Blueprint Questions - Controlling SAP

Blueprint Questions Controlling
Blueprint Questions - Controlling
Table of Contents
1. Revenue and cost controlling.................................................................................................10 1.1. Overhead Cost Controlling..................................................................................................10 1.1.1. Cost Element...................................................................................................................10 1.1.1.1. Primary Cost Element...................................................................................................10 1.1.1.2. Secondary Cost Element..............................................................................................10 1.1.1.3. Cost Element Group.....................................................................................................10 1.1.2. Cost Center......................................................................................................................10 1.1.2.1. Cost Center...................................................................................................................10 1.1.2.2. Standard Hierarchy for Cost Centers............................................................................11 1.1.2.3. Cost Center Group........................................................................................................11 1.1.3. Activity Type....................................................................................................................11 1.1.3.1. Activity Type.................................................................................................................11 1.1.3.2. Activity Type Group.......................................................................................................11 1.1.4. Statistical Key Figures.....................................................................................................11 1.1.4.1. Statistical Key Figures..................................................................................................11 1.1.4.2. Statistical Key Figure Group.........................................................................................12 1.1.5. Business Process............................................................................................................12 1.1.5.1. Business Process.........................................................................................................12 1.1.5.2. Standard Hierarchy for Business Processes.................................................................12 1.1.5.3. Business Process Group..............................................................................................12 1.1.6. Internal Order...................................................................................................................12 1.2. Product Cost Controlling....................................................................................13 1.2.1. Procurement Alternative..................................................................................................13 1.2.2. Cost Component..............................................................................................................13 1.2.3. Product Cost Collectors...................................................................................................14 1.2.4. Material Ledger Data.......................................................................................................14 1.3. Profitability Analysis............................................................................................................14 1.3.1. Characteristics.................................................................................................................14 1.3.1.1. Characteristic Definition................................................................................................14 1.3.1.2. Characteristic Values....................................................................................................14 1.3.1.3. Characteristic Derivation...............................................................................................14 1.3.2. Value Fields.....................................................................................................................15 1.3.2.1. Definition of Value Fields..............................................................................................15 1.3.3. Condition Types...............................................................................................................15 1.3.3.1. Definition of Condition Types........................................................................................15 2. Enterprise Controlling............................................................................................................16 2.1. Consolidation.....................................................................................................16 2.1.1. Consolidation Chart of Acounts / FS Item Hierarchy........................................................16 2.1.2. Breakdown Categories.....................................................................................................17 2.1.3. Custom Characteristics....................................................................................................17 2.1.4. Subitem Category............................................................................................................17 2.1.5. Subitem............................................................................................................................18 2.1.6. Sets (Namespace)...........................................................................................................18 B. Business processes......................................................................................................................18 1. Revenue and cost controlling.................................................................................................18 1.1. Profit and Cost Planning.....................................................................................................18 1.1.1. Sales Planning.................................................................................................................18 1.1.1.1. Create Planning Proposal (with Sales Planning)..........................................................18 1.1.1.2. Manual Sales Planning.................................................................................................19 1.1.1.3. Transfer of Planned Sales Quantities...........................................................................19 1.1.2. Cost and Activity Planning...............................................................................................19 1.1.2.1. Copy Plan from Previous Year to Cost Center Planning...............................................19
Larsen & Toubro Infotech Limited

1.1.2.2. Copy Actual Data to Cost Center Plan..........................................................................19 1.1.2.3. Redefinition of Plan Version..........................................................................................19 1.1.2.4. Planning Revaluation....................................................................................................20 1.1.2.5. Budget Planning............................................................................................................20 1.1.2.6. Order Budgeting............................................................................................................20 1.1.2.7. Activity Type Planning...................................................................................................20 1.1.2.8. Definition of Activity Type for Cost Center....................................................................20 1.1.2.9. Transfer of Statistical Key Figures from LIS (Plan).......................................................20 1.1.2.10. Transfer of Depreciation/Interest (Activity-Independent).............................................21 1.1.2.11. Transfer of Depreciation/Interest (Activity-Dependent)...............................................21 1.1.2.12. Transfer of Personnel Costs.......................................................................................21 1.1.2.13. Transfer of Scheduled Activity PP -> CO-ABC...........................................................21 1.1.2.14. Transfer of Scheduled Activity from PP to CO-OM-CCA............................................21 1.1.2.15. Primary Cost Planning (Full Costs).............................................................................21 1.1.2.16. Primary Cost Planning (Prop./Fixed)...........................................................................22 1.1.2.17. Secondary Cost Planning (Full Costs)........................................................................22 1.1.2.18. Secondary Cost Planning (Prop./Fixed)......................................................................22 1.1.2.19. Cost Element Planning (Order with Integrated Planning)............................................22 1.1.2.20. Cost Element Planning (Order)...................................................................................22 1.1.2.21. Overall Planning (Order).............................................................................................22 1.1.2.22. Unit Costing (Order)....................................................................................................23 1.1.2.23. Periodic Reposting of Plan Data.................................................................................23 1.1.2.24. Cost Accrual - Plan.....................................................................................................23 1.1.2.25. Process Cost Planning................................................................................................23 1.1.2.26. Overhead Calculation (Cost Center)...........................................................................23 1.1.2.27. Overhead Calculation (Business Process)..................................................................23 1.1.2.28. Overhead Calculation (Overhead Cost Order)............................................................30 1.1.2.29. Plan Cost Distribution.................................................................................................30 1.1.2.30. Settlement of Overhead Cost Orders (Planning Data)................................................31 1.1.2.31. Plan Cost Assessment................................................................................................31 1.1.2.32. Plan Reconciliation.....................................................................................................31 1.1.2.33. Splitting 31 1.1.2.34. Planned Price Calculation...........................................................................................32 1.1.3. Standard Cost Estimate...................................................................................................32 1.1.3.1. Preparation for Costing.................................................................................................32 1.1.3.2. Standard Cost Estimate with Quantity Structure...........................................................33 1.1.3.3. Standard Cost Estimate Without Quantity Structure.....................................................34 1.1.3.4. Standard Cost Estimate for Co-Products......................................................................34 1.1.3.5. Price Release with Standard Cost Estimate.................................................................35 1.1.4. Profit Center Planning......................................................................................................35 1.1.4.1. Copy Plan from Previous Year to Profit Center Planning..............................................35 1.1.4.2. Copy Actual Costs to Profit Center Planning................................................................35 1.1.4.3. Excel Upload -> Profit Center Planning........................................................................35 1.1.4.4. Redefinition of Plan Version (Profit Center Planning)...................................................36 1.1.4.5. Plan Integration of Profit Centers..................................................................................36 1.1.4.6. Manual Profit Center Planning......................................................................................36 1.1.4.7. Plan Profit Center Distribution.......................................................................................36 1.1.4.8. Plan Profit Center Assessment.....................................................................................36 1.1.5. Profit Planning.................................................................................................................37 1.1.5.1. Valuation of Sales Planning..........................................................................................37 1.1.5.2. Creation of Planning Proposal (Without Sales Planning)..............................................37 1.1.5.3. Manual Profit Planning..................................................................................................37 1.1.5.4. Planned Allocation of Process Costs to Profitability Analysis.......................................38 1.1.5.5. Planned Allocation Cost Center Costs to Profitability Analysis.....................................38 1.1.5.6. Settlement of Overhead Cost Orders (Planning Data)..................................................38 1.1.5.7. Project Settlement.........................................................................................................38

1.2. Actual Cost/Revenue Allocation.........................................................................39 1.2.1. Overhead Allocation.........................................................................................................39 1.2.1.1. Direct Activity Assignment Using Time Sheet Processing............................................39 1.2.1.2. Time Sheet Permit........................................................................................................39 1.2.1.3. Transfer Time Sheet Data to CO..................................................................................39 1.2.1.4. Time Sheet Report........................................................................................................40 1.2.1.5. Direct Activity Allocation (Controlling)...........................................................................40 1.2.1.6. Transfer of Primary Costs to Cost Center/Order...........................................................40 1.2.1.7. Manual Funds Reservation...........................................................................................41 1.2.1.8. Manual Funds Reduction..............................................................................................41 1.2.1.9. Manual Cost Allocation.................................................................................................41 1.2.2. Product Cost Allocation....................................................................................................41 1.2.2.1. Simultaneous Costing...................................................................................................41 1.2.3. Profit Center Allocation....................................................................................................41 1.2.3.1. Document Entry in the Profit Center Invoice.................................................................41 1.2.3.2. Actual Transfer of Additional Balance Sheet Items to EC-PCA....................................41 1.2.3.3. Manual Entry of Statistical Key Figures........................................................................42 1.2.4. Cost and Revenue Allocation to Profitability Analysis......................................................42 1.2.4.1. Transfer and Valuation of Incoming Sales Orders........................................................42 1.2.4.2. Transfer and Valuation of Billing Documents (Direct Sale)...........................................42 1.2.4.3. Transfer and Valuation of Billing Documents (Third-Party Transaction).......................43 1.2.4.4. Transfer and Valuation of Billing Documents (Intercompany Processing)....................43 1.2.4.5. Transfer and Valuation of Billing Documents (Complaints Processing)........................44 1.2.4.6. Transfer of Customer Agreements to Profitability Analysis...........................................44 1.2.4.7. Direct Posting of Special Direct Costs and Revenues..................................................44 1.2.4.8. Automatic Additional Transfer into Profitability Analysis...............................................44 1.3. Period-End Closing (Controlling)........................................................................................45 1.3.1. Period-End Closing in Overhead Cost Controlling...........................................................45 1.3.1.1. Actual Periodic Reposting.............................................................................................45 1.3.1.2. Accrual Calculation in Cost Center Accounting (Target = Actual Method)....................45 1.3.1.3. Accrual Calculation in Cost Center Accounting (Percentage Method)..........................45 1.3.1.4. Actual Cost Distribution.................................................................................................46 1.3.1.5. Entry of Sender Activities..............................................................................................46 1.3.1.6. Target=Actual Activity Allocation...................................................................................46 1.3.1.7. Template Allocation (Overhead Cost Order).................................................................46 1.3.1.8. Overhead Calculation (Overhead Cost Order)..............................................................46 1.3.1.9. Settlement of Overhead Orders (Actual Data)..............................................................47 1.3.1.10. Settlement of Accrual Orders......................................................................................47 1.3.1.11. Actual Cost Assessment.............................................................................................47 1.3.1.12. Overhead Calculation (Business Process)..................................................................48 1.3.1.13. Variance Calculation for Overhead.............................................................................54 1.3.1.14. Predistribution of Fixed Costs.....................................................................................54 1.3.1.15. Splitting 55 1.3.1.16. Actual Price Calculation..............................................................................................55 1.3.1.17. Revaluation at Actual Prices.......................................................................................55 1.3.1.18. Reconciliation Financial Accounting/Controlling.........................................................55 1.3.1.19. Business Process Analysis.........................................................................................55 1.3.1.20. Cost Center Analysis..................................................................................................56 1.3.1.21. Analysis of Overhead Orders......................................................................................56 1.3.2. Period-End Closing for Product Cost Controlling.............................................................56 1.3.2.1. Template Allocation (Manufacturing Order)..................................................................56 1.3.2.2. Template Allocation (Product Cost Collector)...............................................................56 1.3.2.3. Template Allocation (Cost Object)................................................................................57 1.3.2.4. Template Allocation (Sales Order)................................................................................57 1.3.2.5. Revaluation at Actual Prices.........................................................................................57 1.3.2.6. Actual Cost Distribution - Product Costs.......................................................................57

1.3.2.7. Overhead Calculation (Sales Order).............................................................................57 1.3.2.8. Overhead Calculation (Manufacturing Order)...............................................................58 1.3.2.9. Overhead Calculation (Product Cost Collector)............................................................58 1.3.2.10. Overhead Calculation (Cost Object)...........................................................................58 1.3.2.11. Distribution of Order Costs to Order Items..................................................................58 1.3.2.12. WIP Calculation Based On Actual Costs....................................................................59 1.3.2.13. WIP Calculation Based on Target Costs.....................................................................59 1.3.2.14. Variance Calculation Cumulated.................................................................................59 1.3.2.15. Periodic Variance Calculation.....................................................................................60 1.3.2.16. Settlement of Manufacturing Order to Sales Order.....................................................60 1.3.2.17. Settlement of Manufacturing Order to Inventory.........................................................60 1.3.2.18. Settlement of Product Cost Collector..........................................................................61 1.3.2.19. Settlement of Cost Object Hierarchy...........................................................................61 1.3.2.20. Results Analysis for Sales Orders...............................................................................61 1.3.2.21. Sales Order Settlement...............................................................................................61 1.3.2.22. Price Update in Actual Costing...................................................................................61 1.3.2.23. Data Collection for Product Drilldown.........................................................................62 1.3.2.24. Product Cost Analysis in Product Cost by Order.........................................................62 1.3.2.25. Product Cost Analysis in Product Cost by Period.......................................................62 1.3.2.26. Product Cost Analysis for Co-Products.......................................................................62 1.3.3. Period-End Closing for Profit Center Accounting.............................................................63 1.3.3.1. Actual Profit Center Distribution....................................................................................63 1.3.3.2. Actual Profit Center Assessment..................................................................................63 1.3.4. Period-End Closing for Profitability Analysis....................................................................63 1.3.4.1. Settlement of Sales Orders...........................................................................................63 1.3.4.2. Settlement of Production Variances..............................................................................64 1.3.4.3. Settlement of Overhead Orders (Actual Data)..............................................................64 1.3.4.4. Project Settlement.........................................................................................................64 1.3.4.5. Actual Allocation of Process Costs to Profitability Analysis...........................................64 1.3.4.6. Actual Allocation of Cost Center Costs to Profitability Analysis....................................65 1.3.4.7. Actual Top-Down Distribution.......................................................................................65 1.3.4.8. Analysis of Results and Contribution Margins...............................................................65 2. Enterprise Controlling............................................................................................................66 2.1. Operational business planning............................................................................................66 2.1.1. Sales Planning.................................................................................................................66 2.1.1.1. Create Planning Proposal (with Sales Planning)..........................................................66 2.1.1.2. Manual Sales Planning.................................................................................................66 2.1.1.3. Transfer of Planned Sales Quantities...........................................................................66 2.1.2. Master planning...............................................................................................................67 2.1.2.1. Forecast 67 2.1.2.2. Standard SOP...............................................................................................................68 2.1.2.3. Transfer of Results to Demand Management...............................................................68 2.1.2.4. Demand management..................................................................................................69 2.1.2.5. Planning Scenario Processing......................................................................................69 2.1.2.6. Master Production Scheduling - Total Planning............................................................70 2.1.2.7. Master Production Scheduling - Evaluation..................................................................71 2.1.2.8. Overall Material Requirements Planning.......................................................................72 2.1.2.9. Material requirements planning - evaluation.................................................................73 2.1.3. Cost and Activity Planning...............................................................................................73 2.1.3.1. Copy Plan from Previous Year to Cost Center Planning...............................................73 2.1.3.2. Copy Actual Data to Cost Center Plan..........................................................................74 2.1.3.3. Redefinition of Plan Version..........................................................................................74 2.1.3.4. Planning Revaluation....................................................................................................74 2.1.3.5. Budget Planning............................................................................................................74 2.1.3.6. Order Budgeting............................................................................................................74 2.1.3.7. Activity Type Planning...................................................................................................74

2.1.3.8. Definition of Activity Type for Cost Center....................................................................75 2.1.3.9. Transfer of Statistical Key Figures from LIS (Plan).......................................................75 2.1.3.10. Transfer of Depreciation/Interest (Activity-Independent).............................................75 2.1.3.11. Transfer of Depreciation/Interest (Activity-Dependent)...............................................75 2.1.3.12. Transfer of Personnel Costs.......................................................................................75 2.1.3.13. Transfer of Scheduled Activity PP -> CO-ABC...........................................................75 2.1.3.14. Transfer of Scheduled Activity from PP to CO-OM-CCA............................................76 2.1.3.15. Primary Cost Planning (Full Costs).............................................................................76 2.1.3.16. Primary Cost Planning (Prop./Fixed)...........................................................................76 2.1.3.17. Secondary Cost Planning (Full Costs)........................................................................76 2.1.3.18. Secondary Cost Planning (Prop./Fixed)......................................................................76 2.1.3.19. Cost Element Planning (Order with Integrated Planning)............................................76 2.1.3.20. Cost Element Planning (Order)...................................................................................77 2.1.3.21. Overall Planning (Order).............................................................................................77 2.1.3.22. Unit Costing (Order)....................................................................................................77 2.1.3.23. Periodic Reposting of Plan Data.................................................................................77 2.1.3.24. Imputed Costs - Plan..................................................................................................77 2.1.3.25. Process Cost Planning................................................................................................77 2.1.3.26. Overhead Calculation (Cost Center)...........................................................................78 2.1.3.27. Overhead Calculation [Overhead Order].....................................................................78 2.1.3.28. Plan Cost Distribution.................................................................................................78 2.1.3.29. Settlement of Overhead Cost Orders (Planning Data)................................................78 2.1.3.30. Plan Cost Assessment................................................................................................79 2.1.3.31. Plan Reconciliation.....................................................................................................79 2.1.3.32. Splitting 79 2.1.3.33. Planned Price Calculation...........................................................................................80 2.1.4. Standard cost estimate....................................................................................................80 2.1.4.1. Preparation for Costing.................................................................................................80 2.1.4.2. Standard Cost Estimate with Quantity Structure...........................................................81 2.1.4.3. Standard Cost Estimate Without Quantity Structure.....................................................82 2.1.4.4. Standard Cost Estimate for Co-Products......................................................................83 2.1.4.5. Price Release with Standard Cost Estimate.................................................................83 2.1.5. Profit Center Planning......................................................................................................83 2.1.5.1. Copy Plan from Previous Year to Profit Center Planning..............................................83 2.1.5.2. Copy Actual Costs to Profit Center Planning................................................................83 2.1.5.3. Excel Upload -> Profit Center Planning........................................................................84 2.1.5.4. Redefinition of Plan Version (Profit Center Planning)...................................................84 2.1.5.5. Plan Integration of Profit Centers..................................................................................84 2.1.5.6. Manual Profit Center Planning......................................................................................84 2.1.5.7. Plan Profit Center Distribution.......................................................................................84 2.1.5.8. Plan Profit Center Assessment.....................................................................................85 2.1.6. Profit Planning.................................................................................................................85 2.1.6.1. Valuation of Sales Planning..........................................................................................85 2.1.6.2. Creation of Planning Proposal (Without Sales Planning)..............................................85 2.1.6.3. Manual Profit Planning..................................................................................................85 2.1.6.4. Planned Allocation of Process Costs to Profitability Analysis.......................................86 2.1.6.5. Planned Allocation Cost Center Costs to Profitability Analysis.....................................86 2.1.6.6. Settlement of Overhead Cost Orders (Planning Data)..................................................86 2.1.6.7. Project Settlement.........................................................................................................87 2.1.6.8. Analysis of Results And Contribution Margins..............................................................87 2.2. Strategic Business Planning..............................................................................87 2.2.1. Data modeling..................................................................................................................89 2.2.2. Basic settings...................................................................................................................90 2.2.2.1. Foreign currencies........................................................................................................90 2.2.2.2. File names....................................................................................................................90 2.2.3. Data basis........................................................................................................................90

2.2.3.1. Characteristics..............................................................................................................90 2.2.3.2. Basic key figures...........................................................................................................91 2.2.3.3. Aspect 91 2.2.3.4. Calculated Key Figures.................................................................................................92 2.2.3.5. Comment tables............................................................................................................92 2.2.3.6. Fixed Characteristics....................................................................................................92 2.2.3.7. Summarization levels....................................................................................................93 2.2.3.8. Currency Translation Types for Data Transfer and Planning Layouts...........................93 2.2.3.9. Derivation......................................................................................................................93 2.2.3.10. Validation....................................................................................................................93 2.2.3.11. Data slices..................................................................................................................93 2.2.4. Data transfer....................................................................................................................94 2.2.4.1. External Systems..........................................................................................................94 2.2.4.2. Transaction data...........................................................................................................94 2.2.4.3. Master data...................................................................................................................94 2.2.4.4. Comments....................................................................................................................94 2.2.4.5. Master Data Hierarchy..................................................................................................95 2.2.4.6. Transfer procedure.......................................................................................................95 2.2.4.7. File 95 2.2.4.8. Control Report Portfolio................................................................................................95 2.2.5. Business Planning...........................................................................................................95 2.2.5.1. Create planning layout..................................................................................................95 2.2.5.2. Maintain planner profiles...............................................................................................95 2.2.5.3. Create Distribution Key.................................................................................................96 2.2.5.4. Change Revaluation Factor..........................................................................................96 2.2.5.5. Maintain forecast profiles..............................................................................................96 2.2.5.6. Maintain weighting group..............................................................................................96 2.2.5.7. Object-Dependent Parameters.....................................................................................96 2.2.5.8. Maintain calculation formulas for basic key figures.......................................................96 2.2.6. Information System..........................................................................................................97 2.2.6.1. Maintain Report Selection.............................................................................................97 2.2.6.2. Print in MS Word for Windows......................................................................................97 2.2.7. Tools 97 2.2.7.1. Conversion to Release 4.0............................................................................................97 2.2.7.2. Authorization management...........................................................................................97 2.2.7.3. Data basis.....................................................................................................................98 2.2.7.4. Data transfer.................................................................................................................98 2.2.7.5. Data 98 2.2.7.6. Transport 98 2.2.8. Task Functions on Information System............................................................................99 2.2.8.1. Reports 99 2.2.8.2. Forms 99 2.2.8.3. Variables 99 2.2.8.4. Report data...................................................................................................................99 2.2.8.5. Report portfolio.............................................................................................................99 2.2.9. Task Functions on Tools..................................................................................................99 2.2.9.1. Data (Tools)..................................................................................................................99 2.2.9.2. Information System.......................................................................................................100 2.3. Consolidation......................................................................................................................100 2.3.1. Preparatory Work: General..............................................................................................104 2.3.1.1. Creating Dimensions.....................................................................................................104 2.3.1.2. Creating Versions.........................................................................................................104 2.3.1.3. Check Currencies.........................................................................................................104 2.3.1.4. Definition of Ledgers.....................................................................................................104 2.3.1.5. Definition of Consolidation Units...................................................................................105 2.3.1.6. Definition of Consolidation Groups................................................................................105

2.3.1.7. Definition of Cons Chart of Accounts / Cons Chart of Accounts Hierarchy...................106 2.3.1.8. Definition of Breakdown Categories..............................................................................107 2.3.1.9. Definition of Custom Characteristics.............................................................................107 2.3.1.10. Definition of Subitem Categories.................................................................................107 2.3.1.11. Definition of Subitems.................................................................................................108 2.3.2. Preparatory Work: Integration..........................................................................................108 2.3.3. Preparatory Work: Production..........................................................................................108 2.3.3.1. Administration of Authorizations...................................................................................108 2.3.3.2. Setting up Translation...................................................................................................108 2.3.4. Processes of the Data Monitor.........................................................................................109 2.3.4.1. Non-integrated Financial Data Transfer by Online Entry...............................................109 2.3.5. Processes of the Consolidation Monitor...........................................................................109 2.3.5.1. Preparation of Consolidation Group Changes..............................................................109 2.3.5.2. Interunit Elimination by Elimination of IU Payables and Receivables............................110 2.3.5.3. Interunit Elimination by Elimination of IC Revenue and Expense.................................110 2.3.5.4. Consolidation of investments........................................................................................110 2.3.6. Information System..........................................................................................................111 2.4. Executive Information System (EIS)...................................................................................111 2.4.1. Data modeling..................................................................................................................113 2.4.2. Basic settings...................................................................................................................113 2.4.2.1. Foreign currencies........................................................................................................113 2.4.2.2. File names....................................................................................................................114 2.4.3. Data basis........................................................................................................................114 2.4.3.1. Characteristics..............................................................................................................114 2.4.3.2. Basic key figures...........................................................................................................115 2.4.3.3. Aspect 115 2.4.3.4. Calculated Key Figures.................................................................................................115 2.4.3.5. Comment tables............................................................................................................116 2.4.3.6. Fixed Characteristics....................................................................................................116 2.4.3.7. Summarization levels....................................................................................................116 2.4.3.8. Currency Translation Types for Data Transfer and Planning Layouts...........................116 2.4.3.9. Data Entry Layout.........................................................................................................117 2.4.3.10. Derivation....................................................................................................................117 2.4.3.11. Validation....................................................................................................................117 2.4.3.12. Data slices..................................................................................................................117 2.4.4. Data transfer....................................................................................................................117 2.4.4.1. External Systems..........................................................................................................117 2.4.4.2. Transaction data...........................................................................................................118 2.4.4.3. Master data...................................................................................................................118 2.4.4.4. Comments....................................................................................................................118 2.4.4.5. Master Data Hierarchy..................................................................................................118 2.4.4.6. Transfer procedure.......................................................................................................118 2.4.4.7. File 119 2.4.4.8. Control Report Portfolio................................................................................................119 2.4.5. Information System (EC-EIS)...........................................................................................119 2.4.5.1. Maintain Report Selection.............................................................................................119 2.4.5.2. Print in MS Word for Windows......................................................................................119 2.4.6. Tools 119 2.4.6.1. Conversion to Release 4.0............................................................................................119 2.4.6.2. Authorization management (EIS)..................................................................................119 2.4.6.3. Data basis.....................................................................................................................120 2.4.6.4. Data transfer.................................................................................................................120 2.4.6.5. Data 121 2.4.6.6. Transport 121 2.4.7. Task Functions on Information System............................................................................121 2.4.7.1. Reports (EIS)................................................................................................................121

2.4.7.2. Forms (EIS)..................................................................................................................121 2.4.7.3. Variables (EIS)..............................................................................................................121 2.4.7.4. Report Data (EIS).........................................................................................................121 2.4.7.5. Report Portfolio (EIS)....................................................................................................121 2.4.8. Task Functions on Tools..................................................................................................122 2.4.8.1. Data (Tools)..................................................................................................................122 2.4.8.2. Information System.......................................................................................................122
1. Revenue and cost controlling

1.1.
1.1.1.
1.1.1.1. Questions: Q: A: Q: 2) Reserve a number range in the chart of accounts for the definition of CO-specific accounts/primary cost elements: which additional primary cost elements do you need (such as for accruals)? A: 1.1.1.2. Questions: Q: A: 1.1.1.3. Questions: Q: A: 1) Define cost element groups for planning, allocation, and reporting purposes. Cost Element Group 1) Define secondary cost elements for planning, allocation and reporting purposes. Secondary Cost Element 1) Define primary cost elements based on the definition of the chart of account.
Overhead Cost Controlling

Cost Element
Primary Cost Element
1.1.2.
1.1.2.1. Questions:
Cost Center
Cost Center
Q: 1) Define cost centers as the lowest level in your organizational structure at which you hold one person responsible for the expenses incurred (check whether you have covered the whole organization).
10

A: 1.1.2.2. Questions: Q: 1) Take your corporate organizational structure and build a hierarchy according to levels of responsibilities, with cost centers as the lowest level. A: 1.1.2.3. Questions: Q: 1) Besides the standard hierarchy, do you need other alternative structure (groups) of cost centers (for planning, allocation, and reporting purposes)? A: Cost Center Group Standard Hierarchy for Cost Centers
1.1.3.
1.1.3.1. Questions:
Activity Type
Activity Type
Q: 1) Define the type of activity performed by each cost center. Do this by defining one or more measurable activity type(s) for each cost center. A: Q: 2) Since activity types are posted as secondary cost elements, have you specified the secondary cost elements to which you want to assign the activity type (one-to-one, or one cost element for more than one activity type)? A: 1.1.3.2. Questions: Q: 1) Group your activity types into different categories or similar attributes for planning, allocation and reporting purposes. A: Activity Type Group
1.1.4.
1.1.4.1. Questions:
Statistical Key Figures

Statistical Key Figures
Q: 1) Which statistical key figures do you want to use for allocations and reporting (such as telephone units, headcount, and so on)? A:
11
1.1.4.2. Questions:
Statistical Key Figure Group
Q: 1) Define groups of statistical key figures (such as the group for all headcount statistical figures). A:
1.1.5.
1.1.5.1. Questions:
Business Process
Business Process
Q: 1) Do you want to define business processes across different areas of your organization and plan, enter, and allocate overhead costs on the basis of these? A: [ ]Yes [ ]No
Comments: Q: A: Comments: 1.1.5.2. Questions: Q: 1) Define the standard hierarchie of processes for planning, allocating and reporting business process costs. A: 1.1.5.3. Questions: Q: 1) Do you group your business processes alternatively by categories or similar attributes so that you can plan, allocate and report on aggregated levels? A: Business Process Group Standard Hierarchy for Business Processes 2) Define your business processes (such as sales-order processing).
1.1.6.
Questions:
Internal Order
Q: 1) What business criteria do you use to classify your internal orders (for example, overhead orders, accrual orders, investment orders, statistical orders, and so on)?
12

A: Q: 2) What are the types of orders that will be used in the controlling area (such as investments, marketing, etc.)? A: Q: 3) Should some of the orders be used for information purposes only - that is, should the real posting be on the cost center? A:
1.2.
1.2.1.
Questions:
Product Cost Controlling

Procurement Alternative
Q: 1) Are you working with multiple supply sources (different vendors) or multiple production methods (in-house production and subcontracting) for the same material? A:
1.2.2.
Questions: Q: A: Q: A: Q: A:
Cost Component
1) Define the structure of your product cost components (40 cost components max)!
2) Which cost components should be part of the product`s standard price?
3) Define the calculation method for each cost component.
Q: 4) Do you require an alternative structure that breaks down the activity and process costs in accordance with their original costs (such as wages, salaries, energy, depreciation)? A: Q: 5) Which cost components should be part of the product's cost of goods manufactured in Profitability Analysis? A:
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Blueprint Questions - Controlling 1.2.3.

Questions: Q: 1) If you are working with period-based controlling, do you want to have one cost collector for each production method or for each material? A:
Product Cost Collectors
1.2.4.
Questions:
Material Ledger Data
Q: 1) Do you intend to value the material with more than one currency or valuation approach? What are those currencies/approaches? A: Q: 2) Do you want to make subsequent allocations of variances (from purchasing, production) for raw materials and materal produced in-house? A: Q: 3) Do you want to differentiate between procurement alternatives and manufacturing processes for your actual costs? A:
1.3.
1.3.1.
Profitability Analysis
Characteristics
Characteristic Definition 1.3.1.1.
Questions: Q: 1) List the dimensions (characteristics) that you want to create contribution margin accounting for, according to your reporting requirements. A: 1.3.1.2. Questions: Q: 1) For the characteristics defined in the previous question, specify values (such as, regions: North, west, east, south) A: 1.3.1.3. Questions: Characteristic Derivation Characteristic Values
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Q: 1) List the terms (characteristics) that do not have master data, and state how they are dependent on other criteria. A: Q: A: 2) List the terms (characteristics) that are dependent on each other in a hierarchy.
1.3.2.
1.3.2.1. Questions: Q: A:
Value Fields
Definition of Value Fields
1) Define the report rows (value fields) that you wish to analyse.
Q: 2) Are you interested only in the revenues and costs that are directly related to product sales? A: Q: A: Q: 4) Do you also wish to see other income or expenditures that are not related to your regular business activity (e.g. product production or sales)? A: Q: 5) Decide which value fields can be posted as reconcilable with FI (true), and which are to be filled with accrual valuations. A: 3) Do you also wish to see other product-related overhead costs?
1.3.3.
1.3.3.1. Questions:
Condition Types
Definition of Condition Types
Q: 1) Do you want information on accrued values for your result information, that are not defined as conditions in SD, or do you require user-defined condition types in CO-PA for planning purposes? A:
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2. Enterprise Controlling
2.1.
2.1.1.
Questions: Q: 1) Which requirements do you have for the creation and/or structure of your cons chart of accounts (US GAAP, IAS, HGB)? A: Q: 2) Should retained earnings be disclosed in the balance sheet or in the income statement? A: Comments: Q: 3) Should income statements be created using cost-of-sales accounting or period accounting? A: Comments: Q: 4) Do you summarize your operational accounts to group accounts (financial statement items)? A: Comments: Q: 5) If yes, do you summarize at the subsidiary level or at the corporate group level?
Consolidation
Consolidation Chart of Acounts / FS Item Hierarchy
A: Comments: Q: A: Comments: Q: 7) Do you use an integration scenario? If so, you can transfer the FS items from a G/L chart of accounts or a financial statement version. A: Comments: 6) Do you require further freely definable classifications for your FS items?
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Q: 8) Define your selected items for posting financial statement imbalances and for posting deferred taxes, for both retained earnings carried forward as well as the balancing adjustment. A: Comments:
2.1.2.
Questions:
Breakdown Categories
Q: 1) How many breakdown categories can be derived from your reporting system? Which different details would you like to see withing a consolidation chart of accounts? A: Q: 2) Do you want to differentiate elimination differences between currency-related and other differences? A: [ ]Yes [ ]No
Comments:
2.1.3.
Questions:
Custom Characteristics
Q: 1) Do you need further custom characteristics, in addition to the standard subassignments? A: [ ]Yes [ ]No
Comments: Q: A: Comments: 2) If yes how many and which characteristics?
2.1.4.
Questions:
Subitem Category
Q: 1) Which standard subassignments would you like to use? What requirements do you have for group reporting later on, for example, asset history sheets, equity aging reports, segment reports, etc. ?
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A:
2.1.5.
Questions: Q: A: Q: A:
Subitem
1) How do you want to define the subitems?
2) Which default values do you want to define for the characteristic value of subitems?
2.1.6.
Questions: Q: A:
Sets (Namespace)
1) Define suitable name spaces for the sets you use.
B. Business processes
1. Revenue and cost controlling
1.1.
1.1.1.
1.1.1.1. Questions: Q: 1) Do you want to structure your sales planning based on reference data? If so, what is the source and form of this data? A: Q: A: Q: A: 3) Do you use forecasting techniques in your planning process? If so, describe them. 2) How do you want to adapt the reference dates to be used as a planning proposal?
Profit and Cost Planning

Sales Planning
Create Planning Proposal (with Sales Planning)
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1.1.1.2. Questions:
Manual Sales Planning
Q: 1) Which level of the hierarchy do you want to use for planning (for example, product, product group, customer, sales organization)? A: 1.1.1.3. Questions: Q: A: Q: A: 2) Do you want to transfer planned sales quantities from CO-PA to Production Planning? 1) Do you want to transfer plan sales quantities from CO-PA to LIS? Transfer of Planned Sales Quantities
1.1.2.
Cost and Activity Planning

Copy Plan from Previous Year to Cost Center Planning
1) Describe your planning process. How do you plan cost centers?
Q: 2) Do you want to create your cost center/activity plan based on the planned values of the previous year? (If so, what is the source of this data and in what form is it stored? A: 1.1.2.2. Questions: Q: A: Q: 2) Do you want to create your cost center/activity plan based on the actual values of the previous year? (If so, what is the source of this data and in what form is it stored? A: 1.1.2.3. Questions: Redefinition of Plan Version 1) Describe your planning process. How do you plan cost centers? Copy Actual Data to Cost Center Plan
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Q: A: Q: A:
2) Do you want to represent different planning scenarios in parallel?
1.1.2.4. Questions:
Planning Revaluation
Q: 1) Do you carry out revaluation (increases or decreases for certain cost elements in certain cost centers)? A: 1.1.2.5. Questions: Q: 1) Does your organization use the type of budgeting described in the documentation field? A: 1.1.2.6. Questions: Q: A: 1.1.2.7. Questions: Q: A: 1.1.2.8. Questions: Q: A: 1.1.2.9. Questions: Transfer of Statistical Key Figures from LIS (Plan) 1) Comment on defining activity types by cost center Definition of Activity Type for Cost Center 1) Comment on activity type planning Activity Type Planning 1) Do you want to plan and control the budget of the order using availability checks? Order Budgeting Budget Planning
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Q: 1) Are statistical key figures kept in the logistics modules, which you want to use as a basis for allocations and reporting purposes? A: 1.1.2.10. Questions: Q: 1) If you are also implementing SAP R/3 Asset Management (FI-AA), do you wish to transfer the results of the Asset Management depreciation simulation calculation as part of your planning in Controlling (CO) for depreciation expenses? A: 1.1.2.11. Questions: Q: 1) If you are also implementing SAP R/3 Asset Management (FI-AA), do you wish to transfer the results of the Asset Management depreciation simulation calculation as part of your planning in Controlling (CO) for depreciation expenses? A: 1.1.2.12. Questions: Q: 1) If you are also implementing SAP R/3 Human Resources, do you want to transfer the results of personnel cost planningto Controlling (CO) as part of your planning for personnel expenses? A: 1.1.2.13. Questions: Q: 1) If you are implementing SAP R/3 manufacturing modules, do you want to transfer activity requirements from sales & operations planning (SOP), long-term planning, or MRP to Controlling (CO-ABC) as scheduled activities? A: 1.1.2.14. Questions: Q: 1) If you implementing the SAP R/3 production modules, do you want to transfer the activity requirements from sales and operations planning (SOP), long-term planning, or MRP to Controlling (CO-CCA) as the scheduled production activities? A: 1.1.2.15. Primary Cost Planning (Full Costs) Transfer of Scheduled Activity from PP to CO-OM-CCA Transfer of Scheduled Activity PP -> CO-ABC Transfer of Personnel Costs Transfer of Depreciation/Interest (Activity-Dependent) Transfer of Depreciation/Interest (Activity-Independent)
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Questions: Q: 1) Which procedure do you use for manual planning of primary costs, when you have costs that are not transferred from other modules, such as HR or FI-AA? A: 1.1.2.16. Questions: Q: 1) Which procedure do you use for manual planning of primary costs, when you have costs that are not transferred from other modules, such as HR or FI-AA? A: 1.1.2.17. Questions: Q: A: 1.1.2.18. Questions: Q: A: 1.1.2.19. Questions: Q: 1) Do you want to use integrated internal orders in cost center planning (such as repair orders, marketing orders) and settle them to cost centers after planning at the cost element level? A: 1.1.2.20. Questions: Q: A: 1.1.2.21. Questions: Overall Planning (Order) 1) Do you want to plan costs at the cost element level on overhead cost orders? Cost Element Planning (Order) Cost Element Planning (Order with Integrated Planning) 1) Do you want to represent activity relationships between cost centers in your planning? Secondary Cost Planning (Prop./Fixed) 1) Do you want to represent activity relationships between cost centers in your planning? Secondary Cost Planning (Full Costs) Primary Cost Planning (Prop./Fixed)
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Q: 1) Do you want to plan overall costs (values only, independent of cost elements) on overhead cost orders? A: 1.1.2.22. Questions: Q: 1) Do you want to enter planning data in your planning for overhead cost orders, as well as the cost element information? A: 1.1.2.23. Questions: Q: 1) Do you periodically move costs from a project/cost center (such as telephone costs) to other projects/cost centers? A: Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 1.1.2.24. Questions: Q: A: 1.1.2.25. Questions: Q: 1) State how you want to transfer the plan values from Cost Center Accounting to your business processes. A: 1.1.2.26. Questions: Q: 1) Do you plan to allocate a certain type of costs/expenses to cost centers automatically using overhead rates? A: 1.1.2.27. Overhead Calculation (Business Process) Overhead Calculation (Cost Center) Process Cost Planning 1) Describe how accruals are planned for actual data. Cost Accrual - Plan Periodic Reposting of Plan Data Unit Costing (Order)
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Questions: Q: 1) What costs is the cost estimate based on when you compute overhead for internal orders? A: Q: A: Q: 3) Will you perform automatic recovery of overheads on specific types of costs/expenses? A: [ ]Yes [ ]No 2) Specify the overhead rates.
Comments: Q: 4) List the different groups of costs/expenses (for example, applying a fixed percentage rate for recovery of overhead to material issues). A: Comments: Q: 5) For each assignment type, do you distribute overhead as a fixed percentage or based on the actual total costs? A: Comments: Q: 6) Describe in detail how each of these assignments is performed today in your organization. A: Comments: Q: A: Comments: Q: 8) Describe in detail how each of these allocations is performed today in your organization. 7) What postings do the assignments create?
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A: Comments: Q: A: Comments: Q: 10) For each allocation category, do you distribute overhead as a fixed percentage or based on the actual total costs? A: Comments: Q: 11) If you use fixed percentages for assignments, how do you handle remaining variances? A: Comments: Q: 12) For each of these assignments, what causes the overhead (for example, direct labor expense, labor hours, total WBS expense, others)? A: Comments: Q: A: Comments: Q: A: Comments: Q: 15) Will you perform automatic recovery of overheads on specific types of costs/expenses? A: [ ]Yes [ ]No 14) Define overhead rates. 13) What postings do the assignments create? 9) Do you assign overhead expenses to projects?
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Comments: Q: A: Comments: Q: 17) Do you want to define automatic allocation using overhead rates for a certain type of costs/expenses on orders? A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: 21) Do you want to define automatic allocation using overhead rates for a certain type of costs/expenses on orders? A: Comments: Q: 22) List the different groups of costs/expenses (for example, applying a fixed percentage rate for recovery of overhead to material issues). A: Comments: 20) Do you perform automatic overhead allocation for specific types of costs/expenses? 19) Define overhead rates. 18) Do you want to add a percentage for overhead to the production cost collector? 16) Do you want to define a percentage for the overhead rate in the cost object?
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Q: 23) Do you plan to allocate a certain type of costs/expenses to cost centers automatically using overhead rates? A: Comments: Q: A: Comments: Q: 25) Are there any overhead expenses that are not calculated with reference to the production order but are to be assigned directly to the sales order? A: Comments: Q: A: Comments: Q: 27) Who is responsible for reconciling the run? (This person will be responsible for running/monitoring planned overhead.) A: Comments: Q: 28) Do you calculate overhead for all objects at once or individually for each object. (Detailed calculation can affect system performance.) A: Comments: Q: A: Comments: Q: A: 30) Is overhead calculated for your projects? 29) Do you have a specific plan version when you calculate overhead? 26) How often do you calculate your planned overhead? 24) What costs are the overhead rates based on?
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Comments: Q: A: Comments: Q: 32) Describe how you calculate overhead for (1) direct costs (2) indirect costs (3) fixed costs (4) variable costs). A: Comments: Q: 33) Do you include sales and marketing and general and administrative costs in your overhead calculation? A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: 38) Do you calculate overhead on materials/labor? 37) Do you have different overhead costs for each business unit? 36) Do you have project-type-specific overhead calculations? 35) Do you process actual overhead on a project by project basis or overall? 34) Do you reconcile planned and actual overhead? 31) Is the planned overhead the same as the actual overhead?
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A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: 43) Is the basis for overhead planned costs the same as the basis for actual overhead costs? A: Comments: Q: A: Comments: Q: A: Comments: 45) How often do you calculate overhead costs? 44) What is the formula/schema for applying overhead costs? 42) What is the basis for the overhead costs? 41) Is the calculation dependent on time periods? 40) Do you calculate percentage overhead? 39) At what level of detail do you plan for overhead?
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Q: A: Comments: Q: A: Comments: Q: 48) Who is responsible for overhead costs? (This person is responsible for running the overhead calculation.) A: Comments: Q: A: Comments: 1.1.2.28. Questions: Q: 1) Do you want to define automatic allocation using overhead rates for a certain type of costs/expenses on orders? A: Q: 2) List the different groups of costs/expenses (for example, applying a fixed percentage rate for recovery of overhead to material issues). A: Q: A: 1.1.2.29. Questions: Q: 1) Do you want to distribute costs from a cost center or a cost center group to CO objects (cost center, orders, WBS element), and keep the orginal cost element from the sender in the receiver object? Plan Cost Distribution 3) What costs are the overhead rates based on? Overhead Calculation (Overhead Cost Order) 49) Do you evaluate interest charges throughout the project hierarchy? 47) Does the basis for the overhead costs change during the lifecycle of the project? 46) To which accounts/cost elements are the overhead costs posted?
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A: Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 1.1.2.30. Questions: Q: 1) Do you collect costs/expenses on an internal order that you want represented on a cost center? A: Q: 2) If so, do you want to be able to see the costs of the cost center (settlement under the original cost element)? A: Q: 3) Or do you want to summarize/aggregate the costs on the cost center (using one or more secondary settlement cost elements)? A: 1.1.2.31. Questions: Q: 1) Do you allocation costs from one cost cente / group from cost centers to other CO objects (cost centers, orders, WBS elements) by summarizing the original cost elements from the sender cost center(s) into one secondary assessement cost element? A: Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 1.1.2.32. Questions: Q: 1) Do you need to reconcile the demand for scheduled labour hours (activity types) with the available capacity? A: 1.1.2.33. Splitting Plan Reconciliation Plan Cost Assessment Settlement of Overhead Cost Orders (Planning Data)
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Questions: Q: 1) Do you have cases/situations where a cost element in cost center planning is related to more than one activity (activity type)? If so, see to it that the activity-independent planned costs are split to the activity types before you calculate the prices. A: Q: A: 1.1.2.34. Questions: Q: 1) Do you want to calculate the planned price automatically or iteratively by dividing the planned costs for a cost center/activity type by the planned activity quantities (or capacities)? A: Q: 2) Do you want to calculate planned prices automatically/iteratively for Activity-Based Costing by dividing the costs planned for the business process by the planned process quantity? A: Q: 3) Do you want to display partial cost rates (primary cost split) for the planned prices that were calculated automatically/iteratively? A: Planned Price Calculation 2) Define rules for the split.
1.1.3.
Questions:
Standard Cost Estimate
Q: 1) What types of costing do you want to use (adjusted standard, monthly, inventory, and so on)? A: 1.1.3.1. Questions: Q: 1) Did you check if all the source data from other modules is available for calculating the production costs? A: Preparation for Costing
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Q: 2) Which prices will you use for materials, internal activities, external activities, and subcontracting? A: Q: 3) How do you want to allocate overhead in costing: using overhead rates or activitybased costing, or both? A: 1.1.3.2. Questions: Q: 1) Do you plan your product costs using bills of material (BOM), routings, or dependencies? A: Q: A: Q: A: Q: A: Q: 5) Do you want to analyze CGM broken down according to the organizational units involved in the value-added process? A: Q: A: Q: A: Q: A: 8) Do you want to break down your cost of goods manufactured into primary costs? 7) Do you need to plan costs in multiple currencies? 6) Do you plan product costs centrally or independently by plant? 4) Do you plan products that use materials belonging to another plant? 3) Do you subcontract any of your manufacturing activities? 2) Do you plan the costs for externally procured materials using purchasing info records? Standard Cost Estimate with Quantity Structure
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Q: 9) If you are using mixed costing, what proportions of the individual procurement alternatives/manufacturing processes should be used as a basis for costing? A: 1.1.3.3. Questions: Q: 1) Since you are calculating your product costs without access to SAP quantity structure data, where are you getting the quantity information required for costing? A: Q: A: Q: A: Q: 4) Do you want to analyze CGM broken down according to the organizational units involved in the value-added process? A: Q: A: Q: A: Q: A: 1.1.3.4. Questions: Q: A: Q: 2) What rules are used to apportion the costs to the co-products? 1) Do you have production processes that ever yield multiple products? Standard Cost Estimate for Co-Products 7) Do you want to break down your cost of goods manufactured into primary costs? 6) Do you need to plan costs in multiple currencies? 5) Do you plan product costs centrally or independently by plant? 3) Do you plan products that use materials belonging to another plant? 2) Do you subcontract any of your manufacturing activities? Standard Cost Estimate Without Quantity Structure
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A: 1.1.3.5. Questions: Q: 1) Do you want to update your standard product costs as the standard prices in MM (with stock revaluation)? A: Q: 2) Do you want to update your product costs calculate using other cost estimates as planned prices, commercial prices, and so on in MM (without stock revaluation)? A: Price Release with Standard Cost Estimate
1.1.4.
Profit Center Planning

Copy Plan from Previous Year to Profit Center Planning
1) Describe your planning processor. How do you plan the Profit Center?
Q: 2) Do you want to base your Profit Center Planning on the previous year's plan values? If yes, what is the source of this data and in what form is it available? A: 1.1.4.2. Questions: Q: A: Q: 2) Do you want to base your Profit Center Planning on the previous year's actual values? If yes, what is the source of this data and in what form is it available? A: 1.1.4.3. Questions: Q: A: 1) Describe your planning processor. How do you plan the Profit Center? Excel Upload -> Profit Center Planning 1) Describe your planning processor. How do you plan the Profit Center? Copy Actual Costs to Profit Center Planning
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Q: A:
2) Is your plan data available on an external medium?
1.1.4.4. Questions: Q: A: Q: A: Q: A: 1.1.4.5. Questions:
Redefinition of Plan Version (Profit Center Planning)
2) Do you want to represent different planning scenarios in parallel?
3) Which plan versions should be transferred (integrated) from other applications?
Plan Integration of Profit Centers
Q: 1) Do you want to transfer plan data to PCA from other applications? From which application(s)? A: Comments: 1.1.4.6. Questions: Q: A: 1.1.4.7. Questions: Q: 1) Do you carry out distributions from one profit center to another profit center (which possibly belongs to another company code) within the same controlling area? A: 1.1.4.8. Questions: Q: 1) Do you assess values from one profit center to another within a controlling area when the profit centers are not assigned to the same company code? Plan Profit Center Assessment Plan Profit Center Distribution 1) Describe your process for manual profit center planning. Manual Profit Center Planning
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A:
1.1.5.
Profit Planning
Valuation of Sales Planning
1) Do you want to use cost of goods manufactured for valuation of your sales quantities?
Q: 2) Do you want to calculate revenues and sales deductions using price determination in SD, or conditions in CO-PA? A: Q: 3) Do you want to valuate your sales quantities using average values (rates) from the past? A: 1.1.5.2. Questions: Q: 1) Do you want to structure your sales planning based on reference data? If so, what is the source and form of this data? A: Q: A: Q: A: 1.1.5.3. Questions: Q: 1) Which level of the hierarchy do you want to use for planning (for example, product, product group, customer, sales organization)? A: Q: 2) How do you want the planning screens to look? Manual Profit Planning 3) Do you use forecasting techniques in your planning process? If so, describe them. 2) How do you want to adapt the reference dates to be used as a planning proposal? Creation of Planning Proposal (Without Sales Planning)
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A: 1.1.5.4. Questions: Q: 1) Do you want to transfer the plan process costs to profitability analysis? ales, and development costs)? A: Q: 2) Which level do you want to plan these costs on (using the step-by-step principles of analysis of fixed-cost allocation)? A: Q: 3) Which allocation methods do you require for transferring the planned process costs to profitability analysis? A: 1.1.5.5. Questions: Q: A: Q: 2) Which level do you want to plan these costs on (using the step-by-step principles of analysis of fixed-cost allocation)? A: Q: 3) Which allocation methods do you reqiure for transferring planned cost center costs to profitability analysis? A: 1.1.5.6. Questions: Q: A: 1.1.5.7. Questions: Q: 1) Do you want to transfer the projects to profitability analysis? Project Settlement 1) Do you want to transfer the order planning to profitability analysis? Settlement of Overhead Cost Orders (Planning Data) 1) Do you want to transfer the planned cost center costs to profitability analysis? Planned Allocation Cost Center Costs to Profitability Analysis Planned Allocation of Process Costs to Profitability Analysis
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A:
1.2.
1.2.1.
1.2.1.1. Questions: Q: A: Q: A: 1.2.1.2. Questions:
Actual Cost/Revenue Allocation

Overhead Allocation
Direct Activity Assignment Using Time Sheet Processing
1) Do you base direct activity allocation to CO objects on this data?
2) How do employees record their working time (time, detail, medium/system)?
Time Sheet Permit
Q: 1) Explain the permit procedure for working time or recording of activity allocation for your employees. A: Q: A: 1.2.1.3. Questions: Q: 1) Do you want to transfer recorded activity allocations to Controlling using the time sheet? A: [ ]Yes [ ]No Transfer Time Sheet Data to CO 2) How many employees does the person responsible for approval manage?
Comments: Q: A: Comments: Q: 3) Which time sheet-based reports do you require (for example, employee utilization, employee hours by cost center)? 2) How often does this transfer take place (daily, weekly and so on)?
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A: Comments: 1.2.1.4. Questions: Q: A: Q: 2) Do you need an evaluation, do see the days on which personnel enter more than a defined number of hours? A: Q: 3) Do you have to see the employee name in the documents for the receiving component? A: Q: 4) Do different roles need to see different timesheet information? (If yes, create report variants.) A: 1.2.1.5. Questions: Q: 1) Do you want to allocate costs manually from a sender cost center to a receiver (internal order, cost center, and so on) by valuating the added quantity with a price? A: [ ]Yes [ ]No Direct Activity Allocation (Controlling) 1) Do you need to see days that have not timesheet entries? Time Sheet Report
Comments: Q: A: Comments: 1.2.1.6. Questions: Transfer of Primary Costs to Cost Center/Order 2) Describe your direct activity allocation processes.
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Q: 1) Create a matrix that contains the primary cost elements derived from the chart of accounts in the rows, and assign these to the possible account assignment objects (cost center, order). A: 1.2.1.7. Questions: Q: 1) For your organization, do you want to display manual funds reservation (manual commitments) for expected expenses, where you cannot yet foresee how they are incurred? A: 1.2.1.8. Questions: Q: 1) When you use manual funds reservation, describe the reduction process for the manual commitment. A: 1.2.1.9. Questions: Q: 1) Do you want to allocate certain (primary and/or secondary) cost elements manually, without using the usual tools for distribution, assessment, or activity allocation? A: Manual Cost Allocation Manual Funds Reduction Manual Funds Reservation
1.2.2.
Product Cost Allocation

Simultaneous Costing
1) Comment on simultaneous costing
1.2.3.
1.2.3.1. Questions:
Profit Center Allocation

Document Entry in the Profit Center Invoice
Q: 1) In Profit Center Accounting, do you want to enter other data which is not transferred by the integration of EC-PCA? A: 1.2.3.2. Questions: Actual Transfer of Additional Balance Sheet Items to EC-PCA
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Q: 1) Besides the balance sheet items transferred at period end, (see period end closing Profit Center Accounting) do you wish to transfer other B/S items transaction-based? If yes, which ones? A: 1.2.3.3. Questions: Q: 1) In Profit Center Accounting, do you want to enter other statistical key figures which are not transferred by the integration of EC-PCA? A: Manual Entry of Statistical Key Figures
1.2.4.
1.2.4.1. Questions:
Cost and Revenue Allocation to Profitability Analysis

Transfer and Valuation of Incoming Sales Orders
Q: 1) Do you want to transfer the sales order receipt to profitability analysis? Which period do you want to show the sales order result in? A: Q: A: Q: A: Q: 4) Do you want the update to Profitability Analysis of both the sales deductions and the cost component split for cost of goods manufactured to be transaction-based? A: 1.2.4.2. Questions: Q: 1) Which report rows (value fields) should the conditions in the billing documents be assigned to? A: Q: A: 2) Which values are to be used in valuation in addition to the conditions in SD? Transfer and Valuation of Billing Documents (Direct Sale) 3) Which values are to be used in valuation in addition to the conditions in SD? 2) Which report rows (value fields) are to be assigned to the sales order conditions?
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Q: 3) Do you want the update to Profitability Analysis of both the sales deductions and the cost component split for cost of goods manufactured to be transaction-based? A: Q: A: 1.2.4.3. Questions: Q: 1) Which report rows (value fields) should the conditions in the billing documents be assigned to? A: Q: A: Q: 3) Do you want the update to Profitability Analysis of both the sales deductions and the cost component split for cost of goods manufactured to be transaction-based? A: Q: A: Q: A: 1.2.4.4. Questions: Q: 1) Which report rows (value fields) should the conditions in the billing documents be assigned to? A: Q: 2) Which values are to be used in valuation in addition to the conditions in SD? Transfer and Valuation of Billing Documents (Intercompany Processing) 5) Comments 4) Do you want to compare the accrued values in CO-PA against the actual values? 2) Which values are to be used in valuation in addition to the conditions in SD? Transfer and Valuation of Billing Documents (Third-Party Transaction) 4) Do you want to compare the accrued values in CO-PA against the actual values?
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A: 1.2.4.5. Questions: Q: 1) How should credit memos, returns, and free deliveries be shown in Profitability Analysis? A: Q: 2) Which report rows (value fields) should the conditions in the billing documents be assigned to? A: Q: A: 1.2.4.6. Questions: Q: 1) Do you want to transfer customer arrangements to Profitability Analysis as passive budget checks? A: 1.2.4.7. Questions: Q: 1) Do all your revenue and sales deduction postings come in from the Sales and Distribution component, or are there additional postings to those categories that originate in the General Ledger? A: Q: 2) At which level (characteristics) do you want to post those entries to Profitability Analysis? Which cost elements should be transferred to which value fields? A: 1.2.4.8. Questions: Q: 1) Do all your revenue and sales deduction postings come in from the Sales and Distribution component, or are there additional postings to those categories that originate in the General Ledger? Automatic Additional Transfer into Profitability Analysis Direct Posting of Special Direct Costs and Revenues Transfer of Customer Agreements to Profitability Analysis 3) Which values are to be used in valuation in addition to the conditions in SD? Transfer and Valuation of Billing Documents (Complaints Processing)
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A: Q: 2) At which level (characteristics) do you want to post those entries to Profitability Analysis? Which cost elements should be transferred to which value fields? A: Q: 3) Create a matrix that contains the primary cost and revenue elements derived from the chart of accounts in the rows, and assign these to the possible account assignment objects (combinations of characteristics in CO-PA). A: Q: 4) Decide which automatic postings from FI or MM should be transferred into Profitability Analysis automatically. A:
1.3.
1.3.1.
Period-End Closing (Controlling)

Period-End Closing in Overhead Cost Controlling
Actual Periodic Reposting 1.3.1.1.
Questions: Q: 1) Do you periodically move costs from a project/cost center (such as telephone costs) to other projects/cost centers? A: Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 1.3.1.2. Method) Questions: Q: A: 1.3.1.3. Method) Questions: Q: 1) Describe how accruals are planned for actual data. Accrual Calculation in Cost Center Accounting (Percentage 1) Describe how accruals are planned for actual data. Accrual Calculation in Cost Center Accounting (Target = Actual
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A: 1.3.1.4. Questions: Q: 1) Do you want to distribute costs from a cost center or a cost center group to CO objects (cost center, orders, WBS element), and keep the orginal cost element from the sender in the receiver object? A: Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 1.3.1.5. Questions: Q: 1) When you use indirect activity allocation (manual entry), are you able to measure and post the activities on the sender cost center that are to be allocated? A: [ ]Yes [ ]No Entry of Sender Activities Actual Cost Distribution
Comments: 1.3.1.6. Questions: Q: 1) Do you want to have the system automatically calculate the actual activity input of primary cost centers (receivers) from secondary cost centers (senders) on the basis of the operating level and the planned activity input of the receiver cost center? A: 1.3.1.7. Questions: Q: A: Q: A: 1.3.1.8. Questions: Overhead Calculation (Overhead Cost Order) 2) Which factors influence the amount of costs to be allocated? 1) Do you have process costs that you want to allocate to overhead cost orders? Template Allocation (Overhead Cost Order) Target=Actual Activity Allocation
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Q: 1) Do you want to define automatic allocation using overhead rates for a certain type of costs/expenses on orders? A: Q: 2) List the different groups of costs/expenses (for example, applying a fixed percentage rate for recovery of overhead to material issues). A: Q: A: 1.3.1.9. Questions: Q: A: Q: 2) To which receivers, at which rates (percentage, amount, or equivalence number) and under which cost elements (original cost element or settlement cost element) should settlement be made? A: 1.3.1.10. Questions: Q: A: Q: 2) To which receivers, at which rates (percentage, amount, or equivalence number) and under which cost elements (original cost element or settlement cost element) should settlement be made? A: 1.3.1.11. Questions: Q: 1) Do you allocation costs from one cost cente / group from cost centers to other CO objects (cost centers, orders, WBS elements) by summarizing the original cost elements from the sender cost center(s) into one secondary assessement cost element? A: Actual Cost Assessment 1) Which order types should be settled? Settlement of Accrual Orders 1) Which order types should be settled? Settlement of Overhead Orders (Actual Data) 3) What costs are the overhead rates based on?
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Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 1.3.1.12. Questions: Q: 1) What costs is the cost estimate based on when you compute overhead for internal orders? A: Q: A: Q: 3) Will you perform automatic recovery of overheads on specific types of costs/expenses? A: [ ]Yes [ ]No 2) Specify the overhead rates. Overhead Calculation (Business Process)
Comments: Q: 4) List the different groups of costs/expenses (for example, applying a fixed percentage rate for recovery of overhead to material issues). A: Comments: Q: 5) For each assignment type, do you distribute overhead as a fixed percentage or based on the actual total costs? A: Comments: Q: 6) Describe in detail how each of these assignments is performed today in your organization. A: Comments: Q: 7) What postings do the assignments create?
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A: Comments: Q: 8) Describe in detail how each of these allocations is performed today in your organization. A: Comments: Q: A: Comments: Q: 10) For each allocation category, do you distribute overhead as a fixed percentage or based on the actual total costs? A: Comments: Q: 11) If you use fixed percentages for assignments, how do you handle remaining variances? A: Comments: Q: 12) For each of these assignments, what causes the overhead (for example, direct labor expense, labor hours, total WBS expense, others)? A: Comments: Q: A: Comments: Q: A: 14) Define overhead rates. 13) What postings do the assignments create? 9) Do you assign overhead expenses to projects?
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Comments: Q: 15) Will you perform automatic recovery of overheads on specific types of costs/expenses? A: [ ]Yes [ ]No
Comments: Q: A: Comments: Q: 17) Do you want to define automatic allocation using overhead rates for a certain type of costs/expenses on orders? A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: 21) Do you want to define automatic allocation using overhead rates for a certain type of costs/expenses on orders? A: Comments: 20) Do you perform automatic overhead allocation for specific types of costs/expenses? 19) Define overhead rates. 18) Do you want to add a percentage for overhead to the production cost collector? 16) Do you want to define a percentage for the overhead rate in the cost object?
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Q: 22) List the different groups of costs/expenses (for example, applying a fixed percentage rate for recovery of overhead to material issues). A: Comments: Q: 23) Do you plan to allocate a certain type of costs/expenses to cost centers automatically using overhead rates? A: Comments: Q: A: Comments: Q: 25) Are there any overhead expenses that are not calculated with reference to the production order but are to be assigned directly to the sales order? A: Comments: Q: A: Comments: Q: 27) Who is responsible for reconciling the run? (This person will be responsible for running/monitoring planned overhead.) A: Comments: Q: 28) Do you calculate overhead for all objects at once or individually for each object. (Detailed calculation can affect system performance.) A: Comments: Q: 29) Do you have a specific plan version when you calculate overhead? 26) How often do you calculate your planned overhead? 24) What costs are the overhead rates based on?
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A: Comments: Q: A: Comments: Q: A: Comments: Q: 32) Describe how you calculate overhead for (1) direct costs (2) indirect costs (3) fixed costs (4) variable costs). A: Comments: Q: 33) Do you include sales and marketing and general and administrative costs in your overhead calculation? A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: 36) Do you have project-type-specific overhead calculations? 35) Do you process actual overhead on a project by project basis or overall? 34) Do you reconcile planned and actual overhead? 31) Is the planned overhead the same as the actual overhead? 30) Is overhead calculated for your projects?
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Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: 43) Is the basis for overhead planned costs the same as the basis for actual overhead costs? A: Comments: Q: A: Comments: 44) What is the formula/schema for applying overhead costs? 42) What is the basis for the overhead costs? 41) Is the calculation dependent on time periods? 40) Do you calculate percentage overhead? 39) At what level of detail do you plan for overhead? 38) Do you calculate overhead on materials/labor? 37) Do you have different overhead costs for each business unit?
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Q: A:
45) How often do you calculate overhead costs?
Comments: Q: A: Comments: Q: A: Comments: Q: 48) Who is responsible for overhead costs? (This person is responsible for running the overhead calculation.) A: Comments: Q: A: Comments: 1.3.1.13. Questions: Q: A: Q: 2) Do you want to allocate cost center variances subsequently to other cost centers/cost objects (using subsequent valaution with actual prices) or post them to Profitability Analysis? A: 1.3.1.14. Questions: Q: 1) Do you want to predistribute fixed costs independent of the receiving cost centers actual usage of resources? Predistribution of Fixed Costs 1) Do you want to display cost center variances by variance category? Variance Calculation for Overhead 49) Do you evaluate interest charges throughout the project hierarchy? 47) Does the basis for the overhead costs change during the lifecycle of the project? 46) To which accounts/cost elements are the overhead costs posted?
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A: 1.3.1.15. Questions: Q: A: Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 1.3.1.16. Questions: Q: 1) Do you want to calculate actual prices for Cost Center Accounting and / or ActivityBased Costing on an automatic or iterative basis? A: Q: A: Q: A: 1.3.1.17. Questions: Q: A: 1.3.1.18. Questions: Q: 1) Do you intend to allocate costs from one cost center/order of a company code to another cost center/order of another company code and represent this as an intercompany transaction in FI? A: 1.3.1.19. Business Process Analysis Reconciliation Financial Accounting/Controlling 1) How do you want to organize subsequent valuation? (see documentation) Revaluation at Actual Prices 3) Do you want to set actual prices manually? 2) Do you want to represent actual prices as periodic, average, or aggregated prices? Actual Price Calculation 1) Comment on splitting Splitting
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Questions: Q: A: 1.3.1.20. Questions: Q: A: 1.3.1.21. Questions: Q: 1) Describe the critical factors for order analysis, such as plan/budget vs. actual analysis, order group analysis, or detailed line item analysis. A: Analysis of Overhead Orders 1) Provide the consultant with your most critical cost center reports. Cost Center Analysis 1) Provide the consultant with your most critical business process reports.
1.3.2.
Period-End Closing for Product Cost Controlling

Template Allocation (Manufacturing Order)
1) Do you have process costs that you want to allocate to a production order? [ ]Yes [ ]No
Comments: Q: A: Comments: 1.3.2.2. Questions: Q: A: Q: A: 2) Which factors influence the amount of costs to be allocated? 1) Do you have process costs that you want to allocate to a product cost collector? Template Allocation (Product Cost Collector) 2) Which factors influence the amount of costs to be allocated?
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1.3.2.3. Questions: Q: A: 1) Do you have process costs that you want to allocate to a cost object? [ ]Yes [ ]No Template Allocation (Cost Object)
Comments: Q: A: Comments: 1.3.2.4. Questions: Q: A: Q: A: 1.3.2.5. Questions: Q: A: 1.3.2.6. Questions: Q: 1) Do you want to use the calculated target order costs as the basis for the distribution within the cost object hierarchy? A: 1.3.2.7. Questions: Q: 1) Are there any overhead expenses that are not calculated with reference to the production order but are to be assigned directly to the sales order? A: Overhead Calculation (Sales Order) Actual Cost Distribution - Product Costs 1) How do you want to organize subsequent valuation? (see documentation) Revaluation at Actual Prices 2) Which factors influence the amount of costs to be allocated? 1) Do you have process costs that you want to allocate to a sales order? Template Allocation (Sales Order) 2) Which factors influence the amount of costs to be allocated?
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1.3.2.8. Questions:
Overhead Calculation (Manufacturing Order)
Q: 1) Do you want to define automatic allocation using overhead rates for a certain type of costs/expenses on orders? A: Q: 2) List the different groups of costs/expenses (for example, applying a fixed percentage rate for recovery of overhead to material issues). A: Q: A: 1.3.2.9. Questions: Q: 1) Do you want to define automatic allocation using overhead rates for a certain type of costs/expenses on orders? A: Q: 2) List the different groups of costs/expenses (for example, applying a fixed percentage rate for recovery of overhead to material issues). A: Q: A: 1.3.2.10. Questions: Q: A: Q: A: 1.3.2.11. Distribution of Order Costs to Order Items 2) What costs are the overhead rates based on? 1) Do you want to define a percentage for the overhead rate in the cost object? Overhead Calculation (Cost Object) 3) What costs are the overhead rates based on? Overhead Calculation (Product Cost Collector) 3) What costs are the overhead rates based on?
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Questions: Q: A: Q: A: 1.3.2.12. Questions: Q: 1) How do you calculate WIP? WIP Calculation Based On Actual Costs 2) What rules are used to apportion the costs to the co-products? 1) Do you have production processes that ever yield multiple products?
A: Comments: Q: A: Comments: 1.3.2.13. Questions: Q: A: 1.3.2.14. Questions: Q: 1) Do you want to display the production variances by variance category? Variance Calculation Cumulated 1) How do you want to calculate the target costs for the subsequent WIP calculation? WIP Calculation Based on Target Costs 2) Determine the level of detail and the cost breakdown that you want for your WIP.
A: Comments: Q: A: Comments: Q: A: 3) Which cost estimates do you want to use as the basis for determining variances? 2) Do you want to calculate scrap? If so, specify how.
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Comments: 1.3.2.15. Questions: Q: 1) Do you want to display the production variances by variance category? Periodic Variance Calculation
A: Comments: Q: A: Comments: Q: A: Comments: 1.3.2.16. Questions: Q: 1) Do you want all of the original cost elements for the production order to be transferred to the sales order? A: Q: A: 2) Do you want to summarize the costs using a secondary settlement cost element? [ ]Yes [ ]No Settlement of Manufacturing Order to Sales Order 3) How do you calculate the target costs for the valuation of scrap? 2) Do you want to calculate scrap? If so, specify how.
Comments: 1.3.2.17. Questions: Q: A: Q: 2) Note on transferring the price differences to FI or updating the factory activity to production orders: A: 1) Do you want to see your production variances in Profitability Analysis? Settlement of Manufacturing Order to Inventory
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1.3.2.18. Questions: Q: A: Q: 2) Note on transferring the price differences to FI or updating the factory activity to production orders: A: 1.3.2.19. Questions: Q: A: 1.3.2.20. Questions: Q: 1) Results analysis calculates costs of goods sold, work in process (WIP), goods in transit and reserves. How do you want to calculate these values? A: Comments: Q: 2) Define the level of detail and cost breakdown that you require for your cost of goods sold, work in process (WIP), goods in transit and reserves. A: Comments: 1.3.2.21. Questions: Q: 1) If you are using results analysis, how much cost and revenue detail would you like to see in Profitability Analysis? A: Q: 2) If you are working with results analysis, what accounts would you like to post WIP and reserves to? A: 1.3.2.22. Price Update in Actual Costing Sales Order Settlement Results Analysis for Sales Orders 1) What account do you want to assign variances for your cost object hierarchy to? Settlement of Cost Object Hierarchy 1) Do you want to see your production variances in Profitability Analysis? Settlement of Product Cost Collector
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Questions: Q: 1) Do you want to transfer the period price to the material master and use it to revaluate inventory for the closed period? A: [ ]Yes [ ]No
Comments: 1.3.2.23. Questions: Q: A: Q: A: Q: 3) Is this grouping and its requirements regarding product groups and material groups identical in Logistics? A: 1.3.2.24. Questions: Q: A: 1.3.2.25. Questions: Q: A: 1.3.2.26. Questions: Q: A: 1) Provide the consultant with your most critical product cost reports. Product Cost Analysis for Co-Products 1) Provide the consultant with your most critical product cost reports. Product Cost Analysis in Product Cost by Period 1) Provide the consultant with your most critical product cost reports. Product Cost Analysis in Product Cost by Order 2) How do you want to group your materials for the summarized analysis? 1) How do you want to summarize product costs? Data Collection for Product Drilldown
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Blueprint Questions - Controlling 1.3.3.

1.3.3.1. Questions: Q: 1) Do you need to distribute revenues, gains and balance sheet accounts from the profit centers to other profit centers for the end of period, and simultaneously pass on the sender cost center or the balance sheet account to the receiver profit center? A: Q: 2) What is the basis for allocating these values?
Period-End Closing for Profit Center Accounting

Actual Profit Center Distribution
A: Comments: Q: 3) Do you carry out distributions from one profit center to another profit center (which possibly belongs to another company code) within the same controlling area? A: Comments: 1.3.3.2. Questions: Q: 1) Do you need to distribute revenues, gains and balance sheet accounts from the profit centers to other profit centers for the end of period, and simultaneously pass on the sender cost center or the balance sheet account to the receiver profit center? A: Q: 2) What is the basis for allocating these values? Actual Profit Center Assessment
A: Comments: Q: 3) Do you assess values from one profit center to another within a controlling area when the profit centers are not assigned to the same company code? A: Comments:
1.3.4.
1.3.4.1. Questions:
Period-End Closing for Profitability Analysis

Settlement of Sales Orders
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Q: 1) If your company is using the scenario of make-to-order production with product costing by sales order, assign the cost elements charged to the sales orders to the relevant report lines (value fields). A: Q: 2) If you are using results analysis, how much cost and revenue detail would you like to see in Profitability Analysis? A: Q: 3) If you are working with results analysis, what accounts would you like to post WIP and reserves to? A: 1.3.4.2. Questions: Q: A: Q: A: 1.3.4.3. Questions: Q: A: 1.3.4.4. Questions: Q: A: 1.3.4.5. Questions: Q: A: 1) Do you want to transfer the posted process costs to profitability analysis? Actual Allocation of Process Costs to Profitability Analysis 1) Do you want to transfer the projects to profitability analysis? Project Settlement 1) Do you want to transfer overhead cost orders to profitability analysis? Settlement of Overhead Orders (Actual Data) 2) In which value fields is each variance category to be updated? 1) Do you want to transfer production variances to profitability analysis? Settlement of Production Variances
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Q: 2) Which level do you want to plan these costs on (using the step-by-step principles of analysis of fixed-cost allocation)? A: Q: 3) Which allocation methods do you require for transferring the planned process costs to profitability analysis? A: 1.3.4.6. Questions: Q: A: Q: 2) Which level do you want to plan these costs on (using the step-by-step principles of analysis of fixed-cost allocation)? A: Q: 3) Which allocation methods do you reqiure for transferring planned cost center costs to profitability analysis? A: 1.3.4.7. Questions: Q: 1) If you follow a top-down planning approach, what is the lowest level at which you want so see your profitability/plan data? A: Q: A: 1.3.4.8. Questions: Q: 1) Determine the structure of the contribution margin scheme you want to report on in CO-PA. A: Q: 2) What are the calculated ratios? Analysis of Results and Contribution Margins 2) Which values (revenues, etc.) do you want to distribute? Actual Top-Down Distribution 1) Do you want to transfer the posted cost center costs to profitability analysis? Actual Allocation of Cost Center Costs to Profitability Analysis
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A: Q: 3) Determine the hierarchical structures of the market segments you want to drill down to in reporting. A:
2. Enterprise Controlling
2.1.
2.1.1.
2.1.1.1. Questions: Q: 1) Do you want to structure your sales planning based on reference data? If so, what is the source and form of this data? A: Q: A: Q: A: 2.1.1.2. Questions: Q: 1) Which level of the hierarchy do you want to use for planning (for example, product, product group, customer, sales organization)? A: Q: 2) If you follow a top-down planning approach, what is the lowest level at which you want to see your profitability/plan data? A: Q: A: 2.1.1.3. Transfer of Planned Sales Quantities 3) Which values (such as the quantity sold) do you want to distribute? Manual Sales Planning 3) Do you use forecasting techniques in your planning process? If so, describe them. 2) How do you want to adapt the reference dates to be used as a planning proposal?
Operational business planning

Sales Planning
Create Planning Proposal (with Sales Planning)
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Questions: Q: A: Q: A: 2) Do you want to transfer planned sales quantities from CO-PA to Production Planning? 1) Do you want to transfer plan sales quantities from CO-PA to LIS?
2.1.2.
2.1.2.1. Questions: Q: A: Q: A:
Master planning
Forecast
1) Which articles should be included in the forecast?
2) Do you stock seasonal merchandise? [ ]Yes [ ]No
Comments: Q: 3) How do you handle promotion consumption in the forecast?
A: Comments: Q: A: Comments: Q: 5) How do you want to execute the forecast? 4) On which level do you maintain historical data (day/week/month)?
A: Comments: Q: 6) What do you want to determine from the forecast?
A: Comments:
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Q: 7) How do you forecast new articles?
A: Comments: Q: 8) Will you establish material forecasts (for example, weekly, monthly, yearly) for your stock materials? A: Comments: Q: A: Comments: 2.1.2.2. Questions: Q: 1) Do you want to carry out medium to long-term planning of sales and production quantities for your finished products? A: Q: 2) At what level do you want to carry out sales and operations planning? Standard SOP 9) Who processes the error messages for the forecast at your company?
A: Comments: Q: A: Comments: Q: 4) Which sources are used in determining sales quantities? 3) At what intervals do you want to carry out sales and operations planning?
A: Comments: Q: A: Comments: 2.1.2.3. Transfer of Results to Demand Management 5) Is capacity availability checked at this planning level?
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Questions: Q: 1) How often are the results of Sales and Operations Planning transferred to Demand Management, and how is this defined? A: Q: A: 2.1.2.4. Questions: Q: 1) Which planning strategies do you use to plan production quantities and dates? Demand management 2) Which strategies are used in the transfer of SOP results to Demand Management?
A: Comments: Q: 2) How do you create your planned independent requirements?
A: Comments: Q: A: Comments: Q: 4) At which level do you want to maintain planned independent requirements? 3) Do you want to administer planned independent requirements in different versions?
A: Comments: Q: 5) Do you also want to create customer requirements in demand management transactions (in case, for example, the SD module is not used)? A: Comments: 2.1.2.5. Questions: Q: 1) Do you specify scenario description, time frame, and plant for long term lot size production? Planning Scenario Processing
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A: Q: 2) Will you carry out scenario comparisons with other scenarios including the active version? A: Q: A: 2.1.2.6. Questions: Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components? A: Q: 2) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)? A: Q: A: Q: A: Q: 5) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well? A: Q: A: Q: 7) Which MRP procedure is used to plan the material requirements (MRP type)? 6) Should planning be excluded from automatic changes in a specified period of time? 4) Should planning runs be carried out online or as background jobs? 3) In which time intervals are planning runs carried out? Master Production Scheduling - Total Planning 3) What business process will you use to update the operative version?
A: Comments:
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Q: 8) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case? A: Comments: Q: 9) Which scope should the planning run have, that is, which type of planning run is required? A: Comments: Q: 10) How is the demand for externally procured materials met?
A: Comments: Q: 11) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements. A: Comments: Q: 12) Which procedure are you using for lot-size calculation?
A: Comments: Q: 13) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling? A: Comments: Q: A: Comments: 2.1.2.7. Questions: Q: 1) Who is responsible for checking the results of requirements planning at your company? Master Production Scheduling - Evaluation 14) Are MRP lists required?
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A: 2.1.2.8. Questions: Q: 1) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)? A: Q: A: Q: A: Q: 4) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well? A: Q: A: Q: 6) Which MRP procedure is used to plan the material requirements (MRP type)? 5) Should planning be excluded from automatic changes in a specified period of time? 3) Should planning runs be carried out online or as background jobs? 2) In which time intervals are planning runs carried out? Overall Material Requirements Planning
A: Comments: Q: 7) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case? A: Comments: Q: 8) Which scope should the planning run have, that is, which type of planning run is required? A: Comments: Q: 9) How is the demand for externally procured materials met?
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A: Comments: Q: 10) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements. A: Comments: Q: 11) Which procedure are you using for lot-size calculation?
A: Comments: Q: 12) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling? A: Comments: Q: A: Comments: 2.1.2.9. Questions: Q: 1) Who is responsible for checking the results of requirements planning at your company? A: Material requirements planning - evaluation 13) Are MRP lists required?
2.1.3.
Cost and Activity Planning

Copy Plan from Previous Year to Cost Center Planning
Q: 2) Do you want to create your cost center/activity plan based on the planned values of the previous year? (If so, what is the source of this data and in what form is it stored? A:
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Copy Actual Data to Cost Center Plan
Q: 2) Do you want to create your cost center/activity plan based on the actual values of the previous year? (If so, what is the source of this data and in what form is it stored? A: 2.1.3.3. Questions: Q: A: Q: A: 2.1.3.4. Questions: Q: 1) Do you carry out revaluation (increases or decreases for certain cost elements in certain cost centers)? A: 2.1.3.5. Questions: Q: 1) Does your organization use the type of budgeting described in the documentation field? A: 2.1.3.6. Questions: Q: A: 2.1.3.7. Activity Type Planning 1) Do you want to plan and control the budget of the order using availability checks? Order Budgeting Budget Planning Planning Revaluation 2) Do you want to represent different planning scenarios in parallel? 1) Describe your planning process. How do you plan cost centers? Redefinition of Plan Version
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Questions: Q: A: 2.1.3.8. Questions: Q: A: 2.1.3.9. Questions: Q: 1) Are statistical key figures kept in the logistics modules, which you want to use as a basis for allocations and reporting purposes? A: 2.1.3.10. Questions: Q: 1) If you are also implementing SAP R/3 Asset Management (FI-AA), do you wish to transfer the results of the Asset Management depreciation simulation calculation as part of your planning in Controlling (CO) for depreciation expenses? A: 2.1.3.11. Questions: Q: 1) If you are also implementing SAP R/3 Asset Management (FI-AA), do you wish to transfer the results of the Asset Management depreciation simulation calculation as part of your planning in Controlling (CO) for depreciation expenses? A: 2.1.3.12. Questions: Q: 1) If you are also implementing SAP R/3 Human Resources, do you want to transfer the results of personnel cost planningto Controlling (CO) as part of your planning for personnel expenses? A: 2.1.3.13. Questions: Transfer of Scheduled Activity PP -> CO-ABC Transfer of Personnel Costs Transfer of Depreciation/Interest (Activity-Dependent) Transfer of Depreciation/Interest (Activity-Independent) Transfer of Statistical Key Figures from LIS (Plan) 1) Comment on defining activity types by cost center Definition of Activity Type for Cost Center 1) Comment on activity type planning
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Q: 1) If you are implementing SAP R/3 manufacturing modules, do you want to transfer activity requirements from sales & operations planning (SOP), long-term planning, or MRP to Controlling (CO-ABC) as scheduled activities? A: 2.1.3.14. Questions: Q: 1) If you implementing the SAP R/3 production modules, do you want to transfer the activity requirements from sales and operations planning (SOP), long-term planning, or MRP to Controlling (CO-CCA) as the scheduled production activities? A: 2.1.3.15. Questions: Q: 1) Which procedure do you use for manual planning of primary costs, when you have costs that are not transferred from other modules, such as HR or FI-AA? A: 2.1.3.16. Questions: Q: 1) Which procedure do you use for manual planning of primary costs, when you have costs that are not transferred from other modules, such as HR or FI-AA? A: 2.1.3.17. Questions: Q: A: 2.1.3.18. Questions: Q: A: 2.1.3.19. Questions: Cost Element Planning (Order with Integrated Planning) 1) Do you want to represent activity relationships between cost centers in your planning? Secondary Cost Planning (Prop./Fixed) 1) Do you want to represent activity relationships between cost centers in your planning? Secondary Cost Planning (Full Costs) Primary Cost Planning (Prop./Fixed) Primary Cost Planning (Full Costs) Transfer of Scheduled Activity from PP to CO-OM-CCA
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Q: 1) Do you want to use integrated internal orders in cost center planning (such as repair orders, marketing orders) and settle them to cost centers after planning at the cost element level? A: 2.1.3.20. Questions: Q: A: 2.1.3.21. Questions: Q: 1) Do you want to plan overall costs (values only, independent of cost elements) on overhead cost orders? A: 2.1.3.22. Questions: Q: 1) Do you want to enter planning data in your planning for overhead cost orders, as well as the cost element information? A: 2.1.3.23. Questions: Q: 1) Do you periodically move costs from a project/cost center (such as telephone costs) to other projects/cost centers? A: Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 2.1.3.24. Questions: Q: A: 2.1.3.25. Process Cost Planning 1) Describe how accruals are planned for actual data. Imputed Costs - Plan Periodic Reposting of Plan Data Unit Costing (Order) Overall Planning (Order) 1) Do you want to plan costs at the cost element level on overhead cost orders? Cost Element Planning (Order)
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Questions: Q: 1) State how you want to transfer the plan values from Cost Center Accounting to your business processes. A: 2.1.3.26. Questions: Q: 1) Do you plan to allocate a certain type of costs/expenses to cost centers automatically using overhead rates? A: 2.1.3.27. Questions: Q: 1) Do you want to define automatic allocation using overhead rates for a certain type of costs/expenses on orders? A: Q: 2) List the different groups of costs/expenses (for example, applying a fixed percentage rate for recovery of overhead to material issues). A: Q: A: 2.1.3.28. Questions: Q: 1) Do you want to distribute costs from a cost center or a cost center group to CO objects (cost center, orders, WBS element), and keep the orginal cost element from the sender in the receiver object? A: Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 2.1.3.29. Questions: Settlement of Overhead Cost Orders (Planning Data) Plan Cost Distribution 3) What costs are the overhead rates based on? Overhead Calculation [Overhead Order] Overhead Calculation (Cost Center)
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Q: 1) Do you collect costs/expenses on an internal order that you want represented on a cost center? A: Q: 2) If so, do you want to be able to see the costs of the cost center (settlement under the original cost element)? A: Q: 3) Or do you want to summarize/aggregate the costs on the cost center (using one or more secondary settlement cost elements)? A: Q: A: 2.1.3.30. Questions: Q: 1) Do you allocation costs from one cost cente / group from cost centers to other CO objects (cost centers, orders, WBS elements) by summarizing the original cost elements from the sender cost center(s) into one secondary assessement cost element? A: Q: 2) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 2.1.3.31. Questions: Q: 1) Do you need to reconcile the demand for scheduled labour hours (activity types) with the available capacity? A: 2.1.3.32. Questions: Q: 1) Do you have cases/situations where a cost element in cost center planning is related to more than one activity (activity type)? If so, see to it that the activity-independent planned costs are split to the activity types before you calculate the prices. Splitting Plan Reconciliation Plan Cost Assessment 4) Do you want to transfer the order planning to profitability analysis?
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A: Q: A: Q: A: Q: 4) Did you define the basis for these allocations (such as, percentage, statistical key figures, for example telephone units consumed, and so on)? A: 2.1.3.33. Questions: Q: 1) Do you want to calculate the planned price automatically or iteratively by dividing the planned costs for a cost center/activity type by the planned activity quantities (or capacities)? A: Q: 2) Do you want to calculate planned prices automatically/iteratively for Activity-Based Costing by dividing the costs planned for the business process by the planned process quantity? A: Q: 3) Do you want to display partial cost rates (primary cost split) for the planned prices that were calculated automatically/iteratively? A: Planned Price Calculation 3) Comment on splitting 2) Define rules for the split.
2.1.4.
Questions:
Standard cost estimate
Q: 1) What types of costing do you want to use (adjusted standard, monthly, inventory, and so on)? A: 2.1.4.1. Questions: Q: 1) Did you check if all the source data from other modules is available for calculating the production costs? Preparation for Costing
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A: Q: 2) Which prices will you use for materials, internal activities, external activities, and subcontracting? A: Q: 3) How do you want to allocate overhead in costing: using overhead rates or activitybased costing, or both? A: 2.1.4.2. Questions: Q: 1) Do you plan your product costs using bills of material (BOM), routings, or dependencies? A: Q: A: Q: A: Q: A: Q: 5) Do you want to analyze CGM broken down according to the organizational units involved in the value-added process? A: Q: A: Q: A: 7) Do you need to plan costs in multiple currencies? 6) Do you plan product costs centrally or independently by plant? 4) Do you plan products that use materials belonging to another plant? 3) Do you subcontract any of your manufacturing activities? 2) Do you plan the costs for externally procured materials using purchasing info records? Standard Cost Estimate with Quantity Structure
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Q: A: Q: 9) If you are using mixed costing, what proportions of the individual procurement alternatives/manufacturing processes should be used as a basis for costing? A: 2.1.4.3. Questions: Q: 1) Do you plan your product costs using bills of material (BOM), routings, or dependencies? A: Q: 2) Since you are calculating your product costs without access to SAP quantity structure data, where are you getting the quantity information required for costing? A: Q: A: Q: A: Q: 5) Do you want to analyze CGM broken down according to the organizational units involved in the value-added process? A: Q: A: Q: A: Q: A: 8) Do you want to break down your cost of goods manufactured into primary costs? 7) Do you need to plan costs in multiple currencies? 6) Do you plan product costs centrally or independently by plant? 4) Do you plan products that use materials belonging to another plant? 3) Do you subcontract any of your manufacturing activities? Standard Cost Estimate Without Quantity Structure 8) Do you want to break down your cost of goods manufactured into primary costs?
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2.1.4.4. Questions: Q: A: Q: A: 2.1.4.5. Questions: Q: 1) Do you want to update your standard product costs as the standard prices in MM (with stock revaluation)? A: Q: 2) Do you want to update your product costs calculate using other cost estimates as planned prices, commercial prices, and so on in MM (without stock revaluation)? A: Price Release with Standard Cost Estimate 2) What rules are used to apportion the costs to the co-products? 1) Do you have production processes that ever yield multiple products? Standard Cost Estimate for Co-Products
2.1.5.
Profit Center Planning

Copy Plan from Previous Year to Profit Center Planning
Q: 2) Do you want to base your Profit Center Planning on the previous year's plan values? If yes, what is the source of this data and in what form is it available? A: 2.1.5.2. Questions: Q: A: Q: 2) Do you want to base your Profit Center Planning on the previous year's actual values? If yes, what is the source of this data and in what form is it available? 1) Describe your planning processor. How do you plan the Profit Center? Copy Actual Costs to Profit Center Planning
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A: 2.1.5.3. Questions: Q: A: Q: A: 2.1.5.4. Questions: Q: A: Q: A: Q: A: 2.1.5.5. Questions: Q: 1) Do you want to transfer plan data to PCA from other applications? From which application(s)? A: Comments: 2.1.5.6. Questions: Q: A: 2.1.5.7. Questions: Plan Profit Center Distribution 1) Describe your process for manual profit center planning. Manual Profit Center Planning Plan Integration of Profit Centers 3) Which plan versions should be transferred (integrated) from other applications? 2) Do you want to represent different planning scenarios in parallel? 1) Describe your planning processor. How do you plan the Profit Center? Redefinition of Plan Version (Profit Center Planning) 2) Is your plan data available on an external medium? 1) Describe your planning processor. How do you plan the Profit Center? Excel Upload -> Profit Center Planning
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Q: 1) Do you carry out distributions from one profit center to another profit center (which possibly belongs to another company code) within the same controlling area? A: 2.1.5.8. Questions: Q: 1) Do you assess values from one profit center to another within a controlling area when the profit centers are not assigned to the same company code? A: Plan Profit Center Assessment
2.1.6.
Profit Planning
Valuation of Sales Planning
1) Do you want to use cost of goods manufactured for valuation of your sales quantities?
Q: 2) Do you want to calculate revenues and sales deductions using price determination in SD, or conditions in CO-PA? A: Q: 3) Do you want to valuate your sales quantities using average values (rates) from the past? A: 2.1.6.2. Questions: Q: 1) Do you want to structure your sales planning based on reference data? If so, what is the source and form of this data? A: Q: A: Q: A: 2.1.6.3. Manual Profit Planning 3) Do you use forecasting techniques in your planning process? If so, describe them. 2) How do you want to adapt the reference dates to be used as a planning proposal? Creation of Planning Proposal (Without Sales Planning)
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Questions: Q: 1) Which level of the hierarchy do you want to use for planning (for example, product, product group, customer, sales organization)? A: Q: A: 2.1.6.4. Questions: Q: 1) Do you want to transfer the plan process costs to profitability analysis? ales, and development costs)? A: Q: 2) Which level do you want to plan these costs on (using the step-by-step principles of analysis of fixed-cost allocation)? A: Q: 3) Which allocation methods do you require for transferring the planned process costs to profitability analysis? A: 2.1.6.5. Questions: Q: A: Q: 2) Which level do you want to plan these costs on (using the step-by-step principles of analysis of fixed-cost allocation)? A: Q: 3) Which allocation methods do you reqiure for transferring planned cost center costs to profitability analysis? A: 2.1.6.6. Settlement of Overhead Cost Orders (Planning Data) 1) Do you want to transfer the planned cost center costs to profitability analysis? Planned Allocation Cost Center Costs to Profitability Analysis Planned Allocation of Process Costs to Profitability Analysis 2) How do you want the planning screens to look?
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Questions: Q: 1) Do you collect costs/expenses on an internal order that you want represented on a cost center? A: Q: 2) If so, do you want to be able to see the costs of the cost center (settlement under the original cost element)? A: Q: 3) Or do you want to summarize/aggregate the costs on the cost center (using one or more secondary settlement cost elements)? A: Q: A: 2.1.6.7. Questions: Q: A: 2.1.6.8. Questions: Q: 1) Determine the structure of the contribution margin scheme you want to report on in CO-PA. A: Q: A: Q: 3) Determine the hierarchical structures of the market segments you want to drill down to in reporting. A: 2) What are the calculated ratios? Analysis of Results And Contribution Margins 1) Do you want to transfer the projects to profitability analysis? Project Settlement 4) Do you want to transfer the order planning to profitability analysis?
2.2.
Questions:
Strategic Business Planning
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Q: 1) What is the system landscape like: which SAP systems and non-SAP systems are in use? A: Q: A: Q: A: Q: A: Q: A: Q: 6) Which SAP system components and non-SAP system components are used for which business purposes? A: Q: A: Q: A: Q: 9) Is it possible to subdivide the scope in more than one evaluation area (with reference to their business context)? If yes, make a list of these evaluation areas. A: Q: A: Q: 11) What are the target groups for the evaluation areas to be mapped in the system? 10) Is it possible to prioritize these individual evaluation areas? 8) What level of detail do you want to display with Business Planning 7) At what stage is the reporting system for Business Planning? 5) Is there a multi-client concept? 4) Do you work with distributed systems? If yes, which ones are they? 3) For R/3 systems: Which Releases are used? 2) Describe your hardware structure.
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A: Q: A: Q: A: Q: A: Q: A: Q: A: Q: A: Q: A: Q: A: 19) How intensely could the available employees work on the project/subprojects? 18) What level of knowledge do the available employees have? 17) How many employees are available during the project? 16) How much consultation is required? At which stage? 15) What schedule are you working towards for completion of the sub-project(s)? 14) Which subprojects are planned? 13) Is it possible to use an interface tool - such as inSight? 12) How large is the expected data volume to be (per evaluation area)?
2.2.1.
Questions: Q: A:
Data modeling
1) Analysis: What information is required in the previously identified evaluation areas?
Q: 2) Which data sources (systems from the system landscape) function as plan data providers for the evaluation areas? A:
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Q: 3) Which characteristics (evaluation criteria) and basic key figures can be added to a data model for each evaluation area? A: Q: A: Q: 5) Which basic key figures are filled in with reference to which characteristics from which plan data sources? A: Q: 6) Which characteristic values should be allowed for the identified characteristics (master data)? A: 4) What relationship exists between the basic key figures and the characteristics?
2.2.2.
2.2.2.1. Questions:
Basic settings
Foreign currencies
Q: 1) Do you intend to display several currencies in reporting and translate amounts into different target currencies? A: 2.2.2.2. Questions: Q: 1) If files are one of the sources of data transfers, these can be defined here with logical file names. A: File names
2.2.3.
2.2.3.1. Questions:
Data basis
Characteristics
Q: 1) Which characteristics (evaluation criteria) and basic key figures can be added to a data model for each evaluation area? A:
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Q: 2) Name all characteristics from the data model which you would like to report on in the individual business evaluation areas. A: Q: 3) Which characteristics do you want to use attributes for? Which characteristics should already be understood as attributes for other characteristics? A: Q: 4) For those objects that are dependent on each other. List them in a hierarchical structure. A: Q: 5) Which attributes do you want to use to navigate to the reports? Which attributes are specified for display only? A: Q: A: Q: 7) Can you/do you want to form groups of characteristic values? If yes, make a list of them. A: Q: A: 2.2.3.2. Questions: Q: 1) List all basic key figures from the data model which you have identified in the individual business evaluation areas for calculation of your plan figures. A: Q: 2) Can these basic key figures be transferred directly from the operational system and data sources, or is it necessary to calculate them? A: 2.2.3.3. Aspect Basic key figures 8) List the characteristics for which no master data exists. 6) Should currency/unit fields be used as display attributes?
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Questions: Q: 1) Which of the characteristics, which were identified under "characteristics" for each valuation area, are highly selective? A: Q: 2) List the characteristics of an evaluation area in the order in which they were calculated and transfer them to the aspect in this order. Transfer the basic key figures for the evaluatoin area to the same aspect. A: 2.2.3.4. Questions: Q: 1) List all the key figures to be calculated from basic key figures, as well as their calculation formula. (If possible, list them hierarchically). A: Q: 2) Specify the aggregation with regard to structurally oriented characteristics and timebased characteristics (where appropriate with reference field, the number of decimal places and the scaling of the key figures) A: Q: A: 2.2.3.5. Questions: Q: A: Q: 2) Which combinations of characteristics should the comments be created with (also cross-aspect)? A: 2.2.3.6. Questions: Q: A: 1) Which fiscal year variant(s) is/are valid for your aspects? Fixed Characteristics 1) Do you want to run comments for plan data? Comment tables 3) Do you want to group your key figures? If yes, how? Calculated Key Figures
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Q: A:
2) How many data versions (for different plan variants) are required for each aspect?
2.2.3.7. Questions:
Summarization levels
Q: 1) Is it likely that in some reports, aggregated sections of the aspect dataset may have to be accessed? A: [ ]Yes [ ]No
Comments: 2.2.3.8. Layouts Questions: Q: 1) Should/must currency translations be carried out for data acquisition and data conversion using aspect summarization/in the planning layout? A: Q: A: 2.2.3.9. Questions: Q: A: 2.2.3.10. Questions: Q: A: 2.2.3.11. Questions: Q: 1) Should plan data which is to be transferred to an aspect - or which has already been posted - be made unaccessible for certain users? Data slices 1) Should plan data to be transferred to an aspect be subjected to a plausibility check? Validation 1) Does a set of rules exist to describe a constant valid relation between characteristics? Derivation 2) When you carry out currency translations, how are these specified? Currency Translation Types for Data Transfer and Planning
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A:
2.2.4.
Questions:
Data transfer
Q: 1) From which source systems and/or SAP R/3 applications do you want to transfer plan data to the aspects? A: 2.2.4.1. Questions: Q: A: Q: 2) For data transfers from external systems (R/2, R/3 systems): Are the technical network connections set up at the hardware and operating system level? A: 2.2.4.2. Questions: Q: A: Q: 2) Specify the data exactly which should be transferred, with regard to the named examples under the documentation. A: 2.2.4.3. Questions: Q: A: 2.2.4.4. Questions: Q: A: 1) Specify the comments which should be transferred. Comments 1) Specify the master data which should be transferred. Master data 1) Are EC-EIS-Standard data-collection programs (from R/3 or R/2) applicable? Transaction data 1) Which transfer methods should be used for the data transfer? External Systems
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2.2.4.5. Questions: Q: 1) Have you filed master data hierarchies for specific characteristics in the form of files, the contents of which you want to transfer for these characteristics? A: 2.2.4.6. Questions: Q: 1) In which order should the data transfer runs (for master data, master data hierarchies, planning data, comments) be started? A: 2.2.4.7. Questions: Q: A: 2.2.4.8. Questions: Q: 1) Indicate whether or not you want to update report portfolio reports in the background. If so, indicate when you want to do this, and whether exceptions defined in the reports should be checked. A: Control Report Portfolio 1) Specify the files that you want to import to EC-EIS by structure and transfer logic. File Transfer procedure Master Data Hierarchy
2.2.5.
Questions: Q: A: 2.2.5.1. Questions:
Business Planning
1) Do you want to plan the aspect manually or automatically?
Create planning layout
Q: 1) Specify which characteristics and key figures you want to have displayed in an entry form and which key figures you want to plan in the same layout. A: 2.2.5.2. Maintain planner profiles
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Questions: Q: A: 2.2.5.3. Questions: Q: 1) Do you have certain keys, according to which plan data within your company is distributed according to periods? A: 2.2.5.4. Questions: Q: 1) Are there certain aspect basic key figures for which percentage changes must automatically be considered in planning runs? A: 2.2.5.5. Questions: Q: 1) Is there a combination of factors (in the form of a planning strategy) in your enterprise which must automatically be considered in certain planning runs? A: 2.2.5.6. Questions: Q: 1) When using the forecast to determine future values, do you want to weight previous periods with certain factors? A: 2.2.5.7. Questions: Q: 1) In planning sessions, do you want to use certain revaluation factors, distribution keys or forecast profiles dependent on specific characteristic combinations? A: 2.2.5.8. Questions: Maintain calculation formulas for basic key figures Object-Dependent Parameters Maintain weighting group Maintain forecast profiles Change Revaluation Factor Create Distribution Key 1) Can you distinguish special groups of planners and if yes, which ones are they?
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Q: 1) When generating plan data, are there basic key figures whose plan values result from formulas using other basic key figures and constants? A:
2.2.6.
2.2.6.1. Questions:
Information System
Maintain Report Selection
Q: 1) Should a report treee be created in EC-EIS? If so, which reports (EC-EIS, other applications, transactions, ABAPs) should be included in the tree? A: 2.2.6.2. Questions: Q: A: 1) Do you want to use MS-Winword to print your reports (from the report portfolio)? Print in MS Word for Windows
2.2.7.
2.2.7.1. Questions: Q: A: 2.2.7.2. Questions:
Tools
Conversion to Release 4.0
1) Do you have to convert your system from a Release < 4.0 to a Release 4.x?
Authorization management
Q: 1) For which aspect objects do you wish to allocate authorizations (aspects, characteristic values, key figures)? A: Q: 2) For which reports/forms/layouts/programs etc. in Business Planning do you wish to allocate authorizations? A: Q: 3) Which employees work with the business planning a) as a user b) as an administrator? A: Q: 4) Is it possible to classify different user groups in Business Planning, and if so, which?
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A: Q: 5) Which activities with reference to which objects should the authorizations (Profiles) of the user groups enable? A: 2.2.7.3. Questions: Q: A: Q: A: Q: 3) Is there possibly an inconsistency between the ABAP Dictionary and the Field Catalog? A: Q: A: 2.2.7.4. Questions: Q: 1) Should data be transferrable from aspect to aspect (with summarization where required)? A: 2.2.7.5. Questions: Q: A: 2.2.7.6. Questions: Q: 1) In EC-EIS do you want to transport used objects in a target system? Transport 1) Do comments or documents need to be reorganized? Data Data transfer 4) Are all modules and routines for handling master data functional? 2) Are objects of the aspect environment to be generated subsequently if necessary? 1) Which aspects should be visible in which clients? Data basis
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A:
2.2.8.
Task Functions on Information System

Reports
1) Which key figures should be analyzed by which characteristics.
Forms
Q: 1) Are complex layouts required (descriptions of content and form of reports, possibly using formula columns/rows/cells)? A: 2.2.8.3. Questions: Q: 1) Specify the global variables for characteristic values, hierarchies, hierarchy nodes, formulas and texts which you want to use in various forms and reports. A: 2.2.8.4. Questions: Q: A: 2.2.8.5. Questions: Q: 1) Do you want to use user group specific report portfolios as the interface for end users? A: Q: 2) Outline a hierarchical structure for this portfolio by specifying report classes where the reports can be stored. A: Report portfolio 1) Do you want to work with saved (frozen) report data (for performance reasons)? Report data Variables
2.2.9.
2.2.9.1.
Task Functions on Tools

Data (Tools)
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Questions: Q: A: Q: A: 2.2.9.2. Questions: Q: A: Q: A: Q: A: 3) Is your master data also maintained in several languages? 2) Do you use your reporting multilingually? 1) Are forms, reports, saved report data or variant groups to be deleted? Information System 2) Do you want to delete data which has been transferred to the wrong aspect(s)? 1) Do you want to reduce the amount of data in your aspects by archiving?
2.3.
Consolidation
Questions: Q: A: Q: A: Q: A: Q: 4) Which consolidation types do you want to set? 3) Which languages must supported on the part of the system? 2) How is your group accounting organised? 1) Which tools were consolidated with up to now?
A: Comments: Q: 5) How many consolidated financial statements do you want to create during a year?
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A: Comments: Q: A: Comments: Q: A: Comments: Q: 8) How often do these hierarchies of consolidation groups change within your reporting timeframe? A: Comments: Q: 9) Which accounting principles do you adhere to when creating consolidated statements? A: Comments: Q: 10) Should income statements be created using cost-of-sales accounting or period accounting? A: Comments: Q: A: Comments: Q: 12) In which form and at which dates do you collect the reported financial data from the individual companies? A: Comments: 11) Have you implemented SAP legacy systems - if yes, which ones, and where? 7) How many consolidation units and consolidation groups are included? 6) Do you intend to consolidate different data categories? If yes, which ones?
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Q: A:
13) Are there differences with regard to the scope of reported data?
Comments: Q: 14) Does the reported financial data have to be standardized for group-wide valuation rules? A: [ ]Yes [ ]No
Comments: Q: A: 15) Do you have foreign companies? [ ]Yes [ ]No
Comments: Q: A: Comments: Q: 17) Do you have to create financial statements for subgroups in different reporting currencies? A: Comments: Q: 18) Are there subsidiaries/subgroups in high inflation countries, which have to report in hard currency? A: Comments: Q: 19) Which consolidation functions do you use? 16) What is the extent of the consistency checks of your data at this time?
A: Comments: Q: 20) Which accounting techniques do you use?
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A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: 25) How many employees are involved in the creation of the consolidated financial statements? A: Comments: Q: A: Comments: Q: A: Comments: 27) Which demands are you making on the documentation and what are its aims? 26) How should the organisation of training measures take place? 24) How is your current organizational flow for creating consolidated statements? 23) How is your authorization concept currently designed? 22) Which tools do you use at the moment to create your reports? 21) How is your corporate reporting presently designed?
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Q: A: Comments: Q: A: Comments: Q: A: Comments: Q: A: Comments: 31) Which resources can be available in terms of time frame and quantity? 30) What does your technical infra-structure / system availability look like? 29) Possible test scenarios? 28) What kind of an implementation strategy do you want to implement?
2.3.1.
2.3.1.1. Questions: Q:
Preparatory Work: General

Creating Dimensions
1) Which consolidation types do you want to set?
A: Comments: 2.3.1.2. Questions: Q: A: 2.3.1.3. Questions: Q: A: 2.3.1.4. Definition of Ledgers 1) Do you receive reported data in currencies, which are not delivered in the standard? Check Currencies 1) Do you intend to consolidate different data categories? If yes, which ones? Creating Versions
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Questions: Q: A: 2.3.1.5. Questions: Q: 1) Determine the smallest units of your corporate structure which are to be used as the basis for a complete consolidation run. A: Q: 2) In case the consolidation units are transferred from a file by flexible upload, see the documentation. A: Q: A: Q: A: Q: 5) In which form and at which dates do you collect the reported financial data from the individual companies? A: 2.3.1.6. Questions: Q: A: Q: A: Q: A: 3) How many consolidated financial statements do you want to create during a year? 2) Create suitable hierarchies. 1) Define the consolidation group according to your requirements. Definition of Consolidation Groups 4) Do you require additional attributes for your consolidation units? 3) Define suitable, logical file names. Definition of Consolidation Units 1) In which currencies do you want to the reports generated.?
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Q: A: Q: A: 2.3.1.7. Hierarchy Questions: Q: 1) Which requirements do you have for the creation and/or structure of your cons chart of accounts (US GAAP, IAS, HGB)? A: Q: 2) Should retained earnings be disclosed in the balance sheet or in the income statement? A: Comments: Q: 3) Should income statements be created using cost-of-sales accounting or period accounting? A: Comments: Q: 4) Do you summarize your operational accounts to group accounts (financial statement items)? A: Comments: Q: 5) If yes, do you summarize at the subsidiary level or at the corporate group level? Definition of Cons Chart of Accounts / Cons Chart of Accounts 5) Comments for the transfer of consolidation groups by flexible upload from file 4) Comments to integrated consolidation types
A: Comments: Q: A: Comments: 6) Do you require further freely definable classifications for your FS items?
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Q: 7) Do you use an integration scenario? If so, you can transfer the FS items from a G/L chart of accounts or a financial statement version. A: Comments: Q: 8) Define your selected items for posting financial statement imbalances and for posting deferred taxes, for both retained earnings carried forward as well as the balancing adjustment. A: Comments: 2.3.1.8. Questions: Q: 1) How many breakdown categories can be derived from your reporting system? Which different details would you like to see withing a consolidation chart of accounts? A: Q: 2) Do you want to differentiate elimination differences between currency-related and other differences? A: [ ]Yes [ ]No Definition of Breakdown Categories
Comments: 2.3.1.9. Questions: Q: 1) Do you need further custom characteristics, in addition to the standard subassignments? A: [ ]Yes [ ]No Definition of Custom Characteristics
Comments: Q: A: Comments: 2.3.1.10. Questions: Definition of Subitem Categories 2) If yes how many and which characteristics?
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Q: 1) Which standard subassignments would you like to use? What requirements do you have for group reporting later on, for example, asset history sheets, equity aging reports, segment reports, etc. ? A: 2.3.1.11. Questions: Q: A: Q: A: 2) Which default values do you want to define for the characteristic value of subitems? 1) How do you want to define the subitems? Definition of Subitems
2.3.2.
Questions: Q: A:
Preparatory Work: Integration
1) Have you implemented SAP legacy systems - if yes, which ones, and where?
2.3.3.
2.3.3.1. Questions: Q: A: 2.3.3.2. Questions: Q: A:
Preparatory Work: Production

Administration of Authorizations
1) How is your authorization concept currently designed?
Setting up Translation
1) Do you have foreign employees, who do not log onto the R/3-System in German? [ ]Yes [ ]No
Comments: Q: A: 2) Have you translated your reports into the required languages? [ ]Yes [ ]No
Comments:
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Q: 3) Have you checked which language versions you need for: - FS items/subassignments - consolidation units and groups - data entry layouts - messages (e.g. for validations) - reports A: [ ]Yes [ ]No
Comments:
2.3.4.
Questions: Q: A: 2.3.4.1. Questions:
Processes of the Data Monitor
1) Have you assigned all data monitor tasks you need to the data monitor?
Non-integrated Financial Data Transfer by Online Entry
Q: 1) In which form and at which dates do you collect the reported financial data from the individual companies? A: Q: A: 2) Are there differences with regard to the scope of reported data?
2.3.5.
Questions: Q:
Processes of the Consolidation Monitor
1) Which consolidation functions do you use?
A: Comments: 2.3.5.1. Questions: Q: 1) Have you activated the maintenance of acquisition and divestiture subitems in the subitem categories for transaction types? A: [ ]Yes [ ]No Preparation of Consolidation Group Changes
Comments:
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Q: 2) Have you maintained the acquisition and divestiture subitems in the relevant subitems? A: Comments: Q: 3) Do you use the standard document types or do you define your own document types for the posting of consolidation group changes? A: Comments: 2.3.5.2. Questions: Q: 1) Do you want to differentiate elimination differences between currency-related and other differences? A: [ ]Yes [ ]No Interunit Elimination by Elimination of IU Payables and Receivables
Comments: 2.3.5.3. Questions: Q: 1) Do you want to differentiate elimination differences between currency-related and other differences? A: [ ]Yes [ ]No Interunit Elimination by Elimination of IC Revenue and Expense
Comments: 2.3.5.4. Questions: Q: A: Q: A: Q: 3) Reported items equity? 2) What is your calculation base? 1) Which accounting techniques do you use? Consolidation of investments
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A: Q: 4) Do you clear differentials resulting from consolidation of investments against fair value adjustments? A: [ ]Yes [ ]No
Comments: Q: 5) How do you treat goodwill/negative goodwill?
A: Comments:
2.3.6.
Questions: Q: A:
Information System
1) How is your corporate reporting presently designed?
2.4.
Executive Information System (EIS)
Questions: Q: 1) What is the system landscape like: which SAP systems and non-SAP systems are in use? A: Q: A: Q: A: Q: A: Q: A: 5) Is there a multi-client concept? 4) Do you work with distributed systems? If yes, which ones are they? 3) For R/3 systems: Which Releases are used? 2) Describe your hardware structure.
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Q: 6) Which SAP system components and non-SAP system components are used for which business purposes? A: Q: A: Q: A: Q: 9) Is it possible to subdivide the scope in more than one evaluation area (with reference to their business context)? If yes, make a list of these evaluation areas. A: Q: A: Q: A: Q: A: Q: A: Q: A: Q: A: Q: A: 16) How much consultation is required? At which stage? 15) What schedule are you working towards for completion of the sub-project(s)? 14) Which subprojects are planned? 13) Is it possible to use an interface tool - such as inSight? 12) How large is the expected data volume to be (per evaluation area)? 11) What are the target groups for the evaluation areas to be mapped in the system? 10) Is it possible to prioritize these individual evaluation areas? 8) What level of detail should be represented with EIS? 7) What is the status of Management Reporting?
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Q: A: Q: A: Q: A:
17) How many employees are available during the project?
18) What level of knowledge do the available employees have?
19) How intensely could the available employees work on the project/subprojects?
2.4.1.
Questions: Q: A:
Data modeling
1) Analysis: What information is required in the previously identified evaluation areas?
Q: 2) Which data sources (systems from the system landscape) function as data providers for the evaluation areas? A: Q: 3) Which characteristics (evaluation criteria) and basic key figures can be added to a data model for each evaluation area? A: Q: A: Q: 5) Which basic key figures are filled in? Which characteristics do they refer to? Which data sources do these characteristics come from? A: Q: 6) Which characteristic values should be allowed for the identified characteristics (master data)? A: 4) What relationship exists between the basic key figures and the characteristics?
2.4.2.
2.4.2.1.
Basic settings
Foreign currencies
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Questions: Q: 1) Do you intend to display several currencies in reporting and translate amounts into different target currencies? A: 2.4.2.2. Questions: Q: 1) If files are one of the sources of data transfers, these can be defined here with logical file names. A: File names
2.4.3.
2.4.3.1. Questions:
Data basis
Characteristics
Q: 1) Which characteristics and basic key figures can be added to a data model for each evaluation area? A: Q: 2) Name all characteristics from the data model which you would like to report on in the individual business evaluation areas. A: Q: 3) Which characteristics do you want to use attributes for? Which characteristics should already be understood as attributes for other characteristics? A: Q: 4) For those objects that are dependent on each other. List them in a hierarchical structure. A: Q: 5) Which attributes do you want to use to navigate to the reports? Which attributes are specified for display only? A: Q: A: 6) Should currency/unit fields be used as display attributes?
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Q: 7) Can you/do you want to form groups of characteristic values? If yes, make a list of them. A: Q: A: 2.4.3.2. Questions: Q: 1) Name all the basic key figures from the data model which you have identified in the individual business evaluation areas for calculation of your critical success factors or KPIs. A: Q: 2) Can these basic key figures be transferred directly from the operational system and data sources, or is it necessary to calculate them? A: 2.4.3.3. Questions: Q: 1) Which of the characteristics, which were identified under "characteristics" for each valuation area, are highly selective? A: Q: 2) List the characteristics of an evaluation area in the order in which they were calculated and transfer them to the aspect in this order. Transfer the basic key figures for the evaluatoin area to the same aspect. A: 2.4.3.4. Questions: Q: 1) List all the key figures to be calculated from basic key figures, as well as their calculation formula. (If possible, list them hierarchically). A: Q: 2) Specify the aggregation with regard to structurally oriented characteristics and timebased characteristics (where appropriate with reference field, the number of decimal places and the scaling of the key figures) Calculated Key Figures Aspect Basic key figures 8) List the characteristics for which no master data exists.
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A: Q: A: 2.4.3.5. Questions: Q: A: Q: 2) Which combinations of characteristics should the comments be created with (also cross-aspect)? A: 2.4.3.6. Questions: Q: A: Q: A: 2.4.3.7. Questions: Q: 1) Is it likely that in some reports, aggregated sections of the aspect dataset may have to be accessed? A: [ ]Yes [ ]No Summarization levels 2) How many data versions (for different plan variants) are required for each aspect? 1) Which fiscal year variant(s) is/are valid for your aspects? Fixed Characteristics 1) Do you want to include comments for transaction data? Comment tables 3) Do you want to group your key figures? If yes, how?
Comments: 2.4.3.8. Layouts Questions: Q: 1) Should or must currency translations be carried out for data collection, data conversion through aspect summarization, or in entry layouts? A: Currency Translation Types for Data Transfer and Planning
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Q: A:
2) When you carry out currency translations, how are these specified?
2.4.3.9. Questions:
Data Entry Layout
Q: 1) Is actual data entered manually? If so, is single record maintenance sufficient? If not, which characteristics or key figures should a data entry layout contain? A: 2.4.3.10. Questions: Q: A: 2.4.3.11. Questions: Q: 1) Should the transaction data to be transferred to an aspect undergo a plausibility check? A: 2.4.3.12. Questions: Q: 1) Should the transaction data that is to be transferred to an aspect, or is already posted, be protected (time-dependent) from access by certain users? A: Data slices Validation 1) Does a set of rules exist to describe a constant valid relation between characteristics? Derivation
2.4.4.
Questions:
Data transfer
Q: 1) From which source systems and/or SAP R/3 applications do you want to transfer which data to EIS (e.g. transaction data, master data, master data hierarchies, master data comments)? A: 2.4.4.1. Questions: External Systems
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Q: A: Q: 2) For data transfers from external systems (R/2, R/3 systems): Are the technical network connections set up at the hardware and operating system level? A: 2.4.4.2. Questions: Q: A: Q: 2) Specify the data exactly which should be transferred, with regard to the named examples under the documentation. A: 2.4.4.3. Questions: Q: A: 2.4.4.4. Questions: Q: A: 2.4.4.5. Questions: Q: 1) Have you filed master data hierarchies for specific characteristics in the form of files, the contents of which you want to transfer for these characteristics? A: 2.4.4.6. Questions: Q: 1) In which order should the data transfer runs (for master data, master data hierarchies, planning data, comments) be started? Transfer procedure Master Data Hierarchy 1) Specify the comments which should be transferred. Comments 1) Specify the master data which should be transferred. Master data 1) Are EC-EIS-Standard data-collection programs (from R/3 or R/2) applicable? Transaction data 1) Which transfer methods should be used for the data transfer?
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A: 2.4.4.7. Questions: Q: A: 2.4.4.8. Questions: Q: 1) Indicate whether or not you want to update report portfolio reports in the background. If so, indicate when you want to do this, and whether exceptions defined in the reports should be checked. A: Control Report Portfolio 1) Specify the files that you want to import to EC-EIS by structure and transfer logic. File
2.4.5.
2.4.5.1. Questions:
Information System (EC-EIS)

Maintain Report Selection
Q: 1) Should a report treee be created in EC-EIS? If so, which reports (EC-EIS, other applications, transactions, ABAPs) should be included in the tree? A: 2.4.5.2. Questions: Q: A: 1) Do you want to use MS-Winword to print your reports (from the report portfolio)? Print in MS Word for Windows
2.4.6.
Tools
Conversion to Release 4.0
1) Do you have to convert your system from a Release < 4.0 to a Release 4.x?
Authorization management (EIS)
Q: 1) To which objects in the EC-EIS database do you wish to assign authorizations (aspects, characteristic values, key figures)? A:
119
Q: 2) To which EIS reports/forms/layouts/programs or other objects do you wish to assign authorizations? A: Q: A: Q: A: Q: 5) Which activities with reference to which objects should the authorizations (Profiles) of the user groups enable? A: 2.4.6.3. Questions: Q: A: Q: A: Q: 3) Is there possibly an inconsistency between the ABAP Dictionary and the Field Catalog? A: Q: A: 2.4.6.4. Questions: Q: 1) Should data be transferrable from aspect to aspect (with summarization where required)? A: Data transfer 4) Are all modules and routines for handling master data functional? 2) Are objects of the aspect environment to be generated subsequently if necessary? 1) Which aspects should be visible in which clients? Data basis 4) Can different EC-EIS user groups be classified, and if so, which? 3) Which employees work with EIS a) as a user b) as an administrator?
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2.4.6.5. Questions: Q: A: 2.4.6.6. Questions: Q: A: 1) In EC-EIS do you want to transport used objects in a target system? Transport 1) Do comments or documents need to be reorganized? Data
2.4.7.
Task Functions on Information System

Reports (EIS)
1) Which key figures should be analyzed by which characteristics.
Forms (EIS)
Q: 1) Are complex layouts required (descriptions of content and form of reports, possibly using formula columns/rows/cells)? A: 2.4.7.3. Questions: Q: 1) Specify the global variables for characteristic values, hierarchies, hierarchy nodes, formulas and texts which you want to use in various forms and reports. A: 2.4.7.4. Questions: Q: A: 2.4.7.5. Questions: Report Portfolio (EIS) 1) Do you want to work with saved (frozen) report data (for performance reasons)? Report Data (EIS) Variables (EIS)
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Q: 1) Do you want to use user group specific report portfolios as the interface for end users? A: Q: 2) Outline a hierarchical structure for this portfolio by specifying report classes where the reports can be stored. A:
2.4.8.
2.4.8.1. Questions: Q: A: Q: A: 2.4.8.2. Questions: Q: A: Q: A: Q: A:
Task Functions on Tools

Data (Tools)
1) Do you want to reduce the amount of data in your aspects by archiving?
2) Do you want to delete data which has been transferred to the wrong aspect(s)?
Information System
1) Are forms, reports, saved report data or variant groups to be deleted?
2) Do you use your reporting multilingually?
3) Is your master data also maintained in several languages?
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Blueprint Questions - Controlling SAP

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Blueprint Questions Controlling

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

1. Revenue and cost controlling

Overhead Cost Controlling

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Blueprint Questions - Controlling

Statistical Key Figures

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Blueprint Questions - Controlling

Statistical Key Figure Group

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Blueprint Questions - Controlling

Product Cost Controlling

2) Which cost components should be part of the product`s standard price?

3) Define the calculation method for each cost component.

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Blueprint Questions - Controlling 1.2.3.

Product Cost Collectors

Material Ledger Data

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Blueprint Questions - Controlling

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Blueprint Questions - Controlling

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Blueprint Questions - Controlling

Comments: Q: A: Comments: 2) If yes how many and which characteristics?

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Blueprint Questions - Controlling

1) How do you want to define the subitems?

1) Define suitable name spaces for the sets you use.

Profit and Cost Planning

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Blueprint Questions - Controlling

Manual Sales Planning

Cost and Activity Planning

1) Describe your planning process. How do you plan cost centers?

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Blueprint Questions - Controlling

1) Describe your planning process. How do you plan cost centers?

2) Do you want to represent different planning scenarios in parallel?

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Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling

Larsen & Toubro Infotech Limited

Blueprint Questions - Controlling