1.We are the consultants who need to freeze the Enterprise Structure first and later on the other

module consultants will add their respective enterprise elements to the enterprise structure freezed by us. Therefore this process will by itself will take not less than 1 to 2 months. This process is the Typical phase where a lot of interaction/understanding/experience will come into limelight. So be attentive and observe the process throughly, once the Enterprise Structure is freezed and configured we cannot withdraw from the system. 2. Codification of the Enterprise Elements play a vital role do follow some naming convention. Here coding can be in 3 forms i.e. pure numeric, alfanumeric or pure alphabets. 3. Identify the chart of accounts that is maintained. 4. Grouping process of the GL Account According to Schedule VI of Companies Act 1956 5. Customer & Vendor Grouping - payment terms maintained - Down payment if applicable how the memos maintained. 6.. Collect all the documents relating to Procurement Process right from indent preparation to billing and followed by payment. This is very useful. 7. CIN plays a very important role regarding this we will have a seperate session in the days to come.
8. Within the framework of a project, do you have fixed price

agreements, according to which a group makes deliveries based on a predefined revenue/cost agreement? (If yes, consider using transfer pricing for projects.) 9. Periodic billing allows a specified amount to be billed over a certain time period. Do you utilize periodic billing (e.g. for rental contract type documents)? 10. Describe the billing process for these types of bills. Are they reviewed or approved by project managers prior to being issued? 11. Do you bill customers based on a schedule such as monthly, quarterly or some other specified timing? (If yes, consider running the billing due list for projects according to this schedule.) 12. Is your billing based on milestones? (If yes, consider PS-milestone functions.)

19.13. Which sales documents do you want to generate in resourcerelated billing? 24. Milestone billing allows you to control a bill release on the project side. Describe the accounting processes used for time and material-related billing in your projects. Which department is responsible for billing the customer (for example. or allowances to your project? (If yes. operating time of equipment)? 21. consider this when structuring the billing plan in your project. consider using milestones to calculate the POC and to control billing). discounts. daily rate etc? (If yes.) .) 26. Do you use specific accounting indicators when confirming expenses (examples: guarantees or grace periods)? If yes.) 15. When do you create the invoices for the customer (for example. service department. which? 25. you need to enter the activity types in Customizing for expense-related billing. 16. Do you bill internal labor at an hourly.) 17. accounting department)? 20. Is your billing based on percentage of completion? (If yes. Is your billing based on the percentage of completion? (If yes. consider using earned value analysis milestone technique to calculate the percentage of completion and control the billing. consider the accounts and the implications for value categories in project reporting.) 18. Is your billing based on fixed amounts or a percentage of order? (If yes. ) Do you bill customers on a time and material basis? (If yes. If you only invoice the customer once. or on specific dates defined by the customer)? 22. It is important to consider which items appear in a billing document and the accounting treatment for them. Who is responsible for approving the draft invoice? 14. at the end of each period. Do you post actual revenues. Do you need the detailed information from the CO line items or is it enough to bill summarized CO totals records?) 23. what other criteria do you use to decide when an invoice is sent to the customer (for example. consider using resource-related billing.

or allowances to your project? (If yes. 28. Describe the accounting processes used for time and material-related billing in your projects. is labor billed at fixed billing rates.) 34. What is the relationship between activities reported against a project and activities billed to the customer? 31. Describe the different ways that labor and expense are billed for your projects e. List the different groups of costs/expenses (for example. Do your company policies require you to calculate overhead on projects? 35. consider the accounts and the implications for value categories in project reporting. 30. . Describe your billing process. Do your company policies require you to calculate actual interest on projects? 36.g. ) It is important to consider which items appear in a billing document and the accounting treatment for them. Do you use time and material-related billing? Do you exclude some expenses from projects from billing? 32. How often are time and material invoices issued? 29. etc. applying a fixed percentage rate for recovery of overhead to material issues). discounts. or as a straight cost plus a markup. Will you perform automatic recovery of overheads on specific types of costs/expenses? 41.27. What is the processing sequence for month-end closing? 38. Are the time and materials cost marked up in price for billing? 33. Who is responsible for ensuring that all month end processes have been completed? 37. What costs is the cost estimate based on when you compute overhead for internal orders? 40. or a combination of both. Do you periodically move costs from a project/cost center (such as telephone costs) to other projects/cost centers? 39. Do you post actual revenues.

Are WIP. Is it based on line items or on totals? 57. Do you calculate overhead for all objects at once or individually for each object. Do you have different overhead costs for each business unit? 50. Do you calculate interest on your projects based on actual amounts? 53. How do you enter WIP. ) Who is responsible for reconciling the run? (This person will be responsible for running/monitoring-planned overhead. 52.(Detailed calculation can affect system performance. How often do you calculate interest for your project? 56. COS. Do you include sales and marketing and general and administrative costs in your overhead calculation? 49. Describe in detail how each of these allocations is performed today in your organization. 44. do you distribute overhead as a fixed percentage or based on the actual total costs? 43. Do you evaluate interest charges throughout the project Hierarchy.42. Do you include down payments in the interest calculation? 58. Do you have project-specific interest rates? 55. To which accounts/cost elements are the overhead costs posted? 51. Do you post interest calculations to Financial Accounting? 59. cost of sales and revenues for projects? 60. For each assignment type. Do you plan to allocate a certain type of costs/expenses to cost centers automatically using overhead rates? 45. 48.) 47. and revenues calculated based on costs or revenues? . Describe how you calculate overhead for (1) direct costs (2) indirect costs (3) fixed costs (4) variable costs).) 46. Do you calculate interest based on costs/revenues or on your cash flows? 54.

Who defines the method for calculating WIP. Do you evaluate forecast costs using different versions of your cost plan? 73. and costs by business scenario/process? 64. How often do you evaluate your actual values? 69. . Do the controlling standard for the company requires specific project analysis? 71. Do you evaluate the earned value (EV) at particular levels of the project or overall? 76.61. Do you make your WBS available to your customers by means external systems? (If yes. consider doing settlement in Profitability analysis (CO-PA). COS. Do you post your WIP to FI? 63. Are your cost of sales (COS) and WIP updated automatically? 62. Do you have different processes for confirming WIP. consider using Open PS. What is the relationship between work performed by cost centers on projects and non-project work? 67. It is possible to settle actual values between projects and cost centers. geography. and realized revenues? 65.) 70. what are the dependencies between your project actual and your cost center actual? 66. then used by project management? 75.) 72. and project? (If yes. Where do you evaluate your enterprise plans? 68. What are the methods you use to determine percentage of completion (POC) and how is it calculated in each case? 74. How is this percentage of completion. Do you evaluate actual figures in multiple dimensions such as product line. revenues.

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