layout: (flexibleLayout_0_1085530477725)]

28. Select the following graphs to add to the page:

Actual Effort by Task Graph

Actual Effort by Resource Graph

Acutal Effort by Period Graph

29. Add content to the Performance Overview region for view name XX-People Effort

(H) Next 10

(H) Next 10

(H) Next 10
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Implementing Project Performance Reporting

Chapter 17 - Page 26

(H) Next 10

Select the title of Performance Overview Region for view name XX-People Effort

30. (B) Apply

31. (H) Return to application
32. The three graphs are now displayed for Effort as well as a personalized region for XXPeople Effort
Reset the profile options
33. For a cleaner look to the application, reset all the profile options to a value of No (using
the System Administration, Vision Services (USA) responsibility).
34. (H) Home

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Implementing Project Performance Reporting

Chapter 17 - Page 27

Create Custom Reports

Create Custom Reports

Custom Report
Task

Resource

Period
View Categories
You can use predefined public views to retrieve actual and planned
summary amounts for your reports by task, resource, and period.

Create Custom Reports

Oracle Projects provides predefined public views that enable you to retrieve project
performance summary amounts you require by category to create your own custom
project performance reports. You can retrieve amounts for the following view
categories:
Task summarization views
Resource summarization views
Period summarization views
For example, you can use the PJI_XTD_ACT_CMT_BY_TASK_V view to retrieve and
display in your report actual cost, revenue totals, and commitments for Period to Date, Quarter
to Date, Year to Date, and Inception to Date by task.
For more information on the different views, refer to the Oracle Project Implementation Guide.

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Chapter 17 - Page 28

Agenda

Agenda
Implementing Project Performance Reporting
Implementing Performance Exceptions Reporting

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Implementing Project Performance Reporting

Chapter 17 - Page 29

Exceptions Reporting Setup Steps

Exceptions Reporting Setup Steps

Steps for Implementing Exceptions
Reporting

Required?

Define Performance Statuses and

Indicators

No

Define Performance Rules and Exceptions

Yes

Define Key Performance Areas

No

Define Key Performance Area Scoring

Rules

Yes

Configure e-mail notifications for

automated status reports

No

Schedule generation of exceptions, e-mail

notifications, and calculation of scores

No

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Chapter 17 - Page 30

Define Performance Statuses and Indicators

Define Performance Statuses and Indicators

Critical

At Risk

On Track

Example of the predefined performance statuses. You can provide your own
set of images to replace the predefined performance status indicators.

Define Performance Statuses and Indicators

You can track indices, amounts, and variances against project performance. Oracle Projects
uses colored status indicators to convey the status and severity of performance for a measure
and a key performance area. Oracle Projects provides the following predefined performance
statuses and status indicators with placeholders for you to define and enable another two
statuses. You can modify the attributes of these statuses or disable them in the Performance
Indicators Lookups window:
Critical
At Risk
On Track
You can also provide your own set of images (in gif file format) to replace the predefined
performance status indicators. For a more comprehensive performance evaluation, you can
define and enable the other two performance statuses and attach status indicators to them.
Caution: Do not add or delete performance statuses. A status can denote negative performance
and report exceptions in performance. Conversely, a status can also indicate and report positive
performance to help track expected or excellent performance.

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Chapter 17 - Page 31

Define Performance Rules and Exceptions

Define Performance Rules and Exceptions

Name

Financial

Description

Schedule

Measure

Health

Period Type
Effective From

Key Performance Areas

Effective To
Threshold Levels
Defining Performance
Rules and Exceptions

A performance rule enables you to define thresholds of possible values

for a measure.

Define Performance Rules and Exceptions

A performance rule enables you to define thresholds of possible values for a measure. You can
associate a performance status indicator with each threshold. When you generate exceptions,
Oracle Projects compares each measure value against the thresholds in each performance rule.
If the value falls within any of the defined thresholds, then Oracle Projects associates the status
indicator of that threshold with the measure.
Because performance exceptions reporting enables you to track expected and excellent
performance along with negative performance, you must mark the thresholds that reflect
negative performance values with a report as exception indicator. If the value of a measure
falls in a threshold that has the report as exception indicator enabled, then the measure is
considered to have an exception and is shown in the list of exceptions. If the value falls in a
threshold range for which the report as exception indicator is not enabled, then that value is
considered to reflect as expected performance and the corresponding transaction is not shown
in the list of exceptions. However, you can set up Oracle Projects to track expected
performance with an on track status indicator that is shown on project performance and project
list pages. Values that reflect exceptions will appear in project performance and project list
pages, and the exceptions list page.

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Chapter 17 - Page 32

You must attach performance rules to a project to view project performance statuses and
exceptions. If you attach performance rules to a project template, then any project created from
the template will inherit the prescribed rules. One status can be attached to different thresholds.
For example, both under-utilization and over-utilization of resources could indicate a
performance status of critical.
Submit the PRC: Generate Performance Scores and Notifications concurrent program to
generate exceptions, key performance area scores, statuses, and automated e-mail status report
notifications. You can create different performance rules for the same measure (for example,
for different calendars). However, associating a project with more than one performance rule
that is defined on the same measure, but on a different calendar, can cause the key performance
area scores and statuses to be inflated.
Note: You must define a minimum and maximum value for at least one threshold of a
performance rule. Defining values for the remaining four thresholds is optional. Define
threshold values to cover all possible values for a performance rule. If the value of a rule does
not fall in any threshold range, no status indicator icon is displayed for that performance rule.

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Implementing Project Performance Reporting

Chapter 17 - Page 33

Define Key Performance Area Scoring Rules

Define Key Performance Area Scoring Rules

Financial

Threshold Range

Status Indicator

Schedule

From: 0 - 150

On Track

Health

From: 151 - 225

At Risk

From: 226 - 450

Critical

Example Rules for Financial

Performance Area that are attached to a
project.

Define Key Performance Area Scoring Rules

You can view the overall performance of a project and performance status by key performance
areas. You should monitor the status of key performance areas to ensure that a project is on
track for completion within the budgeted cost and planned schedule. Oracle Projects provides
three predefined key performance areas. You can modify the name and attributes of the
following key performance areas, and enable and disable them. The three predefined key
performance areas are as follows:
Financial
Schedule
Health
You must define scoring rules for key performance areas and attach the rules to a project or
project template. To create a scoring rule, you must define thresholds, or ranges of possible key
performance area scores and associate each threshold with a status indicator. Oracle Projects
calculates scores when you run the Generate Performance Scores and Notifications concurrent
program. The score for each performance area is calculated based on the total of the weighting
factors for each exception within a key performance area. If you attach different performance
rules to a project for the same measure, but for different calendars, you can artificially inflate
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Chapter 17 - Page 34

the key performance area scores. For every score that meets a defined threshold in a key
performance area scoring rule, Oracle Projects displays the associated performance status
indicator for that key performance area. You can use the Oracle Applications personalization
feature to include a summary of key performance area statuses in the Project Home page,
Project Overview page, and status reports.
Oracle Projects displays the worst, or most severe performance status for a key performance
area as the overall performance status of the project. If required, you can use a client extension
to modify the overall performance status calculation logic.
Note: You must define a minimum and maximum value for at least one threshold of a key
performance area scoring rule. Defining values for the remaining four thresholds is optional.
Define threshold values to cover all possible values for a key performance area score. If the
value of a score does not fall in any threshold range, no status indicator icon is displayed for
that key performance area.

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Implementing Project Performance Reporting

Chapter 17 - Page 35

Practice - Define Key Performance Area Scoring Rules

Overview
In this practice, you will define key performance area scoring rules for the three key performance
areas.

Assumptions

Replace XX with the number that your instructor has assigned.

You must have access to an Oracle Application Vision database or comparable training
or test instance at your site on which to complete this practice.

Tasks
Define health, financial, and schedule scoring rules that can be used for all project types. For
each scoring rule, define threshold information appropriate for the three statuses of On Track, At
Risk, and Critical.

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Chapter 17 - Page 36

Solution Define Key Performance Area Scoring Rules

Define a Health Scoring Rule
1.

Responsibility = Projects SU, Vision Services (USA)

2.

Navigate to the Key Performance Area Scoring Rules page

(N) Projects: Setup > Key Performance Area Scoring Rules

3.

(B) Create Scoring Rule

4.

Enter the following information for Health Key Performance Area:

Field

Value

Key Performance Area

Health

Name

XX-Health KPA

Description

Used for all project types

Precision

Effective From

01-Jan-2000

Effective To

Leave Blank

5. Enter the following threshold information:

Field

Value

Threshold Range From

10

Threshold Range To

50

Status Indicator

On Track

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Chapter 17 - Page 37

Field

Value

Threshold Range From

51

Threshold Range To

75

Status Indicator

At Risk

Field

Value

Threshold Range From

76

Threshold Range To

150

Status Indicator

Critical

6.

(B) Apply

Define a Financial Scoring Rule

7.

(B) Create Scoring Rule

8.

Enter the following information for Financial Key Performance Area:

Field

Value

Key Performance Area

Financial

Name

XX-Financial KPA

Description

Used for all project types

Precision

1
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Chapter 17 - Page 38

Effective From

01-Jan-2000

Effective To

Leave Blank

9. Enter the following threshold information:

Field

Value

Threshold Range From

Threshold Range To

150

Status Indicator

On Track

Field

Value

Threshold Range From

151

Threshold Range To

225

Status Indicator

At Risk

Field

Value

Threshold Range From

226

Threshold Range To

450

Status Indicator

Critical

10. (B) Apply

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Chapter 17 - Page 39

Define a Schedule Scoring Rule

11. (B) Create Scoring Rule
12. Enter the following information for Schedule Key Performance Area:
Field

Value

Key Performance Area

Schedule

Name

XX-Schedule KPA

Description

Used for all project types

Precision

Effective From

01-Jan-2000

Effective To

Leave Blank

13. Enter the following threshold information:

Field

Value

Threshold Range From

40

Threshold Range To

100

Status Indicator

On Track

Field

Value

Threshold Range From

101

Threshold Range To

150

Status Indicator

At Risk

Field

Value

Threshold Range From

151

Threshold Range To

300

Status Indicator

Critical

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Implementing Project Performance Reporting

Chapter 17 - Page 40

14. (B) Apply

15. (H) Home

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Implementing Project Performance Reporting

Chapter 17 - Page 41

Configuring Automated Status Report Notifications

Configuring Automated Status Report

Notifications

Email

You can send information on exceptions, key performance area statuses,

issues and change documents by email to team members and project
stakeholders.

Configuring Automated Status Report Notifications

You can send information on exceptions, key performance area statuses, issues, and change
documents by e-mail to team members and project stakeholders. Stakeholders can include the
project manager and operational managers. They can also include members who are not
directly a part of the project team such as customers, the finance manager, and the CEO of the
operating unit that owns the project. You can customize the content and appearance of the email notification by creating and attaching a particular report type to the project.

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Implementing Project Performance Reporting

Chapter 17 - Page 42

PRC: Generate Performance Scores and Notifications Program

PRC: Generate Performance Scores and

Notifications Program

Generation of exceptions
PRC: Generate
Performance
Scores and
Notifications

Calculation of key performance

area scores and statuses
Sending of automated status
report notifications to
stakeholders

Activities you can schedule with the PRC: Generate Performance Scores
and Notifications program.

PRC: Generate Performance Scores and Notifications program

The frequency with which you should schedule each of the activities shown on the slide above
depends on your business needs. For example, if your system allows daily updates of budget
and actual amounts, then you should consider scheduling the generation of exceptions, and key
performance area scores and statuses on a daily basis. For a long-term project, you should
consider running the program on a weekly basis. If your project managers want to generate
new exceptions every day, but project stakeholders only want to see key performance area
statuses on a weekly basis, you can set up the program to generate exceptions every day and
key performance area statuses and notifications on a weekly basis.
Oracle Projects recommends that you always generate exceptions, and key performance area
scores and statuses at the same time. This ensures that key performance area statuses always
show the correct status based on the exceptions in the system. If you follow this approach, you
can still generate automated status report notifications at a different time than exceptions and
key performance area scores. You can choose to link the processing cycles for exception
generation, score calculation, notification generation, and summarization by running these
programs in tandem with each other. For example, to view exceptions based on the most recent
financial information, you must summarize project amounts by running the project

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Implementing Project Performance Reporting

Chapter 17 - Page 43

performance reporting summarization concurrent programs before you run the Generate
Performance Scores and Notifications concurrent program.
Note: You do not need to run the project performance summarization programs to view
schedule exceptions based on the dates in your workplan.

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Implementing Project Performance Reporting

Chapter 17 - Page 44

Summary

Summary
In this lesson, you should have learned how to:
Explain Project Performance Reporting setup steps
Explain Performance Exceptions Reporting setup steps

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Implementing Project Performance Reporting

Chapter 17 - Page 45

Copyright 2007, Oracle. All rights reserved.

Implementing Project Performance Reporting

Chapter 17 - Page 46

Reporting with Project Status

Inquiry
Chapter 18

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Reporting with Project Status Inquiry

Chapter 18 - Page 1

Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 2

Reporting with Project Status Inquiry

Reporting with Project Status Inquiry

Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 3

Objectives

Objectives
After completing this lesson, you should be able to do the
following:
Describe the features of project status inquiry
Explain the use of summary amounts in project status
inquiry

Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 4

Agenda

Agenda
Project Status Inquiry
Review Project Summary Amounts
Summarizing Actuals by Resource List

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Reporting with Project Status Inquiry

Chapter 18 - Page 5

Project Status Inquiry Overview

Project Status Inquiry Overview

View summary information by

project, task, and resource
Drill down from lowest tasks and
lowest resources to commitments
and expenditure item details
Drill down from projects, top tasks,
and lowest resources to events for
contract projects
Examples of Project Status
Inquiry Functionality

Project Status Inquiry Overview

Project Status Inquiry (PSI) is a financial reporting tool. With Project Status Inquiry, you can
review the current financial status of your projects and then drill down for more detailed
review of a project and its tasks. Non-financial status reporting information is available
separately as part of the project status reporting feature.
For transactions that involve foreign currencies, all amounts displayed in Project Status Inquiry
are shown in the project currency.
You can update project summary amounts anytime after you distribute costs, independent of
when you generate accounting and transfer the accounting to Oracle General Ledger. This
allows you to have uptodate information for project status reporting, independent of the
accounting flow.
Additional Financial Inquiry Options
Project managers can use a forms-based responsibility called Project Manager that gives them
access to Project Status Inquiry, Percent Complete, Expenditure Inquiry, Invoice Review,
Funding Inquiry, and Retention Inquiry.
You can review detailed expenditures charged to a project with Expenditure Inquiry. Use the
Expenditure Items window to review a projects expenditure items. You can see the amount
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Reporting with Project Status Inquiry

Chapter 18 - Page 6

and type of expenditure items charged to a project, the date an expenditure item occurred,
accrued revenue, and other information. You can also drill down to Oracle Payables to view
the Invoice Overview form and to Oracle General Ledger to view Taccounts. For additional
discussion regarding Expenditure Inquiry, see the coursed titled R12 Project Costing
Fundamentals.
You can review invoice and funding information for contract projects using both Invoice
Review and Funding Inquiry. You can also review retention information for contract projects
using Retention Inquiry. For additional discussion regarding Funding Inquiry, Invoice Review,
and Retention Inquiry, see the course titled R12 Project Billing Fundamentals.

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Reporting with Project Status Inquiry

Chapter 18 - Page 7

Maintaining Summary Amounts

Maintaining Summary Amounts

Summary Amounts
Actual Cost
Amounts
Actual Revenue
Amounts

Commitment
Amounts

Cost Budget
Amounts
Revenue Budget
Amounts

Oracle Projects maintains summary

amounts for use with Project Status Inquiry.

Maintaining Summary Amounts

Oracle Projects maintains amounts for each of the todate values of PeriodtoDate (PTD),
Prior Period (PP), YeartoDate (YTD), and InceptiontoDate (ITD), in addition to total (at
project completion) budget amounts.
All amounts are held at the project, task, and resource levels except for nonlabor quantities.
Labor hours are summarized to the project and task levels based on the labor resource amounts.
All other quantities that are not labor hours are summarized only to the resource level.
Actual Cost Amounts
Oracle Projects summarizes the following cost amounts for expenditure items after the items
are costed:
Raw Cost
Billable Raw Cost (for contract projects only)
Capitalizable Raw Cost (for capital projects only)
Burdened Cost
Billable Burdened Cost (for contract projects only)
Capitalizable Burdened Cost (for capital projects only)
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Reporting with Project Status Inquiry

Chapter 18 - Page 8

 Actuals Labor Hours

Billable Labor Hours (for contract projects only)
Actuals Quantity (for resources only)
Billable Quantity (for resources only; for contract projects only)
Actual Revenue Amounts
Oracle Projects summarizes the following revenue amounts for billable expenditure items and
events on contract projects after the revenue is released:
Revenue
Commitment Amounts
The summarization process updates the following commitment amounts:
Commitment Raw Cost
Commitment Burdened Cost
Budget Amounts
Oracle Projects summarizes budget amounts for the todate values, in addition to total (at
project completion) budget amounts, using the current and original budget versions of each
budget type. When you run the Update Project Summary Amounts program, Oracle Projects
deletes all previously summarized cost and revenue budget amounts and recreates the new
budget todate and total amounts.
Cost Budget Amounts
Current Budget Raw Cost
Original Budget Raw Cost
Current Budget Burdened Cost
Original Budget Burdened Cost
Current Budget Cost Labor Hours
Original Budget Cost Labor Hours
Current Budget Cost Quantity (for resources only)
Original Budget Cost Quantity (for resources only)
Revenue Budget Amounts
Current Budget Revenue
Original Budget Revenue
Current Budget Revenue Labor Hours
Original Budget Revenue Labor Hours
Current Budget Revenue Quantity (for resources only)
Original Budget Revenue Quantity (for resources only)

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Reporting with Project Status Inquiry

Chapter 18 - Page 9

Maintaining To Date Amounts

Maintaining To Date Amounts

Period-to-Date (PTD)
Prior Period (PP)
Year-to-Date (YTD)

Oracle Projects maintains

to-date amounts for the
summary amounts.

Inception-to-Date (ITD)
To-Date Amounts

Maintaining To Date Amounts

Oracle Projects maintains todate summary amounts as follows:
PeriodtoDate Amounts (PTD)
Prior Period Amounts (PP)
YeartoDate Amounts (YTD)
Project or InceptiontoDate Amounts (ITD)
You also specify the current reporting period through which the todate values are maintained.
The priorperiod summary amounts are the periodtodate summary amounts for the previous
reporting period. The periodtodate, yeartodate, and inceptiontodate amounts are
summarized in relation to the current reporting period. Oracle Projects derives the yeartodate
values using the accounting year of the GL period associated to the current reporting period.
Summarization Period Type
During implementation, you define whether to maintain these todate amounts by PA period or
GL period. You specify this in the Implementation Options window.

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Reporting with Project Status Inquiry

Chapter 18 - Page 10

Current Reporting Period

The current reporting period defines the period through which the amounts are summarized for
all projects in your system. A common reporting period facilitates crossproject reporting.
You set the current reporting period used in maintaining project summary amounts in the PA
Periods window. You can select any PA period that is later than the current reporting period.
Typically, you set the current reporting period in one of two ways:
Use the closed PA period before the current open period for new transactions. This
method provides a static view of the project summary amounts and gives a historical view
through the last period.
Use the current PA Period open for transactions. This provides a dynamic view of the
project summary amounts, because you can update the values for all new transactions
entered each day.

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Reporting with Project Status Inquiry

Chapter 18 - Page 11

Updating Project Summary Amounts

Updating Project Summary Amounts

1. Run a concurrent program

to update project summary
amounts.

2. View updated information

with Project Status
Inquiry.

Updating Project Summary Amounts

You run the Update Project Summary Amounts program to update the project summary
amounts with new cost, commitment, and revenue transactions and any new baselined budget
versions. You can run this program as many times as you want.
Caution: You must maintain forecast amounts for a project in either a financial plan type
or a budget type of forecast cost or forecast revenue to prevent the Update Project
Summary Amounts process from adding up forecast summaries in the financial plan and
budget.
If you maintain todate amounts by GL period, select the PA period in the PA Periods window
that is the first PA period of the GL period that you are selecting as the current reporting
period. You run the Update Project Summary Amounts After a Resource List Change program
when you have changed the resource list and want to map historical transactions to resources
using the new resource list.
To update project summary amounts:
Run the appropriate program:
PRC: Update Project Summary Amounts
PRC: Update Project Summary Amounts for a Single Project
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Reporting with Project Status Inquiry

Chapter 18 - Page 12

 PRC: Update Project Summary Amounts After a Resource List Change

Note: The Update Project Summary Amounts process only uses the resources list. You can
migrate a resource list to a planning resource list and Oracle Projects copies changes in the
resource list to the migrated planning resource list, but not vice versa. You must make changes
in the original resource list to ensure that the Update Project Summary Amounts process
correctly summarizes amounts for display.

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Reporting with Project Status Inquiry

Chapter 18 - Page 13

Summarization Errors

Summarization Errors

Summarization Log
Update Project
Summary
Amounts
Update Project Summary
Amounts Report

Use the log and output report for troubleshooting.

Summarization Errors
The Summarization Exception column in the Project Status window displays messages
describing errors that occurred during the summarization program. Examples of these errors
are:
Currency conversion errors were encountered while summarizing commitments
The summarization period type has changed
The current reporting period has been rolled back to a date earlier than the last period
accumulated for the project
The project is closed
Summarization Log
If you suspect that the project summary amounts do not properly reflect the source detail, a
good way for you to start troubleshooting is to examine the log file produced by the Update
Project Summary Amounts program. The summarization log shows the following information
related to a projectlevel summarization:
The submission parameters for the program
Before and after numbers for actuals
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Reporting with Project Status Inquiry

Chapter 18 - Page 14

 Before and after numbers for each budget type

Careful examination of the summarization log can provide evidence as to whether the problem
originated in the summarization program or some other aspect of the Oracle Projects
application.
Update Project Summary Amounts Report
The Update Project Summary Amounts Report, which is produced by the Update Project
Summary Amounts program, lists all costs, revenue, budget amounts, and commitments that
were summarized during the program.
This report also lists future period transactions. Future period transactions are transactions
whose PA period is later than the current PA reporting period. Any transactions appearing in
this section have not been summarized by the Update Project Summary Amounts program, and
will not be reflected in the Project Summary window. To summarize these transactions, you
must set the current reporting period to a PA period equal to or later than the PA period of
these transactions.

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Reporting with Project Status Inquiry

Chapter 18 - Page 15

Labor Cost Security

Labor Cost Security

Gray, Mr. Donald R.
Project Role: Project Manager
Allow Labor Cost Query? Yes

Lasher, Ms. Tina Louise

Project Role: Consultant
Allow Labor Cost Query? No

Labor Cost
Security

Use project roles to grant team members view access to

project labor cost details.

Labor Cost Security

Labor cost security affects whether a project team member can query labor expenditure details
when drilling down from Project Status Inquiry. Whether team members without cross-project
access can view the labor cost details depends upon their project role on the project.
Project Roles and Labor Cost Query
You use project roles to grant team members view access to project labor cost details. By
default, a project team member can access all project-level information with the exception of
labor cost details. Labor cost security applies only at the most detailed level, where it can be
determined that the entire amount displayed is labor only. By default, if you have query access
to project information, you can view labor costs only where summary amounts are shown. If
you are not permitted to view labor cost details, such amounts will not be shown in form fields
and in reports.
To permit viewing of labor cost details, you must assign a team member a project role that
expressly allows query of labor cost details. A user with crossproject update access does not
need to be defined as a team member in order to view or update project information or to view
labor cost details. A user with crossproject view access does not need to be defined as a team
member in order to view projectlevel information.
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Reporting with Project Status Inquiry

Chapter 18 - Page 16

Agenda

Agenda
Project Status Inquiry
Review Project Summary Amounts
Summarizing Actuals by Resource List

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Reporting with Project Status Inquiry

Chapter 18 - Page 17

Reviewing Project, Task, and Resource Summary Amounts

Reviewing Project, Task, and Resource Summary

Amounts
Project Status

Task

Resource Group
Resource Group
Resource

Subtask

Resource
Resource
Resource Group
Resource

Resource Group

Resource

Resource
Drilldown from project status to view task and
resource status.

Reviewing Project, Task, and Resource Summary Amounts

You can review project summary amounts to quickly determine the status of your projects.
After you review project summary amounts, you can drill down to see the summary amounts
for the tasks of a project. You also can drill down to see the summary amounts for the
resources of the project or the selected task. You select the resource list by which you want to
view actuals and budgets. By default, you drill down using the drilldown default resource list
defined for the project. You can choose to drilldown by other resource lists assigned to the
project.
In addition, you can export PSI data into a spreadsheet for further analysis.
To review project summary amounts:
1. Navigate to the Project Status window.
2. Enter the search criteria to find the project(s) you want to review.
3. Choose the Find button.
4. To view totals for the project rows returned based on your search criteria, choose Totals.
- Oracle Projects displays only the projects with a current budget that is summarized or
with summarized actuals and commitments. A projects status also determines
whether it will be displayed.
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Reporting with Project Status Inquiry

Chapter 18 - Page 18

- This window displays the Current Period as the current reporting period by which
Oracle Projects calculates the values for projects. Amounts for all summarization
brackets (periodtodate, prior period, yeartodate, and inceptiontodate) are
calculated as of the current reporting period.
To review task summary amounts:
1 From the Project Status window, select the project you want.
- Choose the Task Status button to review top tasks and their summarized amounts.
- Choose the Task button to review details for a selected task.
2. Drill down to review subtasks.
- Select a top task, and then doubleclick on the selected task number to review the
subtasks that are one level below the top task.
- Continue this for subsequent task levels.
To review resource summary amounts:
Oracle Projects displays the resource groups and resources in the resource list that are budgeted
or have summarized actuals or commitments.
To review project resources, select a project in the Project Status window and choose the
Resource Status button.
To review task resources, select a task in the Task Status window, and then choose either
the drilldown indicator or the Resource Status button.
To review resources below a resource group, select a resource group, and then double
click on the resource name.
To view actuals and commitments using a different resource list:
Choose a different resource list that is assigned to the project from the Resource Drilldown List
menu item on the Tools Menu.

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Reporting with Project Status Inquiry

Chapter 18 - Page 19

Using Factoring To Control Currency Display

Using Factoring To Control Currency Display

Factor By: Units

1,295,121.00
Factor By: Tens
ITD - Act Rev

129,512.10

1,295,121.00

Factor By: Hundreds

Example of actual
revenue amount

12,951.21
Factor By: Thousands
1,295.12

Factoring controls the multiples factor used

to display the amounts.

Using Factoring To Control Currency Display

Use the factoring feature in PSI to make very large amounts easier to read. Factoring can be
used for all PSI columns marked as enabled for factoring in the Project Status Column Setup
window.
To change the factor in a PSI window:
1. Navigate to the PSI Project, Task, or Resources window.
2. From the Tools menu, choose Factor By.
3. From the Factor By list of values, select a factor. For example:
- Units: Displays amounts as calculated.
- Tens: Displays amounts as multiples of ten (10 = 1.00).
- Ten Thousands: Displays amounts as multiples of ten thousand (10,000 = 1.00).
- Millions: Displays amounts as multiples of one million (1,000,000 = 1.00).
This factor applies to all status folders during your current session, and is active until you exit
Project Status Inquiry. The factor is not saved in the PSI folders.

Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 20

Comparing Budget To Actual And Commitment Amounts

Comparing Budget To Actual And Commitment

Amounts

Task

ITD Orig Rev Bgt

ITD Rev Bgt

ITD Act Rev

1.0

15,100.00

20,100.00

18,589.00

- 2.0

18,500.00

18,600.00

16,544.00

2.1

15,800.00

14,700.00

14,845.00

2.2

2,700.00

3,900

1,699.00

3.0

5400.00

2300.00

3300.00

For example, compare the original revenue budget, the

current baseline revenue budget, and the actual revenue.

Comparing Budget To Actual And Commitment Amounts

You can review current and original budgeted amounts and compare them to actuals and
commitment amounts. You review the budgeted amounts for one cost budget type and one
revenue budget type at a time. The default cost budget type is the predefined Approved Cost
Budget. The default revenue budget type is the predefined Approved Revenue Budget. Use the
Tools menu to select alternative cost and revenue budget types for comparison.
Prerequisites
1. Enter and create a baseline budget for the project.
2. Run the Update Project Summary Amounts program for your projects.

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Reporting with Project Status Inquiry

Chapter 18 - Page 21

Drilling Down to Actuals, Commitments, Revenue, and Task

Detail

Drilling Down to Actuals, Commitments, Revenue,

and Task Detail
Project
Task
Lowest Task
Commitments

Actuals

For example, drill down to view commitment

details and actuals details for lowest level tasks.

Drilling Down to Actuals, Commitments, Revenue, and Task Detail

The following drilldown options are available for actuals, commitments, and events detail in
the Task and Resource Status windows:
You can drill down to see supporting actuals details for the project summary amounts as
of the projects last summarized reporting period.
You can drill down to see supporting commitment details for the commitment summary
amounts as of the projects last summarized reporting period.
You can drill down to see supporting revenue details, including expenditure items and
events, for the project revenue summary amounts as of the projects last summarized
reporting period.
You can drill down from the Task Status window to the Oracle Payables Invoice
Overview form.
The drilldown to events is only available for contract projects with Oracle Project Billing.

Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 22

Reviewing Customer Invoices For A Contract Project

Reviewing Customer Invoices For A Contract

Project
Project
Invoice
Summary
Invoice

Drill down to view summary and detail information

about customer invoices for contract projects.

Reviewing Customer Invoices For A Contract Project

To review customer invoices for a contract project:
1. Navigate to the Project Status window.
2. Find the contract project(s) you want in the Find Project Status window.
3. Choose a contract project in the Project Status window.
4. Choose the Invoices button.

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Reporting with Project Status Inquiry

Chapter 18 - Page 23

Practice - Reporting with Project Status Inquiry

Overview
In this practice, you will view information using Project Status Inquiry.

Assumptions

Replace XX with the number that your instructor has assigned.

You must have access to an Oracle Application Vision database or comparable training
or test instance at your site on which to complete this practice.

Tasks
Search for and find the project named ABCHR101. View project and resource status
information. View the customer invoices associated with the project and task status. Finally view
the actual costs incurred against Task 1.1.1.

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Reporting with Project Status Inquiry

Chapter 18 - Page 24

Solution - Reporting with Project Status Inquiry

Reporting with Project Status Inquiry
1.

Responsibility = Projects, Vision Services (USA)

2.

Navigate to the Find Project Status window

3.

(N) Project Status Inquiry > Project Status Inquiry

Find the ABC HR Implementation project

Enter the find criteria

Number = ABCHR101
Name = ABC HR Implementation

(B) Find

4.

View the project status information

5.

View the basic project information

(B) Project

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Reporting with Project Status Inquiry

Chapter 18 - Page 25


6.

Close the Project Information window

View the resource status

(B) Resource Status

Double click on the resource Labor to expand the resource group and view the resources

Close the Resource Status window

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Reporting with Project Status Inquiry

Chapter 18 - Page 26

7.

View the customer invoices associated with the project

(B) Invoices
You can view the customer invoices associated with the project because this is a
contract project. You can drill down on each invoice to see additional details as needed.

8.

Close the Invoice Summary window

View the task status

(B) Task Status

Double click on Task 1.0 to expand the task and see the subtask.

Double click on Task 1.1 to expand the task and see the subtask.

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Reporting with Project Status Inquiry

Chapter 18 - Page 27

9.

Select Task 1.1.1 and view the actual costs

(B) Actuals

(B) Clear

(B) Find

10. When finished, close the open Project Status Inquiry windows and return to the Navigator

Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 28

Agenda

Agenda
Project Status Inquiry
Review Project Summary Amounts
Summarizing Actuals by Resource List

Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 29

Summarizing by Resource

Summarizing by Resource
1. Employee and Supplier
2. Job
Unclassified

3. Organization
4. Expenditure Type and
Event Type

Transaction
does not map to
any resource on
the resource list

5. Expenditure Category
and Revenue Category
Precedence by resource type

Summarizing by Resource
Oracle Projects summarizes actuals and commitments by resource when you update project
summary amounts. Oracle Projects automatically maps each transaction to one resource in each
resource list assigned to the project to which the transaction is charged. This mapping is based
on the following: employee or supplier, expenditure organization, and expenditure type of the
transaction; you do not have to specify the resource when you enter the transaction.
Oracle Projects maps each transaction to a resource based on the combination of the resource
and its resource group. For example, you can enter an organization resource of Risk Analysis
under both the resource groups of Labor and Other Expenses in one resource list. Timecards
for the Risk Analysis organization map to the resource of Risk Analysis under the Labor
resource group, and expense reports for the Risk Analysis organization map to the Risk
Analysis resource under the Other Expenses resource group.
Precedence-Based Mapping
There are cases in which one transaction could map to more than one resource in a resource
list. For example, you may have entered both an employee resource for Marlin and a job
resource of Senior Consultant under the Resource Group of labor. Amy Marlin, a senior
consultant, charges labor to the project using this resource list. Marlins labor transaction can
Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 30

be mapped to both resources. However, Oracle Projects ensures that each transaction maps to
only one resource in a resource list by utilizing a precedencebased mapping to determine
which resource in the resource list is mapped to each transaction.
Oracle Projects predefines the precedence of each resource type for each expenditure type
class. The resource types that are more specific are ranked higher and thus are used to
summarize the transaction amounts. For example, an employee resource is used before a job
resource is used.
When a Transaction Does Not Map to a Resource
It is possible that a transaction cannot be mapped to any resource defined in the resource list.
Oracle Projects maps such transactions to an Unclassified resource.
If you discover that transactions are mapped to an Unclassified resource, and you subsequently
want to change the resource list to ensure that all transactions are mapped to a resource, you
can add the appropriate resource to the resource list and then update the project summary
amounts after a resource list change.

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Reporting with Project Status Inquiry

Chapter 18 - Page 31

Changing the Resource List

Changing the Resource List

1. Change the resource list

associated with the
project.

2. Run PRC: Update Project

Summary Amounts after a
Resource List Change.

Changing the Resource List

You may need to change your resource list after you have used it for summarization for status
reporting. Some reasons for this may be due to new employees or organizations defined for
your company, if you use employees and organizations as resources, or because your company
has decided to classify expenses in a different way, thus disabling use of an expenditure type.
When you change a resource list, the new resource may change the way a transaction is
mapped to a resource. In such a case, you need to decide how to handle the transactions that
have already been summarized using the resource list precedence that existed before you made
the change. You may choose to leave the historical transactions summarized as they are and
have new transactions summarized using the new precedence. For more consistency in the
summarization, you can summarize all historical transactions mapped to resources in that
resource list again so that they use the new resource precedence by running the PRC: Update
Project Summary Amounts after a Resource List Change program.

Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 32

Summary

Summary
In this lesson, you should have learned how to:
Describe the features of project status inquiry
Explain the use of summary amounts in project status
inquiry

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Reporting with Project Status Inquiry

Chapter 18 - Page 33

Copyright 2007, Oracle. All rights reserved.

Reporting with Project Status Inquiry

Chapter 18 - Page 34

Implementing Project Status

Inquiry
Chapter 19

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 1

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 2

Implementing Project Status Inquiry

Implementing Project Status Inquiry

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 3

Objectives

Objectives
After completing this lesson, you should be able to do the
following:
Define additional columns for use in Project Status
Inquiry
Describe the use of the extensions available for Project
Status Inquiry

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 4

Agenda

Agenda
Project Status Inquiry Setup
Extensions

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Implementing Project Status Inquiry

Chapter 19 - Page 5

Project Status Inquiry Implementation Steps

Project Status Inquiry Implementation Steps

Steps for Implementing Project Status

Required?

Inquiry
Define non-default columns

No

Define display columns

No

Implement commitments from external

systems

No

Implement custom reporting strategy

No

Implement commitment changes extension

No

Implement project status inquiry extension

No

Project Status Inquiry Implementation Steps

Project Status Inquiry Implementation Steps

Oracle Projects provides a default configuration for the displayed columns in Project Status
Inquiry (also referred to as PSI). Please review the default configuration to determine whether
you need to change it to satisfy your business requirements. If the default configuration meets
your business needs, you do not need to set up project status inquiry.
The Project Status window reads the view generated from the Project Status Inquiry Columns
window. The installation of Oracle Projects automatically generates this view.

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Implementing Project Status Inquiry

Chapter 19 - Page 6

Default Configuration for Project Status Inquiry

Default Configuration for Project Status Inquiry

Project Name
ITD - Cst Budget
ITD - Act Cost
Commit Amount
Oracle Projects has
default PSI columns for
the Project, Task, and
Resource status windows.

Tot - Bgt Hrs

Fin % Cmplt
Example default project
columns

Default Configuration for Project Status Inquiry

You can view the default configuration for the Project, Task, and Resource Status windows
from the Project Status Inquiry (PSI) Columns window. If you can use these defaults, you do
not need to make any changes in the PSI Columns window. In the default configuration, the
numeric columns are not marked as Totals columns and the Totals button is disabled. For a list
of the columns in the default configuration, see the Oracle Projects Implementation Guide.
Rounding in Default Columns
The expressions used to define the default PSI columns provided with Oracle Projects include
a rounding factor of zero (round to the nearest whole number). For example, the definition of
ITD Act Rev (ITD actual revenue) is:
ROUND(NVL(A.REVENUE_ITD,0),0)
If you want decimal values (cents, for example) to appear in the ITD actual revenue figure, you
change the final zero to a higher number (2 for cents, or 3 if you want to see fractions of cents).
If the ROUND expression is present but no value is given for the rounding factor, the
expression is rounded to 0 decimal places. You should use rounding in each expression,
particularly if the expression includes a calculation.

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Implementing Project Status Inquiry

Chapter 19 - Page 7

The ROUND expression will work correctly only if you have not checked the Factor By check
box for a PSI column in the PSI Columns window. If you check the Factor By check box, the
column displays amounts based on the currency format defined in Oracle General Ledger. The
result can be that the numbers are first rounded, and then have a decimal point and zeroes
appended to them to match the required formatting.

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Implementing Project Status Inquiry

Chapter 19 - Page 8

Defining Non-Default Columns

Defining Non-Default Columns

Project
Task

Folder

Resource

Order

Prompt

Definition

Factor By

Total

Example Definition: Period-to-Date Actual Cost

ROUND(NLV(A.BURDENED_COST_PTD,0),2)
NVL(x,y) = If x is not null, return x. Otherwise, return y.
In this example, the second number determines the
rounding. Rounding is to two decimal places.

Defining Non-Default Columns

If the default configuration does not meet your business needs, you can configure Project
Status Inquiry to display alternate columns. You can display the information that is important
for managing your business by defining rules to derive alternate column values to display in
the Project Status window. They are known as non-default or derived columns.
Project Status Inquiry (PSI) uses a maximum of 33 columns: 3 text columns for descriptions or
comments, and 30 numeric columns for ratios, percentages, and amounts. Each status folder
(project, task, and resource) in Project Status Inquiry can display all or a portion of the
columns available to that folder. Each folder can display only values that are appropriate to the
folder type. For example, only a Resource PSI folder can display quantities.
Considerations for Your Companys PSI Column Strategy
Consider the following points before altering your PSI column configuration:
Each status folder can have an entirely different combination of columns.
You can define rules for columns that read data from any table or view in an Oracle
database.
Altering column definitions can degrade performance. You should consider the
performance implications of any new column definition.
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Implementing Project Status Inquiry

Chapter 19 - Page 9

Defining NonDefault Columns

You can use one of three methods to alter your PSI column setup during implementation to
better suit your companys needs:
1. Select different text or numeric column definitions using the list of values in the Project
Status Inquiry Columns window.
2. Manually modify the predefined column definitions in the PSI Columns window using
SQL expressions.
3. Write a client extension using PL/SQL procedures.
If you make any changes in the PSI Columns window, you must save your changes and choose
Generate View before the Project Status window will reflect your changes. You do not have to
generate a view if you have changed only your client extension.
Column Setup Window
You can accomplish the first two methods by using the PSI Columns window. These are not
only simpler than the third option; they will also give better performance results. Regardless of
which method you choose to change your PSI column configuration, you enter column
prompts in the PSI Column window. The Project Status window always reads column prompts
from the view generated by this window.
Currency Formatting in Project, Task, and Resource Windows
You can use the Project Status Column Setup window to enable selected column definitions for
factoring functionality. Columns that are enabled for factoring may be factored (formatted) at
runtime. Also, the amounts in the columns are automatically displayed according to the
functional currency format defined in Oracle General Ledger.
Totals in the Project Window
You can use the Project Status Column Setup window to mark selected column definitions as
totals columns. If you set up a Totals column, and mark it as a currency amount, the total
amounts for the column are displayed according to the functional currency format defined in
Oracle General Ledger.
If the PSI Extension has been enabled for the PSI Project Status window, then you must also
modify the PSI extension to enable Totals functionality. Even if you have marked columns as
total columns, the Totals button on the PSI Project window will remain disabled until the PSI
extension has been modified for Totals functionality.
Dynamic Formatting in PSI
Dynamic formatting works in two ways in Project Status Inquiry:
Currency amounts on the Events, Commitments and Actuals Drilldown windows are
automatically displayed according to the currency format that you set up in Oracle General
Ledger.
For the Project, Task and Resource Status windows, you can mark columns as Factor By
amounts. These columns are displayed according to the functional currency format.

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 10

Defining Display Columns

Defining Display Columns

Numeric Column Definitions -- Preceding Letter
A = Actual amounts (cost and revenue)
C = Cost budget amounts
M = Commitment amounts
R = Revenue budget amounts
Numeric Column Definitions -- Suffix
ITD = Project Inception to Date
PTD = Period to Date
PP = Prior Period
TOT = Total
YTD = Fiscal Year to Date
Select from predefined column definitions to define
non-default columns.

Defining Display Columns

You can select from 120 column definitions in the list of values for the column definition you
want to change. Oracle Projects displays a list of values for either text or numeric column
definitions, depending on the column type of the active field.

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 11

Guided Demonstration - Define a New Column for Project Status

Inquiry
Define a New Column for Project Status Inquiry
1.

Responsibility = Projects, Vision Services (USA)

2.

Navigate to the Project Status Inquiry Columns window

(N) Setup > Project Status Columns

3.

Select the Project option button in the folder region

4.

Scroll down to column number 32

If column 32 is already defined, select any undefined column. If all columns are defined,
you can replace the definition in one of the columns.

5.

Define the column

Field

Value

Order

32

Prompt

Labor Hrs Est to Cmplt

Definition

ROUND(NVL(C.BASELINE_LABOR_HOURS_TOT,0)NVL(A.LABOR_HOURS_ITD,0))

Factor By

No

Total

Yes

6.

(I) Save

7.

(B) Generate View

8.

(B) Yes on the Decision dialog box

9.

Close the Project Status Inquiry Columns window and return to the Navigator

Update Project Summary Amounts for the Service Center Project

10. Navigate to the Submit a New Request window

(M) View > Requests

(B) Submit a New Request

11. Select to run a Single Request

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 12

12. (B) OK
Field

Value

Name

PRC: Update Project Summary Amounts for a

Single Project

Operating Unit

Vision Services

13. Define the parameters for the process

Field

Value

Project Number

ABCHR101

Through Date

Leave Blank

Summarize Cost

Yes

Expenditure Type Class

Leave Blank

Summarize Revenue

Yes

Summarize Budgets

Yes

Budget Type

Leave Blank

Summarize Commitments

Yes

14. (B) OK
15. (B) Submit
16. (B) No in the Decision dialog box
17. (B) Find
18. Wait for the process to finish.

Use (B) Refresh Data to monitor the progress of the request processing

19. Close the Requests window and return to the Navigator

View the New Column in Project Status Inquiry
20. Navigate to the Find Project Status window

(N) Project Status Inquiry > Project Status Inquiry

21. Find the ABCHR101 project

Enter the find criteria

Number = ABCHR101
Name = ABC HR Implementation
Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 13

(B) Find

22. Add the new column

(M) Folder > Show Field

Select the Labor Hrs Est to Cmplt field

(B) OK

23. View the value in the new column

The prompt you entered while defining the column becomes the default column heading.
24. When finished, close the window and return to the Navigator

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 14

Implementing Commitments From External Systems

Implementing Commitments From External

Systems
Commitments

Requisitions

Purchase
Orders

Pending Supplier
Invoices

Total Project Costs = (Committed Costs + Actual Costs)

Implementing Commitments From External Systems

You can modify what Oracle Projects considers a committed amount for project status
tracking. By default, Oracle Projects defines commitments as all projectrelated requisitions
and purchase orders in Oracle Purchasing and supplier invoices in Oracle Payables that are not
yet interfaced to Oracle Projects. This includes all approved and pending approval requisitions,
purchase orders, and supplier invoices. You may want to include only approved requisitions
and purchase orders in the committed cost amounts.
You can also integrate commitments from an external system, other than Oracle Purchasing
and Oracle Payables, for project status tracking. You modify what is included as the
commitment amounts by changing the view PA_COMMITMENT_TXNS_V, which Oracle
Projects reads for the commitment transactions.
You modify PA_COMMITMENT_TXNS_V to change how Oracle Projects tracks
commitments.
To change the criteria for identifying commitments among requisitions and purchase orders (in
Oracle Purchasing), and supplier invoices (in Oracle Payables):
Modify the default SELECT or WHERE clause statements in the view, or
Substitute other Oracle Purchasing and Oracle Payables views as needed.
Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 15

If you want to include commitments from an external system:

Create a new view called PA_CMNTS_OUTSIDE_SYSTEM_V that reads your external
commitments. Include PA_CMNTS_OUTSIDE_SYSTEM_V in the view
PA_COMMITMENT_TXNS_V.
Add code to the Commitment Changes client extension, so that when you run Update
Project Summary Amounts for a project, the process automatically updates the projects
commitments with any commitments retrieved by PA_COMMITMENT_TXNS_V and its
union with PA_COMMITMENTS_OUTSIDE_SYSTEM_V.
Oracle Projects provides a template script that includes the view definition with an
example of integrating commitments from an external system. The script is called
pavw063.sql. It is located in the Oracle Projects admin/sql directory.
For additional discussion regarding how to include commitments from an external system, see
the Oracle Projects Implementation Guide.

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 16

Implementing Custom Reporting Strategy

Implementing Custom Reporting Strategy

Customize predefined
project management
(MGT) reports

Oracle
Projects

Write new custom

reports

Use project summary amounts to create your

own custom inquiries and reports.

Implementing Custom Reporting Strategy

You can use project summary amounts for your custom project status inquiries and reports.
Oracle Projects provides views and APIs for use toward this objective.
Management Reports
You may need to modify Oracle Projects management reports, and write additional reports to
monitor project status the way that your business requires. You can use existing Oracle
Projects reports as templates to develop your own management reports. All Oracle Projects
reports are written using Oracle Reports, making it easier for you to customize reports.
Oracle Projects provides many views to make it easier to report summary and detail project
information for Oracle Projects standard reports and custom reporting. Many of the standard
reports use these reporting views.
Custom Reporting Summarization Views
Oracle Projects provides two sets of views for custom reporting on summarization summary
amounts:
Work Breakdown or WBS summarization views
Resource summarization views
Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 17

Both sets of views contain project and tasklevel summary amounts. The WBS summarization
views have summary level amounts for projects and tasks. The resource summarization views
have summary amounts by project and resource as well as task and resource. Each set of views
contains views with priorperiod, periodtodate, yeartodate, inceptiontodate, and project
summary amounts for the following:
Actual costs and revenue
Revenue budgets
Cost budgets
Commitments
For additional discussion regarding custom reporting summarization views, see the Oracle
Projects Implementation Guide.
Additional Custom Summarization Using the Actuals API and Budget API
Oracle Projects provides APIs that you can use for additional control on your custom
summarization reporting:
Actuals API
- You can use the API to get amounts by a specific Oracle Projects or Oracle General
Ledger period, a specific range of Oracle Projects or Oracle General Ledger periods
and by various transaction attributes.
Budget API
- You can use the budget API for custom reporting. This API gets budget data for any
baseline budget. You can get the budget data without running the Update Project
Summary program.

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 18

Agenda

Agenda
Project Status Inquiry Setup
Extensions

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 19

Implement the Commitment Changes Extension

Implement the Commitment Changes Extension

Commitment
Changes Extension is
called

Run PRC: Update

Project Summary
Amounts

Oracle Projects
checks for changes
in each project's
commitments

Modify the Commitment Changes extension if you

change the Oracle Projects commitments view.

Implement the Commitment Changes Extension

When you run the PRC: Update Project Summary Amounts program, Oracle Projects checks
commitments for each project to see if changes have occurred. If any of these changes have
occurred, the commitment summary amounts are deleted and recreated. If you have modified
the Oracle Projects commitments view, PA_COMMITMENT_TXNS_V, you must also modify
the Commitment Changes client extension to test for changes in commitments. The body
template includes a sample procedure that contains the default coding for the
COMMITMENTS_CHANGED function. By default, the procedure checks for the following
changes in the systemdefined commitments view:
New commitments have been added
A commitment has been fully or partially converted to cost
The status of a commitment has changed from Unapproved to Approved
If the commitments have changed, then the function returns a value of Y; otherwise, it returns
the value N. If Y is returned, then the summarization process rebuilds the commitment
summarization amounts. If you have modified the commitments view, you must modify this
procedure so that it can determine whether the userdefined commitments have changed from
the last summarization program.
Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 20

Implement the PSI Extension

Implement the PSI Extension

PSI extension is
called

Run PRC: Update

Project Summary
Amounts

Oracle Projects uses

the PSI extension to
calculate column
values and totals.

Use the Project Status Inquiry extension to derive

alternate column values and to override totals.

Implement the PSI Extension

You can use a PSI client extension to derive an alternate column value, even if you have
entered a column definition in the PSI Columns window. You can also use the extension to
override the totals fields in the Project window.
To use a PSI client extension, you must:
Write the logic in a PL/SQL procedure and then store the procedure in the database.
Define the column prompt for the column in the Project Status Inquiry Columns window.
Running the PSI client extension will degrade the products performance. Therefore, define
your client extension procedures with as narrow a scope as possible.
The PSI Get Columns Procedure
The Get Columns procedure consists of three functions, one for each status folder (project,
task, and resource):
ProjCustomExtn
TaskCustomExtn
RsrcCustomExtn

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 21

Each function has a parameter or switch that you can enable to run only that part of the client
extension. You can run all, none, or any combination of the functions. By default, all three
switches are disabled. If you enable the Get Columns procedure, the Project Status window
displays the column prompts defined in the PSI Columns window and the values calculated by
the extension. Because the values calculated by the extension override values defined in the
PSI Columns window, you do not need to enter a definition for a column whose value is
calculated by a client extension.
If the procedure returns a NULL value, the Project Status window reads the value defined in
the PSI Columns window.
The PSI Get Totals Procedure
The PSI Get Totals procedure consists of two functions for PSI Project window totals
functionality:
Hide_Totals
Proj_Tot_Custom_Extn
By default, these functions are disabled. If the Get Columns procedure is enabled for the
Project window, then one of these functions automatically disables the Project window Totals
button, unless the extension is modified.
If you enable the PSI Totals client extension, you can override the totals fields for all thirty
numeric columns on the Project window for which you assign values to the OUTparameters.
The Project window displays NULL for any OUTparameter that is not assigned a value.
For added flexibility, the Totals query actually selects and summarizes columns from a user
defined view, PA_STATUS_PROJ_TOTALS_V. By default, this view maps directly to the
base view queried by the PSI Project window. Providing you maintain the same column names
and data types for the first 34 columns, you may change the select statement, substitute literals
for columns, and add unions to PA_STATUS_PROJ_TOTALS_V.

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 22

Summary

Summary
In this lesson, you should have learned how to:
Define additional columns for use in Project Status
Inquiry
Describe the use of the extensions available for Project
Status Inquiry

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 23

Copyright 2007, Oracle. All rights reserved.

Implementing Project Status Inquiry

Chapter 19 - Page 24

Microsoft Project Integration

Chapter 20

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 1

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 2

Microsoft Project Integration

Microsoft Project Integration

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 3

Objectives

Objectives
After completing this lesson, you should be able to do the
following:
Describe the features of Microsoft Project Integration
with Oracle Projects
Identify the steps for implementing Microsoft Project
Integration
Explain integration considerations

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 4

Agenda

Agenda

Overview of Microsoft Project Integration

Implementing Microsoft Project Integration
Sending Information to Oracle Projects
Receiving Information from Oracle Projects
Integration Considerations

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 5

Overview of Microsoft Project Integration

Overview of Microsoft Project Integration

1. Define Project,
Project Templates,
and Resources
3. Publish Project
Workplan

4. Collect Progress

5. Update Task
Information

Resource Data,
Workplan Data
(Unscheduled)
Workplan Data,
(Scheduled)
Create Initial
Project Workplan
Workplan Data
(Scheduled)

2. Schedule Project

6. Reschedule
Project Workplan,
Update Task
Information

Resource Data,
Workplan Data
(Unscheduled)

Microsoft Project

Oracle Projects

Information flow between Oracle Projects and Microsoft Project

Overview of Microsoft Project Integration

Microsoft Project Integration links Microsoft Project and Oracle Projects, so that you can work
with a project in both Oracle Projects and Microsoft Project. The two applications share project
information while maintaining the security setup in Oracle Projects.
You can use Oracle Projects for Enterprise Project Management and Microsoft Project for
scheduling. The two applications share project information while maintaining the security
setup for projects, functions and roles in Oracle Projects as follows:
1. The project manager creates a project in Oracle Projects from a project template that
contains information for deliverables, work breakdown structures, and resource
assignments.
- The unscheduled resource and workplan data is downloaded to Microsoft Project for
scheduling.
2. The project is scheduled in Microsoft Project based on task assignments, task
dependencies, task constraints and other attributes.
3. The project workplan in published in Oracle Projects.
- The project is now accessible to all team members assigned to the project. Team
Members report their progress in Oracle Projects.
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 6

4. The team members progress on the tasks is collected for updating the project plan.
5. The project plan is updated with the progress.
- The project is now unscheduled. The unscheduled project plan is downloaded to
Microsoft Project for rescheduling.
6. The project plan is rescheduled in Microsoft Project and the task information is updated.
- The rescheduled workplan is uploaded to Oracle Projects for publication.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 7

Information Sent to Oracle Projects

Information Sent to Oracle Projects

Information Sent from Microsoft
Project to Oracle Projects
Task Hierarchy
Service Type
Assignment Dates
Progress Overview
Percent Complete
Task and Assignment Level Costs
Billable and Chargeable Status of
Tasks
Budgets
Examples of the type of information sent
from Microsoft Project to Oracle Projects

Information Sent to Oracle Projects

You can send the following information for the shared structure, the workplan structure, and
the financial structure from Microsoft Project to Oracle Projects.
Shared Structures
Project Data
Work breakdown structures for a project that include task data, such as the task hierarchy,
task dates, durations, efforts and constraints.
Certain task attributes such as:
- Service Types
- Dependency information
- Assignment information
- Billable and Chargeable statuses
Note: To send billable and chargeable statuses to Oracle Projects, you must enter
either Yes or No in Microsoft Project for the billable and the chargeable flags.
These values are not case sensitive. If you enter only Y or N, then Microsoft
Project Integration ignores the values and does not send them to Oracle Projects.
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 8

 Progress information data at the task and assignment level, including the as of date,
comments, progress overview, percent complete, and actual dates.
- Note: Actual effort and costs are not sent for shared structure. For version enabled
structure, you must have at least one published version to send progress.
Workplan Structures
Project Data
You can send the same project data for a workplan structures as for a shared structure. In
addition, you can send:
Task and assignment level cost, based on the Calculate Cost Using option in the
preference settings
Progress information data at the task and assignment level (for example actual effort and
estimate to complete effort)
Financial Structures
Project Data
Work breakdown structures for a project that include task information such as task
hierarchy and task dates.
Certain task attributes such as:
- Billable and chargeable statuses
- Service Types
Percent complete
Budget Data
Costs at the task level
Work (with or without costs) at the resource assignment level
- Costs can be sent as raw cost, burdened cost, or revenue

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 9

Information Received From Oracle Projects

Information Received From Oracle Projects

Information Received from Oracle
Projects in Microsoft Project
Task Hierarchy
Dependency Data
Assignment Data
Progress Overview
Percent Complete
Resources as Part of the Project Data
Resource List Without Project Data
Burdened Costs
Examples of the type of information received from Oracle Projects

Information Received From Oracle Projects

Microsoft Project receives the following information from a project or template in Oracle
Projects for shared structures, workplan structures, and financial structures.
Shared Structures and Workplan Structures
Project Data
Work breakdown structures that include task data such as task hierarchy, task dates,
durations, efforts and constraints.
Certain task attributes such as:
- Service type
- Dependency data
- Assignment data
Progress information data at the task and assignment level, including:
- As of date
- Comments
- Progress overview
- Percent complete
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 10

- Actual efforts
- Estimate to complete efforts
- Actual dates
Resources as part of the project data
Resource list without the project data
Financial Structures
Project Data
Work breakdown structures for a project that include task information such as task
hierarchy and task dates.
Certain task attributes such as:
- Billable and chargeable statuses
- Service type
Resources as part of the project data
Resource list without the project data
Actual Data
Raw, burdened, and revenue actuals at the task level
Raw, burdened, or revenue actuals at the assignment level
Assignment hours as actual assignment work
- Actual data can only be received from a linked project

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 11

Functions Performed in Microsoft Project: Examples

Functions Performed in Microsoft Project: Examples

For linked projects, use Microsoft

Project to do the following tasks:
Delete tasks
Maintain budgets created in
Microsoft Project

Enter progress

Microsoft
Project

Functions Performed in Microsoft Project: Examples

Although you can enter project information in both Oracle Projects and Microsoft Project,
certain types of project information must originate in one application or the other. Entering
project information in the correct application maintains the integrity of your data. If you do not
adhere to the following rules, the project data in Oracle Projects and Microsoft Project may not
be synchronized properly.
For linked projects, use Microsoft Project to do the following tasks:
Delete Tasks
- Delete tasks in linked projects only in Microsoft Project. Microsoft Project
Integration verifies that deleting the task does not violate Oracle Projects business
rules and then deletes the task in both Microsoft Project and Oracle Projects.
- Do not use any other method to delete a task from a linked project. If you do, you
may not be able to share project information between the two applications.
- Note: Do not use the Edit > Clear > Entire Task function in Microsoft Project to
delete tasks from linked projects. If you do, the deletion will not be sent to Oracle
Projects when you update, and you will not be able to send revised WBS information

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 12

to Oracle Projects. If you delete a task using this method, clear the project link and
receive the project into a new project.
Maintain Budgets Created in Microsoft Project
- You cannot receive budget data from Oracle Projects into a project in Microsoft
Project. If you create a budget for a linked project in Microsoft Project, you must
maintain the budget data in Microsoft Project and send the revised information to
Oracle Projects.
- Sending budget data from Microsoft Project to Oracle Projects for a budget type that
already exists for a project replaces the existing draft version for that budget type.
Enter Progress
- You can enter progress in either Oracle Projects or in Microsoft Project. If you use
Oracle Projects to enter progress, you can receive the progress updates in Microsoft
Project.
- If you use Microsoft Project to enter progress, do not enter progress information in
Oracle Projects. The progress records will be overwritten when you send progress
information Microsoft Project.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 13

Functions Performed in Oracle Projects

Functions Performed in Oracle Projects

For linked projects, use Oracle
Projects to do the following tasks:
Create and maintain resource
lists and service types
Maintain budgets created in
Oracle Projects
Collect transactions
Summarize actuals

Oracle
Projects

Enter progress

Functions Performed in Oracle Projects

For linked projects, use Oracle Projects to do the following tasks:
Create and Maintain Resource Lists and Service Types
- Create and maintain resource lists and service types in Oracle Projects and receive
this resource information in Microsoft Project. You cannot create resource list
members or cost rates in Microsoft Project.
Maintain Budgets Created in Oracle Projects
- If you create a budget for a project in Oracle Projects that is linked to a project in
Microsoft Project, you must maintain the budget data in Oracle Projects. You cannot
receive budget data from Oracle Projects.
- If you send budget data from Microsoft Project and revise it in Oracle Projects, you
must then maintain the budget in Oracle Projects or duplicate your revisions manually
in Microsoft Project.
Collect Transactions
- Oracle Projects is the central repository for all project information such as
expenditure items.
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 14

 Summarize Actuals
- If you are using a financial plan type or if you want to collect progress on your
workplan for shared structures, run the PRC: Update Project Performance Data
concurrent program in Oracle Projects before you receive actuals from Oracle
Projects into Microsoft Project.
- If you are using a budget type to manage your budgets, run the PRC: Update Project
Summary Amounts program in Oracle Projects before you receive actuals from
Oracle Projects into Microsoft Project. Updating the project, task, and resource
summary amounts in Oracle Projects enables you to track the status of your projects.
Enter Progress
- You can enter progress in either Oracle Projects or in Microsoft Project. If you use
Oracle Projects to enter progress, you can receive the progress updates in Microsoft
Project.
- If you use Microsoft Project to enter progress, do not enter progress information in
Oracle Projects. The progress records will be overwritten when you send progress
information Microsoft Project.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 15

Agenda

Agenda

Overview of Microsoft Project Integration

Implementing Microsoft Project Integration
Sending Information to Oracle Projects
Receiving Information from Oracle Projects
Integration Considerations

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 16

Microsoft Project Integration

Microsoft Project Integration

Associate function Microsoft

Project Integration to a menu
Attach the menu to a
responsibility
The System Administrator
provides access to the menu
Function Microsoft Project
Integration.

User installs Microsoft Project

Integration
Steps to install Microsoft
Project Integration

Microsoft Project Integration

To enable users to install Microsoft Project Integration, the system administrator needs to
provide them with access to the menu function Microsoft Project Integration Installation. This
is achieved by associating the function to a menu and then attaching it to a responsibility. Users
with that responsibility can then install Microsoft Project Integration.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 17

Install Microsoft Project Integration

Install Microsoft Project Integration

1. Install Microsoft Project

2. Install Microsoft Project

Integration

Install Microsoft Project

Integration via the web
using your web browser.

3. Set up security for projects,

functions, and roles
Prerequisites for using
Microsoft Project Integration

Install Microsoft Project Integration

Complete the following prerequisite steps before you use Microsoft Project Integration:
1. Install Microsoft Project.
2. Install Microsoft Project Integration.
- Active X needs to be enabled on the user's browser, and the security level reduced, so
that the installer will work. You can revert to your original settings after the
installation is complete.
- The Microsoft Project Integration installation creates a new menu, Oracle Projects
that is displayed on the Microsoft Project menu bar.
3. Set up security for projects, functions, and roles.
Users install Microsoft Project Integration via the web using their web browser. Installation
does not require any client side configuration. Every Microsoft Project user who wants to use
integration with Oracle Projects needs to install Microsoft Project Integration. To enable users
to install Microsoft Project Integration, your system administrator needs to provide them with
access to the menu function Microsoft Project Integration Installation. Associating the function
to a menu and then subsequently attaching it to a responsibility can achieve this. Users with
that responsibility can then install Microsoft Project Integration.
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 18

Customizing the Resource Rates View

Customizing the Resource Rates View

Receive
Resource Data
Microsoft
Project

Oracle
Projects

Map additional Oracle Projects resource data to Microsoft

Project. You must specify where (which columns) in
Microsoft Project you want the data mapped.

Customizing the Resource Rates View

You can customize the installation of Microsoft Project Integration to receive additional
resource data from Oracle Projects into Microsoft Project.
Receiving Additional Resource Information in Microsoft Project
You can specify resource data from Oracle Projects that you want loaded into Microsoft
Project. The data that you specify can be mapped into the following columns in Microsoft
Project:
Text3 to Text6
Cost1 to Cost4
overtime_rate
cost_per_use
standard_rate
To enable this functionality, you must map the data by customizing AMG view
PA_AMG_RESOURCE_INFO_V.
To map Oracle Projects resource data to Microsoft Project:
1. Decide what Oracle Project data you want to load into Microsoft Project.
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 19

- Also, decide where (which columns) in Microsoft Project you want the data mapped.
2. For each Microsoft column that you need to map data to, set the corresponding column
flag in PA_AMG_RESOURCE_INFO_V to Y.
- Setting the column flag to Y indicates that Microsoft Project Integration will populate
the column. The default is N.
3. Enter the source of the data in the appropriate column of
PA_AMG_RESOURCE_INFO_V.
4. Repeat the steps above for each column you need to map.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 20

Limiting Access to Features

Limiting Access to Features

Oracle Projects
Limiting Access to Features

Project and
Function Security

Role-Based
Security

Data Security: Control

Actions Window

Limiting Access to Features

You can limit actions of certain users and restrict the data a user can import into Oracle
Projects. Existing role and function based security is honored when integrating with Microsoft
Project.
Project and Function Security
Project and function security in Oracle Projects can limit the actions of certain users based on
the persons login responsibility. For example, you can prevent users from performing certain
actions in Microsoft Project and then transferring the results to Oracle Projects.
The function security feature in Oracle Projects controls user access to Oracle Projects
functions. By default, access to Oracle Projects functions is unrestricted. Your system
administrator must customize responsibilities to restrict access.
The project security feature can prevent a Microsoft Project user from receiving projects from
Oracle Projects or sending project and budget data to Oracle Projects.
RoleBased Security
Rolebased security enables you to limit the actions of users based on their role. For example,
you can prevent Microsoft Project Integration users in Microsoft Project from updating a
project in Oracle Projects if their role does not allow them to update the project. To utilize this
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 21

feature, your system administrator must create roles. You can then assign these roles to people
on your projects.
Data Security
Entering an action in the Control Actions window in Oracle Projects can prevent Oracle
Projects users from acting on records that originate in Microsoft Project. For example, you can
prevent tasks entered and maintained in Microsoft Project for a linked project from being
deleted in Oracle Projects. Oracle Projects then sends an error message to users who tried to
delete an imported task in Oracle Projects.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 22

Workplan Attribute Correlation

Workplan Attribute Correlation

Oracle Projects Field

Microsoft Project Field

Task Name

Task Name

Task Priority

Text10

Work Type

Text17

Milestone Flag

Milestone

Examples of field mappings

Oracle Projects fields map to Microsoft Project fields
for workplan attributes. (Page 1 of 3)

Workplan Attribute Correlation

If you change any of the Microsoft Project columns or use them to store different types of
information, the integration between Oracle Projects and Microsoft Projects may not operate
properly.
Workplan Attributes
Oracle Projects fields and Microsoft Project fields for task planning attributes:
Oracle Projects Field = Microsoft Project Field
- Task Name = Task Name
- Task Number = Unique ID or Text5 or Outline Number
- Task Manager = Text16
- Task ManagerID = Text6
- Task Description = Notes
- Task Priority = Text10
- Task Outline Number and Level = Outline Number and Level
- Task Type = Text18
- Task Type ID = Text7
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Microsoft Project Integration

Chapter 20 - Page 23

- Scheduling Tool Task Type = Task Type

- Work Type = Text17
- Work Type ID = Text8
- Service Type Code = Text4
- Chargeable Flag = Text2
- Billable Flag = Text3
- Scheduled Start Date = Start
- Scheduled Finish Date = Finish
- Scheduled Duration: For tasks with no assignments = Duration
- Scheduled Duration: For tasks with assignments = Duration
- Actual Duration = Actual Duration
- Transaction Start Date = Start1 for Shared structures, Start for Split structures
- Transaction Finish Date = Finish1 for Shared structures, Finish for Split structures
- Milestone Flag = Milestone
- Critical Flag = Critical
- Constraint Date = Constraint Date
- Constraint Type = Constraint Type
- Early Start = Early Start
- Early Finish = Early Finish
- Late Start = Late Start
- Late Finish = Late Finish
- Free Slack (Free Float) = Free Slack
- Total Slack (Total Float) = Total Slack
- Task Effort Driven Flag = Effort Driven
- Level Assignments = Level Assignments
- Item Code = Text14
- UOM Code = Text15
- Dependencies: Predecessors = Predecessors
- Planned Efforts = Work
- Planned Cost = Cost
For more information on these attributes and directions of the data flow, see the Oracle Project
Management User Guide.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 24

Workplan Attribute Correlation

Workplan Attribute Correlation

Oracle Projects Field

Microsoft Project Field

Progress Overview

Text12

Planned Work
Quantity

Number2

Estimate to
Complete Effort

Remaining Work

Estimate to
Complete Cost

Cost6

Examples of field mappings

Oracle Projects fields map to Microsoft Project fields
for workplan attributes. (Page 2 of 3)

Workplan Attribute Correlation

Oracle Projects fields and Microsoft Project fields for task progress attributes:
Oracle Projects Field = Microsoft Project Field
- Progress Status Code = Text11
- Progress Overview = Text12
- Progress Comments = Text13
- Planned Work Quantity = Number2
- Cumulative Work Quantity = Number1
- Item Code = Text14
- UOM Code = Text15
- Actual Effort to Date = Actual Work
- Estimated To Complete Effort = Remaining Work
- Estimate to Complete Cost = Cost6
- Actual Start = Actual Start
- Actual Finish = Actual Finish
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 25

- Estimated Start = Start3

- Estimated Finish = Finish3
- Physical % Complete = Number3
- Task Status Code = Text9
For more information on these attributes and directions of the data flow, see the Oracle Project
Management User Guide.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 26

Workplan Attribute Correlation

Workplan Attribute Correlation

Oracle Projects Field

Microsoft Project Field

Planning Resource
Name

Resource Name

Role Name

Text2

Planning Resource
Alias

Name

Resource Class

Resource Type

Examples of field mappings

Oracle Projects fields map to Microsoft Project fields
for workplan attributes. (Page 3 of 3)

Workplan Attribute Correlation

Oracle Projects fields and Microsoft Project fields for resource assignment planning
attributes:
Oracle Projects Field = Microsoft Project Field
- Planning Resource Name = Resource Name
- Role Name = Text2
- Unit of Measure = Text3
- Assignment Delay = Assignment Delay
- Scheduled Start = Start
- Scheduled Finish = Finish
- Planned Quantity = Work
- Planned Cost = Cost1
Oracle Projects fields and Microsoft Project fields for resource assignment progress
attributes:
Oracle Projects Field = Microsoft Project Field
- Actual Start = Actual Start
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Microsoft Project Integration

Chapter 20 - Page 27

- Actual Finish = Actual Finish

- Actual Effort = Actual Work
- Estimate to Complete Effort = Remaining Work
- Actual Cost = Actual Cost
- Estimate to Complete Cost = Cost2
Oracle Projects fields and Microsoft Project fields for resource attributes:
Oracle Projects Field = Microsoft Project Field
- Planning Resource Alias = Name
- Resource Class = Resource Type
- Resource Unit of Measure = Text2
- Burden Rate = Standard Rate
For more information on these attributes and directions of the data flow, see the Oracle Project
Management User Guide.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 28

Financial Attribute Correlation

Financial Attribute Correlation

Oracle Projects Field

Microsoft Project Field

Billable or
Capitalizable

Text3

Raw Cost

Cost

Burdened Cost

Cost

Revenue

Cost

Examples of field mappings

Oracle Projects fields map to Microsoft Project fields
for financial attributes.

Financial Attribute Correlation

Oracle Projects fields and Microsoft Project fields for financial attributes:
Oracle Projects Field = Microsoft Project Field
- Service Type Code = Text4
- Chargeable = Text2
- Billable/Capitalizable = Text3
- Raw Cost = Cost
- Burdened Cost = Cost
- Revenue = Cost
- Quantity = Work
Note: The option you select during Send Budget Data process determines if the data in the
Cost field in Microsoft Project is transferred to the Raw Cost, Burdened Cost, or Revenue
field in Oracle Projects.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 29

Agenda

Agenda

Overview of Microsoft Project Integration

Implementing Microsoft Project Integration
Sending Information to Oracle Projects
Receiving Information from Oracle Projects
Integration Considerations

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 30

Sending Information to Oracle Projects

Sending Information to Oracle Projects

Microsoft
Project
Work Breakdown Structure
Budget Data
Progress Information

Oracle
Projects

You can send information entered and maintained in

Microsoft Project to Oracle Projects.

Sending Information to Oracle Projects

You can create and maintain projects and budgets in Microsoft Project and periodically transfer
the data to Oracle Projects. You can transfer information for the shared structure, workplan
structure, or financial structure.
Data that you can transfer includes:
The work breakdown structure (WBS) for a project, including tasks, subtasks, project
dates, and task dates.
Budget data, including costs and quantities associated with tasks and resources. You can
associate a plan type or a budget type to the budgets and forecasts that you send from
Microsoft Projects to Oracle Projects. You can identify plan versions for plan types.
Progress information data for tasks, including as of date, progress status, comments,
progress overview, effort, percent complete, actual dates, and work quantity.
You cannot send project and budget data (either new or revised) that violates business rules
defined in Oracle Projects. For example, once you have created a project WBS, you cannot
move a task to a new top task.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 31

Dates and Durations

Dates and Durations

Microsoft Project

Oracle Projects

Task 1.1
Start - 01-SEP-2007 08:00
Duration - 2.5 Days
Finish - 03-SEP-2007 12:00

Task 1.1
Start - 01-SEP-2007
Duration - 2.5 Days
End - 03-SEP-2007

Oracle Projects stores project and task dates only to the

nearest date.

Dates and Durations

Oracle Projects stores project and task dates only to the nearest day. When you use Microsoft
Project for planning, use days for duration, and use only integers. This will ensure data
consistency between the two applications.
Note: For shared structures and financial structures, when you send transaction start and
completion dates from Microsoft Project to Oracle Projects, the dates must adhere to the
following business rules:
Task transaction start date: For top tasks, the date must be on or after the project
transaction start date. For subtasks, the date must be on or after the transaction start date
for its parent task.
Task transaction completion date: For top tasks, the date must be on or before the
project transaction completion date. For subtasks, the date must be on or before the
transaction start date for its parent task.
Project transaction start date: Must be on or before the earliest task transaction start
date.
Project transaction completion date: Must be on or after the latest task transaction
completion date.
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 32

Recurring Tasks

Recurring Tasks
Oracle Projects

Microsoft Project
Send to Oracle Projects

Receive in Microsoft Project

Recurring Task

Normal Task

A recurring task is sent to Oracle Projects as a normal task,

and received in Microsoft Project as a recurring task.

Recurring Tasks
When you send a recurring task from Microsoft Project, the task is received in Oracle Projects
as a normal task, and received back in the same project in Microsoft Project as a recurring task.
If you receive the task in a new project in Microsoft Project, the task is received as a normal
task.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 33

Modifying Scheduling Fields

Modifying Scheduling Fields

Send project data

from Microsoft
Project to Oracle Projects

Receive Updated Values

In Microsoft Project

Scheduling Fields
Populated with
Values from
Microsoft Project

Update Values in
Oracle Projects

Send data from Microsoft Project to Oracle Projects to create

a new project with values from Microsoft Project.

Modifying Scheduling Fields

A number of scheduling parameters can be specified for the tasks in Oracle Projects. These
parameters are:
Task Type
Efforts Driven Flag
Scheduled Duration
Constraint Type
Constraint Date
Dependencies with Lag
Resource Assignment Effort
When you create a new project in Oracle Projects by sending data from Microsoft Project, the
above fields are populated with values set in Microsoft Project. You can update the values in
those fields in Oracle Projects and receive those updates back in Microsoft Project using these
guidelines:
Constraint Type, Constraint Date, Effort Driven Flag, and Dependencies fields can be
updated for all tasks in Oracle Projects.
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 34

 Scheduled Duration and Resource Assignment Effort fields:

- For fixed work and fixed units tasks you can update only the Resource Assignment
Effort field.
- For fixed duration tasks, you can update both the Scheduled Duration and Resource
Assignment Effort fields.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 35

Sending New Project Data to Oracle Projects

Sending New Project Data to Oracle Projects

Microsoft Project

Quick Entry (example)

Oracle Projects

Project Name
Project Number
Organization
Project Manager
Market Sector
Send a new
project

Customer (Primary)

to Oracle
Projects

For new projects, select a project template and

enter Quick Entry fields.

Sending New Project Data to Oracle Projects

When you send project information from Microsoft Project to Oracle Projects, Oracle Projects
checks to see if the project already exists in Oracle Projects. If the project does not already
exist, Oracle Projects prompts you to select a project template to serve as the basis for the new
project and to enter Quick Entry fields related to the template. The only information the new
project receives from the template is the Quick Entry fields and the setup data; all other
information is based on the project in Microsoft Project.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 36

Attaching a Microsoft Project File

Attaching a Microsoft Project File

Microsoft Project

Oracle Projects

Microsoft Project (.mpp) file

You can attach and send a Microsoft Project file to

a workplan or financial structure in Oracle Projects.

Attaching a Microsoft Project File

When you send information to Oracle Projects, you can attach a mpp file to the workplan
structure or the financial structure of the project.
Note: You can only attach a Microsoft Project file (.mpp) to a linked project.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 37

Sending Revised Project Data to Oracle Projects

Sending Revised Project Data to Oracle Projects

Microsoft
Project

Options for linking to a project

in Oracle Projects:
Create the project in
Microsoft Project and send
the information to Oracle
Projects.
Receive a project from
Oracle Projects and retain
the link to Oracle Projects.

Link

Oracle
Projects

Sending Revised Project Data to Oracle Projects

You can revise a linked project in Microsoft Project and then send the project data to Oracle
Projects. Oracle Projects business rules affect the changes that you can send.
You can link to a project in Oracle Projects by either:
Creating the project in Microsoft Project and sending the information to Oracle Projects.
Receiving a project from Oracle Projects and retaining the link to Oracle Projects.
You can change and send to Oracle Projects any combination of project Work Breakdown
Structure or task and project dates, tasklevel percent complete values, and progress
information.
Note: You must first publish the workplan if you want to send all progress information
including actual dates, actual efforts, etc.
Use only the Delete Task command (in the Oracle Projects menu in Microsoft Project) to
delete a task from a linked project. If you use the Edit > Clear > Entire Task command, you
cannot update the information in Oracle Projects to reflect the change.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 38

Sending Progress Information to Oracle Projects

Sending Progress Information to Oracle Projects

Oracle
Projects

Enable percent complete

progress for task types
Enable progress options
for the workplan

Microsoft
Project

Set the Status Date in

Microsoft Project
Progress-Related Setup Steps

To send progress information to Oracle Projects, you must first

publish your workplan and perform some setup steps.

Sending Progress Information to Oracle Projects

To send progress information from Microsoft Project to Oracle Projects, select the Progress
option on the Send Projects: Options page when you send project data to Oracle Projects. You
can send progress information to Oracle Projects only if the project already has a published
workplan version.
Note: When you enter a percent complete value in the % Complete column in Microsoft
Project, the value overrides the data in the Number3 column (Oracle % Complete). Therefore,
to send percent complete information to Oracle Projects, you can enter values in the %
Complete column. Alternatively, you can use the Copy Oracle Progress Fields to MSP Fields
option to copy the percent complete values that you enter in the Number3 column to the %
Complete column. To access the Copy Oracle Progress Fields to MSP Fields option in
Microsoft Project, select the Tools option from the Oracle Projects menu.
Progress-Related Setup
Before you can send progress information to Oracle Projects you must ensure that the
following progress-related setup is complete:
Enable percent complete progress for task types: Task types assign default planning
and progress attributes to tasks. To send progress information from Microsoft Project to
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 39

Oracle Projects, you must enable the Enable Percent Complete Collection option for tasks
types that you assign to tasks.
Enable progress options for the workplan: To send progress information from
Microsoft Project to Oracle Projects, you must enable the following progress options for
the workplan in Oracle Projects:
- Allow Physical Percent Complete Collection: Enable this option to enable the
collection of physical percent complete for tasks and deliverables. If you do not
enable this option, you cannot collect physical percent complete for tasks and
deliverables.
- Allow Physical Percent Complete Overrides: Enable this option to enable the
override of physical percent complete if you also select the Allow Physical Percent
Complete Collection option. If you do not select this option, then physical percent
complete for a task cannot be overridden.
Set the status date in Microsoft Project: In Oracle Projects, the As of Date refers to the
date for which you are collecting progress. The progress cycle that you assign to a
workplan determines the As of Dates that you can select. Oracle Projects populates the list
in the As of Date field with five dates, starting with a default As of Date. Microsoft
Project uses the Status Date for a project as the As of Date for progress. To send progress
to Oracle Projects, set the Status Date as follows:
- If you are sending progress to a working workplan version, then you can set the
Status Date in Microsoft Project to any date.
- If you are sending progress and publishing the workplan version at the same time,
then the Status Date in Microsoft Project must match one of the five dates in the As
of Date field list in Oracle Projects.
- If you are updating progress for a previously published workplan version, then the
Status Date in Microsoft Project must either correspond to an earlier date or match
one of the five dates in the As of Date field list in Oracle Projects.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 40

Sending Cost Information to Oracle Projects

Sending Cost Information to Oracle Projects

Financial Structure

Budget Information

Workplan Structure

Project Data

For financial structures, costs are sent to Oracle Projects by sending budget
information. For workplan structures, costs are sent by sending project data.

Sending Cost Information to Oracle Projects

You can choose to send costs for either the financial structures or the workplan structures. For
financial structures, costs are sent by sending the budget information. For workplan structures,
costs are sent along with the project data if you select Microsoft Project for costing when
setting your preferences.
When resources are received in Microsoft Project, the standard rate of the resources are set to
the burdened rates. Therefore, the costs computed in Microsoft project are burdened costs.
When sending the cost information along with project data, these
burdened costs are sent to Oracle Projects. If you are costing in Microsoft Project, do not use
the task level fixed costs, or resource level per use costs as these costs are already factored into
the burdened rates.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 41

Sending New or Revised Budget Data to Oracle Projects

Sending New or Revised Budget Data to Oracle

Projects

Use the Send

Budget page.
Create and revise
budgets in
Microsoft Project.

Send budget
information to
Oracle Projects.

You can create or revise a budget in Microsoft Project,

and send it to a linked project in Oracle Projects.

Sending New or Revised Budget Data to Oracle Projects

You can use the Send Budget page to create and revise budgets for financial structures in
Oracle Projects. When you send revised budget information, a new budget version of that type
is created. Budget data can be sent only to a linked Oracle project.
When you are ready to send your budget, you can choose various budgeting options from the
Select Options page.
Microsoft Project Options
Select where to get the cost and work effort from Microsoft Project when you create the
budget. You can select one of the following cost and work effort source options:
- Task Cost Amounts
- Resource Assignment Work
- Resource Assignment Work and Cost Amount
Oracle Projects Options
Depending on the plan type, select one of the following versions for the budget:
- Working and Current Working and Baselined
- Draft and Current Working and Baselined
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 42

 If you are creating a new budget version, you can enter a Change Reason
Determine how you want to store the costs in Oracle Projects. You can store the costs as
Raw Cost, Burdened Cost, or Revenue.
Choose the Calculate Additional Amounts option if you want to calculate additional
budget amounts in Oracle Projects based on the data being sent.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 43

Where to Create and Revise a Budget

Where to Create and Revise a Budget

Create budget in
Oracle Projects

Microsoft
Project

You cannot create a budget in Oracle Projects and then

receive the budget data in Microsoft Project.

Where to Create and Revise a Budget

You can create a budget in Microsoft Project and send the budget information to Oracle
Projects, or you can create a budget directly in Oracle Projects. However, you cannot create a
budget in Oracle Projects and then receive the budget data in Microsoft Project.
After you create a budget in either application, use the same application to maintain the budget.
In Microsoft Project, you can create a budget at the task level by entering amounts in the Cost
field, or at the resource assignment level, by entering resource quantities and having the costs
computed from the rates received from Oracle Projects.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 44

Preferences: Send Work Breakdown Structure

Preferences: Send Work Breakdown Structure

Microsoft Project
WBS Code

Oracle Projects

Budget

Task No.

1.1

1.1

1.1.1

1.1.1

1.1.1.1

100

1.1.1.2

100

1.1.1.3

100

Budget

300

Example: Including rolled-up budget items

Preferences: Send Work Breakdown Structure

You can send the entire or rolledup WBS and budget information from Microsoft Project to
Oracle Projects. For example, if the WBS for your project plan in Microsoft Project has 10
levels, but you plan to collect costs and bill only to three levels, then you can set an option to
send only levels 1, 2, and 3 to Oracle Projects.
When you set the WBS level to send, Oracle Projects uses the Unique ID preference for
numbering tasks.
After you send the project to Oracle Projects or link the project to a project in Oracle Projects,
you cannot change project preferences.
Including rolledup budget items
If you use the option for setting the lowest level of the WBS to send (or if you use the Column
Text5 option), then the WBS in Microsoft Project is different than the WBS in Oracle Projects.
The tasklevel budgets that you send using Oracle Projects contain either all the detail budget
line items from Microsoft Project, or only those for the lowest level tasks actually sent to
Oracle Projects.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 45

Preferences: Task Numbering Options

Preferences: Task Numbering Options

Microsoft Project
WBS Code

Text5

Oracle Projects
Task No.

Description

A10

A10

Task 1

1.1

A11

A11

Task 1.1

1.1.1

A12

A12

Task 1.1.1

A13

A13

Task 1.1.2

1.1.1.1
1.1.1.2
1.1.2
2
2.1

A14

2.2
Example: Transferring Text5 task numbers to Oracle Projects. Note that
subtask 2.1 is not transferred because its parent task is unnumbered.

Preferences: Task Numbering Options

Most people use a more detailed WBS for planning in Microsoft Project than is required for
collecting costs and quantities in Oracle Projects. You can specify which task numbering
option in Microsoft Project you want to use as the task number in Oracle Projects. After you
send a linked project to Oracle Projects, you cannot change the preferences.
Outline Number
Use the Outline Number option if you want Oracle Projects to use the task numbers generated
in the Outline Number field in Microsoft Projects.
Advantages: The outline style of this field (for example, 1.1, 1.1.1, 1.1.2) is an intuitive
way to organize a WBS.
Disadvantages: Microsoft Project generates the numbers as you create tasks, and then
regenerates (and changes) the numbers as you add, move, and delete tasks. Microsoft
Project may even reuse some numbers. You cannot modify the outline numbers yourself.
Oracle Projects attempts to reconcile the changed outline numbers when you send a
project to Oracle Projects, but it is possible for the outline numbers for linked projects to
become unsynchronized.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 46

Unique ID
Use the Unique ID option if you want Oracle Projects to use the task numbers generated in the
Unique ID field in Microsoft Projects.
Advantages: Microsoft Project generates the numbers as you create tasks, but values are
always unique because Microsoft Project does not reuse the numbers as you add, move,
and delete tasks. You cannot modify the outline numbers yourself. Because the numbers
are always unique, the task numbers for linked projects are unlikely to become
unsynchronized.
Disadvantages: Some people may find that the simple integer format of the task number
makes it difficult to discern tasks and subtasks.
If you plan to send rolled up WBS and budget data to Oracle Projects, you must use the Unique
ID option.
Column Text5
Use the Column Text5 option if you want to enter your own task numbers. When you select
this option, Oracle Projects creates a new Text5 column in the Gantt chart view in Microsoft
Project, and Oracle Projects uses as task numbers any numbers that you enter in the column.
You can also control which tasks are sent to Oracle Projects, because only tasks that have
entries in the Text5 column are sent to Oracle Projects. However, Oracle Projects does not send
numbered subtasks that belong to an unnumbered direct or higherlevel parent.
Advantages: You have complete control over both the task numbering format and which
tasks are sent to Oracle Projects. After you send a project to Oracle Projects, the font of
the task number in Text5 changes to bold italic. If you add a new task, you can see
immediately if it has been sent to Oracle Projects or not.
Disadvantages: You are completely responsible for coordinating the task numbers in
linked projects. If you overwrite or delete values in the Text5 field, linked projects may
become unsynchronized. You must be very careful not to reuse task numbers in Microsoft
Project that have already been sent to Oracle Projects. Use of the Column Text5 also
affects templates and projects that you receive into (download to) Microsoft Project.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 47

Preferences: Calculating Costs

Preferences: Calculating Costs

Microsoft Project

Oracle Projects

Costs that are calculated in Microsoft Project can

be sent to a workplan in Oracle Projects.

Preferences: Calculating Costs

You can calculate workplan costs in Oracle Projects or Microsoft Project. The costs calculated
in Microsoft Project can be sent to a workplan in Oracle Projects. Select the Calculate Cost
option in Microsoft Project to send costs calculated in Microsoft Project to Oracle Projects.
When you select this option, costs are sent to Oracle Projects with the project data.
Costs are sent only for non-shared structure workplan structures. Financial structure costs are
sent with the budget data.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 48

Preferences: Send Time-Phased Data

Preferences: Send Time-Phased Data

Oracle Projects

Microsoft Project

You can send time-phased data for resource assignments

from Oracle Project to Microsoft Project.

Preferences: Send Time-Phased Data

You can choose to send time-phased data for resource assignments. If you enable this option,
cost and effort data for your resources is summarized per PA or GL period in Oracle Projects
and sent to Microsoft Project.
If you do not choose this option, Microsoft Project will spread the amounts as per the spread
curve assigned to the assignment.
For more information on Spread Curves, refer to the Managing Budgets and Forecasts lesson
in this course.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 49

Agenda

Agenda

Overview of Microsoft Project Integration

Implementing Microsoft Project Integration
Sending Information to Oracle Projects
Receiving Information from Oracle Projects
Integration Considerations

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 50

Receiving Project Information from Oracle Projects

Receiving Project Information from Oracle

Projects
Project

Project Template

Oracle
Projects

Microsoft
Project
You can receive any valid project or project template from
Oracle Projects in Microsoft Project.

Receiving Project Information from Oracle Projects

You can receive any valid project or project template that exists in Oracle Projects into
Microsoft Project. When you receive a project or project template in Microsoft Project, the
project is based on the Work Breakdown Structure, project and task dates, and resources
(optional) associated with the project or template.
You can receive data from a project in Oracle Projects into an existing project in Microsoft
Project if the project is linked.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 51

Receiving Progress Information from Oracle Projects

Receiving Progress Information from Oracle

Projects
Oracle Projects

Progress

Published workplan
version with
progress
Microsoft Project
Progress information received in Microsoft Project depends on whether
the published workplan version in Oracle Projects has submitted
progress.

Receiving Progress Information from Oracle Projects

The progress information that you receive from Oracle Projects, and how it affects the working
workplan version in Oracle Projects, depends on whether the latest published workplan version
in Oracle Projects has submitted progress.
Latest published workplan version has submitted progress
If the latest published workplan version in Oracle Projects has submitted progress, then the
following actions take place if you enable the Progress check box when you receive a working
workplan version in Microsoft Project:
Microsoft Project receives progress from the latest published workplan version in Oracle
Projects.
Oracle Projects automatically applies progress from the latest published workplan version
to the working workplan version in Oracle Projects. As a result, Oracle Projects overwrites
any changes that you made to progress values for the working workplan version in Oracle
Projects.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 52

Latest workplan version does not have submitted progress

If the latest published workplan version in Oracle Projects does not have submitted progress,
then the following actions take place if you enable the Progress check box when you receive a
working workplan version in Microsoft Project:
Microsoft Project receives progress from the working workplan version in Oracle Projects.
Oracle Projects does not automatically apply progress from the latest published workplan
version to the working workplan version in Oracle Projects. Oracle Projects retains any
changes that you made to progress information for the working workplan version.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 53

Receiving Resource Lists from Oracle Projects

Receiving Resource Lists from Oracle Projects

Project

Oracle
Projects

Project

Resource Lists

Microsoft
Project

Create and maintain resource

lists in Oracle Projects.

Copy all or part of a resource list

to the resource sheet of an active
project in Microsoft Project.

Receiving Resource Lists from Oracle Projects

You can copy all or part of a resource list from Oracle Projects to the resource sheet in an
active project in Microsoft Project, and associate one resource list at a time with a project in
Microsoft Project.
You can also receive and update planning resources in Microsoft Project. The default resource
rate received in Microsoft Project is Burdened Rate.
Note: You cannot create a planning resource list in Microsoft Project but you can assign
planning resources received from Oracle Projects to tasks in Microsoft Project.
Note: To receive a resource list that is not centrally controlled from Oracle Projects, you
must first create a linked project in Microsoft Project. For example, if a resource list that is
not centrally controlled is attached to a project template, then you must first create a
project from the project template and then you can receive resources from the project.
After you copy a resource list from Oracle Projects, you can copy additional resources from the
same list.
You can receive a different resource list into a project, but you must first clear the existing
resource list link.
To view resource lists in Microsoft Project, choose View > Resource Sheet.
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 54

To receive a resource list from Oracle Projects, choose Oracle Projects > Receive from Oracle
Projects > Resource List.
Resource Information
By default, the following information from resource lists are received into resource sheets in
Microsoft Project:
Resource Name into Resource Name
Resource Class into Resource Type
Resource UOM into Text2
Resource Burdened Rate into Resource Standard Rate
Your company can specify the resource information that will be received into Microsoft
Project. The information that you can receive depends on how you implement Microsoft
Project Integration. The data may include:
Person ID
Job ID
Organization ID
Organization Name
Standard Rate
Overtime Rate
Cost Per Use Rate
To receive additional resource information, your system administrator or implementation team
needs to customize the view PA_AMG_RESOURCE_INFO_V to specify what data will be
received and where the data will be mapped in Microsoft Project. The data appears in the
following columns in Microsoft Project:
Text1 through Text6
Cost1 through Cost4
Overtime Rate
Cost Per Use
Standard Rate

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 55

Receiving List of Values from Oracle Projects

Receiving List of Values from Oracle Projects

Receive these attributes using a list

of values in Microsoft Project:
Service Type

Unit of Measure

Task Manager

Task Type

Priority

Task Status

Progress Status

Work Type
Item

Receiving List of Values from Oracle Projects

When you choose to receive a list of values defined in Oracle Projects, Microsoft Project
Integration displays a list of values for you to use to select values. To insert a value from a list
of values in Microsoft Project, select Oracle Projects > Receive From Oracle > List of Values.
To receive a list of values from Oracle Projects:
Open the linked or new project in Microsoft Project.
Select one or more tasks that you want to associate with the particular value.
In Microsoft Project, choose Oracle Projects > Receive from Oracle Projects > List of
Values.
Select an attribute and a value. Choose OK.
- Oracle Projects strongly recommends that you use a list of values to enter values for
the following attributes in Microsoft Project:
Service Type
Task Manager
Priority
Progress Status
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Microsoft Project Integration

Chapter 20 - Page 56

Item
Unit of Measure
Task Type
Task Status
Work Type

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 57

Receiving Actuals from Oracle Projects

Receiving Actuals from Oracle Projects

1. Collect actual cost and revenue
amounts in Oracle Projects.

2. Run the PRC: Update Project Summary

Amounts program in Oracle Projects.

3. Receive actuals into a linked project in

Microsoft Project.
Receive actuals in Microsoft Project by lowest
task, by resource assignment, or both.

Receiving Actuals from Oracle Projects

For financial structures, you can summarize actuals in Oracle Projects and then receive the
actual effort and costs into Microsoft Project. Oracle Projects collects actual effort, cost and
revenue amounts.
Run the PRC: Update Project Summary Amounts and PRC: Update Project Performance Data
processes in Oracle Projects before you receive actuals for a project. If you do not, project
costs recorded after the last summarization process will not be reflected in the actuals you
receive from Oracle Projects. In addition, actuals will reflect only those transactions that were
incurred during or before the current PA reporting period. For example, if your current PA
reporting period is three PA periods before the current date, the actuals you receive from
Oracle Projects will be three PA periods old.
Task and Resource Assignment Levels
You can receive actuals into a linked project in Microsoft Project by lowest task, by resource
assignment, or both. The received actuals will overwrite (replace) any existing actuals.
If you receive actuals at the lowest task level, then actual and revenue amounts from Oracle
Projects will populate the raw cost, burdened cost, and revenue columns in Microsoft Project.
You can view these columns using the Gantt Chart view in Microsoft Project.
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Microsoft Project Integration

Chapter 20 - Page 58

If you receive actuals at the resource assignment level, the active project in Microsoft Project
receives the lowest level todate actuals for each resource assignment from Oracle Projects. In
Microsoft Project, actual cost amounts are stored in the Actual Cost column. The actual
quantity values (labor resources only) are stored in the Actual Work column.
How Preferences Affect Task and Resource Assignment Levels
If you have set Oracle Projects preferences to use either Column Text5 or Lowest WBS level
to send, the Work Breakdown Structure for a linked project is different in Microsoft Project
and Oracle Projects. Collecting and summarizing actuals can take place only for the lowest
level tasks in Oracle Projects, so projects received in Microsoft Project will contain all of the
task details or resource assignment level actuals, as summarized in Oracle Projects.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 59

Agenda

Agenda

Overview of Microsoft Project Integration

Implementing Microsoft Project Integration
Sending Information to Oracle Projects
Receiving Information from Oracle Projects
Integration Considerations

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 60

Deleting a Task

Deleting a Task

Project
Task 1

Task 1.1

Task 2

Task 1.2

Delete task
To delete tasks for linked projects in Microsoft Project, you can
use the Delete Task command in the Oracle Projects menu or the
Delete key in Microsoft Project.

Deleting a Task
To delete tasks for linked projects in Microsoft Project, use either the Delete Task command in
the Oracle Projects menu or the Delete key in Microsoft Project.
Do not use the Edit > Clear > Entire Task function in Microsoft Project to delete tasks
from linked projects. If you do, the deletion will not be sent to Oracle Projects when you
update, and you will not be able to send revised Work Breakdown Structure information to
Oracle Projects. If you delete a task using this method, clear the project link and receive
the project into a new project.
Oracle Projects uses the business rules defined to verify that you can delete the selected
task and then deletes the task in both Microsoft Project and Oracle Projects.
Deleting a parent task deletes all of its subtasks. You cannot delete a top task.
The Delete Task confirmation page only enables you to select for deletion those tasks that
do not violate any business rules in Oracle Projects and are otherwise eligible to be
deleted.
If a task violates Oracle Projects business rules or is otherwise ineligible for deletion, the
page disables its select option and displays an exception reason that explains why the task
cannot be deleted.
Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 61

Clearing the Link to Oracle Projects

Clearing the Link to Oracle Projects

Optionally clear the
resource list or project
link to Oracle Projects.

Link

Project

Link

Microsoft Project

Project

Resource
List

Oracle Projects

Clearing the Link to Oracle Projects

Before you select a new resource list for a linked project in Microsoft Project or base a new
project in Oracle Projects on a project in Microsoft Project, clear the resource list or project
link to Oracle Projects.
Clearing the Resource List
You would clear the resource list if you wanted to start over in plan creation. Clearing the
resource list in your linked project deletes all of the resources and tasklevel resource
assignments from your active project in Microsoft Project as well as any budget amounts. After
you clear the resource list, you can associate the project in Microsoft Project with another
resource list.
Clearing the Project Link
As long as a project in Microsoft Project is linked to a project in Oracle Projects, you can send
revised project information to Oracle Projects. Clearing the project link enables you to create a
new project in Oracle Projects based on your active project in Microsoft Project. Clearing the
link also enables you to change the preferences on a project.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 62

Oracle Projects Views

Oracle Projects Views

Custom Views
Oracle Review Gantt
Oracle Progress Gantt
Oracle Financial Gantt
Oracle Review Resource Usage
Oracle Progress Resource Usage
Oracle Financial Resource Usage

While in Microsoft Project, you can switch to a

custom Oracle view to enter or review your data.

Oracle Projects Views

You can include Oracle Projects attributes in the project data from the task that you send to
Oracle Projects. These attributes can be entered in the specific custom fields in Microsoft
Project. Oracle Projects provides custom Oracle views in Microsoft Project that can be used to
enter or view the data for these attributes in Microsoft Project. You can switch to these views
in Microsoft Project to enter or review the data in these fields.
Oracle Projects will not transfer information that violates Oracle Projects business rules.

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 63

Tools

Tools

Copy Microsoft Project

progress fields to custom
Oracle Projects progress
fields in Microsoft Project.

Copy custom Oracle

Projects progress fields
in Microsoft Project to
progress fields in
Microsoft Project.

Use tools to enhance your use of Microsoft Project

Integration processes.

Tools
In Microsoft Project, choose Oracle Projects > Tools to access the available tools.
Copy Microsoft Project fields to Oracle Progress fields
- You can copy the progress fields in Microsoft Project to custom Oracle Projects
progress fields in Microsoft Project.
Copy Oracle progress Fields to Microsoft Project fields
- This tool allows you to copy the custom Oracle Projects progress fields in Microsoft
Project to progress fields in Microsoft Project.
Uninstall Microsoft Project Integration

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 64

Summary

Summary
In this lesson, you should have learned how to:
Describe the features of Microsoft Project Integration
with Oracle Projects
Identify the steps for implementing Microsoft Project
Integration
Explain integration considerations

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 65

Copyright 2007, Oracle. All rights reserved.

Microsoft Project Integration

Chapter 20 - Page 66

Oracle Project Collaboration

Integration
Chapter 21

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 1

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 2

Oracle Project Collaboration Integration

Oracle Project Collaboration Integration

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 3

Objectives

Objectives
After completing this lesson, you should be able to do the
following:
Describe the integration between Oracle Project
Management and Oracle Project Collaboration
Define additional team member home page layouts

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 4

Agenda

Agenda
Overview of Oracle Project Collaboration
Implementing Oracle Project Collaboration

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 5

Overview of Oracle Project Collaboration

Overview of Oracle Project Collaboration

Team
Members

Team
Collaboration
Coordinate
Work

Employees

Contingent
Workers

Structured
Project
Workspace

Share Documents

Resolve
Issues

Customers

Overview of Oracle Project Collaboration

Oracle Project Collaboration streamlines team collaboration and execution of project work.
Oracle Project Collaboration shares information with Oracle Project Management, and
provides a personalized view for team members. Most functionality in Oracle Project
Management is also used in Oracle Project Collaboration. This functionality includes issues,
change documents, and project status reporting. Team members, as opposed to project
mangers, interact with these functions via Oracle Project Collaboration.
Task Progress Communication
Internal team members can communicate progress against assigned tasks by directly accessing
the published workplan. They can report accurate information by capturing the soft and hard
elements of task progress. Progress information includes a color-coded graphical progress
indicator (red, yellow, green icon), textual information, percent complete, effort, work units,
and actual and estimated task dates.
Collaborative Issue Resolution
A central issue repository creates awareness across the project team by enabling
communication of context-sensitive information including issue status, priority, due date,
reporting source and classification, document attachments, actions required for resolution,
Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 6

progress status and resolution. Team members can assign actions to fellow team members so
that the ownership and steps to resolution are communicated clearly and consistently.
Collaborative Change Request and Change Order Resolution
For all projects on which they are assigned, team members have visibility into open change
requests and change orders and the actions for which they are responsible. Team members can
implement and report progress information on existing documents, raise new change
documents, and assign actions to their team members, driving toward rapid resolution.
Collaborative Document Sharing
Team members can access project documents easily and securely. They can attach documents
to projects, issues, and change requests, and change orders.
Quick Access to Common Functions
The shortcuts available from Team Member Home provide easy access to frequently
performed functions. Available shortcuts include:
Time Entry (via Oracle Time and Labor)
Expense Entry (via Oracle Internet Expenses)
Task Progress Update
Schedule and Profile View (via Oracle Project Resource Management)
Utilization View
Open Requirement Search (via Oracle Project Resource Management)
Add Administrative Assignments (via Oracle Project Resource Management)
Desktop Integration
Team members can continue to use their daily desktop tools to access their up-to-the-minute
project information. Workflow notifications are sent via e-mail, allowing team members to
collaborate without logging into Oracle Projects. Issue and change lists can be downloaded to
the desktop for use within Microsoft Excel.
Oracle Projects delivers seamless integration between the Oracle Projects applications and
Microsoft Project through an easy to use web interface. The intuitive graphical user interface is
an extension of existing Microsoft Project menus and windows, and each function and process
preserves the enterprise business rules and function security defined in Oracle Projects.

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 7

Team Member Home Page

Team Member Home Page

Create and manage

issues

Create and manage

change documents

Quickly access
common functions

Respond to project
actions

Share documents

Report progress

Examples of team member abilities available

from the Team Member Home page.

Team Member Home Page

The Team Member Home page promotes project team collaboration by combining critical
project information with daily functions for each user. The page shows the team members
schedule and priorities, and lists recent changes and notifications pertaining to projects on
which the team member is working. A team members home page displays a prioritized list of
work with due dates, as well as current issues, change documents, and notifications. Team
members can use this page to perform their most common actions.
The Team Member Home page gives team members the following abilities:
Collaborative Issue Resolution
Collaborative Change Request and Change Order Resolution
Document Sharing
Task Progress Communication (internal team members)
Quick Access to Common Functions

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 8

Role-Based Security

Role-Based Security
Project B
Project Manager

Project A
Consultant

Project C
Billing Supervisor

A user can have different roles on different

project teams. This can give the user varied
amounts of security access on each project.

Role-Based Security
Rolebased security enables you to control user actions on a specific project based on the
users current role on the project. Every project team member has a role. Role-based security
can be used to determine the level of access a user has to a project.
With rolebased security, during implementation you assign menus to roles, and menus are in
turn comprised of security functions. A single person can play different roles on different
projects and can therefore have different security access for different projects. A team
member's role defines the functions he or she can perform on a project. Rolebased security
overrides responsibilitybased security for individual users. The system applies responsibility
based security to users who have not been assigned project roles, as well as to users who have
project roles without corresponding function menu assignations.
For additional discussion regarding project security, see the course titled R12 Project
Foundation Fundamentals.

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 9

Agenda

Agenda
Overview of Oracle Project Collaboration
Implementing Oracle Project Collaboration

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 10

Defining Additional Team Member Home Page Layouts

Defining Additional Team Member Home Page

Layouts
Open Actions
Open Issues
Open Change Documents
Team Member Home
Page Layout

Open and Upcoming Tasks

Open Notifications
Default sections in the
predefined Team Member
Home page layout

Defining Additional Team Member Home Page Layouts

The Team Member Home Page displays information for use by individual team members. The
information displayed is across projects, and the information contained in each page is
personalized for individual use. The format of the Team Home page can be different for each
site, user, or responsibility, and is set by a profile option called PA: Team Member Home Page
Layout.
Oracle Projects provides a predefined Team Member Home Page Layout. You cannot change
the predefined page layout. The sections included on the predefined layout are:
Open Actions
Open Issues
Open Change Documents
Open and Upcoming Tasks
Open Notifications

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 11

Defining Additional Team Member Home Page Layouts

Defining Additional Team Member Home Page

Layouts
1. Create team member home
page layouts
2. Assign page layouts to
responsibilities and users
3. Set the Home Page Highlights
profile option
You can create multiple configurations of the Team
Member Home page.

Defining Additional Team Member Home Page Layouts

To set up the Team Home Page:
1. Create team member home page layouts.
- You can configure the layout of the Team Member Home page to display information
in a specified order. Team members see a personalized view of the secured
information to which they have access.
- You can create multiple configurations of the Team Member Home page. However,
you can use only one configuration per responsibility and user. For details about
creating page layouts,
2. Assign page layouts to responsibilities and user.
- Use the PA: Team Member Home Page Layout profile option.
3. Set the PA: Home Page Highlights: Number of Weeks profile option.
Configuring the Page Layout:
The page is divided into sections. You can choose the sections and specify the order in which
they are displayed.
1. From the Project Super User responsibility, select Page Layout Setup.
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Oracle Project Collaboration Integration

Chapter 21 - Page 12

2. Select Team Member Home as the layout type from the Create Page Layout list.
3. On the Create Page Layout page, enter the information for the new layout.
4. Select a shortcut menu.
- Using standard menu functionality in the System Administrator responsibility, you
can define a variety of shortcut menus using the Menus window. By tying together
submenus, you can create a hierarchical shortcut menu with a maximum of three
levels. The lowest level menu is always the shortcut link.
- Shortcut links are composed of user functions and are therefore subject to rolebased
security. This enables you to control link access based on the role of a user on a
project. For example, you can make the Add Team Members link visible only to
project managers and other users whose role includes the ability to perform this
function. In addition, certain links are subject to product licensing.
- You cannot associate a section both as a link and as a section on the same page.
5. Optionally, add page sections.
6. Optionally, add links.
- Links can be displayed on each page. Links provide easy access to related project
information.
You can create multiple configurations of the Team Member Home page. However, you can
use only one configuration per responsibility and user.

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 13

Profile Options

Profile Options

Profile Option
PA: Licensed to Use Project Collaboration
PA: Highlight Starting Tasks: Number of Days
PA: Home Page Highlights: Number of Weeks
PA: Team Member Home Page Layout

Define the profile options relating to

Oracle Project Collaboration.

Profile Options
PA: Licensed to Use Project Collaboration
Indicates if Oracle Project Collaboration is licensed. Available values are listed below:
- Yes: Oracle Projects allows you to perform all Project Collaboration functions.
- No: Oracle Project Collaboration functions cannot be used.
- (No Value): Equivalent to No
You can set this profile option only at the site level.
PA: Highlight Starting Task: Number of Days
This profile option determines which tasks are highlighted as Upcoming in the Open and
Upcoming Tasks region.
You can set this profile option at the responsibility and user levels.
The default value is 14.
PA: Home Page Highlights: Number of Weeks
This profile option specifies the number of weeks of future team activity to display in the
Team Highlights table on the Project Home page.
You can set this profile option only at the site level.
Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 14

 The default value is 2.

PA: Team Member Home Page Layout
Specifies which Team Member Home Page Layout is used for a responsibility and user.
The implementation team can set this profile option to specify the page layout used for
each responsibility and user.
If no page layout is defined for a responsibility or user, the Default Team Member Home
Page Layout is used.
You can set this profile option at the site, application, responsibility, and user levels.

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 15

Summary

Summary
In this lesson, you should have learned how to:
Describe the integration between Oracle Project
Management and Oracle Project Collaboration
Define additional team member home page layouts

Copyright 2007, Oracle. All rights reserved.

Oracle Project Collaboration Integration

Chapter 21 - Page 16

Summary of R12 Project

Management Fundamentals
Chapter 22

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 1

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 2

Summary of R12 Project Management Fundamentals

Summary of R12 Project Management

Fundamentals

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 3

Objectives

Objectives
After completing this lesson, you should be able to do
the following:
Discuss the key aspects of Oracle Project
Management
Identify the other courses available in the Oracle
Projects learning path

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 4

Agenda

Agenda

Summary of R12 Project Management

Fundamentals
Oracle Projects Learning Path

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 5

Workplans

Workplans
Create multiple versions of
workplans.
Submit workplans for
approval.
Publish workplans.
Compare workplans.
Designate a baseline
version of the workplan.
Use workplans to manage
your projects.

Integrate with 3rd party

project tools.
Workplan Functionality

Workplans
The workplan structure organizes the tasks that define all of the work in a project. Project
managers and task managers can create tasks and define their attributes, such as task schedules,
resource assignments, and dependencies.
A workplan structure includes the following functionality:
Workplan Versioning
- You can create multiple versions of the workplan. This enables whatif analysis for
project managers and a historical archive of changes to the workplan.
Workplan Approval and Publication
- You can submit a workplan for approval for change control purposes. Once
approved, or if approval is not necessary, you can publish the workplan. Publishing
the workplan communicates new tasks, dates and changes that affect the schedule of
the workplan.
Workplan Baseline
- You can designate a version of the Workplan as the baseline version.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 6

Comparing Workplans
- When comparing two versions of a workplan structure for a project, you may have a
task present in one workplan version, but missing in the other workplan version.
Depending on which version you are viewing, different rules will apply in
displaying and roll up of task information.
Third Party Project Tool Integration
- You can integrate with thirdparty project management and scheduling tools. When
you integrate with another project tool, you can send and receive tasks, progress,
budgets, resources and other project information. For additional discussion
regarding Microsoft Project Integration, see the lesson titled "Microsoft Project
Integration."

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 7

Project Deliverables

Project Deliverables

Deliverable at project level =

Product
Deliverable at task level =
Design Document
Project

Examples of Project and Task Deliverables. Deliverables are output that

must be produced to complete a project or task.

Project Deliverables
A project deliverable is the output that must be produced to complete a project or task. A
deliverable can result from the need to satisfy an external contractual obligation, or the need to
fulfill an internally planned activity. Many project-oriented organizations require the concept
of deliverables to effectively track the tangible outputs from a project and to provide a
mechanism to measure project performance.
Examples of deliverables are:
A detailed design document
A training manual
A product
In Oracle Project Management, you can create project deliverables, associate them with
workplan tasks, and track them. You can also integrate them with supply chain management
and billing applications to streamline your business process.
You can define deliverables at the project or task level. Each deliverable is identified by its
type class. There are three type classes for deliverables: Item, Document, and Other. A project
or task can have multiple deliverables. In some cases, the project deliverables are known in
advance of planning the work breakdown structure. You can define all the deliverables that
Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 8

need to be produced to complete the project. Later, after the work breakdown structure is
defined, you can associate deliverables to workplan tasks.
In other cases, the work breakdown structure is deliverable-oriented. You can define a
deliverable-oriented work breakdown structure and deliverables together. You can also
associate one or more workplan tasks with a deliverable or vice-versa.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 9

Progress Management

Progress Management

Physical Percent
Complete

Actual Quantity

Select how to enter progress information

for your projects, tasks, resource
assignments, and deliverables.

Progress Management
Progress is the collection, processing, and reporting of actual quantities and costs, estimate to
complete quantities and costs, dates, and physical percent complete for a project.
You use progress to report on whether workplan execution is on track. This allows you to make
adjustments to work planning if progress is ahead of or behind schedule. You can also use
progress to forecast the effort and costs at project completion, generate revenue, and invoice
customers, and perform financial reporting.
When you collect and submit progress, Oracle Projects rolls up progress from resources to a
task, from deliverables to a task, from lower level tasks to a summary task, and from summary
tasks to a project.
Oracle Projects calculates physical percent complete based on the submitted progress and it
rolls up the physical percent complete to higher levels of the task hierarchy. Physical percent
complete enables you to assess the amount of work achieved at each level of a project.
Oracle Projects uses physical percent complete to calculate earned value measures for each
task. You can review information such as physical percent complete and earned value
measures to monitor the health and performance of a project.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 10

Earned Value Management

Earned Value Management

Earned Value Management enables you to determine the health of your

project, based on workplan, resource plan, and the budget.

Earned Value Management

Earned Value Management provides a method of managing projects by understanding the
mathematical relationships between project scope, work, and budget to determine project
health.
The measures used in calculating earned value enable you to gain knowledge about the true
health of a project. Also, you can use various earned value measures to monitor trends in a
project, and identify risks so that you can proactively take informed decisions to mitigate them.
You can also forecast future performance based on variances.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 11

Program Management

Program Management
Program

Project

Project

Project

Program Hierarchy
Programs enable you to view and manage workplan schedule
information across a hierarchy of projects and obtain benefits
not available from managing each project individually.

Program Management
A program is a special project with characteristics that allow multiple related projects to link to
it and create a hierarchy.
Scheduled dates roll up to the program across the hierarchy of linked projects. So, programs
enable you to view and manage workplan schedule information across different related
projects, and obtain benefits not available from managing each project individually.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 12

Budgeting and Forecasting

Budgeting and Forecasting

Model financial
impact of planning
alternatives.

Compare budget and

forecast amounts to
actuals.

Create budgets and forecasts to manage the

financial performance of a project.

Budgeting and Forecasting

A budget or forecast is an estimate of the financial performance of a project. You can create
budgets and forecasts to plan and manage the financial performance of projects throughout the
project lifecycle. You can create multiple budgets and forecasts for a project to model the
financial impact of different planning alternatives. You can also utilize budgets and forecasts to
track ongoing project status and performance by comparing budget and forecast amounts to
actuals using reporting tools such as Project Performance Reporting and Project Status Inquiry.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 13

Issue Management

Issue Management

Assign issues to project

team members.

Create and manage

issues for projects.
Enable team members to
comment on issues.

Issue Management
An issue is a concern, problem, or outstanding question on a project or task. Issue management
is the process of creating, managing, resolving, and closing issues. This process often requires
the collection of input from various people associated with the project, and other interested
parties. Oracle Project Management provides you with a centralized issue management system
that enables you to manage this process and communicate issues in a consistent and timely
manner. Issues must be associated with a project or project/task combination.
Issue management offers many features, such as the ability to:
Use a predefined set of issue types
Create issues with assigned actions
Define custom user statuses
Associate related documents to an issue
Enable team members to comment on an issue
Copy existing issues to expedite the creation of new issues
Export a list of issues into a Microsoft Excel spreadsheet to perform further analysis
Automatically route issue approvals using Oracle Workflow
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Summary of R12 Project Management Fundamentals

Chapter 22 - Page 14

Change Management

Change Management
Change Requests
Document and
approve potential
changes
Change Documents
Change Orders
Create and manage change
documents for projects.

Track and
implement
approved
changes

Change Management
A change is an event, action, or condition that affects the scope, value, or duration of a project
or task. All change documents must be associated with a project or project/task combination.
Change management is the process of creating, managing, resolving, implementing, and
communicating changes. Change management encompasses both change requests and change
order:
Change requests enable you to document potential changes to the scope of a project and
to facilitate the approval process.
Change orders enable you to track and implement the impacts of changes to a project.
- You can merge the impacts of multiple change requests into a single change order.
Once approved, you can implement the impact of a change order.
Change requests and change orders are sometimes referred to collectively in Oracle Projects as
change documents.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 15

Project Status Reporting

Project Status Reporting

Publish the progress

report.

Notify team
members.

Associate report types with projects. Provide project status

information to all project stakeholders.

Project Status Reporting

Project status reporting enables you to provide a timely and consistent view of project status
information to all project stakeholders, from internal management to customers. With this
functionality, you can control the report publishing frequency, content, and format based on the
audience of each report. You can also control who can view and edit the reports.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 16

Document Management

Document Management
Budget and Forecast Versions
Change Documents
Issues
Projects
Status Reports
Attach documents to create
a repository of projectrelated information.

Tasks
Examples of where you can
attach documents in Oracle
Project Management.

Document Management
Oracle Project Management enables you to attach, store, and associate documents with a
project on which you are a team member. To attach documents, you must have authority to
access the corresponding project, task, or function. If you have access to a project, task, or
function, then you automatically have access to all attached documents.

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Summary of R12 Project Management Fundamentals

Chapter 22 - Page 17

Project Performance Reporting

Project Performance Reporting

Effort
Cost

Earned Value

Profitability

Capital Costs
Billing and
Collections

Project performance reporting provides you with an at-a-glance comparison

of actual versus planned performance in the areas shown above.

Project Performance Reporting

Project managers need to monitor and control projects to ensure completion within the scope of
defined budgets, forecasts, and schedules. Project performance reporting provides you with an
at-a-glance comparison of actual versus planned performance as defined in project budgets and
forecasts. You can view performance in the areas of effort, cost, profitability, earned value,
billing and collections, or capital costs.
You can view project performance information at the project, task, and resource levels. You
can also analyze these trends by time period.
Features of Project Performance Reporting
Project performance reporting provides the ability to report performance metrics for a
project based on a user-configured resource hierarchy as well as the financial structure of
the project.
You can view amounts for project performance reporting in global, project, and project
functional currencies.
You can view information based on the global calendar, project calendar, or a fiscal (GL)
calendar.
You can view cost, profitability, and earned value information at the project level.
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Summary of R12 Project Management Fundamentals

Chapter 22 - Page 18

Project performance reporting also enables you to choose one reporting dimension (for
example, a task) and analyze that dimension by other reporting dimensions (for example,
resources or time).

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 19

Project Status Inquiry

Project Status Inquiry

View summary information by
project, task, and resource.
Drill down from lowest tasks and
lowest resources to commitments
and expenditure item details.
Drill down from projects, top tasks,
and lowest resources to events for
contract projects.
Examples of Project Status
Inquiry Functionality

Project Status Inquiry

Project Status Inquiry (PSI) is a financial reporting tool. With Project Status Inquiry, you can
review the current financial status of your projects and then drill down for more detailed
review of a project and its tasks. Non-financial status reporting information is available
separately as part of the project status reporting feature.
For transactions that involve foreign currencies, all amounts displayed in Project Status Inquiry
are shown in the project currency.
You can update project summary amounts anytime after you distribute costs, independent of
when you interface costs and revenue to Oracle General Ledger. This allows you to have up
todate information for project status reporting, independent of the accounting flow.
Additional Financial Inquiry Options
Project managers can use a forms-based responsibility called Project Manager that gives them
access to Project Status Inquiry, Percent Complete, Expenditure Inquiry, Invoice Review,
Funding Inquiry, and Retention Inquiry.
You can review detailed expenditures charged to a project with Expenditure Inquiry. Use the
Expenditure Items window to review a projects expenditure items. You can see the amount
and type of expenditure items charged to a project, the date an expenditure item occurred,
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Summary of R12 Project Management Fundamentals

Chapter 22 - Page 20

accrued revenue, and other information. You can also drill down to Oracle Payables to view
the Invoice Overview form and to Oracle General Ledger to view Taccounts. For additional
discussion regarding Expenditure Inquiry, see the coursed titled "11i Project Costing
Fundamentals."
You can review invoice and funding information for contract projects using both Invoice
Review and Funding Inquiry. You can also review retention information for contract projects
using Retention Inquiry. For additional discussion regarding Funding Inquiry, Invoice Review,
and Retention Inquiry, see the course titled "11i Project Billing Fundamentals."

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 21

Microsoft Project Integration

Microsoft Project Integration

1. Define Project,
Project Templates,
and Resources
3. Publish Project
Workplan

4. Collect Progress

5. Update Task
Information

Resource Data,
Workplan Data
(Unscheduled)
Workplan Data,
(Scheduled)
Create Initial
Project Workplan
Workplan Data
(Scheduled)

2. Schedule Project

6. Reschedule
Project Workplan,
Update Task
Information

Resource Data,
Workplan Data
(Unscheduled)

Microsoft Project

Oracle Projects

Information flow between Oracle Projects and Microsoft Project

Microsoft Project Integration

Microsoft Project Integration links Microsoft Project and Oracle Projects, so that you can
work with a project in both Oracle Projects and Microsoft Project. The two applications share
project information while maintaining the security setup in Oracle Projects.
You can use Oracle Projects for Enterprise Project Management and Microsoft Project for
scheduling.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 22

Oracle Project Collaboration

Oracle Project Collaboration

Team
Members

Team
Collaboration

Employees

Coordinate
Work

Subcontractors
and Partners

Structured
Project
Workspace

Share Documents

Resolve
Issues

Customers

Team members can collaborate on the execution of project work.

Oracle Project Collaboration

Oracle Project Collaboration streamlines team collaboration and execution of project work.
Oracle Project Collaboration shares information with Oracle Project Management, and
provides a personalized view for team members. Most functionality in Oracle Project
Management is also used in Oracle Project Collaboration. This functionality includes issues,
change documents, and project status reporting. Team members, as opposed to project
mangers, interact with these functions via Oracle Project Collaboration.

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 23

Agenda

Agenda

Summary of R12 Project Management

Fundamentals
Oracle Projects Learning Path

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Summary of R12 Project Management Fundamentals

Chapter 22 - Page 24

Oracle Projects Fundamentals Learning Path

Oracle Projects Fundamentals Learning

Path
Oracle University offers a series of classes as part of
the Oracle Projects Fundamentals Learning Path:
R12 Project Foundation Fundamentals
The first class in the learning path.
This class is a prerequisite for the other classes.

R12 Project Costing Fundamentals

R12 Project Billing Fundamentals
R12 Project Resource Management Fundamentals
R12 Project Management Fundamentals
R12 Project Portfolio Analysis Fundamentals

Copyright 2007, Oracle. All rights reserved.

Summary of R12 Project Management Fundamentals

Chapter 22 - Page 25

Summary

Summary
In this lesson, you should have learned how to:
Discuss the key aspects of Oracle Project
Management
Identify the other courses available in the Oracle
Projects learning path

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Summary of R12 Project Management Fundamentals

Chapter 22 - Page 26