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Blueprint Questions Controlling SAP PDF
Blueprint Questions Controlling SAP PDF
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
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
Questions:
Q: 1) Define primary cost elements based on the definition of the chart of account.
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:
Questions:
Q: 1) Define secondary cost elements for planning, allocation and reporting purposes.
A:
Questions:
Q: 1) Define cost element groups for planning, allocation, and reporting purposes.
A:
Questions:
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).
A:
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:
Questions:
Q: 1) Besides the standard hierarchy, do you need other alternative structure (groups) of
cost centers (for planning, allocation, and reporting purposes)?
A:
Questions:
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:
Questions:
Q: 1) Group your activity types into different categories or similar attributes for planning,
allocation and reporting purposes.
A:
Questions:
Q: 1) Which statistical key figures do you want to use for allocations and reporting (such as
telephone units, headcount, and so on)?
A:
Questions:
Q: 1) Define groups of statistical key figures (such as the group for all headcount statistical
figures).
A:
Questions:
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:
A:
Comments:
Questions:
Q: 1) Define the standard hierarchie of processes for planning, allocating and reporting
business process costs.
A:
Questions:
A:
Questions:
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)?
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:
Questions:
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:
Questions:
Q: 1) Define the structure of your product cost components (40 cost components max)!
A:
A:
A:
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:
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:
Questions:
Q: 1) Do you intend to value the material with more than one currency or valuation
approach? What are those currencies/approaches?
A:
A:
A:
Questions:
Q: 1) List the dimensions (characteristics) that you want to create contribution margin
accounting for, according to your reporting requirements.
A:
Questions:
Q: 1) For the characteristics defined in the previous question, specify values (such as,
regions: North, west, east, south)
A:
Questions:
Q: 1) List the terms (characteristics) that do not have master data, and state how they are
dependent on other criteria.
A:
Q: 2) List the terms (characteristics) that are dependent on each other in a hierarchy.
A:
Questions:
Q: 1) Define the report rows (value fields) that you wish to analyse.
A:
Q: 2) Are you interested only in the revenues and costs that are directly related to product
sales?
A:
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:
Questions:
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:
2. Enterprise Controlling
2.1. Consolidation
2.1.1. Consolidation Chart of Acounts / FS Item 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:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 5) If yes, do you summarize at the subsidiary level or at the corporate group level?
A:
Comments:
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:
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:
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:
A: [ ]Yes
[ ]No
Comments:
Questions:
A: [ ]Yes
[ ]No
Comments:
A:
Comments:
Questions:
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:
2.1.5. Subitem
Questions:
A:
Q: 2) Which default values do you want to define for the characteristic value of subitems?
A:
Questions:
A:
B. Business processes
1. Revenue and cost controlling
1.1. Profit and Cost Planning
1.1.1. Sales Planning
1.1.1.1. Create Planning Proposal (with Sales Planning)
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: 2) How do you want to adapt the reference dates to be used as a planning proposal?
A:
Q: 3) Do you use forecasting techniques in your planning process? If so, describe them.
A:
Questions:
Q: 1) Which level of the hierarchy do you want to use for planning (for example, product,
product group, customer, sales organization)?
A:
Questions:
A:
Q: 2) Do you want to transfer planned sales quantities from CO-PA to Production Planning?
A:
Questions:
A:
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:
Questions:
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:
Questions:
A:
A:
Questions:
Q: 1) Do you carry out revaluation (increases or decreases for certain cost elements in
certain cost centers)?
A:
Questions:
Q: 1) Does your organization use the type of budgeting described in the documentation
field?
A:
Questions:
Q: 1) Do you want to plan and control the budget of the order using availability checks?
A:
Questions:
A:
Questions:
A:
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:
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:
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:
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:
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:
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:
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:
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:
Questions:
Q: 1) Do you want to represent activity relationships between cost centers in your planning?
A:
Questions:
Q: 1) Do you want to represent activity relationships between cost centers in your planning?
A:
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:
Questions:
Q: 1) Do you want to plan costs at the cost element level on overhead cost orders?
A:
Questions:
Q: 1) Do you want to plan overall costs (values only, independent of cost elements) on
overhead cost orders?
A:
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:
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:
Questions:
A:
Questions:
Q: 1) State how you want to transfer the plan values from Cost Center Accounting to your
business processes.
A:
Questions:
A:
Questions:
Q: 1) What costs is the cost estimate based on when you compute overhead for internal
orders?
A:
A:
A: [ ]Yes
[ ]No
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:
A:
Comments:
A:
Comments:
A:
Comments:
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:
A:
Comments:
A:
Comments:
A: [ ]Yes
[ ]No
Comments:
Q: 16) Do you want to define a percentage for the overhead rate in the cost object?
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: 18) Do you want to add a percentage for overhead to the production cost collector?
A:
Comments:
A:
Comments:
Q: 20) Do you perform automatic overhead allocation for specific types of costs/expenses?
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:
A:
Comments:
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:
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?
A:
Comments:
A:
Comments:
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:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 37) Do you have different overhead costs for each business unit?
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 43) Is the basis for overhead planned costs the same as the basis for actual overhead
costs?
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 47) Does the basis for the overhead costs change during the lifecycle of the project?
A:
Comments:
Q: 48) Who is responsible for overhead costs? (This person is responsible for running the
overhead calculation.)
A:
Comments:
A:
Comments:
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:
A:
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:
Questions:
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:
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:
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
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:
A:
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:
A:
Q: 3) Do you want to display partial cost rates (primary cost split) for the planned prices that
were calculated automatically/iteratively?
A:
Questions:
Q: 1) What types of costing do you want to use (adjusted standard, monthly, inventory, and
so on)?
A:
Questions:
Q: 1) Did you check if all the source data from other modules is available for calculating the
production costs?
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 activity-
based costing, or both?
A:
Questions:
Q: 1) Do you plan your product costs using bills of material (BOM), routings, or
dependencies?
A:
Q: 2) Do you plan the costs for externally procured materials using purchasing info records?
A:
A:
A:
Q: 5) Do you want to analyze CGM broken down according to the organizational units
involved in the value-added process?
A:
A:
A:
Q: 8) Do you want to break down your cost of goods manufactured into primary costs?
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:
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:
A:
A:
Q: 4) Do you want to analyze CGM broken down according to the organizational units
involved in the value-added process?
A:
A:
A:
Q: 7) Do you want to break down your cost of goods manufactured into primary costs?
A:
Questions:
A:
A:
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:
Questions:
Q: 1) Describe your planning processor. How do you plan the Profit Center?
A:
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:
Questions:
Q: 1) Describe your planning processor. How do you plan the Profit Center?
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:
Questions:
Q: 1) Describe your planning processor. How do you plan the Profit Center?
A:
A:
Questions:
Q: 1) Describe your planning processor. How do you plan the Profit Center?
A:
A:
A:
Questions:
Q: 1) Do you want to transfer plan data to PCA from other applications? From which
application(s)?
A:
Comments:
Questions:
A:
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:
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:
Questions:
Q: 1) Do you want to use cost of goods manufactured for valuation of your sales quantities?
A:
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:
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: 2) How do you want to adapt the reference dates to be used as a planning proposal?
A:
Q: 3) Do you use forecasting techniques in your planning process? If so, describe them.
A:
Questions:
Q: 1) Which level of the hierarchy do you want to use for planning (for example, product,
product group, customer, sales organization)?
A:
A:
Questions:
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:
Questions:
Q: 1) Do you want to transfer the planned cost center costs to profitability analysis?
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:
Questions:
A:
Questions:
A:
Questions:
A:
A:
Questions:
Q: 1) Explain the permit procedure for working time or recording of activity allocation for
your employees.
A:
Q: 2) How many employees does the person responsible for approval manage?
A:
Questions:
Q: 1) Do you want to transfer recorded activity allocations to Controlling using the time
sheet?
A: [ ]Yes
[ ]No
Comments:
Q: 2) How often does this transfer take place (daily, weekly and so on)?
A:
Comments:
Q: 3) Which time sheet-based reports do you require (for example, employee utilization,
employee hours by cost center)?
A:
Comments:
Questions:
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:
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
Comments:
A:
Comments:
Questions:
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:
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:
Questions:
Q: 1) When you use manual funds reservation, describe the reduction process for the
manual commitment.
A:
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:
Questions:
A:
Questions:
Q: 1) In Profit Center Accounting, do you want to enter other data which is not transferred
by the integration of EC-PCA?
A:
Questions:
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:
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:
Questions:
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: 2) Which report rows (value fields) are to be assigned to the sales order conditions?
A:
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:
Questions:
Q: 1) Which report rows (value fields) should the conditions in the billing documents be
assigned to?
A:
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: 4) Do you want to compare the accrued values in CO-PA against the actual values?
A:
Questions:
Q: 1) Which report rows (value fields) should the conditions in the billing documents be
assigned to?
A:
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: 4) Do you want to compare the accrued values in CO-PA against the actual values?
A:
Q: 5) Comments
A:
Questions:
Q: 1) Which report rows (value fields) should the conditions in the billing documents be
assigned to?
A:
A:
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:
A:
Questions:
A:
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:
A:
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:
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:
A:
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:
Questions:
A:
Questions:
A:
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:
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
Comments:
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:
Questions:
Q: 1) Do you have process costs that you want to allocate to overhead cost orders?
A:
A:
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:
A:
Questions:
A:
A:
Questions:
A:
A:
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:
Questions:
Q: 1) What costs is the cost estimate based on when you compute overhead for internal
orders?
A:
A:
A: [ ]Yes
[ ]No
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:
A:
Comments:
A:
Comments:
A:
Comments:
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:
A:
Comments:
A:
Comments:
A: [ ]Yes
[ ]No
Comments:
Q: 16) Do you want to define a percentage for the overhead rate in the cost object?
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: 18) Do you want to add a percentage for overhead to the production cost collector?
A:
Comments:
A:
Comments:
Q: 20) Do you perform automatic overhead allocation for specific types of costs/expenses?
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:
A:
Comments:
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:
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?
A:
Comments:
A:
Comments:
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:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 37) Do you have different overhead costs for each business unit?
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 43) Is the basis for overhead planned costs the same as the basis for actual overhead
costs?
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 47) Does the basis for the overhead costs change during the lifecycle of the project?
A:
Comments:
Q: 48) Who is responsible for overhead costs? (This person is responsible for running the
overhead calculation.)
A:
Comments:
A:
Comments:
Questions:
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:
Questions:
Q: 1) Do you want to predistribute fixed costs independent of the receiving cost center’s
actual usage of resources?
A:
1.3.1.15. Splitting
Questions:
Q: 1) Comment on splitting
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:
Questions:
Q: 1) Do you want to calculate actual prices for Cost Center Accounting and / or Activity-
Based Costing on an automatic or iterative basis?
A:
A:
A:
Questions:
A:
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:
Questions:
Q: 1) Provide the consultant with your most critical business process reports.
A:
Questions:
Q: 1) Provide the consultant with your most critical cost center reports.
A:
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:
Questions:
Q: 1) Do you have process costs that you want to allocate to a production order?
A: [ ]Yes
[ ]No
Comments:
A:
Comments:
Questions:
Q: 1) Do you have process costs that you want to allocate to a product cost collector?
A:
A:
Questions:
Q: 1) Do you have process costs that you want to allocate to a cost object?
A: [ ]Yes
[ ]No
Comments:
A:
Comments:
Questions:
Q: 1) Do you have process costs that you want to allocate to a sales order?
A:
A:
Questions:
A:
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:
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:
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:
A:
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:
A:
Questions:
Q: 1) Do you want to define a percentage for the overhead rate in the cost object?
A:
A:
Questions:
A:
A:
Questions:
A:
Comments:
Q: 2) Determine the level of detail and the cost breakdown that you want for your WIP.
A:
Comments:
Questions:
Q: 1) How do you want to calculate the target costs for the subsequent WIP calculation?
A:
Questions:
A:
Comments:
A:
Comments:
Q: 3) Which cost estimates do you want to use as the basis for determining variances?
A:
Comments:
Questions:
A:
Comments:
A:
Comments:
Q: 3) How do you calculate the target costs for the valuation of scrap?
A:
Comments:
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: 2) Do you want to summarize the costs using a secondary settlement cost element?
A: [ ]Yes
[ ]No
Comments:
Questions:
A:
A:
Questions:
A:
A:
Questions:
Q: 1) What account do you want to assign variances for your cost object hierarchy to?
A:
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:
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:
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:
Questions:
A:
Q: 2) How do you want to group your materials for the summarized analysis?
A:
Q: 3) Is this grouping and its requirements regarding product groups and material groups
identical in Logistics?
A:
Questions:
Q: 1) Provide the consultant with your most critical product cost reports.
A:
Questions:
Q: 1) Provide the consultant with your most critical product cost reports.
A:
Questions:
Q: 1) Provide the consultant with your most critical product cost reports.
A:
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:
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:
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:
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:
Questions:
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:
Questions:
A:
A:
Questions:
A:
Questions:
A:
Questions:
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:
Questions:
Q: 1) Do you want to transfer the posted cost center costs to profitability analysis?
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:
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:
A:
Questions:
Q: 1) Determine the structure of the contribution margin scheme you want to report on in
CO-PA.
A:
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. Operational business planning
2.1.1. Sales Planning
2.1.1.1. Create Planning Proposal (with Sales Planning)
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: 2) How do you want to adapt the reference dates to be used as a planning proposal?
A:
Q: 3) Do you use forecasting techniques in your planning process? If so, describe them.
A:
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:
A:
Questions:
A:
Q: 2) Do you want to transfer planned sales quantities from CO-PA to Production Planning?
A:
Questions:
A:
A: [ ]Yes
[ ]No
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 8) Will you establish material forecasts (for example, weekly, monthly, yearly) for your
stock materials?
A:
Comments:
Q: 9) Who processes the error messages for the forecast at your company?
A:
Comments:
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?
A:
Comments:
Q: 3) At what intervals do you want to carry out sales and operations planning?
A:
Comments:
A:
Comments:
A:
Comments:
Questions:
Q: 1) How often are the results of Sales and Operations Planning transferred to Demand
Management, and how is this defined?
A:
Q: 2) Which strategies are used in the transfer of SOP results to Demand Management?
A:
Questions:
Q: 1) Which planning strategies do you use to plan production quantities and dates?
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
A:
Comments:
Questions:
Q: 1) Do you specify scenario description, time frame, and plant for long term lot size
production?
A:
Q: 2) Will you carry out scenario comparisons with other scenarios including the active
version?
A:
Q: 3) What business process will you use to update the operative version?
A:
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:
A:
A:
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:
A:
Q: 7) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Comments:
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:
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:
A:
Comments:
Q: 13) Is it necessary to represent planned orders as collective orders for the purpose of
common scheduling?
A:
Comments:
A:
Comments:
Questions:
A:
Questions:
A:
A:
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:
A:
Q: 6) Which MRP procedure is used to plan the material requirements (MRP type)?
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:
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:
A:
Comments:
Q: 12) Is it necessary to represent planned orders as collective orders for the purpose of
common scheduling?
A:
Comments:
A:
Comments:
Questions:
A:
Questions:
A:
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:
Questions:
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:
Questions:
A:
A:
Questions:
Q: 1) Do you carry out revaluation (increases or decreases for certain cost elements in
certain cost centers)?
A:
Questions:
Q: 1) Does your organization use the type of budgeting described in the documentation
field?
A:
Questions:
Q: 1) Do you want to plan and control the budget of the order using availability checks?
A:
Questions:
A:
Questions:
A:
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:
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:
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:
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:
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:
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:
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:
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:
Questions:
Q: 1) Do you want to represent activity relationships between cost centers in your planning?
A:
Questions:
Q: 1) Do you want to represent activity relationships between cost centers in your planning?
A:
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:
Questions:
Q: 1) Do you want to plan costs at the cost element level on overhead cost orders?
A:
Questions:
Q: 1) Do you want to plan overall costs (values only, independent of cost elements) on
overhead cost orders?
A:
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:
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:
Questions:
A:
Questions:
Q: 1) State how you want to transfer the plan values from Cost Center Accounting to your
business processes.
A:
Questions:
A:
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:
A:
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:
Questions:
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:
A:
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:
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. Splitting
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:
A:
Q: 3) Comment on splitting
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:
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:
A:
Q: 3) Do you want to display partial cost rates (primary cost split) for the planned prices that
were calculated automatically/iteratively?
A:
Questions:
Q: 1) What types of costing do you want to use (adjusted standard, monthly, inventory, and
so on)?
A:
Questions:
Q: 1) Did you check if all the source data from other modules is available for calculating the
production costs?
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 activity-
based costing, or both?
A:
Questions:
Q: 1) Do you plan your product costs using bills of material (BOM), routings, or
dependencies?
A:
Q: 2) Do you plan the costs for externally procured materials using purchasing info records?
A:
A:
A:
Q: 5) Do you want to analyze CGM broken down according to the organizational units
involved in the value-added process?
A:
A:
A:
Q: 8) Do you want to break down your cost of goods manufactured into primary costs?
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:
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:
A:
A:
Q: 5) Do you want to analyze CGM broken down according to the organizational units
involved in the value-added process?
A:
A:
A:
Q: 8) Do you want to break down your cost of goods manufactured into primary costs?
A:
Questions:
A:
A:
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:
Questions:
Q: 1) Describe your planning processor. How do you plan the Profit Center?
A:
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:
Questions:
Q: 1) Describe your planning processor. How do you plan the Profit Center?
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:
Questions:
Q: 1) Describe your planning processor. How do you plan the Profit Center?
A:
A:
Questions:
Q: 1) Describe your planning processor. How do you plan the Profit Center?
A:
A:
A:
Questions:
Q: 1) Do you want to transfer plan data to PCA from other applications? From which
application(s)?
A:
Comments:
Questions:
A:
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:
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:
Questions:
Q: 1) Do you want to use cost of goods manufactured for valuation of your sales quantities?
A:
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:
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: 2) How do you want to adapt the reference dates to be used as a planning proposal?
A:
Q: 3) Do you use forecasting techniques in your planning process? If so, describe them.
A:
Questions:
Q: 1) Which level of the hierarchy do you want to use for planning (for example, product,
product group, customer, sales organization)?
A:
A:
Questions:
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:
Questions:
Q: 1) Do you want to transfer the planned cost center costs to profitability analysis?
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:
Questions:
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:
A:
Questions:
A:
Questions:
Q: 1) Determine the structure of the contribution margin scheme you want to report on in
CO-PA.
A:
A:
Q: 3) Determine the hierarchical structures of the market segments you want to drill down to
in reporting.
A:
Q: 1) What is the system landscape like: which SAP systems and non-SAP systems are in
use?
A:
A:
A:
Q: 4) Do you work with distributed systems? If yes, which ones are they?
A:
A:
Q: 6) Which SAP system components and non-SAP system components are used for which
business purposes?
A:
A:
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:
A:
Q: 11) What are the target groups for the evaluation areas to be mapped in the system?
A:
Q: 12) How large is the expected data volume to be (per evaluation area)?
A:
A:
A:
Q: 15) What schedule are you working towards for completion of the sub-project(s)?
A:
A:
A:
A:
Q: 19) How intensely could the available employees work on the project/subprojects?
A:
Questions:
A:
Q: 2) Which data sources (systems from the system landscape) function as plan 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: 4) What relationship exists between the basic key figures and the characteristics?
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:
Questions:
Q: 1) Do you intend to display several currencies in reporting and translate amounts into
different target currencies?
A:
Questions:
Q: 1) If files are one of the sources of data transfers, these can be defined here with logical
file names.
A:
Questions:
Q: 1) Which characteristics (evaluation criteria) 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:
A:
Q: 7) Can you/do you want to form groups of characteristic values? If yes, make a list of
them.
A:
A:
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
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:
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 time-
based characteristics (where appropriate with reference field, the number of decimal places
and the scaling of the key figures)
A:
A:
Questions:
A:
A:
Questions:
A:
Q: 2) How many data versions (for different plan variants) are required for each aspect?
A:
Questions:
Q: 1) Is it likely that in some reports, aggregated sections of the aspect dataset may have to
be accessed?
A: [ ]Yes
[ ]No
Comments:
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: 2) When you carry out currency translations, how are these specified?
A:
2.2.3.9. Derivation
Questions:
Q: 1) Does a set of rules exist to describe a constant valid relation between characteristics?
A:
2.2.3.10. Validation
Questions:
A:
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?
A:
Questions:
Q: 1) From which source systems and/or SAP R/3 applications do you want to transfer plan
data to the aspects?
A:
Questions:
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:
Questions:
A:
Q: 2) Specify the data exactly which should be transferred, with regard to the named
examples under the documentation.
A:
Questions:
A:
2.2.4.4. Comments
Questions:
A:
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:
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. File
Questions:
Q: 1) Specify the files that you want to import to EC-EIS by structure and transfer logic.
A:
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:
Questions:
A:
Questions:
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:
Questions:
Q: 1) Can you distinguish special groups of planners and if yes, which ones are they?
A:
Questions:
Q: 1) Do you have certain keys, according to which plan data within your company is
distributed according to periods?
A:
Questions:
Q: 1) Are there certain aspect basic key figures for which percentage changes must
automatically be considered in planning runs?
A:
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:
Questions:
Q: 1) When using the forecast to determine future values, do you want to weight previous
periods with certain factors?
A:
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:
Questions:
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:
Questions:
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:
Questions:
Q: 1) Do you want to use MS-Winword to print your reports (from the report portfolio)?
A:
2.2.7. Tools
2.2.7.1. Conversion to Release 4.0
Questions:
Q: 1) Do you have to convert your system from a Release < 4.0 to a Release 4.x?
A:
Questions:
A:
A:
A:
Q: 4) Is it possible to classify different user groups in Business Planning, and if so, which?
A:
Q: 5) Which activities with reference to which objects should the authorizations (Profiles) of
the user groups enable?
A:
Questions:
A:
A:
Q: 3) Is there possibly an inconsistency between the ABAP Dictionary and the Field
Catalog?
A:
Q: 4) Are all modules and routines for handling master data functional?
A:
Questions:
A:
2.2.7.5. Data
Questions:
A:
2.2.7.6. Transport
Questions:
A:
Questions:
A:
2.2.8.2. Forms
Questions:
Q: 1) Are complex layouts required (descriptions of content and form of reports, possibly
using formula columns/rows/cells)?
A:
2.2.8.3. Variables
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:
Questions:
Q: 1) Do you want to work with saved (frozen) report data (for performance reasons)?
A:
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:
Questions:
A:
Q: 2) Do you want to delete data which has been transferred to the wrong aspect(s)?
A:
Questions:
A:
A:
A:
2.3. Consolidation
Questions:
A:
A:
A:
A:
Comments:
Q: 5) How many consolidated financial statements do you want to create during a year?
A:
Comments:
A:
Comments:
A:
Comments:
Q: 8) How often do these hierarchies of consolidation groups change within your reporting
timeframe?
A:
Comments:
A:
Comments:
A:
Comments:
Q: 11) Have you implemented SAP legacy systems - if yes, which ones, and where?
A:
Comments:
Q: 12) In which form and at which dates do you collect the reported financial data from the
individual companies?
A:
Comments:
Q: 13) Are there differences with regard to the scope of reported data?
A:
Comments:
Q: 14) Does the reported financial data have to be standardized for group-wide valuation
rules?
A: [ ]Yes
[ ]No
Comments:
A: [ ]Yes
[ ]No
Comments:
Q: 16) What is the extent of the consistency checks of your data at this time?
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:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 22) Which tools do you use at the moment to create your reports?
A:
Comments:
A:
Comments:
Q: 24) How is your current organizational flow for creating consolidated statements?
A:
Comments:
Q: 25) How many employees are involved in the creation of the consolidated financial
statements?
A:
Comments:
A:
Comments:
Q: 27) Which demands are you making on the documentation and what are its aims?
A:
Comments:
A:
Comments:
A:
Comments:
Q: 30) What does your technical infra-structure / system availability look like?
A:
Comments:
Q: 31) Which resources can be available in terms of time frame and quantity?
A:
Comments:
Questions:
A:
Comments:
Questions:
A:
Questions:
Q: 1) Do you receive reported data in currencies, which are not delivered in the standard?
A:
Questions:
A:
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:
A:
A:
Q: 5) In which form and at which dates do you collect the reported financial data from the
individual companies?
A:
Questions:
A:
A:
Q: 3) How many consolidated financial statements do you want to create during a year?
A:
A:
Q: 5) Comments for the transfer of consolidation groups by flexible upload from file
A:
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:
A:
Comments:
A:
Comments:
A:
Comments:
Q: 5) If yes, do you summarize at the subsidiary level or at the corporate group level?
A:
Comments:
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:
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:
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:
A: [ ]Yes
[ ]No
Comments:
Questions:
A: [ ]Yes
[ ]No
Comments:
A:
Comments:
Questions:
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:
Questions:
A:
Q: 2) Which default values do you want to define for the characteristic value of subitems?
A:
Questions:
Q: 1) Have you implemented SAP legacy systems - if yes, which ones, and where?
A:
Questions:
A:
Questions:
Q: 1) Do you have foreign employees, who do not log onto the R/3-System in German?
A: [ ]Yes
[ ]No
Comments:
A: [ ]Yes
[ ]No
Comments:
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:
Questions:
Q: 1) Have you assigned all data monitor tasks you need to the data monitor?
A:
Questions:
Q: 1) In which form and at which dates do you collect the reported financial data from the
individual companies?
A:
A:
Questions:
A:
Comments:
Questions:
Q: 1) Have you activated the maintenance of acquisition and divestiture subitems in the
subitem categories for transaction types?
A: [ ]Yes
[ ]No
Comments:
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:
Questions:
A: [ ]Yes
[ ]No
Comments:
Questions:
A: [ ]Yes
[ ]No
Comments:
Questions:
A:
A:
A:
Q: 4) Do you clear differentials resulting from consolidation of investments against fair value
adjustments?
A: [ ]Yes
[ ]No
Comments:
A:
Comments:
Questions:
A:
Q: 1) What is the system landscape like: which SAP systems and non-SAP systems are in
use?
A:
A:
A:
Q: 4) Do you work with distributed systems? If yes, which ones are they?
A:
A:
Q: 6) Which SAP system components and non-SAP system components are used for which
business purposes?
A:
A:
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:
A:
Q: 11) What are the target groups for the evaluation areas to be mapped in the system?
A:
Q: 12) How large is the expected data volume to be (per evaluation area)?
A:
A:
A:
Q: 15) What schedule are you working towards for completion of the sub-project(s)?
A:
A:
A:
A:
Q: 19) How intensely could the available employees work on the project/subprojects?
A:
Questions:
A:
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: 4) What relationship exists between the basic key figures and the characteristics?
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:
Questions:
Q: 1) Do you intend to display several currencies in reporting and translate amounts into
different target currencies?
A:
Questions:
Q: 1) If files are one of the sources of data transfers, these can be defined here with logical
file names.
A:
Questions:
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:
A:
Q: 7) Can you/do you want to form groups of characteristic values? If yes, make a list of
them.
A:
A:
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. Aspect
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:
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 time-
based characteristics (where appropriate with reference field, the number of decimal places
and the scaling of the key figures)
A:
A:
Questions:
A:
A:
Questions:
A:
Q: 2) How many data versions (for different plan variants) are required for each aspect?
A:
Questions:
Q: 1) Is it likely that in some reports, aggregated sections of the aspect dataset may have to
be accessed?
A: [ ]Yes
[ ]No
Comments:
Questions:
Q: 1) Should or must currency translations be carried out for data collection, data
conversion through aspect summarization, or in entry layouts?
A:
Q: 2) When you carry out currency translations, how are these specified?
A:
Questions:
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. Derivation
Questions:
Q: 1) Does a set of rules exist to describe a constant valid relation between characteristics?
A:
2.4.3.11. Validation
Questions:
A:
Questions:
A:
Questions:
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:
Questions:
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:
Questions:
A:
Q: 2) Specify the data exactly which should be transferred, with regard to the named
examples under the documentation.
A:
Questions:
A:
2.4.4.4. Comments
Questions:
A:
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:
Questions:
Q: 1) In which order should the data transfer runs (for master data, master data hierarchies,
planning data, comments) be started?
A:
2.4.4.7. File
Questions:
Q: 1) Specify the files that you want to import to EC-EIS by structure and transfer logic.
A:
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:
Questions:
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:
Questions:
Q: 1) Do you want to use MS-Winword to print your reports (from the report portfolio)?
A:
2.4.6. Tools
2.4.6.1. Conversion to Release 4.0
Questions:
Q: 1) Do you have to convert your system from a Release < 4.0 to a Release 4.x?
A:
Questions:
A:
A:
A:
A:
Q: 5) Which activities with reference to which objects should the authorizations (Profiles) of
the user groups enable?
A:
Questions:
A:
A:
Q: 3) Is there possibly an inconsistency between the ABAP Dictionary and the Field
Catalog?
A:
Q: 4) Are all modules and routines for handling master data functional?
A:
Questions:
A:
2.4.6.5. Data
Questions:
A:
2.4.6.6. Transport
Questions:
A:
Questions:
A:
Questions:
Q: 1) Are complex layouts required (descriptions of content and form of reports, possibly
using formula columns/rows/cells)?
A:
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:
Questions:
Q: 1) Do you want to work with saved (frozen) report data (for performance reasons)?
A:
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:
Questions:
A:
Q: 2) Do you want to delete data which has been transferred to the wrong aspect(s)?
A:
Questions:
A:
A:
A: