EBS 122 Cum RCD PROJ

ORACLE E-BUSINESS SUITE
RELEASE CONTENT DOCUMENT
Projects
Releases 12.1 and 12.2 (inclusive of 12.0.2 – 12.2.10)
Prepared by Oracle E-Business Suite Product Development
Last Updated: March 30, 2021
Copyright © 2011, 2021, Oracle and/or its affiliates.

Table of Contents
1. Disclaimer 1
2. Introduction 2
2.1. Purpose of document 2
3. New and Changed Features in Projects 3
3.1. Oracle Advanced Project Planning and Control 3
3.1.1. Overview 3
3.1.2. Support Update 3
3.1.3. V.4 3
3.1.3.1. Initial Release 3
3.1.4. V.6 3
3.1.4.1. Advanced Project Planning and Controls to Manage Inevitable Change 4
3.1.5. V.7 4
3.1.5.1. Enhanced Cash Flow Chart 4
3.1.6. V.8 4
3.1.6.1. Advanced Project Planning and Control for Unit rate Contracts 4
3.2. Oracle Grants Accounting 5
3.2.1. Overview 5
3.2.2. Release 12.0.6 (RUP6) 5
3.2.2.1. Marking encumbrance items for burden recalculation 5
3.2.3. Release 12.1.1 5
3.2.3.1. Award budgeting enhancements 5
3.2.3.1.1. Budget period validations 5
3.2.3.1.2. Automatic summarization of project budgets 5
3.2.3.1.3. Budget Line Sorting Option 5
3.2.3.2. Award status inquiry enhancements 5
3.2.3.2.1. View by budget period 5
3.2.3.2.2. GL and PA date parameters on find expenditure items window 5
3.2.3.2.3. GL date parameters on find commitments window 5
3.2.4. Release 12.1.2 6
3.2.4.1. Federal Financial Report (FFR) 6
3.2.5. Release 12.2 6
3.2.5.1. Payables Integration Enhancement – Support for Self Assessed Tax 6
3.2.6. Release 12.2.4 6
3.2.6.1. Burden Rounding for Sponsored Projects 6
3.2.7. Release 12.2.5 6
3.2.7.1. Burden Rounding 6
3.2.7.2. Award Number Display for Grants Reporting 6
3.2.8. Release 12.2.6 7
3.2.8.1. Award Personnel API 7
3.2.8.2. Burden Recalculation Options 7
3.3. Oracle Project Billing 8
3.3.1. Overview 8
3.3.2. Release 12.1.1 8
3.3.2.1. Cascading Billing Schedule Overrides 8
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document ii
3.3.2.2. Agreement Definition Enhancements 8
3.3.2.3. Prepayment Receipt Applications 8
3.3.2.4. Federal Budgetary Accounting for Project Revenue 9
3.3.2.5. Date Effective Funds Consumption 9
3.3.2.6. MGT: Invoice Review Performance Improvements 9
3.3.2.7. MGT: Unbilled Receivables Aging 9
3.3.3. Release 12.2 9
3.3.3.1. Standard Invoicing for Adjusted Transactions 9
3.3.3.2. UBR/UER as Control Accounts 10
3.3.4. Release 12.2.4 10
3.3.4.1. Enhanced Projects Intercompany Processing 10
3.3.4.2. Invoice by Bill Group 10
3.3.4.3. Contract Based Project Billing 10
3.3.4.3.1. Cost Plus Fixed Fee Contracts 11
3.3.4.3.2. Fixed Price Progress Payment Contracts 11
3.3.4.4. Invoice Consolidation 12
3.3.4.5. HTML Based Project Agreements 12
3.3.5. Release 12.2.5 12
3.3.5.1. Revenue Hold 12
3.3.5.2. On Account Credits for Intercompany Invoicing 12
3.3.6. Release 12.2.6 12
3.3.6.1. Cancellation/Adjustment Option for Adjustments Included in Standard Invoicing 12
3.3.6.2. Consolidated Invoice Review 13
3.3.6.3. Consolidated Invoice Function Security 13
3.3.7. Release 12.2.8 13
3.3.7.1. Manage Your Project Revenue According to IFRS 15/ASC 606 13
3.3.8. Release 12.2.9 13
3.3.8.1. Revenue in Cost Transaction Currency 13
3.3.8.2. Revenue by Bill group 13
3.3.8.3. Invoice Consolidations to exclude / include Bill group attributes 14
3.3.9. Release 12.2.10 14
3.3.9.1. Workflow on Agreements 14
3.4. Oracle Project Contracts 15
3.4.1. Overview 15
3.4.2. Release 12.1.3+ 15
3.4.2.1. Copy Status when Creating a Contract from Template 15
3.4.2.2. User Attributes Validation 15
3.4.2.3. Provide Contract Access to Contingent Workers 15
3.4.2.4. Project Contracts Public APIs 15
3.4.3. Release 12.2.4 16
3.4.3.1. Federal Contract Billing 16
3.4.4. Release 12.2.5 16
3.4.4.1. Project Contracts Validation Framework 16
3.4.4.2. Schedule of Values 17
3.5. Oracle Project Costing 18
3.5.1. Overview 18
3.5.2. Release 12.1.1 18
3.5.2.1. Federal Budgetary Accounting for Project Expenditures 18
3.5.2.2. Contingency Worker Clearing Projects 18
3.5.2.3. Additional Project Information in Oracle Time and Labor 18
3.5.3. Release 12.1.3+ 18
3.5.3.1. Improved Usability and Audit of Funds Check 18
3.5.4. Release 12.2 18
3.5.4.1. Labor Costing Enhancements 18
3.5.4.1.1. Costing with HR Rates with Support for Multiple Rates per Employee 18
3.5.4.1.2. New OTL Timecard Layout to Support Rate by Criteria 19
3.5.4.1.3. Total Time Reporting for Exempt Employees 19
3.5.4.1.4. Labor Costing using Payroll Actuals 19
3.5.4.1.5. Labor Cost Accruals 20
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document iii
3.5.4.1.6. Expenditure Batch Reversal Program 20
3.5.4.2. CMRO Integration Enhancements 21
3.5.4.3. Payables Integration Enhancement – Support for Self Assessed Tax 21
3.5.4.4. Enhanced Cost Collection by Cost Code 21
3.5.4.5. Period Close 21
3.5.5. Release 12.2.5 22
3.5.5.1. Uncosted Expenditure Batch Correction Options 22
3.5.6. Release 12.2.6 22
3.5.6.1. Distributed/Accounted Expenditures Reversal Option 22
3.5.6.2. Operating Unit Derivation for Oracle Time and Labor Time Card Entry 22
3.5.6.3. Undo Accounting for Accounted Transactions 22
3.5.6.4. Burden Recalculation Adjustment Accounting Enhancement 22
3.5.7. Release 12.2.7 23
3.5.7.1. Enabling Oracle Time & Labor Rules for Work based Timecard Layouts 23
3.5.8. Release 12.2.8 23
3.5.8.1. Asset Capitalization Dashboard 23
3.5.8.2. PO Cost for Project Asset Creation 23
3.5.8.3. OTL Usability Enhancement 23
3.5.9. Release 12.2.9 24
3.5.9.1. Transaction Funds Check against Bottom up Integration Enabled Cost Budget 24
3.5.10. Release 12.2.10 24
3.5.10.1. Projects Payroll integration supports Supplementary Payroll 24
3.6. Oracle Mobile Project Manager for Oracle E-Business Suite 25
3.6.1. Overview 25
3.6.2. V.1.1.0 25
3.6.2.1. Mobile Application Foundation Updates 25
3.6.2.2. Accessibility Improvements 25
3.6.3. V.1.2.0 25
3.6.3.1. Android Support 25
3.6.3.2. Mobile Foundation Release 3.0 Updates 25
3.6.4. V.1.3.0 26
3.6.4.2. Translation Support 26
3.6.5. V.1.4.0 26
3.6.6. V.1.5.0 26
3.6.7. V.1.6.0 26
3.6.8. V.1.7.0 26
3.6.8.1. Mobile Release 8.0 26
3.7. Oracle Project Foundation 28
3.7.1. Overview 28
3.7.2. Release 12.1.1 28
3.7.2.1. New Purge Process for Obsolete Project Data 28
3.7.2.2. iSetup 28
3.7.2.3. Improved Diagnostics 28
3.7.3. Release 12.1.2 28
3.7.3.1. Enhanced Project List Page 28
3.7.3.1.1. Main Project List Region 28
3.7.3.1.2. Worklist and Notification Regions 29
3.7.3.1.3. Report Views Region 29
3.7.3.1.4. Bookmarks Region 29
3.7.3.2. Streamlined Searches 29
3.7.3.3. New Hover Pop Up Windows 29
3.7.4. Release 12.1.3 29
3.7.4.1. Enhanced Project List Page 29
3.7.4.2. Enhanced Diagnostics 30
3.7.4.3. Delete/Correct PA Periods 30
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document iv
3.7.4.4. Transaction Control Public API 30
3.8. Oracle Project Planning and Control 31
3.8.1. Overview 31
3.8.2. Release 12.1.1 31
3.8.2.1. New Audit Process for Project Performance Reporting Setup 31
3.8.2.2. New Parameters for Refresh Project Performance Data Process 31
3.8.2.3. Workplan Enhancements 31
3.8.2.3.1. Ability to Delete Published Workplan Versions 31
3.8.2.3.2. Usability Enhancements 31
3.8.2.3.3. New Public API for Creating, Maintaining, and Deleting Programs 32
3.8.2.4. Budgeting and Forecasting Enhancements 32
3.8.2.4.1. Enhanced Automatic Calculation and Derivation Logic 32
3.8.2.4.2. Enhanced Handling of Override Rates on Budget / Forecast Lines 33
3.8.2.4.3. Simplified Addition of Planning Elements and Resources 33
3.8.2.5. Self Service Expenditure Inquiry 33
3.8.2.6. Reporting Pack for Generation and Distribution of XML Publisher Reports 33
3.8.2.7. Budget Integration with Federal Budget Execution and/or 3rd Party Budget 34
3.8.2.8. Microsoft Project 2007 Certification 34
3.8.2.9. Project Performance Reporting: Additional Measures 34
3.8.2.10. Project Performance Reporting: Inter-Project Revenue / Billing Amounts 35
3.8.2.11. Supplier Cost Dashboard 35
3.8.2.12. Subcontractor Payment Controls 35
3.8.2.12.1. Support for Pay when Paid Scenarios 35
3.8.2.12.2. Payment Controls for Subcontract Deliverables 35
3.8.3. Release 12.1.2 36
3.8.3.1. Reporting Performance Improvements 36
3.8.3.2. MSP Integration Enhancements 36
3.8.3.2.1. Download Baseline Cost 36
3.8.3.2.2. Download Period to Date/Year to Date Cost 36
3.8.3.3. Enhanced Change Management 37
3.8.3.3.1. Streamlined Control Item Definition 37
3.8.3.3.2. New Supplier Impact Region 37
3.8.3.3.3. Document Versioning 37
3.8.3.3.4. Potential Change Order Report for Customer Approval 37
3.8.3.3.5. Task Creation to Track Change Order Work and Costs 37
3.8.3.3.6. New Search Capabilities 38
3.8.3.4. Project Manager Dashboard for Maintenance of Procurement Deliverables 38
3.8.3.5. Improved Supplier Invoice Payment Controls 38
3.8.3.6. Deductions to Subcontractor Invoices 38
3.8.3.7. Project Security within Oracle Purchasing 38
3.8.3.8. Planning by Fiscal Calendars 39
3.8.3.9. Planning by Manual Entry 39
3.8.3.10. Spread Curve Updates via Task Assignment API 39
3.8.3.11. Default Option to Allow “Assignment Same As Task Duration” 39
3.8.4. Release 12.1.3 39
3.8.4.1. Reporting Performance Improvements 39
3.8.4.2. MSP Integration Enhancements 40
3.8.4.2.1. Support for Non-Shared Task Based Mapping structures 40
3.8.4.2.2. Support for Partially Shared structure 40
3.8.4.3. Enhanced Change Management 40
3.8.4.3.1. Enhanced Cost & Revenue Planning for Change Documents 40
3.8.4.4. Enhanced Retention Invoice Processing for Outstanding Project Deductions 40
3.8.5. Release 12.2 41
3.8.5.1. Planning with HR Rates 41
3.8.5.2. Updated Rates when Generating Forecast from the Workplan 41
3.8.5.3. Planning without Resource Classes 41
3.8.5.4. Planning by Cost Breakdown Structure 41
3.8.6. Release 12.2.4 42
3.8.6.1. Usability: Project Creation and Control Enhancements 42
3.8.6.1.1. Enhanced Options when Creating New Projects 42
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document v
3.8.6.1.2. Improved Budgeting and Forecasting Page Navigation 42
3.8.6.1.3. Workplan and Financial Plan Summary 42
3.8.6.2. Update Financial Attributes 42
3.8.6.3. Move Tasks across Top Tasks 42
3.8.7. Release 12.2.5 43
3.8.7.1. Planning by Cost Breakdown Structure for Intercompany and Interproject Billing 43
3.8.7.2. Project Performance Reporting 43
3.8.7.3. Plan, Execute, Monitor & Control Unit Rate Based Projects 43
3.8.7.4. Budgetary Controls for Financial Plans 43
3.8.8. Release 12.2.6 44
3.8.8.1. Enhanced Revenue Budgeting and Forecasting 44
3.8.8.2. Upgrade Project Reporting Data for Better Performance 44
3.8.8.3. Establish & Maintain effort coefficients between SOV & ARR 45
3.8.8.4. Year End Rollover Processing for Financial Plans 45
3.8.9. Release 12.2.7 45
3.8.9.1. Work Plan Life Cycle 45
3.8.10. Release 12.2.9 45
3.8.10.1. Work plan as Approved Cost Budget 45
3.8.11. Release 12.2.10 46
3.8.11.1. G-Invoicing 46
3.8.11.2. Forms based Budgets to Financial Plan 46
3.9. Oracle Project Procurement 47
3.9.1. Overview 47
3.9.2. Release V5 47
3.9.2.1. Enable Projects for Procurement Planning 47
3.9.2.2. Create and Manage Project Procurement Plans 47
3.9.2.3. Project Management Command Center View 47
3.9.2.4. Project Buyer Command Center View 48
3.9.2.5. Item Analysis 48
3.9.2.6. Supplier Analysis 48
3.9.3.1. Manage Procurement of Complex Services 48
3.9.4.1. Manage Project Procurement Changes 49
3.9.5.1. Flexible Planning Buckets 50
3.9.5.1. Support for Descriptive Flexfields 50
3.9.5.2. User Experience Improvements to Change History Page 50
3.9.5.3. Support for Buyer Notes 50
3.9.5.4. Support for Technical Specifications 50
3.9.6.1. Targeted Incremental 51
3.9.6.2. Ability to Group All Eligible Lines Based on Specific Criteria 51
3.9.6.3. Ability to link Requisition and procurement plan via Requisition Interface 51
3.9.6.4. Prevent Creation of Excess Demand for a Schedule 51
3.9.6.5. Status of Schedule in Procurement Process 51
3.9.6.6. ‘View Shopping Cart’ button on PM dashboard 51
3.9.6.7. Ability to Implement Change on PO by Making Schedule Quantity as 0 51
3.9.6.8. Requester Name in Command Center 52
3.9.6.9. Quantity Pending added in Command Center 52
3.9.6.10. UDA load in Supplier Analysis 52
3.9.6.11. Enhancements related to Implement Changes Actions 52
3.9.6.12. Update Plan Line 52
3.10. Oracle Project Resource Management 53
3.10.1. Overview 53
3.10.2. Release 12.0.3 (RUP3) 53
3.10.2.1. Viewing At-Completion Amounts 53
3.10.2.2. Choosing Displayed Currency 53
3.10.2.3. Reporting Plan Type Data in Context 53
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document vi
3.10.3. Release 12.1.1 53
3.10.3.1. Resource Search by eMail Address 53
3.10.3.2. Resource Search by Person Type 54
3.10.3.3. Streamlined Navigation on Staffing Home 54
3.10.3.4. Cross Validation of Project and Assignment Dates 54
3.10.3.5. Defaulting of Work Patterns’ From and To Dates 55
3.10.3.6. Improved Exception Handling of Maintain Project Resources Process 55
3.10.3.7. New Public APIs for Resource Management 55
3.10.3.8. Organization Authority: Obsolete Forecast Authority 55
3.10.4. Release 12.1.2 55
3.10.4.1. Update of Start and End Dates for Multiple Requirements 55
3.10.4.2. Select Multiple Roll Ups in a Personalized View 56
3.10.4.3. Support for Schedule Shifts while Maintaining Work Patterns 56
3.10.4.4. Updateable Fields on Scheduled People Page 56
3.11. Oracle Projects Command Center 57
3.11.1. Overview 57
3.11.2. Release 12.2.8+ 57
3.11.2.1. Costing Dashboard 57
3.11.2.2. Capital Dashboard 57
3.11.2.3. Budgetary Control Dashboard 58
3.11.3. Release 12.2.9++ 58
3.11.4. Release 12.2.10 59
3.11.4.4. G-Invoicing Dashboard 60
3.11.5. Release 12.2.10++ 60
3.11.5.1. Billing Dashboard 60
3.11.5.2. G-Invoicing Dashboard 61
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document vii
1. Disclaimer
This Release Content Document (RCD) describes product features that are proposed for
the specified release of the Oracle E-Business Suite. This document describes new or
changed functionality only. Existing functionality from prior releases is not described. It
is intended solely to help you assess the business benefits of upgrading to the specified
release of the Oracle E-Business Suite.
This document in any form, software or printed matter, contains proprietary information
that is the exclusive property of Oracle. Your access to and use of this confidential
material is subject to the terms and conditions of your Oracle Software License and
Service Agreement, which has been executed and with which you agree to comply. This
document and information contained herein may not be disclosed, copied, reproduced or
distributed to anyone outside Oracle without prior written consent of Oracle. This
document is not part of your license agreement nor can it be incorporated into any
contractual agreement with Oracle or its subsidiaries or affiliates.
This document is for informational purposes only and is intended solely to assist you in
planning for the implementation and upgrade of the product features described. It is not a
commitment to deliver any material, code, or functionality, and should not be relied upon
in making purchasing decisions. The development, release, and timing of any features or
functionality described in this document remains at the sole discretion of Oracle.
Due to the nature of the product architecture, it may not be possible to safely include all
features described in this document without risking significant destabilization of the code.
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Purpose of document 1
2. Introduction
2.1. Purpose of document

This Release Content Document (RCD) communicates information about new or changed
functionality introduced in Oracle E-Business Suite Releases 12.1 and 12.2, and in
subsequent Release Update Packs (RUPs) and off-cycle patches. For your convenience,
it also includes new or changed functionality introduced in the RUPs for Release 12,
including 12.0.2 through 12.0.7.
The features and enhancements described in this document are grouped by product, and
then by the release in which they first became available, for example, “Release 12.1.1”.
Features released in an off-cycle patch have a special designation – for example, a feature
released after 12.1.1, but before 12.1.2, is designated as “Release 12.1.1+”.
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Purpose of document 2
3. New and Changed Features in Projects
3.1. Oracle Advanced Project Planning and Control

3.1.1. Overview
Oracle Advanced Project Planning and Control, formerly known as Oracle Project
Management Extensions for Oracle Endeca, provides Project Managers and their teams
with clear insight into their project status and results to identify potential issues early so
they can proactively take quick, corrective action. This need is even greater for large
projects with complex workplans or project structures with numerous resources to
manage.
3.1.2. Support Update
• Oracle Premier Support for Oracle E-Business Suite Information Discovery Plus products
will end on December 31, 2021.
• Effective January 1, 2022, both 12.1 and 12.2 versions of the Oracle E-Business Suite
Information Discovery Plus products will move into Sustaining Support.
• Similar capabilities are available at no additional cost in Oracle Enterprise Command
Centers and other standard Oracle E-Business Suite 12.2 functionality.
• For more information, see the Oracle Lifetime Support Policy: Oracle Applications
3.1.3. V.4
3.1.3.1. Initial Release

Project Managers and their teams need clearer insight into their project status and results
to identify potential issues early so they can take proactive, corrective actions quickly.
This need is even greater for large projects with complex workplans or project structures
and numerous resources to manage. Endeca Extension help Project Managers avoid
schedule delays by warning them of late tasks before they affect project deadlines and
budgets, and enabling them to act on tasks that are behind schedule to keep projects on
track. Endeca Extensions can help Project Managers improve their productivity by
identifying and updating required progress and schedule changes quickly, making
progress or schedule changes consistently across tasks and providing the ability to update
multiple financial plans at the same time. The extensions can also help reduce project risk
by identifying tasks with financial risk and enabling efficient investigation and update
plans to avoid financial impacts.
The extensions include new overview pages for projects, workplans, financial plans and
expenditures. The new overview pages use Endeca technology to provide flexible and
robust searching and guided navigation, intelligent information about the project status or
results such as charts and graphs and configurable table layouts to make finding
information quick and easy. New Oracle Project Planning and Control pages are
seamlessly integrated to enable you to select information from the Endeca overview
pages and make efficient updates to workplan tasks and financial plans.
3.1.4. V.6
In Release 12.2.5, Oracle Project Management Extensions for Oracle Endeca is renamed
as Oracle Advanced Project Planning and Control.
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Advanced Project Planning and Control 3
3.1.4.1. Advanced Project Planning and Controls to Manage Inevitable Change
The project management team requires a flexible collaboration across the entire project to
plan, execute, inform and manage the delivery of optimal results. Change is inevitable
through the life of a contract. A big challenge for managers responsible for project plans
and control is not being able to access project performance measurements in a single
place with the appropriate tools to view and monitor project performance.
The project team is responsible to plan for project resources, time, and costs. Then, as the
team deploys resources to execute the plan, the team is expected to track, monitor and
control progress and actual results across diverse project data generated by multiple
systems throughout their organization.
Advanced Project Planning and Control provides a 360o view of the project and presents
key project performance indicators in an integrated command center. This enables Project
managers to compile data, measure results, and analyze critical variables to monitor
metrics and identify deviations or alerts and drill down to source transactions to address
core issues. Once core issues are identified, Project Managers can inform the team,
enabling them to collaborate, communicate and adjust the plan to take corrective action to
resolve issues and mitigate risk.
The Advanced Project Planning and Control tool generates key performance indicators
(KPIs) that reduce the time and effort to monitor and control the project by providing
earned value metrics, project performance indicators, and resource performance
indicators. These KPIs and associated project data is generated through a structured
process to
• Ensure commitments are delivered in accordance to plan,
• Maintain cash flow as planned
• Meet project objectives to deliver customer commitments with expected value.
3.1.5. V.7
3.1.5.1. Enhanced Cash Flow Chart

The Cash Flow Chart in the project performance region is enhanced with actual cost
incurred on Project from all sources like payroll (excluding accruals), usage,
miscellaneous actuals, WIP, imported cost from custom sources and supplier payments
for all supplier transactions from Inventory, CSE, Services Procurement, PO Receipts, etc
to fine-tune the precision on cash outflow. Also, advance receipts are included in cash
inflow.
These Cash Flow Chart enhancements help users to understand how cost and revenues
are realized, and displays current cash trends to aide negotiations with Vendors and
clients.
3.1.6. V.8
3.1.6.1. Advanced Project Planning and Control for Unit rate Contracts
Advanced Project Planning and Control is now being extended for unit rate based
projects driven by schedule of values. This will display various measures, metrics and
charts that reflect the project performance. These performance indicators are derived
based on plan and progress measured in terms of delivery units.
The dashboard has also been enhanced to present critical information on resource
requirements, resource availability and resource productivity computed using burn rate
method. This would enable project managers to plan, monitor and manage the resource
assignments more effectively.
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Advanced Project Planning and Control 4
3.2. Oracle Grants Accounting
3.2.1. Overview
Oracle Grants Accounting provides your organization with the ability to completely track
grants and funded projects from inception to final reporting. Oracle Grants Accounting
provides a fully integrated system that supports multi-funded projects and the required
compliance terms and conditions by award. Oracle Grants Accounting supports
validation of allowable costs as well as flexible budgetary controls to ensure fiscal
responsibility.
3.2.2. Release 12.0.6 (RUP6)
3.2.2.1. Marking encumbrance items for burden recalculation

Encumbrance items are marked for burden recalculation if either the indirect cost
schedule on the Compliances tab is updated or records are updated, inserted or deleted in
the Override Schedules window.
3.2.3. Release 12.1.1
3.2.3.1. Award budgeting enhancements

3.2.3.1.1. Budget period validations
Budget periods will not be validated across award budgets when those awards fund a
single project. This provides the flexibility to establish award budgets based on the
actual duration of the award, while not being confined based on the existing budgets
already established for the project.
3.2.3.1.2. Automatic summarization of project budgets
When users establish award budgets with any entry method and period definitions,
regardless of the previously created budgets for a project, the award budgets still
automatically summarize to a project budget viewable in Project Status Inquiry. Two
profile options have been added to identify the budget entry methods that are used to
summarize the project budgets.
3.2.3.1.3. Budget Line Sorting Option
For a budget that is established with date range periods, a sorting option is available
on the budget lines window. You can choose to sort the lines by Resource name, or
by effective dates. This provides the flexibility to view the budget lines by period or
by budgeted resource.
3.2.3.2. Award status inquiry enhancements

3.2.3.2.1. View by budget period
A new region has been added to the Find Award Status window that enables the view
to be limited to a single period, range of periods, or inception to date for a particular
award. The parameters reflect the budget periods entered on the award budget.
3.2.3.2.2. GL and PA date parameters on find expenditure items window
GL and PA date parameters have been added to the Find Expenditure Items window.
3.2.3.2.3. GL date parameters on find commitments window
GL Date parameters have been added to the Find Commitments window.
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Grants Accounting 5
3.2.4. Release 12.1.2
3.2.4.1. Federal Financial Report (FFR)

Most federal grants require recipients to periodically submit reports on their grant’s
financial progress. In the United States, the Office of Management and Budget (OMB)
have consolidated the two most common financial reports, the Financial Status Report
(FSR or SF–269/SF–269A) and the Federal Cash Transaction Report (FCTR or SF–
272/SF–272A), into a single form. OMB is requiring that federal agencies transition to
the FFR by September 30, 2009.
To comply with this change, Oracle Grants Accounting has introduced a new FFR report.
To allow for easy transition, the Financial Status Report and the Federal Cash
Transaction Report are still available for use or for data verification.
3.2.5. Release 12.2
3.2.5.1. Payables Integration Enhancement – Support for Self Assessed Tax

Self assessed tax amounts are taxes for which a purchaser is liable. While the self
assessed tax amount is computed on the supplier invoice, it is not payable to the supplier.
In Release 12, E-Business Tax and Oracle Payables introduced new functionality to
calculate and store self-assessed tax amounts. These tax amounts are interfaced to Oracle
Grants Accounting and recorded as a project expense.
3.2.6. Release 12.2.4
3.2.6.1. Burden Rounding for Sponsored Projects

Organizations may receive awards for various projects. To claim funds, the award
recipient needs to bill the sponsor for cost and overheads incurred. Any variation between
overheads calculated on cost and billing could result in audit objections. To meet these
regulatory and accounting reporting requirements easily, the revenue and invoice process
is enhanced to eliminate rounding differences and match invoice awards with actual
expenditures to the penny.
3.2.7. Release 12.2.5
3.2.7.1. Burden Rounding

Standard accounting practices and regulations to comply with federal and nonfederal
sponsored projects require invoices to match award amounts. Burden and rounding
calculations can cause differences between the invoice amounts and the supporting
documentation for revenue and expenditures
The draft revenue and invoice processes (GMS: Generate Draft Revenue and GMS:
Generate Draft Invoice) have been enhanced to calculate the difference between the
burden transaction cost and the burden amount on the invoice to resolve any differences
between the invoice and revenue amounts, existing . The differential rounding amount is
included in the revenue and invoice amounts to reconcile the award invoice amount with
the cost amount.
THIS FEATURE IS BACK-PORTED TO 12.1.3.
3.2.7.2. Award Number Display for Grants Reporting

Displaying the award number in transaction exception, costing and funds check reports
enables users to identify the appropriate award transaction for further processing.
Additional award information is displayed in the following reports:
• GMS: Costing and Funds Check on Straight Time Labor
• GMS: Costing and Funds Check on Straight Time Labor for a Range of Projects
• GMS: Distribute Supplier Cost Adjustments and Funds Check
• GMS: Distribute Supplier Cost Adjustments and Funds Check for a Range of
Projects
• GMS: Costing and Funds Check on Usage and Miscellaneous Costs
• GMS: Costing and Funds Check on Expense Report Adjustments
• EXC: Transaction Exception Details by PA Period
Note: Report sections applicable to Grants include Accounts Payable
Invoice Exceptions, Uncosted Transactions, and Costing Exceptions
• EXC: Transaction Exception Details by GL Period
Note: Report sections applicable to Grants include Accounts Payable
Invoice Exceptions, Uncosted Transactions, and Costing Exceptions
• AUD: Supplier Costs Interface Audit
• PRC: Transaction Import

3.2.8. Release 12.2.6
3.2.8.1. Award Personnel API

Key members perform tasks throughout the award lifecycle. The ability to add or
update key members across multiple awards is essential where an update may be
necessary for hundreds of awards. The Award Personnel Public API eliminates the
need to update a key member manually by enabling users to create or update key
members in mass automatically.
3.2.8.2. Burden Recalculation Options

When users update an award’s indirect cost schedule using either the Compliance
window or via a cost schedule override, burden for impacted expenditure and
encumbrance items may be required to be recalculated. The burden recalculation
option enables users to recalculate burden for expenditures and encumbrance amounts
automatically instead of marking each expenditure item manually. Users can select the
new or updated cost schedule and select the burden recalculation option to recalculate
burden and update the expenditures and encumbrances automatically using standard
distribution processes.
3.3. Oracle Project Billing
3.3.1. Overview
Oracle Project Billing helps improve cash flow and project profitability by streamlining
and managing your billing process. You can easily review and manage invoices, revenue,
and funding for all your projects.
This release focuses on key requirements of the U.S. Federal government, including
tracking and handling of reimbursable agreements, advance payments, and revenue
accounting. However, a majority of the features are available that are beneficial to all
industries.
3.3.2. Release 12.1.1
3.3.2.1. Cascading Billing Schedule Overrides

You can streamline the process of updating billing schedules information either for all
tasks in a project or for all subtasks of a task. To support this enhancement, two new
Tools menu options are available in the Billing Schedules window. When you update bill
rate or burden schedule information at a project level, you can choose to copy the updates
to the project tasks. When you update the billing schedules information for a summary
task, you can choose to copy the updates to all subtasks. In addition, when you choose a
copy option, you can select whether to apply the updates to all tasks, or to exclude tasks.
THIS FEATURE WAS ORIGINALLY RELEASED IN 11.5.10 FP.M RUP3
3.3.2.2. Agreement Definition Enhancements

To better control billing against agreements and provide more information on
agreements, the following new agreement fields are available:
• Start date: to more accurately control the duration of the agreement
• Customer order number and accounting reference: to track your customer’s
references for the agreement
• Billing sequence number: to control the order in which agreements are used for
billing purposes
• Advance Required checkbox: to control if an advance payment is required before
invoicing can occur
• 15 additional descriptive flexfield attributes (bringing the total to 25): to track
any other information
3.3.2.3. Prepayment Receipt Applications

Prepayment (advance payment) receipts entered in Oracle Receivables can be associated
with Agreements. These receipts are then automatically applied to the Project invoices
when they are interfaced to Oracle Receivables. This provides the ability to earmark cash
for a specific agreement up front, and draw down that cash balance automatically.
An Apply Receipt button is added that enables users to choose the receipts to associate
with the Agreement. A new flag is added to the agreement to identify if an advance is
required for the agreement. When an advance is required, the total funding cannot exceed
the amount of prepayments that have been associated with the agreement. In conjunction
with a hard limit, this ensures that users are not able to bill the customer more than the
amount received as an advance.
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Project Billing 8
A client extension is available to determine which customers are required to provide an
advance payment. Based on the outcome of the extension, the advance required flag will
be enabled or disabled. A new security function enables users to grant users the ability to
override the flag. The combination of the extension and security function enables users
to ensure that the advance required flag is set appropriately.
3.3.2.4. Federal Budgetary Accounting for Project Revenue

Additional journal entry definitions are available in Oracle Subledger Accounting for the
Federal Budgetary entries required for revenue accounting.
3.3.2.5. Date Effective Funds Consumption

A new attribute on the Project Type form enables users to enable date effective funds
consumption. When this option is enabled, cost and event transaction dates must fall
within the agreement start and end dates to be billed against an agreement. In addition,
transactions are only billed against the agreement if the full transaction amount can be
funded. This applies to both revenue and invoice generation. When the option is not
enabled, revenue generation supports partial billing for transactions.
3.3.2.6. MGT: Invoice Review Performance Improvements

Enhancements were made to the MGT: Invoice Review report to improve performance
and support the following new runtime parameters:
• Project Status
• Project Closed After Date
• Project Range
3.3.2.7. MGT: Unbilled Receivables Aging

Enhancements were made to the MGT: Unbilled Receivables Aging report to improve
performance and support the following new runtime parameters:
• Project Status
• Project Closed After Date
• Project Range
3.3.3. Release 12.2
3.3.3.1. Standard Invoicing for Adjusted Transactions

When an expenditure item is adjusted after it has been billed, the invoicing process
generates a credit memo to reverse the billing of the original item and will then includes
the adjusted transaction on the next standard invoice. With this release, the reversal
transaction and the adjusted transaction can both be included on the next standard invoice
eliminating the creation of the credit memo.
To control processing behavior, a new attribute has been added to the billing set up form
at the project and task level. The valid values for the new attribute are as follows:
• None (Default): Retain existing functionality. Create credit memos when any
expenditure item is adjusted after it has been billed.
• Labor Accruals Reversals Only: Include labor accrual reversals on standard
invoices. For all other adjustment reversal transactions, create credit memos.
• Labor Only: Include adjustment reversal transactions for labor on standard
invoices. For adjustments to non-labor transactions, create credit memos.
• All Transactions: Include all adjustment reversal transactions on standard
invoices.
3.3.3.2. UBR/UER as Control Accounts

Set up Unbilled Receivable or Unearned Revenue (UBR/UER) as control accounts to
prevent users from entering manual journals.
3.3.4. Release 12.2.4
3.3.4.1. Enhanced Projects Intercompany Processing

Global organizations that execute projects across the world typically generate
intercompany transactions across legal entities. In EBS, multiple legal entities may be
defined within the same operating unit. Each entity is required to generate legal
documents and accounting to meet statutory requirements. For instance, the intercompany
transactions may be generated when a project managed by one legal entity requires the
goods or services to that belong to a second legal entity; or resources owned by the first
legal entity are used on a project that is owned by second legal entity.
Using enhanced projects intercompany processing you can borrow resources without risk
of statutory non-compliance, automate end to end flow, improve cash flow by billing
customers accurately, and minimize manual effort and cost of reconciling intercompany
transactions. The enhanced intercompany processing provides a method to generate legal
documentation for transactions spanning legal entities within the same operating unit.
The provider legal entity creates a Receivables invoice, which is interfaced as a Payables
invoice to the receiver legal entity.
3.3.4.2. Invoice by Bill Group

Customers may specify complex billing requirements for large projects or project
providers could break out bills to speed up collections. Some examples are –
• Invoicing is not based on financial plan (does not map to top tasks) e.g. project is
structured by building but bills are required separately for material and labor.
• Travel expenses need to be billed separately from labor cost as they are
scrutinized in detail to speed up cash flow
• Labor is billed weekly and material cost is billed monthly aligned to project
providers payment cycles
• Multiple billers are assigned to a single large project
With the billing group enhancement you have flexibility to generate billing by user
criteria, bill to meet customer specific requirements, and improve cash flow, For instance,
when multiple billing clerks are assigned to a project they can create draft invoices
simultaneously, approve draft invoices in any order, release approved Invoices in the
order they are approved, and delete a single approved invoice. They can also process
invoice billing cycles at desired frequencies appropriate for the types of cost.
3.3.4.3. Contract Based Project Billing

For many companies, both commercial and government, the ability to invoice your
customer based on complex contract requirements is mandated. Oracle Project Contracts
provides the ability to enter detailed contract details and terms based on various
government and non-government regulations. For example, invoicing and payments for
federal contractors in the Aerospace and Defense industries are governed by the Federal
Acquisition Regulation (FAR). Contracts defined by federal contractors require detailed
commercial payments terms that specify how invoices can be sent, how payments can be
received, financial reporting requirements, information security as well as detailed
information to support audit regulations that associate payments to contracts, contract
lines, subcontract lines, funding information and ACRNs (Accounting Code Reference
Numbers).
The integration between Oracle Projects and Oracle Project Contracts supports businesses
required to comply with these FAR regulations. Oracle Project Contracts enables the
storage of information related to Accounting Code Reference Numbers (ACRNs) and
payment instructions as well as enables users to perform fund allocations using ACRNs.
This information is then interfaced to Oracle Project Billing, to invoice the customer
based on these specifications and maintain the required audit trail.
Contract based project billing requirements can be met for the following contract types:
• Cost Plus Fixed Fee Contracts (including Award and/or Incentive Fee)
• Fixed Price Progress Payment Contracts
3.3.4.3.1. Cost Plus Fixed Fee Contracts
Cost reimbursement contracts, as defined in Oracle Project Contracts, can include
fixed fee, incentive fee and/or award fees and may be subject to withholding. Fixed
fees are billed as a percentage of cost and in some cases cost of money or some
expenses may be excluded or limited from the amount eligible for fee billing. These
detailed payment and invoicing terms as regulated by the FAR guidelines can be
entered and maintained in Oracle Project Contracts.
This contract information is utilized by Oracle Project Billing for invoicing
compliance purposes. All contracts can be billed with reference to the contract,
contract line / sub line from inception to date. Invoices can be grouped by contract
line / sub line as requested by the government agency including allocation by ACRN
for any payments received. The details of the contract, any modifications and billing
details for progress payments and cost based reimbursements or fees are also
maintained for DFAS/DCAA audit purposes (ACRN funded, billed, funds remaining
and fund expiration dates). And finally, invoice presentment using federal billing
forms SF1034 and SF 1035 is also supported.
3.3.4.3.2. Fixed Price Progress Payment Contracts
Fixed price contracts, as defined in Oracle Project Contracts, can include incentive
fees and progress payments. These contracts generally include a clause for the
contractor to bill progress payments based on costs using federal billing form
SF1443. These progress payments are closely administered through periodic reviews,
reviewing and approving progress payment requests, analyzing liquidations, and
taking other actions to protect the government's interests.
In addition to progress bills, contractors need to generate shipment billing with each
delivery. Progress payments are adjusted through a process of liquidation calculated
by the government agency.
This contract information is utilized by Oracle Project Billing for invoicing
compliance purposes. All contracts can be billed with reference to the contract,
contract line / sub line from inception to date. Invoices can be grouped by contract
line / sub line as requested by the government agency including allocation by ACRN
for any payments received. The details of the contract, any modifications and billing
details for progress payments and cost based reimbursements or fees are also
maintained for DFAS/DCAA audit purposes (ACRN funded, billed, funds remaining
and fund expiration dates).
3.3.4.4. Invoice Consolidation
The ability to create consolidated invoices is a requirement for many complex global
organizations. Whether mandated by customer requirements or to comply with internal
billing needs, the ability to issue one single consolidated invoice across projects, contract
lines, or agreements can simplify your overall invoice process.
Users can define a consolidated bill group, along with the associated billing and
consolidation attributes, and associate the consolidated bill group to the projects
designated for consolidation. During the invoice generation process, the consolidated bill
group can be selected as an invoice processing option, delivering to your customer one
consolidated invoice instead of multiple individual invoices.
Invoice consolidation can be used as part of the Contract-Based Project Billing solution
as well as by stand alone Oracle Projects users.
3.3.4.5. HTML Based Project Agreements

To avoid menu switching between Forms and HTML, customers can manage funding
arrangements, as well as, define and maintain project agreements in HTML.
3.3.5. Release 12.2.5
3.3.5.1. Revenue Hold

As circumstances change, users may require the flexibility to hold invoices until certain
expenditure items or events are resolved. Users can use the revenue hold option to place
selected transactions on hold to provide time for issues to be resolved. Since invoice
generation is dependent on revenue generation, revenue holds also prevent the generation
of invoices for the held expenditures.
3.3.5.2. On Account Credits for Intercompany Invoicing

Companies that utilize Projects throughout their global operations may be required to
process thousands of adjustments and credits to their intercompany billing on a monthly
basis. Processing credit memos for each adjustment and associating each credit memo to
the original invoice can be clerically intensive, causing inaccuracy and an inefficient use
of resources. This is particularly difficult when adjustments are made to expenditure bills
processed in a prior period and the original intercompany invoice has been paid.
With on-account credits, users are able to choose the optimal method to process
intercompany credit adjustments; they can either apply credit memos to the original
invoice or generate an on account credit. When the adjustment applies to prior periods,
using on account credits greatly reduces manual effort by eliminating the need to unapply
each credit memo before netting the credit memo against the current billing period.
3.3.6. Release 12.2.6
3.3.6.1. Cancellation/Adjustment Option for Adjustments Included in Standard

Invoicing
The option to “Include Invoice Adjustments on a Standard Invoice” enables users to
reverse transactions without the need to create credit memos by including the
adjustment on the next standard invoice. This option has been enhanced to enable
users to cancel these adjustment invoices.
3.3.6.2. Consolidated Invoice Review
The Consolidated Invoice Review page enables users to search for consolidated
invoices by criteria such as consolidated bill group, consolidated invoice number,
invoice details, customer details, project details or key member details. From the
Consolidated Invoice Review page, users can view, approve, release, cancel or credit
consolidated invoices. In addition, users can drill down into the draft invoice details
and/or AR invoice details from this page. With this enhancement, the Invoice Review
Screen is used to query and take action on draft invoices only and the Consolidated
Invoice Review page can be used to query and take action on consolidated invoices.
3.3.6.3. Consolidated Invoice Function Security

The option to view, approve and release consolidated invoices can now be controlled
using consolidated invoice function security. Based on a users’ project role, function
security options can be updated for each key member assigned to the projects included
in the consolidated invoice.
3.3.7. Release 12.2.8
3.3.7.1. Manage Your Project Revenue According to IFRS 15/ASC 606

IFRS 15 and ASC 606 are new revenue recognition standards that replace some of the
existing revenue guidance. They introduce changes in the way revenue is currently
being recognized. The new standards enforce that the revenue can be recognized only
upon satisfying the performance obligations agreed with the customer. The guidelines
also state that in case of bundled contracts, the revenue should be re allocated among
various performance obligations within the same contract based on their standalone
selling price.
Manage your Project Revenue According to IFRS15/ASC 606 feature enables users
to capture performance obligations in a project and to derive accurate progress against
those obligations. This feature also facilitates accounting for contract asset and
contract liability. Revenue Management in Cloud Service (RMCS) has the capability
to reallocate revenue as per IFRS 15 guidelines for bundled contracts. Oracle projects
has enriched its existing integration with RMCS to facilitate EBS Projects customers
to comply with IFRS 15 accounting guidelines for bundled contracts.
This feature is available also on 12.2.7 and will be available on 12.1.3.
3.3.8. Release 12.2.9
3.3.8.1. Revenue in Cost Transaction Currency

An option to select Revenue Transaction Currency as ‘Project Functional Currency
and Transaction Currency’ has been introduced.
This enables organizations to maintain revenue in same currency in which costs are
incurred. This would help the project managers to identify cost vs revenue without
conversion reconciliations.
3.3.8.2. Revenue by Bill group

This feature facilitates organizations to identify and summarize revenue by different
criteria occurring from business requirements.
Revenue by Bill group feature would provide flexibility to select certain expenditures
or billing events for revenue processing based on the bill groups associated with them.
The bill group attribute has also been added to the auto accounting parameters to
facilitate revenue accounting based on bill groups.
3.3.8.3. Invoice Consolidations to exclude / include Bill group attributes

This enhancement on invoice consolidation feature further provides an ability to group
consolidated invoices by considering bill group attribute on transactions or ignoring
the same.
3.3.9. Release 12.2.10
3.3.9.1. Workflow on Agreements

Organisations need to approve the agreement before it funds any project. A review and
approval process helps to track and monitor changes on the contracts Approval
workflow feature is introduced on Agreements in Billing which brings in the
hierarchical review and approval for agreements, before the funding is assigned to the
project.
• Enables the user to setup approval hierarchy as per organizational requirements
(Example: Based on customer, Value, etc.)
• New statuses are introduced to portray current status of agreement as “Submitted”,
“In Progress”, “Approved”
• This feature embraces all changes on agreement and all changes can run through
workflow and versioned.
• A history page is introduced to review and for audit trails.
3.4. Oracle Project Contracts
3.4.1. Overview
Oracle Project Contracts supports the contract management needs of project driven
organizations, including commercial and government contractors, agencies, and
subcontractors. These organizations operate in a project centric environment
characterized by:
• Changing contract specifications.
• Volatile demand and long lead-times.
• High percentage of procure-to-contract components and services.
• Contractual requirements for billing.
• Incremental funding in multiple currencies.
• Compliance of government regulations.
Oracle Project Contracts addresses budgetary constraints, contract margins, flow down of
contract information to subcontractors, and prioritization of deliverables. The Contract
Organizer window provides a single entry point to access and define contract documents.
Through the Contract Organizer window, you can access different functional regions
including authoring, deliverable tracking, funding, hold management, contract revisions,
and other contract related activities.
3.4.2. Release 12.1.3+
3.4.2.1. Copy Status when Creating a Contract from Template

Oracle Project Contracts enables users to copy the status specified on a Template while
creating a new contract from it. System provides the user with an option to achieve this.
This feature is forward-ported to 12.2.4.
3.4.2.2. User Attributes Validation

Oracle Project Contracts provides the capability for one to explicitly check the existence
of values for all mandatory User Attributes and their validity. This validation is carried
out across the entire contract document.
3.4.2.3. Provide Contract Access to Contingent Workers

Prior to this release, contingent workers were not provided direct access to contracts
within the application. Hence, organizations had to use workarounds in order to
effectively utilize their contingent work force, such as using regular employees’ access
information. This posed a big security threat for project based organizations.
Contingent workers can now be provided access to the contracts through the use of a
profile option “OKE: Allow Contingent Workers”. If this profile is set to ‘Yes’,
organizations would be able to provide access to contracts for the contingent workers.
THIS FEATURE IS FORWARD-PORTED TO 12.2.4.
3.4.2.4. Project Contracts Public APIs

Oracle Project Contracts offers a wide range of public APIs to carry out Create, Update
and Delete operations at various levels in the entire contract document, in addition to the
already existing APIs. With this release, users can update and delete contract header,
lines and deliverables. The APIs enable users to create, update and delete billing events
and user defined attributes. Users can also create and update contract parties and roles, as
well as update project status. These APIs help in increasing the usability of the
application and productivity of the users.
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Project Contracts 15
THIS FEATURE IS FORWARD-PORTED TO 12.2.4.
3.4.3. Release 12.2.4
3.4.3.1. Federal Contract Billing

Federal contractors in the Defense and Aerospace sectors are governed by Federal
Acquisition Regulations, or FAR. Federal Contracts include the commercial terms
specifying how the contractors will receive payment, such as fixed price with progress
payments, cost plus fixed fee etc. Contractors need to generate bills and maintain the
required audit trail specified by FAR, in order to receive payments on time.
Oracle Project Contracts enables the storage of information related to Accounting Code
Reference Numbers (ACRNs), payment instructions etc., as well as enables users to
perform fund allocations using ACRNs. This information is then interfaced to Oracle
Project Billing in order to maintain the required audit trail.
In addition to this, Oracle Project Contracts supports the automatic fee percent
calculation as well as the ability to bill a contract using a project hierarchy. In this
release, “Bill Group” has been renamed to “Consolidated Bill Group” and provides
available data for contracts and for the purpose of invoicing. A consolidated bill group is
defined in Oracle Project Billing and can be used to group contract lines based on your
federal billing contract.
Federal Contract Billing uses an extension of the validation framework introduced within
Project Contracts. The validation framework, as detailed in the next section, uses a
seeded quality assurance check list and process specified for Federal Contracts, along
with the option to include additional validations related to Federal Contract Billing as
required. In addition to contract approval and modification, the validate document
action is automatically executed prior to agreement creation or funding update
completion.
3.4.4. Release 12.2.5
3.4.4.1. Project Contracts Validation Framework

Oracle Project Contracts provides a Validation Framework for quality assurance of all
Project Contracts by the following two key entities:
• Quality Assurance Process
• Quality Assurance Check List
The Quality Assurance Process includes validation rules defined by the user, while the
Quality Assurance Check List consists of either one Process or a combination of multiple
Processes as per the business requirements. Oracle Project Contracts provides a seeded
Quality Assurance Check List – “Default Project Contracts Quality Assurance Check
List” which includes a seeded Quality Assurance Process – “Check User Attributes for
Project Contracts”. With the help of this seeded Check List, users can easily find any
invalid values in the User Defined Attributes of a contract at both Contract Header and
Contract Line levels.
The Validation Framework provides the validation results to the user when it’s executed
against a Project Contract. This is initiated thru the “Validate Document” action in the
Authoring Workbench enabling the user to validate current contract. Besides, this
validation for quality assurance is also automatically executed before the start of the
approval of the contract and before the completion of a change request.
THIS FEATURE IS BACK-PORTED TO 12.1.3+.
3.4.4.2. Schedule of Values
Oracle Projects supports Schedules of Values (SOV), which is a part of a contractual
agreement, used as the basis for delivery and payment (Billing through periodic
applications for payment), whereby the contractor requests payment against the delivery
or work completed during that period.
Oracle Project Contracts provides the capability to support Schedule of Values
correspondingly, providing related restrictions to ensure data quality. SOV can be
maintained within Oracle Project Contracts and then interfaced with Oracle Projects.
Some of the key features introduced here include:
• Display of SOV type of the project associated with the current
contract.
• Enable Fee Retention Percent for SOV related contracts.
• Validations have been added for project association, tasks selection
and line quantity changes.
• Extended Validation Framework with the Seeded Quality Assurance
Check List and Processes specified for SOV related contracts, including the
validation for single customer association and inapplicable data.
• SOV information is interfaced to Projects after a contract is approved
or a change request is completed.
• A Project Contract or Contract Lines can only be terminated after
due checks for their availability for termination has been made with the related
Project.
3.5. Oracle Project Costing
3.5.1. Overview
Oracle Project Costing helps you improve the bottom line of your projects by integrating
and controlling all project costs. You can effectively manager project budgets, streamline
processing, automate resource sharing administration and capitalize assets more
efficiently.
3.5.2. Release 12.1.1
3.5.2.1. Federal Budgetary Accounting for Project Expenditures

Additional journal entry definitions are available in Oracle Subledger Accounting for the
Federal Budgetary entries required for cost accounting. Budgetary accounting entries can
be created for all expenditures imported, entered or adjusted in Oracle Projects.
3.5.2.2. Contingency Worker Clearing Projects

A new flag is available to identify a project as a contingency worker clearing project.
When this project is referenced on a Purchase Order, Oracle Time and Labor enables
contingency workers consuming that purchase order to charge time to any approved
project. This new functionality provides improved support for contingent workers who
are hired to work on multiple projects over the life of their engagement.
3.5.2.3. Additional Project Information in Oracle Time and Labor

The project views that control the display of project data in Oracle Time and Labor,
PA_ONLINE_PROJECTS_V and PA_ONLINE_TASKS_V, have been enhanced to
display the Project and Task Names as well as the Project and Task Numbers. Because
new columns have been added to the views, any user who has customized the views
needs to ensure their customizations are updated to accommodate the new attributes.
3.5.3. Release 12.1.3+
3.5.3.1. Improved Usability and Audit of Funds Check

Users can easily correct errors and speed up resolution of issues identified by the funds
check flow. Users can view balances in the enhanced Funds Check Balances screen that
displays summary balances for the project, and then drill down into the details of
commitments and actual expenses. The enhanced Funds Check Transaction Results
screen then provides the required corrective action to resolve the identified issue.
3.5.4. Release 12.2
3.5.4.1. Labor Costing Enhancements

The following new features are provided to increase flexibility and reduce maintenance
overhead.
3.5.4.1.1. Costing with HR Rates with Support for Multiple Rates per Employee
A new rate source option of “HR” has been added to labor costing rules. When this
option is selected, labor rates are derived from HR Rate by Criteria matrices. Rate by
Criteria is a feature within Oracle Human Resources (HR) that enables multiple rates
to be defined for an employee based on criteria such as the assigned project or the
type of work performed or the location where work occurred.
Rate by Criteria matrices can also be used to define prevailing rate tables in order to
comply with the Davis-Bacon Act. The Davis-Bacon and Related Acts apply to
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Project Costing 18
contractors and subcontractors performing on federally funded or assisted contracts
in excess of $2,000 for the construction, alteration, or repair (including painting and
decorating) of public buildings or public works. The act stipulates that contractors
and subcontractors must pay their laborers and mechanics employed under the
contract no less than the locally prevailing wages and fringe benefits for
corresponding work on similar projects in the area.
3.5.4.1.2. New OTL Timecard Layout to Support Rate by Criteria
When HR Rate by Criteria matrices are used to store and maintain employee labor
rates, additional attributes must be captured on the timecard in order to retrieve the
appropriate rate to calculate project cost amounts. Therefore, a new OTL timecard
layout has been provided with new fields at the line level to capture job, location and
work type. New online views are also available for each new attribute to enable
users to customize the list of values displayed to employees during time entry.
3.5.4.1.3. Total Time Reporting for Exempt Employees
The US Federal Government (DCAA Contract Audit Manual, Section 9) requires
contractors to record all labor hours “worked” whether they are paid or not. This is
because labor rates and labor overhead costs can be affected by total hours worked as
opposed to total hours billed. While all hours worked must be recorded, contractors
cannot charge the government for more than was actually paid to the employee.
Therefore a new option called “Total Time Costing” has been added to Labor Costing
Rules to indicate that effective rates should be applied when costing labor
transactions. The effective rate is calculated using the following formula:
Employee Base Hours / Total Hours Worked * Employee Cost Rate
When an employee’s total hours worked exceeds the base hours specified on the
costing rule, cost amounts are calculated by multiplying recorded hours by the
calculated effective rate.
3.5.4.1.4. Labor Costing using Payroll Actuals

A new costing method of “Actual” has been added to labor costing rules. When this
method is selected, labor costs are not calculated by Project Costing but are
interfaced from Oracle Payroll or from a 3rd party payroll system. A new setup form
has been provided to define the payroll elements to be interfaced to Projects and the
distribution method to use when allocating each pay amount to recorded time card
entries or creating miscellaneous project labor transactions. Amounts can be
distributed based on hours or dollars and can be stored as raw cost or burden cost.
The tables below provide a distribution example:
Table 1 – Timecard for Employee A
Project Task Expend Type SLF* Date Hours
A 1 Regular Pay ST 07-Feb-05 8
A 1 1-1/2 Pay OT 07-Feb-05 3
B 1 Regular Pay ST 08-Feb-05 8
Total 43
*Project System Linkage Function
Table 2 – Payroll Cost for Employee A
Cost Distribution Method
Pay Element Expend Type Amount Type
Regular Salary Regular Pay 400 Raw ST Hours
Overtime Salary 1-1/2 Pay 50 Raw OT Hours
Project A Bonus Bonus 100 Raw None
401K 401K 22 Burden Total Raw Amount
Total 572
Table 3 – Costing Results for Employee A

Cost Amount
Project Task Expend Type SLF* Date Hrs Raw Burden
A 1 Regular Pay ST 07-Feb-05 8 80
A 1 1-1/2 Pay OT 07-Feb-05 3 50
B 1 Regular Pay ST 08-Feb-05 8 80
A 1 Bonus MISC 07-Feb-05 100
A 1 401K BTC 9.2
B 1 401K BTC 6.4
B 2 401K BTC 3.2
B 3 401K BTC 3.2
*Project System Linkage Function
3.5.4.1.5. Labor Cost Accruals

When the new costing method of “Actual” is enabled, a new option enables cost
accruals to be calculated by Project Costing and then reversed when payroll
amounts are interfaced from Payroll. This provides project managers a view of
labor costs in between payroll runs and also enables the transactions to be billed
if desired. A setup option provides the ability to enable or disable billing of labor
cost accruals.
The cost accrual is calculated by multiplying hours by the employee rate. When
the payroll actual amounts are interfaced, the accrual transaction is fully
reversed. The reversal transaction is accounted in the same period as the payroll
actual transaction.
3.5.4.1.6. Expenditure Batch Reversal Program
Oracle Payroll has a roll back feature that enables users to reverse or retry a
payroll run. To accommodate this feature and to support error corrections, a new
program has been introduced that reverses the costing of labor transactions and
reestablish them as uncosted transactions. If an error is detected in a payroll run
after it has been interfaced to Projects, the roll back feature can be used in Oracle
Payroll to delete the run results and the expenditure batch reversal program can
be used in Projects to reverse the cost transactions. When the payroll error is
corrected and a new payroll run is complete, the new amounts can then be
interfaced to Projects to properly cost the project transactions.
The expenditure batch reversal program can also be used when the wrong costing
method is inadvertently applied to a set of transactions. For example, if the labor
transactions for an organization were costed using the “Actual” method and they
should have been costed with a method of “Standard”, the reversal program can
be ran to reverse the transactions, the costing method can be changed, and the
transactions can then be reprocessed with the correct costing method.
3.5.4.2. CMRO Integration Enhancements
Oracle Projects integration with Complex Maintenance, Repair and Overhaul
(CMRO) have been enhanced to support non-routine, unplanned repairs. Prior to this
release, a project is created for each maintenance visit and a project task is created for
each CMRO task. This integration works well to collect costs for schedule work.
However, if the technician decides to do preventive maintenance or discovers other
repairs that should be made to prevent future downtime, the cost related to these
unplanned, non-routine tasks could not be easily tracked in Oracle Projects. In this
release, users can create additional project tasks to track the additional work.
Also in this release, users also have the ability to associate a new CMRO visit with an
existing project. Top tasks are used in Oracle Projects to track the cost associated
with each maintenance visit. This enables users to track all maintenance visits under
a single project. Refer to the Service Management Release Content Document for
more details.
3.5.4.3. Payables Integration Enhancement – Support for Self Assessed Tax

Self assessed tax amounts are taxes for which a purchaser is liable, but does not
appear on the payables invoice. Self assessed taxes are also known as reverse charge
or use taxes in certain tax regimes. In Release 12, E-Business Tax and Oracle
Payables introduced new functionality to calculate and store self-assessed tax
amounts. In Release 12.2, the tax amounts are interfaced to Oracle Projects and
recorded as a project expense.
3.5.4.4. Enhanced Cost Collection by Cost Code

Cost collection by cost code lets you use Oracle Project Costing to include cost codes
on all of the transactions that you collect for your projects that are enabled for cost
breakdown planning. Cost breakdown planning is introduced in Oracle Project
Planning and Control and provides a new, standardized, user-defined cost
classification structure, modified project setup to enable cost breakdown planning,
and enhanced planning and forecasting by cost code. These features enhance project
control that enables users to use standard cost classification codes for planning,
tracking and reporting project costs designed to help you reduce the size, complexity
and maintenance effort of workplans and financial plans. Enhanced cost planning
empowers your ability to control projects by providing the right cost descriptions for
billing, benchmarking and estimating.
Enhanced cost collection by cost code means you select both a task and cost code,
based on defined associations in your project task setup, during time card entry in
Oracle Time and Labor, while entering project cost distributions on purchase orders
in Procurement and invoices in Payables, or when entering expense reports in
iExpenses that are charged to a project. Enhanced search functionality in each
module enables full or partial value searches on task number or task name including
partial values for cost codes attributes. You can also enter pre-approved batches by
defining the task and cost code combination to assign to each imported transaction.
The task and cost code values are used to match the expenditures to the project plans
for reporting actuals. You can view the cost code number and description on each
expenditure item.
3.5.4.5. Period Close

The validations for period close are enhanced for transactions for which SLA
accounting is pending the following transactions, transactions that are not interfaced
to projects and transactions for which cost is not distributed.
3.5.5. Release 12.2.5
3.5.5.1. Uncosted Expenditure Batch Correction Options

When expenditure batches are created or imported through custom transaction
sources, errors may be detected at any of several points in the expenditure entry
process. Errors may even be detected after a batch has been released. The option to
Update Released Expenditures enable users to update and/or correct uncosted and
released expenditures imported through custom transaction sources enables users to
update and make data entry corrections to pre-approved expenditure batches.
THIS FEATURE HAS BEEN BACK-PORTED TO 12.1.3
3.5.6. Release 12.2.6
3.5.6.1. Distributed/Accounted Expenditures Reversal Option

Reversing expenditures in various statuses is often required in the central repository
of project transactions, project cost processing, and project accounting. In addition to
reversing expenditures that have not been cost distributed, users can now reverse
distributed cost expenditures, whether accounted for in the GL or not. This option to
reverse expenditures accounted for in the GL enables users to correct expenditure
item attributes such as organization, dates, or amounts with less time and effort.
3.5.6.2. Operating Unit Derivation for Oracle Time and Labor Time Card
Entry
Timecard entry requirements can vary for individual time entry or batch time entry
which is performed on behalf of a group of employees by a timekeeper. The
Timecard Operating Unit Source profile option enables users to derive the operating
unit for a timecard based on the employee’s HR assignments or the MO: Operating
Unit responsibility value depending on the business requirements and processes for
time card entry.
3.5.6.3. Undo Accounting for Accounted Transactions

To correct clerical errors (e.g., due to incorrect setups, accounting attributes, or
manual adjustments) users need the ability to reverse and regenerate accounting
details for processed transactions. The View Expenditure Accounting option in
Expenditure Inquiry now includes the option to undo the accounting for already
accounted transactions. The status of each accounting event and the corresponding
error or action message associated with each event is displayed to better assist in
the resolution of the incorrect accounting. The expenditure item ID is also
included in the Create Accounting Output Report for better drill down and
visibility of the incorrectly accounted transactions.
3.5.6.4. Burden Recalculation Adjustment Accounting Enhancement

Accounting for expenditure adjustments is derived from the most recent cost
distribution line transferred to the GL. The parent cost distribution lines
accounting for updates of recalculated and revised burden that is not yet posted to
GL are marked as ‘Generated’ but not transferred to GL. The cost accounting for
any adjustment lines for these transactions are derived from the last successfully
accounted and GL transferred parent account cost distribution line.
3.5.7. Release 12.2.7
3.5.7.1. Enabling Oracle Time & Labor Rules for Work based Timecard
Layouts
Oracle Time and Labor provides the ability to explode the time card hours using
rules based overtime calculations. This feature has now been extended to Work
based Projects and Payroll timecard layouts. Now the hours in the time cards
entered in work based projects and payroll layout will also be exploded
automatically based on overtime rules and these exploded hours can be interfaced
to projects from Oracle Time Management. This feature would help in capturing
the costs more accurately on a project and enable the project managers to evaluate
and manage the project metrics more effectively.
3.5.8. Release 12.2.8
3.5.8.1. Asset Capitalization Dashboard
In capital projects, the costs incurred for building an asset go through various
stages right from cost distribution to asset line generation. These costs are
reflected as construction in process (CIP) costs until they are successfully
interfaced to oracle Fixed Assets. The project managers and cost managers of a
capital project need visibility on these costs in various stages and take necessary
actions to ensure that costs reflected in CIP account are correct.
‘Asset capitalization Dashboard’ feature brings in one place the summary of assets
and costs to review together. It provides a drill down from the CIP costs to the
underlying transactions. The dashboard also lists rejection reasons wherever
applicable and the corresponding corrective actions enabling users to take
appropriate actions ensuring the costs reflected in CIP account are correct. It also
gives visibility to the adjustments that have happened in Oracle Fixed Assets on
asset lines interfaced from Oracle Projects.
3.5.8.2. PO Cost for Project Asset Creation
Oracle Asset Tracking is introducing a new feature to support capitalization for

Issue to Project transactions originating from Project inventory. Oracle Projects
will now support this with new transactions sources. The Asset line generation in
projects has also been enriched to handle the transactions created with the new
transaction sources.
3.5.8.3. OTL Usability Enhancement
Oracle Time and Labor is introducing flexibility to roll back timecards that are
entered with projects information. Through this feature, a new screen will be
provided in OTL where the users can choose the list of timecards that they want to
rollback and submit the rollback request. This feature would enable users to
rectify erroneous details on the timecards easily from user interface. Oracle
projects is supporting this enhancement by introducing appropriate validations that
will be invoked in OTL at the time roll back of these timecards. These validations
will ensure the prerequisite steps that need to be performed before the roll back of
a timecard are initiated.
3.5.9. Release 12.2.9
3.5.9.1. Transaction Funds Check against Bottom up Integration Enabled

Cost Budget
Transaction funds check is now supported for cost budgets that are enabled for
bottom up integration. The users can now maintain a single cost budget that can
roll up to the general ledger and control the commitments and obligations incurred
for the project.
3.5.10. Release 12.2.10
3.5.10.1. Projects Payroll integration supports Supplementary Payroll
“PRC: Process Payroll Actuals” program is enhanced to support the allocation of

payroll costs from for supplementary payroll runs in addition to the regular payroll
costs. This feature helps users to embrace any supplementary payrolls in between
and to obtain accurate payroll costs.
3.6. Oracle Mobile Project Manager for Oracle E-Business Suite
3.6.1. Overview
With Oracle Mobile Project Manager for Oracle E-Business Suite, project managers
and staff can monitor project status and take action on the go.
• View and search my projects list
• Monitor overall project status in dashboard view
• Contact team members and customer contacts
• View open payments summary with drilldown to supplier invoices
• View open receivables summary with drilldown to customer invoices
• View open issues and change orders
• Monitor alerts for budget exceptions and past due transactions
• Collaborate in transaction context using device features like email, phone,
and text
Oracle Mobile Project Manager for Oracle E-Business Suite is compatible with
Oracle E-Business Suite 12.1.3 and 12.2.3 and above. To use this app, you must be a
user of Oracle Project Costing, with mobile services configured on the server side by
your administrator. Users of Oracle Project Billing and Oracle Project Planning and
Control get additional capability for customer billing, issues, and change orders.
3.6.2. V.1.1.0
3.6.2.1. Mobile Application Foundation Updates

• Improvements in login and configuration flow.
• Ability to change the server URL without reinstalling the app.
• Diagnostics improvements.
3.6.2.2. Accessibility Improvements

• Improvements in related information messages, contextual tab bar and
Person contact card.
3.6.3. V.1.2.0
3.6.3.1. Android Support

In previous versions, Oracle Mobile Approvals for Oracle E-Business Suite was
available only for iOS devices. Starting with version 1.2.0, the app is available for
Android devices as well.
3.6.3.2. Mobile Foundation Release 3.0 Updates

• Changes to support both iOS and Android with the same client code
• Ability to update server URL from Connection Details page
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Mobile Project Manager for Oracle E-Business Suite 25
3.6.4. V.1.3.0

• Support for enterprise distribution
• Customization support for corporate branding
• Support for Web SSO authentication to delegate authentication to Oracle
Access Manager (OAM)
3.6.4.2. Translation Support

This app is available in the following languages: Brazilian Portuguese, Canadian
French, Dutch, English, French, German, Italian, Japanese, Latin American Spanish,
Simplified Chinese and Spanish.
3.6.5. V.1.4.0

• User installation and usage metrics for administrators
• Updated look and feel for selected app interactions
• Uptake of Oracle Mobile Application Framework (MAF) 2.2.2
3.6.6. V.1.5.0

• Ability to open links to external websites within the app
• Updated look and feel, including native look and feel for action sheets on
iOS devices
• Ability to easily clear user credential fields in the Sign In page
• Technical updates with uptake of Oracle Mobile Application Framework
(MAF) 2.3.1
3.6.7. V.1.6.0

• Ability to import custom CA or self-signed server certificates to standard
apps for TLS connections to Oracle E-Business Suite
• Ability to download the mobile app configuration automatically from the
server
• Technical updates with uptake of Oracle Mobile Application Framework
(MAF) 2.4.0
3.6.8. V.1.7.0
3.6.8.1. Mobile Release 8.0

Oracle is discontinuing Oracle Mobile Project Manager from Oracle E-
Business Suite Mobile Release 8.0 and onwards. Oracle will support this app, but
will not deliver any new updates to the app.
• The app remains on the Apple App Store and Google Play with the latest
client version delivered in 2017.
• The corresponding MAA file for the latest client version is available on the
Oracle Software Delivery Cloud.
• Oracle will continue to deliver REST services for selected functionality in
this app for use in custom app development.
Customers who have installed this app will continue to receive technical support
-- including access to online support tools, knowledge bases, pre-existing fixes,
and service request resolution -- for as long as they operate the app. Error
correction support is no longer available for this app.
Additionally, Oracle will not certify this app with any further operating system
updates, new devices, or new Oracle E-Business Suite releases beyond Release
12.2.7. Oracle will continue to assist you to the best of our ability; however, we
are unable to provide any new fixes.
3.7. Oracle Project Foundation
3.7.1. Overview
Oracle Project Foundation provides the common foundation (functionality) shared across
the products in the Oracle Enterprise Project Management Solution. The purpose of
Oracle Project Foundation is to package all the common elements of Oracle Projects into
a single place.
Oracle Project Foundation accompanies all of the Oracle Projects applications providing
you with a rich set of features, including:
• Period Definition
• Calendar Definition
• Organization Definition
• Resource Definition and Reporting
• Project and Organization Security
• Project and Task Definition
• Organization Forecasting
• Utilization
• Archive and Purge
Oracle Project Foundation also facilitates the integration of Oracle Projects suite with
other Oracle Applications including Oracle HRMS, Oracle Financials, Oracle CRM, and
Oracle Supply Chain applications.
3.7.2. Release 12.1.1
3.7.2.1. New Purge Process for Obsolete Project Data

This release includes a new concurrent process, ADM: Purge Obsolete Projects Data.
You can use this new process to purge forecast items associated with requirements,
assignments, and unassigned time. You can also purge obsolete project workflow
information, and exception data generated for project resource exception reporting.
3.7.2.2. iSetup
This is the introduction of an API to enable migration of setup entities across instances
are available for all Oracle Project modules. iSetup also handles standard and
comparison reporting of primary entities in addition to data migration.
3.7.2.3. Improved Diagnostics

All R11i diagnostics scripts are available for R12.1. In addition, some new scripts have
been added to support new R12.1 functionality and architecture changes.
3.7.3. Release 12.1.2
3.7.3.1. Enhanced Project List Page

The Project List page is often the main hub that users interact with when accessing
Oracle Projects. In an effort to make this page more informative and streamline access to
common functions, several enhancements have been added to the Project List page.
3.7.3.1.1. Main Project List Region
The following enhancements apply to the main region of the project list page:
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Project Foundation 28
• To improve efficiencies and usability, the Action button available in the
Project Home Page is also available in the project list. Users are no longer
required to drill down before they can execute an action against a selected
project.
• To provide easier access to commonly used reporting values, Quarter to Date
and Year to Date values are available as attributes displayed in the list.
3.7.3.1.2. Worklist and Notification Regions
A new Worklist and Notification region is available on the Project List page. The
new region displays worklist items and notifications assigned to the user across all
projects for which the user has an active role. Productivity is increased as users are
no longer required to drill down into individual projects to retrieve notifications and
review items that need attention.
3.7.3.1.3. Report Views Region
A new Report Views region enables users to quickly access commonly used reports
and queries. Users first create and save the reports using the Alternative Search page.
All saved reports are then available for reuse and can be retrieved directly from the
project list page. This feature not only provides quicker access to data but also saves
time by enabling users to save queries rather than redefining them each time they
need to view the results.
3.7.3.1.4. Bookmarks Region
A new Bookmark region enables users to streamline retrieval of project-related items
they commonly need to access. Once users select an item to bookmark, the item
appears in the bookmark list until the user removes it. The list of bookmarks is
specific to each user based on the items they choose to bookmark. The bookmark
region is not available on all pages.
3.7.3.2. Streamlined Searches

The following enhancements were designed to streamline project searches:
• Simple and Advanced Search results are displayed in the main region of the project
list page. This enables users to view the results of their queries and still have access
to other information and links provided on the page.
• New criteria values such as ‘Contains’ and ‘Greater Than’, ‘Less Than’ along with
new filter attributes enhance the user’s ability to create personalized views.
3.7.3.3. New Hover Pop Up Windows

An exciting new feature, called hover pop-up windows, enable users to obtain additional
information simply by hovering the cursor over selected fields on the Project List, Edit
Budget and Edit Forecast pages. A small window pop up on the screen provides
additional information that was previously only available via drill downs.
3.7.4. Release 12.1.3
3.7.4.1. Enhanced Project List Page

In this release we continue to build on past enhancements to the Project List page by
making the page more informative, streamline access to common functions and make the
page configurable. The enhancements are:
• The project list page includes a report region which was introduced in 12.1.2.
With this release we are further improving the usability of this feature by
enabling users to delete report views that they have created and to k the
criteria and format that went into the creation of a report. The benefits of
these enhancements enable users to have better visibility into their reports
and be able to manage the volume of reports over time.
• In ‘Alternate Search page’, the user can select and save the combination of
‘search criteria’ and ‘report format’ as a report and then run the report from
Project List page.
• Easily navigate between project list, simple search, advanced search and
alternate search.
3.7.4.2. Enhanced Diagnostics

Diagnostics collection scripts are improved in Project Planning and Control, Project
Performance Reporting, Project Billing and Project Resource Management Release
12.2.5
3.7.4.3. Delete/Correct PA Periods

Users may need the option to change a PA period after is has been defined. However,
once a project period is defined, it cannot be deleted without reversing any impacted
transactions in the incorrect period.
In review mode, the Period Deletion Output Listing provides users a preview or advisory
PA period deletion report that displays PA periods that cannot be deleted and periods
eligible for deletion. The report lists impacted transactions, budgets and schedule details
that require correction before deleting the PA period. This also reports follow-up user
actions required after the period is deleted (e.g., create new replacement periods, or re-
summarize budgets). In final mode, the Period Deletion Output Listing deletes the
eligible PA periods and provides an output report that lists all of the PA periods deleted
by the PRC: Delete Periods process.
3.7.4.4. Transaction Control Public API

Users may be required to maintain transaction control at multiple levels of a project (e.g.,
task or expenditure) during various phases of the project. Manually updating each
change for multiple resources, multiple projects, and multiple tasks can be very laborious,
causing inaccuracies and inefficient use of resources. The Transaction Control API
enables users to generate mass updates to transaction controls by project and/or task,
expenditure category, expenditure type, and employee with the ability to make each
control inclusive or exclusive.
3.8. Oracle Project Planning and Control
3.8.1. Overview
In release 12.2.5, the product name, Oracle Project Management is changed to Oracle
Project Planning and Control which better reflects the ability to provide project managers
the visibility and control they need to deliver their projects successfully, improve
profitability, and operate more efficiently. The application consolidates project
information into one repository: work plans, progress, issues, changes, documents,
costing information, budgets, actuals and forecasts, performance, and status reports. The
solution empowers project managers to plan the work, assign resources, forecast to
completion, and communicate to stakeholders, while streamlining the collaborative
execution of project work.
Oracle Project Planning and Control is an integrated part of Oracle Projects, a
comprehensive set of solutions that can help you predictably and successfully deliver
global projects by integrating, managing and providing insight into enterprise project
information.
3.8.2. Release 12.1.1
3.8.2.1. New Audit Process for Project Performance Reporting Setup

Oracle Projects includes a new concurrent audit process, AUD: Project Performance
Reporting Setup. You can run this process to generate a report that enables users to
review setup information for Oracle Projects project performance reporting features. This
capability enables users to quickly determine if all mandatory and optional setup
parameters are defined correctly. The increased visibility that this report provides helps
you to ensure that your project performance reporting summarization processes function
correctly and do not generate reporting errors because of improper or incomplete setup.
3.8.2.2. New Parameters for Refresh Project Performance Data Process

The process PRC: Refresh Project Performance Data enables users to refresh all actual
and plan amount data for a group of projects. Depending on factors such as the number of
projects that you specify and the number of workplan and financial plan versions that
exist on each project, the refresh process can take substantial time to complete. To help
minimize processing time and provide you with greater flexibility in selecting the actual
and plan amount data you want to refresh, this process includes additional selection
parameters. You can choose whether to refresh only actual amounts or all amounts (plan
and actual). In addition, you can optionally select the workplan and financial plan
versions that you want to refresh.
3.8.2.3. Workplan Enhancements

This release provides several enhancements for Oracle Projects workplan functionality.
3.8.2.3.1. Ability to Delete Published Workplan Versions
You can delete published workplan versions. You can delete all published workplan
versions except the latest published version, baseline version, and workplan versions
included in a program hierarchy.
3.8.2.3.2. Usability Enhancements
The following enhancements streamline the flows for accessing and maintaining
workplans:
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Project Planning and Control 31
• With this release, you can view, maintain, and update a workplan structure
from the Update Tasks page. The Update Work Breakdown Structure page is
obsolete.
• During setup and maintenance of workplan tasks, Oracle Projects enables
users to indent or outdent multiple workplan tasks in a single step.
• In the absence of a latest published workplan version, Oracle Projects displays
the current working version on the Update Tasks page when you navigate to
the Workplan Tasks subtab.
• Oracle Projects displays additional confirmation, information, and warning
messages on user interface pages during system processing for the Apply
Latest Progress action as well as the Submit (progress) action. These
messages provide you with status information during processing and advise
you about the availability of the latest progress information.
3.8.2.3.3. New Public API for Creating, Maintaining, and Deleting Programs
With this release, Oracle Projects is introducing a new set of public API procedures
that perform the following tasks:
• Designate a project as a program and indicate whether projects linked to the
program can belong to multiple programs.
• Create links from a program to one or more projects
• Update links from a program to one or more projects
• Delete links from a program to one or more projects
3.8.2.4. Budgeting and Forecasting Enhancements

This release provides several enhancements for Oracle Projects budgeting and forecasting
functionality.
3.8.2.4.1. Enhanced Automatic Calculation and Derivation Logic
In Family Pack M, Oracle Projects introduced new features that enabled you to
automatically calculate and derive quantities and amounts for budgets and forecasts.
The new features included predefined logic that controlled the calculation and
derivation of budget and forecast quantities, rates, and amounts. This release includes
the following enhancements to the predefined calculation and derivation logic:
• You can track cost and revenue amounts only, or revenue amounts only
(without quantities and rates) in your budgets and forecasts. When you enter
an amount for a plan line and do not specify a quantity, Oracle Projects no
longer automatically copies the amount to the quantity field and sets the rate
value to 1.
• Rate has a lower precedence than quantity and amount in calculations. For
example, if you enter quantity, rate, and amount for a plan line at the same
time, then Oracle Projects holds the quantity and amount constant and re-
derives the rate.
• If you indirectly override the burden multiplier for a plan line by updating one
of the plan line component amounts that are used to derive burdened cost (for
example, the raw cost or burden cost rate), then Oracle Projects uses the
override burden multiplier in subsequent calculations of burdened cost that are
caused by changes to the raw cost. Similarly, if you indirectly override a
markup percent by updating a plan line component amount that is used to
derive the revenue amount, then Oracle Projects uses the override markup
percent in subsequent revenue calculations.
3.8.2.4.2. Enhanced Handling of Override Rates on Budget / Forecast Lines
With this release, you can directly enter override rates for a planning transaction on
Edit Budget and Edit Forecast pages. In addition, the average rates fields on these
pages are disabled for entry and are used for display only.
A planning transaction is a budget or forecast line that is identified by a combination
of project and task, planning resource, and transaction currency. The override rates
that you enter on Edit Budget and Edit Forecast pages are retained with the planning
transaction for as long as the planning transaction is retained.
You can enter override rates for raw cost rate, burdened cost rate, and bill rate. When
you enter override rates for a planning transaction, Oracle Projects automatically
applies the override rates to all existing periodic lines and to any new periodic lines
that you subsequently add.
3.8.2.4.3. Simplified Addition of Planning Elements and Resources
You can add all new, but unbudgeted tasks and resources to a budget or forecast
version. New options are available on the Planning Elements: Select Tasks page to
add either all new tasks and planning resources or new tasks only to the current plan
version.
3.8.2.5. Self Service Expenditure Inquiry

Users have had the ability in the Forms application to inquire on their expenditures but
did not have the same access in the self service application. With this release we offer
the ability to drill into expenditure details from the Financials tab.
3.8.2.6. Reporting Pack for Generation and Distribution of XML Publisher

Reports
The ability to monitor project performance without accessing the application and archive
the reports you receive for future reference is the key business driver for the reporting
pack.
A reporting pack consists of a set of report templates and named recipients by project
role. The Generate Reporting Pack concurrent program uses the report templates to
generate reports and distribute these reports to the recipients via e-mail. Your system
administrator defines the intervals for the generation and distribution of the reports.
The report template controls the content and layout of each report. Using XML Publisher
tools, your system administrator can create new report templates to configure the content
and output to meet your business needs. Any new or modified report can be added to an
existing reporting pack or used to create an entirely new report set.
Oracle Projects provides a predefined data definition file that contains XML tags for
performance measures and project data. In addition, Oracle Projects provides the
following predefined reports:
• Project Change Document Report - displays all change orders for a project that
are not in cancelled or closed status. The change orders are grouped by type such
as customer initiated or internal. The report displays the impact of the change
orders on budget amounts for the period, quarter, year, and since project
inception.
• Project Committed Cost Report - displays purchase orders, purchase
requisitions, and supplier invoices by vendors since inception of the project.
Commitments can be grouped by vendor, commitment status, or vendor and
commitment status.
• Project Cost Detail Report - displays cost transactions by expenditure type,
expenditure type class, and tasks for a specified range of dates.
• Project Cost Labor Report - displays labor information for employees and
contingent workers. Data includes planned and actual hours as well as cost and
cost per hour for a range of periods. Cost can be grouped by task and person type,
or task and project roles/employees, or by job and expenditure type.
• Project Cost Summary Report - displays information on budgets, actual costs,
cost to complete, and forecasted cost at completion, as well as variances between
budget and actual cost amounts. Cost can be grouped by period, top tasks,
expenditure categories, or by top tasks and expenditure categories. The report
displays period-to-date and inception-to-date information which can be used to
analyze cost trends.
• Project Earned Value Report - displays data and trends for key earned value
metrics by tasks, and also aggregated for the project as a whole. The metrics are
based on ANSI 748 standards and earned value calculation is performed on data
that is available since the inception of the project.
• Project Financial Summary Report - displays budgets, receivables, open
commitments, collections and earned value data.
• Project Forecast Summary Report - displays detailed time-phased actual and
forecast amounts for revenue and cost grouped by tasks. You can use this report
to analyze forecasted, budgeted, and actual cost, revenue and margin trends.
• Project Revenue At Risk Report - displays revenue that is at risk because of
insufficient funding. Insufficient funding may occur as a result of delay in
securing contracts or due to a continuation of work beyond the expiration of the
contract or beyond the contract billing limits.
3.8.2.7. Budget Integration with Federal Budget Execution and/or 3rd Party
Budget
The budget integration workflow supports integration with the Federal Budget Execution
module also known as “FedAdmin”. In addition the workflow can be customized to
interface budget lines to external budgeting applications.
3.8.2.8. Microsoft Project 2007 Certification

Many of our customers are upgrading to Microsoft Project 2007. Others plan to upgrade
in the coming year.
Oracle Project Planning and Control supports integration with Microsoft Project 2007.
This enables our customers to continue using the convenient, out-of-the-box integration
with Microsoft Project to handle all of their scheduling needs.
3.8.2.9. Project Performance Reporting: Additional Measures

Year to Date, Quarter to Date and At Completion calculated measures, previously
available within Project Status Inquiry are available on the following pages:
Performance Overview Period-to-Date
Summary/Analysis
Task Summary/Analysis Resource Summary/Analysis
YTD, QTD and At Completion figures are sometimes used by users who fund projects on
an annual basis. Project managers leverage this metric to determine the performance of
their actuals against plans. The YTD metric also highlights a projects burn rate and can
be an early indicator which if monitored and acted upon reduces downstream budgeting
issues. Lastly, this metric is also widely used within government agencies and is expected
to be visible on many standard government reports.
3.8.2.10. Project Performance Reporting: Inter-Project Revenue / Billing

Amounts
Inter project revenue / billing amounts previously available within Project Status Inquiry
are available on the following pages:
Project List View Workplan Cost
Exception Reporting Performance Overview
Task Summary/Analysis Resource Summary/Analysis
Period-to-Date Summary/Analysis
3.8.2.11. Supplier Cost Dashboard

Release 12.1.1 provides a new dashboard for viewing and monitoring the status of
supplier invoices for a given project. Seeded views enable the user to view all invoices
for a project or all outstanding invoices for the project. Search options are also available
to enable the user to select invoices of interest.
3.8.2.12. Subcontractor Payment Controls

Release 12.1.1 provides new capabilities to support the management and control of
subcontractor payments in Engineering & Construction companies. New capabilities
within Oracle Projects, Oracle Procurement and Oracle Financials enable the end-to-end
management of the following common construction industry scenarios:
3.8.2.12.1. Support for Pay when Paid Scenarios
Many construction firms adhere to a ‘Pay when Paid’ policy for subcontract
agreements, in order to manage cash flow for a project. Specifically, construction
companies hold the payment of subcontractor bills until the construction firm has
been paid by the owner.
With Release 12.1.1 a new Pay when Paid payment term may be specified for a
subcontract to automatically result in the placing of holds on all subcontractor
invoices under that subcontract, until the corresponding customer payment is
received.
A new Subcontract Payment Controls workbench enables the project manager to
manage these holds, with visibility into both the customer invoices and the associated
subcontractor invoices. Alerted by workflow notifications once the customer
payment is received, the project manager can then choose to automatically or
manually release the corresponding subcontractor invoices. The associations
between the customer invoices and the subcontractor invoices may be automatically
maintained based on the billing of project expenditures in the case of a cost-plus
contract, or may be manually maintained for fixed price contract scenarios.
3.8.2.12.2. Payment Controls for Subcontract Deliverables
Release 12.1.1 also provides support for the tracking and monitoring of subcontract
deliverables that place automatic holds on subcontractor invoices in the case of non-
compliance. Enhancements to Oracle Procurement Contracts enable a subcontract
administrator for a construction project to optionally specify payment impact controls
that will take effect when a particular subcontract deliverable is not met. For
example, if a subcontractor fails to provide their insurance certificate in a timely
fashion per the subcontract terms, holds are automatically placed on their incoming
invoices based on the contractual dates of the deliverable. These holds are also
released automatically once the subcontract deliverable compliance is reinstated.
From the Subcontractor Payment Controls workbench, the project manager can view
a checklist of the all the current subcontract deliverables, to assist in evaluating the
subcontractor status prior to releasing monthly progress payments.
3.8.3. Release 12.1.2
3.8.3.1. Reporting Performance Improvements

With Release 12.1.2, project users greatly benefit from a dedicated effort to improve the
overall performance of the Project Performance Reporting feature. Enhancements
include:
• New configuration options enable users to control the data volume generated by the
summarization processes. The options provide the ability to turn off summarization
for unused currencies and calendars.
• A new concurrent process enables users to purge old financial and workplan versions
that are no longer needed. This again reduces the volume of data to be summarized.
• To help improve the performance of the PRC: Update Project Performance Data
(UPPD) process, a new concurrent program, PRC: Launch Update Project
Performance has been introduced. This new concurrent program divides and groups
the projects into manageable batches. It sends the batch name as a parameter to the
UPPD process and launches the process automatically for each batch. The UPPD
process processes the project performance data for only those projects that are part of
the batch. The UPPD process can still be run as before, but when launched by the
new program, UPPD processes the daily load of projects more efficiently.
• A new client extension works in conjunction with the new launch process described
able to enable users to select projects for processing. This gives system
administrators more control to schedule project updates in accordance with business
needs and priorities.
• Technical changes were made to improve load balancing and increase the degree of
parallelism.
3.8.3.2. MSP Integration Enhancements

In Release 12.1.2 there are several enhancements to improve the stability and extend the
coverage of integration with Microsoft Projects.
3.8.3.2.1. Download Baseline Cost
The original baseline cost for a project and the latest published cost can be sent to
MSP in separate fields. This gives users insight into how planned costs are changing
over the life of the project and provide greater visibility into performance.
3.8.3.2.2. Download Period to Date/Year to Date Cost
Government entities and other companies require that Period to Date and Year to
Date cost values be shown in MSP. Therefore this data has been added to the
interface. Both raw cost and burdened cost amounts are supported.
3.8.3.3. Enhanced Change Management
With this release, significant work has been done to improve the usability and enhance
change control features specifically targeted for the Engineering and Construction
industry.
3.8.3.3.1. Streamlined Control Item Definition
Various control item types can be created to track different types of issues and
changes. For each control item type users select regions of data to be included on
future issue and change documents. With this release, new regions are available to
streamline data entry. By combining the right regions, organizations can ensure that
pertinent data is captured for each document created.
3.8.3.3.2. New Supplier Impact Region
A new supplier region provides improved planning and control for changes that
impact subcontracted work. New cost fields (estimated, quoted, negotiated and final)
are available in the supplier region to track negotiations with the subcontractors. An
audit log maintained as the cost fields are updated can be used to track how
negotiations are progressing and to identify problems that could lead to cost overruns
or schedule delays.
3.8.3.3.3. Document Versioning
Change documents, particularly ones with high impact, can go through many
iterations of review before final estimates are accepted and approved. In order to
track this review process, all change documents support versioning. At any given
point in time, users can take a snapshot of the entire document. When a snapshot is
taken, a new document version is created to track future updates.
3.8.3.3.4. Potential Change Order Report for Customer Approval
When a change request requires external approval, a new XML Publisher report can
be generated and faxed or emailed to the reviewing parties. A new feature enables
users to lock the change document in order to prevent updates while the document is
in a pending approval state. To support review and approval history tracking, a
potential change order report can be generated and attached to each version of the
change request document. An automatic numbering feature can be used to track the
number of change documents presented to the customer.
3.8.3.3.5. Task Creation to Track Change Order Work and Costs
Frequently organizations wish to track work and costs related to a change order
separately from work performed under the original contract. Work for the change
order may be subject to different billing terms and conditions or the organization may
have internal reasons for segregating the costs. If the work for example is the result
of on-site damages caused by subcontractor negligence, the organization may wish to
recoup the costs from the subcontractor (see below: 3.3.2.5. Deductions to
Subcontractor Invoices).
To better support this business practice, users can create or initiate the creation of
new tasks directly from the change order document. If the person creating the change
document also has authority to create new tasks, both operations can be completed at
the same time. If the person creating the change document does not have authority to
create new tasks, then the new task is submitted for approval. While the task is
pending approval, it can be used in impact regions of the change document but the
change document cannot be approved until the task has been approved.
3.8.3.3.6. New Search Capabilities
Large projects can have a high number of change documents. In order to support
quick retrieval for review, edit or approval, new search criteria is provided to query
by supplier or document status.
3.8.3.4. Project Manager Dashboard for Maintenance of Procurement

Deliverables
A new feature in Release 12.1.1 provided support for the tracking and monitoring of
subcontract deliverables that place automatic holds on subcontractor invoices in the case
of non-compliance. For example, if a subcontractor fails to provide their insurance
certificate in a timely fashion per the subcontract terms, holds are automatically placed on
incoming invoices based on the contractual dates of the deliverable. The holds are
automatically released once the subcontract deliverable compliance is reinstated.
Also in 12.1.1, a new Payment Controls workbench in Oracle Projects enables the project
manager to view a checklist of all subcontract deliverables to assist in evaluating the
subcontractor status prior to releasing monthly progress payments.
As project managers are frequently responsible for subcontractor management, in 12.1.2,
the Payment Controls workbench has been enhanced to enable project managers to
directly update subcontract deliverables. A project manager with proper security
privileges can update existing deliverables or define new deliverables to track future
subcontractor obligations.
3.8.3.5. Improved Supplier Invoice Payment Controls

The Payment Controls workbench introduced in Release 12.1.1 also gave project
managers the ability to review supplier invoices and manually release pay when paid and
deliverable payment holds at their discretion regardless of whether the deliverable has
been fulfilled or whether the customer has paid for the subcontracted work.
The workbench has been enhanced to give project managers the ability to place any
invoice on hold at their discretion. This gives project managers more control over when
and how much each subcontractor is being paid each period. This helps project managers
ensure the quality of subcontractor work and also helps them manage cash flow.
3.8.3.6. Deductions to Subcontractor Invoices

Frequently, general contractors need to recoup costs from subcontractors. The general
contractor may have provided fuel to the subcontractor at the work site or the general
contractor may have paid for the subcontractor’s license to operate in a new state. With
less frequency, the general contractor may need to recoup costs for damages caused by
the subcontractor.
To automate the recoupment process, Oracle Projects has introduced deduction
functionality. A deduction can be manually entered, uploaded via an application
programming interface (API) or created by selecting expenditure items for the
expenditure item inquiry window. When a deduction is approved, it is interfaced to
Oracle Payables as a debit memo. To recoup payment, the debit memo is applied to
future invoices submitted by the subcontractor.
3.8.3.7. Project Security within Oracle Purchasing

It is common in project-centric industries like Engineering and Construction for buyers to
be assigned to projects rather than to commodities or item categories. Buyers only have
authority to transact on behalf of the projects to which they are assigned. To help enforce
this business rule, project level security is being introduced in Oracle Purchasing. When
the new security option is enabled, procurement users only are allowed to view and
update procurement documents that are related to a project on which the user has an
active role.
3.8.3.8. Planning by Fiscal Calendars

Many government contractors and entities use fiscal GL calendars that recognize the
standard 5-4-4 calendar which consists of 5 weeks, 4 weeks and 4 weeks per quarter.
Prior to this enhancement the Even spread curve option recognized each month as the
first to the last day and therefore did not accommodate the 5-4-4 fiscal calendar. As a
result, the forecasted hours for a resource were not properly distributed across the time
phased plan.
To alleviate this problem, a new option, Fiscal Calendar, has been added in addition to
Curve for spreading amounts across planning periods. This enables users to more
accurately represent time phased plans without requiring manual entry of override
amounts.
3.8.3.9. Planning by Manual Entry

Government contractors are required to forecast remaining work as accurately as possible
to aid comparisons and adherence to submitted plans. Frequently manual entry of time
phased planning amounts is the only way to accurately reflect the intended work patterns
of resources. This is why PMBOK notes non-derived, i.e. manual, entry of estimate to
complete (ETC) values as a standard requirement.
Prior to this enhancement, forecasting required the use of a spread curve and during
forecast generation manually entered planning amounts were overridden. With this
release, a new “Copy ETC from Plan” checkbox enables users to bypass the use of spread
curves when forecasting cost. When the new option is enabled, all time phased values
entered on the workplan are honored.
3.8.3.10. Spread Curve Updates via Task Assignment API

Users frequently need to change the Spread Curve associated with a resource assignment.
Prior to this enhancement the user was required to navigate to each task and manually
update each assignment. To aid automation, the Update Task Assignment API has been
enhanced to support updates to the Spread Curve value. This provides users with the
flexibility to develop mass update capabilities and eliminate time consuming manual
entry.
3.8.3.11. Default Option to Allow “Assignment Same As Task Duration”

To simplify the interface of project assignments, the “Assignment Same as Task
Duration” flag can be enabled at the project level. When most resource assignments
share the same duration as the task, users can enable the project flag rather than being
required to update the flag for each individual task.
3.8.4. Release 12.1.3
3.8.4.1. Reporting Performance Improvements

With Release 12.1.3, project users greatly benefit from improved performance of the
Project Performance Reporting feature.
The enhancements include a new parameter that has been added to the Launch Update
Project Performance Data and the Update Project Performance Data concurrent programs
to filter on project status. Users can choose a specific project status from an LOV before
running the program. This improves the performance of the programs by enabling users
to streamline the processing.
3.8.4.2. MSP Integration Enhancements
In Release 12.1.3 there was a couple of significant enhancement to fully extend the
coverage of integration with Microsoft Projects.
3.8.4.2.1. Support for Non-Shared Task Based Mapping structures
The Non-Shared Task Based Mapping option enables users to map individual
workplan structure tasks to individual financial structure tasks. This gives you the
greatest flexibility in sharing information between your structures.
Prior to release 12.1.3 users on our R12 version could not fully integrate with
Microsoft Projects if they had chosen to use the Non-Shared Task Based mapping
between the workplan and the financial plan.
3.8.4.2.2. Support for Partially Shared structure
Partially Shared structure mapping enables users to map workplan and financial
structures up to a particular point for your projects, which is useful for example when
you don’t want all of your workplan details in your financial plans.
Prior to release 12.1.3 users on our R12 version could not fully integrate with
Microsoft Projects if they chose to use the Partially Shared structure option. All
structure options are fully supported in Release 12.1.3 and 11i.
3.8.4.3. Enhanced Change Management

With this release, the change control features in Oracle Projects have been enhanced to
meet specific business needs for the industries that typically use this functionality.
3.8.4.3.1. Enhanced Cost & Revenue Planning for Change Documents
You can use a project change document to plan for estimated changes in your direct
costs or supplier costs, providing enhanced support for the cost issue planning
process. This feature provides project managers improved control over project costs
resulting from changes.
Revenue impacts for the cost issue are automatically calculated based on estimated
cost changes for cost-based revenue plans, or may be entered manually for projects
with separate cost and revenue plans. Users can then view the impact to the project
budget, which is automatically generated from the estimated cost and revenue
changes. You can then consolidate the planned changes in cost and revenue from
multiple change requests into a single change order, to view, approve and implement
the budget impacts.
3.8.4.4. Enhanced Retention Invoice Processing for Outstanding Project

Deductions
With this release, the handling of retention invoices has been enhanced to take into
consideration any outstanding project deductions. When validating retention invoices in
Oracle Payables, a check is made to verify that all project deductions have been
processed. Outstanding project deductions may indicate that there are pending back
charges or other miscellaneous costs that need to be recovered from your suppliers, and
which need to be taken into account before the retention is released. If there are any
unprocessed or unapproved deductions in Oracle Projects, the retention invoice is placed
on hold, until the deductions are processed. This payment hold may also be manually
released from the supplier payment control workbench.
3.8.5. Release 12.2
3.8.5.1. Planning with HR Rates

When labor costing is performed using rates defined in HR, an option is available to
enable the same rates for planning purposes. This ensures that planned amounts on the
work plan and financial plans accurately reflect the anticipated actual cost. See above:
3.3.3.1.1. Costing with HR Rates with Support for Multiple Rates per Employee
3.8.5.2. Updated Rates when Generating Forecast from the Workplan

When rate-based resources are assigned to the workplan, plan amounts are calculated by
multiplying the planned quantity by the resource rate derived from the planning rate
schedule. Prior to this release, when rate schedules were updated with new rates after
resource assignments were made, users had to manually select the refresh rate option
after generating new forecasts to update planned amounts based on the updated rates.
The forecast process automatically refreshes rates when you generate the forecast using
the workplan as the source.
3.8.5.3. Planning without Resource Classes

In Release 12.2, you have the ability to plan resources without assigning them to one of
the fixed resource classes of People, Equipment, Material Items and Financial Element.
Disabling planning by resource classes enables users to plan at a higher level. For
example, you can plan by task and expenditure category and actual cost amounts from
any source such as employee labor transactions from Oracle Time and contingent worker
labor transactions from Oracle Payables can roll up to the same plan line.
3.8.5.4. Planning by Cost Breakdown Structure

Planning by cost breakdown provides new, standardized, user-defined cost classification
structure, modified project setup to enable cost breakdown planning, and enhanced
planning and cost collection by cost code. These features enhance project control that
enables users to use standard cost classification codes for planning, tracking and
reporting project costs designed to help you reduce the size, complexity and maintenance
effort of workplans and financial plans. Enhanced cost planning empowers your ability to
control projects by providing the right cost descriptions for billing, benchmarking and
estimating.
You can define as many standardized cost classification structures, or cost breakdown
structures (CBS), as you need for each business unit. You define a cost breakdown
structure using standard look ups that you populate with the cost attributes you need for
classifying costs. Then you assign cost attributes to each cost classification segment
specified in your cost code structure (e.g., locations, organizations, disciplines). By
linking cost attributes in lower level segments to attributes in higher level segments, you
form a breakdown structure that helps you to track, control or report project costs by cost
codes. Modified project setups enable you to associate a single, active CBS to each
enabled project, and use the code structures within the CBS to plan your cost budgets and
generate forecasts. Only new projects can be enabled for CBS planning and once you
plan a budget or generate a forecast with actuals, you cannot change the associated CBS
for any project.
To insure that only the approved cost codes are available for planning and for charging
costs to a task, you define the cost codes that can be used for any task in the Task Setup
page. Only codes associated to the task can be used for creating workplan or financial
plan task assignments and for charging when creating project-costed transactions in
source modules (e.g., OTL, PO, and AP). Codes at any level/node of the CBS can be
assigned and you can use available options to copy sets of codes from other tasks. For
shared or split structures, codes for WBS are copied to FBS and you can add additional
codes to the FBS. While you can use cost breakdown planning with any project structure
type, such as fully-shared or partially-shared, you cannot use it with budgets that are
integrated with the General Ledger or when you enable supply chain project costing.
Enhanced cost collection by cost code means you select both a task and cost code, based
on defined associations, during time card entry in Oracle Time and Labor, while entering
project cost distributions on purchase orders in Procurement and invoices in Payables, or
when entering expense reports in iExpenses that are charged to a project. Enhanced
search functionality in each module enables full or partial value searches on task number
or task name including partial values for cost codes attributes. You can also enter pre-
approved batches by defining the task and cost code combination to assign to each
imported transaction. The task and cost code values are used to match the expenditures to
the project plans for reporting actuals. You can view the cost code number and
description on each expenditure item.
When you view your workplans, budgets and forecasts, the hierarchy you define as CBS
cost code segments is used to summarize plan values based on your defined cost
attributes. New viewing options provide an overall plan summary by cost codes and as
well as a cost code summary for a specific task.
3.8.6. Release 12.2.4
3.8.6.1. Usability: Project Creation and Control Enhancements

3.8.6.1.1. Enhanced Options when Creating New Projects
When creating a new project, users can copy values from a template or from an
existing project using a single page instead of multiple pages. This simplifies
navigation and enables users to view the values for options to be copied. Users are
also able to copy additional options from the template or source project after the
initial project is created. These additional options include Team Members,
Attachments, User-Define Attributes, and Transaction Controls.
3.8.6.1.2. Improved Budgeting and Forecasting Page Navigation
New navigation options on financial plan editing pages make updates to budgets and
forecasts easier and more efficient. Users can use arrow keys to navigate across rows
and columns, adjust column widths, freeze rows and columns, hide and show
columns and sort columns of the financial plan tables easily. Column alignment,
currency precision and definable number of rows are also displayed to make table
values easier to read.
3.8.6.1.3. Workplan and Financial Plan Summary
A new reporting page displays earned value measures in a single report view. The
report is available for all fully shared structure projects and integrates work plan and
financial plan information to calculate new measures.
3.8.6.2. Update Financial Attributes

This enable users to update Transaction dates, ETC Source, Service Type and ability to
link with the child projects on newly created shared tasks in Current working version
from the Work plan UI
3.8.6.3. Move Tasks across Top Tasks

Users can move tasks across top tasks in the work breakdown structure (WBS). This
provides the flexibility to change the WBS task structure after creating the project. Key
accounting and business rules are validated to ensure the data is consistent and to prevent
errors.
3.8.7. Release 12.2.5
3.8.7.1. Planning by Cost Breakdown Structure for Intercompany and

Interproject Billing
Cost breakdown structures can be used for all types of projects, including projects
enabled for cross charge, intercompany, and interproject billing
3.8.7.2. Project Performance Reporting

For very large and complex projects, the size of the data sets required to report and track
project performance can be extremely large and require complex processing to
summarize data on the required dimensions, including dates, task structures, currencies,
program structures. The project performance reporting (PPR) feature in Oracle Project
Planning and Control includes several enhanced programs and program stages that must
be executed and finish successfully to prepare the required project performance data.
With the enhanced project performance reporting, core data processing relies on in-
database features (OLAP Cubes) to streamline the programs and phases. New
reconciliation reports ensures users have the information about each processing stage that
ensures the project data is reliable.
In addition, use of the programs or program stages is no longer required to view data for
specific plans. The views of plan data are derived directly from the transactional data and
have been improved and simplified to enhance performance and provide the required
visibility of summarized data for project performance tracking and monitoring. With
improved project performance reporting data processing your data is more reliable, easier
to reconcile and you can spend less time preparing data for performance reporting.
3.8.7.3. Plan, Execute, Monitor & Control Unit Rate Based Projects
To effectively manage profitability for complex unit rate based contracts, project
management teams require the ability to 1) measure progress based on the delivery units
that generate revenue, and 2) monitor earned value against expenditures and costs to
control internal efficiency. The project management team can plan, execute, monitor and
control unit-rate based contract projects for greater profitability using Schedule of Values
(SOV) and Activity Resource Requirement (ARR).
For unit rate based contracts, payments are based on the product of units delivered at a
unit price. SOV quantify the value of contractual project delivery lines that yield the
overall cost, scope, schedule and quality (CSSQ). Project managers use SOV to measure
and manage progress based on the delivery units that drive billing. Using of SOV avoids
multiple structures to provide a single source of truth for all aspects of the project Work
plan, Revenue Budget, Cost Budget Progress and Billing. SOV aligns these project
entities to drive efficient project monitoring and control towards excellence.
Activity Resource Requirement (ARR) defines the resources required to complete tasks
and how the related expenditures are allocated to the delivery lines that generate revenue.
This enables project managers to monitor earned value against expenditures and costs to
control internal efficiency.
3.8.7.4. Budgetary Controls for Financial Plans

Project Managers use financial plans to plan and manage the financial performance of
their projects throughout the project life cycle. As various costs (requisitions, purchase
orders, and supplier invoices) are coming into the project, project managers need the
ability to verify funds for these types of transactions. For budgetary control purposes,
and real time control of project costs, the purchase to pay transactions must be checked
against the project budget in order to ensure adequate funding is available. For example,
funds to approve a purchase order would need to be checked against the project budget
financial plan as part of the purchase order approval process.
The Budgetary Control integration available for use with budgets in Project Costing has
been extended for use with financial plans in Project Management. Project managers
have the visibility to limit commitments and actual expenses within the project’s
approved cost budget, view the actual and commitment funds check results, and monitor
the failed transactions in order to take corrective action. For both top down and bottom
up GL Budget Integrations, project managers can view drill down to the budget
accounting details for each transaction.
Budgetary control for financial plans provides product managers real time control at both
the project and task level over the following types of expenses:
• Project-related purchase requisitions and purchase orders entered in Oracle
Purchasing
• Project- related supplier invoices entered in Oracle Payables, whether
matched to a purchase orders or not.
• Project-related prepayments not matched to a purchase order and the
application of unmatched prepayments to supplier invoices
• Receipt of goods against purchase orders specified to ‘Accrue on Receipt’
• Expenditure Items created in Oracle Projects from supplier invoices or
receipt of goods
3.8.8. Release 12.2.6
3.8.8.1. Enhanced Revenue Budgeting and Forecasting

Having the right forecast measures that align with your baseline budgets gives project
management teams the ability to identify and validate project execution patterns in terms
of performance and cost efficiency. With clear insight into the right measures of margin
for work associated to tasks, project control is enhanced.
Enhanced revenue budgeting and forecasting enables user to allocate and track revenue at
the top task, which is the primary work breakdown level in the WBS below the project
level. This is the lowest level that users can generate billing in Oracle Project Billing.
For revenue manually or systematically allocated to a top task, the budget generation
process then allocates revenue to dependent (child) tasks based on weighted ETC cost.
When generating a forecast, actual revenue is allocated based on the same ratio of cost to
revenue used to allocate planned revenue in the budget to the top tasks. Then for child
tasks below the top task, actual revenue is allocated from the top task to the child tasks
based on the percentage of cost for the child task weighted by the cost of the top task.
3.8.8.2. Upgrade Project Reporting Data for Better Performance

With the enhanced project performance reporting released in 12.2.5, core data processing
was enhanced to utilize in-database features (OLAP Cubes) to streamline the programs
and phases that summarize all project data dimensions, including dates, task structures,
currencies and program structures.
These processing programs are enhanced with an upgrade mode to help you transform
your existing project data and a new upgrade reconciliation report insures you have
reliably upgraded project data.
Use a new profile option and modified summarization and clean up programs to
• Move one or more projects’ data at a time
• Control when to upgrade a project’s data
• Insure the upgraded data is accurate or identify differences between the data
before and after the upgrade
• Remove out-dated summarized data and reduce your project data storage size
3.8.8.3. Establish & Maintain effort coefficients between SOV & ARR
The enhanced SOV solution enables users to establish the relationship with ARRs and
SOVs and retain them throughout the project lifecycle. This helps users to prepare cost
budgets integrated to the lowest resource, based on best practices and industry /
organization standards and map all expenditures to the client deliveries. Since the
resource coefficients from ARR are directly mapped to the SOV in work plan, the
changes that happen in user deliverables (SOV quantities) work plan will dynamically
reflect the changes in cost and resource requirements.
3.8.8.4. Year End Rollover Processing for Financial Plans

When budgeted funds for a fiscal year are not used by the end of the year, many
businesses move the available amounts to the next year. Organizations that operate under
budget do not lose the budgeted amounts. Instead, their spending limits for the next year
are increased. Using the concurrent process, PRC: Year End Budget Rollover, financial
plan users can now use the budget year end rollover option.
3.8.9. Release 12.2.7
3.8.9.1. Work Plan Life Cycle
During project execution, there are times when the task managers may need some
additional effort to complete the task. But the project managers may not be in a position
to change the baseline plan immediately. An interim approved forecast which includes
the requested additional effort will help the task mangers to continue with their work
without waiting for the change in baseline to be approved. It will enable them to meet the
client commitments by accomplishing their tasks on time.
This major enhancement in work plan will help the project team to maintain a forecast in
parallel to the baseline plan and to drive the baseline plan in subsequent cycles. The
earned value metrics for the project will still be computed based on the approved
published baseline. The change management feature has also been enriched to facilitate
the implementation of change order impacts into the Work plan.
3.8.10. Release 12.2.9
3.8.10.1. Work plan as Approved Cost Budget
When a Workplan is published and baselined, the Approved Cost Budget of the Financial
Plan is auto generated and baselined. Further re-versioning and re-baselining of the
Workplan baseline will generate & baseline new versions of Approved Cost Budgets.
This integration of the Workplan and Financial plan is applicable for Fully Shared
Version Enabled and Workplan Baseline Versioning enabled projects. The users can use
this feature by enabling the “Workplan as Approved Cost Budget”.
3.8.11. Release 12.2.10
3.8.11.1. G-Invoicing
This enhancement is to facilitate the US Federal agencies to integrate their long-term

sustainable solution named as G-Invoicing for inter-agency orders (Buy / Sell
transactions) with the Oracle Projects.
This feature will enable the Federal users to Manage and Maintain their Intra agency
orders throughout their lifecycle. This will provide integration between the G-Invoicing
system and Oracle Projects through a shared entity and helps the user to manage the order
through Oracle Projects and its components like Agreement, Projects, Performance
Obligation, Progress, etc.
The enhancement further provides the ability to view and review:
• General Terms and Conditions(GT&C) agreed between the agencies

• Orders and their attributes, raised against the GT&C from G-Invoicing and
maintain them
• Progress and delivery against the Orders and driving settlement
This enhancement is back ported to release 12.2.7.
3.8.11.2. Forms based Budgets to Financial Plan
This enhancement facilitates transition of Forms based budgets to Financial Plan at user's
discretion, and will help the user to experience the new UI while keeping the forms based
budgets functionality intact. It further provides the users with Multilevel Budgetary
Control capabilities in Financial Plan & Centralized Multi-Dimensional Reporting
Capabilities.
This enhancement is provided with the features like:
• Edit Budget as Financial Plan at user’s discretion.

• Enable user to add resources in the hierarchy mode (parent – child) for a moved
PRL
• Provides Budgetary Control feature at resource group and resource level on
Financial plan for moved budgets
3.9. Oracle Project Procurement
3.9.1. Overview
The latest functionality is provided by the Oracle Project Procurement Command Center.
For more information, see the Oracle Project Procurement Command Center entry in the
Oracle Procurement Release Content Document.
Oracle Project Procurement enables project managers and project buyers to collaborate
and align their activities when planning, tracking and managing the acquisition of
products, materials and services needed to complete a project. Built using the power of
Endeca for EBS, the application integrates project management information from Oracle
Project Planning and Control, project cost information from Oracle Project Costing and
procurement documents, supplier and buyer information from Oracle Sourcing and
Procurement. This combined information provides key insights, metrics and access to
common actions necessary to support decisions and ensure strategic alignment of
procurement activities with the project’s objectives.
Use Project Procurement’s project procurement plan to plan and track acquisitions
needed to complete your projects. Use specialized analysis tools to explore your plans
and your procurement history with suppliers and items and ensure selection of the best
options. With command centres for both project management and project buyer users
built on the same, integrated information, you can make decisions using up-to-date and
common measures that enhance project execution and minimize project wastage.
3.9.2. Release V5
3.9.2.1. Enable Projects for Procurement Planning

To use Project Procurement, you enable procurement planning in the project setup page.
Once enabled, the project is displayed in the command centres and project managers can
upload new or updated procurement plans.
3.9.2.2. Create and Manage Project Procurement Plans

Once you enable a project for procurement planning, you can upload a project
procurement plan. The plan specifies the materials or services needed for a project task
and location, including a monthly schedule of the required items to insure project buyers
k how much of the item is needed, when it is required and where to have it delivered.
You can also enter a budget amount and suggest a supplier.
3.9.2.3. Project Management Command Center View

From the EBS Endeca Extension for Project Management Project Overview page, you
can access the Endeca-based project management command center. This page is specially
designed to provide integrated project and procurement information for the project
manager. From the command center, project managers can view project financial and
schedule information, determine if materials are available to start scheduled tasks, update
procurement plan line statuses, replace items for a procurement plan lines, initiate new
requisitions using the integrated shopping cart and see the status of procurement
activities, including orders and deliveries.
When the project plans need to be updated, the project manager has access to update task
dates or other information to insure the project schedule and plan information is aligned
to the procurement schedule. Managers can also access specialized Endeca-based Item
and Supplier analysis pages for researching procurement history.
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Project Procurement 47
3.9.2.4. Project Buyer Command Center View
The buyer command center view is specially designed to provide integrated project and
procurement information for project buyers. From the Endeca-based command center
view, buyers can view the status of procurement plan lines and initiate sourcing or
procurement activities to insure the needed materials or services are delivered in time to
meet the project schedule and meet the quality and reliability standards required. Buyers
can identify sources of supply, initiate and track negotiations with suppliers using the
integrated document builder, compare bids from suppliers and view the current state or
details of existing procurement agreements and orders.
Alerts, charts, graphs and metrics insure that from the command center, buyers can
identify and resolve procurement issues, insure a balanced workload and track the
performance of the project procurement process so that the project schedule and budget
stay on-track.
3.9.2.5. Item Analysis

Use the Item Analysis pages to explore the history of items used in your projects. Past
performance, including on-time delivery, quality and item suitability, can be evaluated or
compared to the items requested in the procurement plan to ensure the right items are
selected.
3.9.2.6. Supplier Analysis

Use the Supplier Analysis pages to explore the history of suppliers who have provided
materials or services used in your projects. Past performance, including on-time delivery,
quality or supplier capabilities, can be evaluated or compared to the items requested in
the procurement plan to ensure the best suppliers are selected.
3.9.3. Release V6
3.9.3.1. Manage Procurement of Complex Services

Procured services and complex contracts often represent a large part of a project’s budget
and can increase the risk of completing a project successfully. Careful planning,
management and monitoring are required and a high degree of collaboration and
communication between members of the project team, including procurement buyers.
In Release 12.2.5, Project Procurement Command Center provides the ability for project
teams to collaborate more effectively for planning, execution and monitoring of procured
services, including contracts for engineered equipment.
The project planning team develops a procurement plan for complex services and
purchases needed for a project or a project task. In the plan, they specify the deliverables
and any progress payments to communicate to project buyers about when the service or
deliverables are to be rendered by the supplier and the possible cash payment dates for
the services performed. The planning team can also associate progress payments to the
receipt of materials to help the buyers understand when payments can be made after
receiving the materials. The project planning team also enters a budget amount, and can
even suggest a supplier, for these services or deliverables.
From the Project Manager Command Center view, project managers or teams view the
progress payment information for the services requested, create new requisitions for the
planned deliverables using the integrated shopping cart tool and track the status of
procurement activities, including deliverables defined in the purchase order documents.
From the Project Buyer Command Center View, project buyers view the progress
payment information for the services, identify sources of supply for services, create new
negotiations for the requisitions created by the project manager using the integrated
document builder, compare bids and track the status of procurement activities including
deliverables defined in the purchase order document.
Alerts in the command center insure that both buyer and project manager identify and
resolve project and procurement issues so that the project schedule and budget stay on-
track.
Project managers and buyers use the Item Analysis portal to view the history of services
procured for previous projects, including past performance for on-time delivery, quality
and service suitability to ensure the right services are selected. Similarly, they can use the
Supplier Analysis portal to view the history of suppliers who have provided services used
in previous projects. Past performance, including on-time delivery, quality or supplier
capabilities, can be evaluated or compared to the service requested in the procurement
plan to ensure the best suppliers are selected.
To help monitor, manage and control project costs, planning and control teams can
assign, manage and view cost codes from the cost breakdown structure that are assigned
to project procurement plans.
3.9.4. Release V7
3.9.4.1. Manage Project Procurement Changes

Effective management and control of a project schedule based upon information and
execution of the project’s procurement plan is essential for successful completion of
projects on time within budget.
When there are changes in the original specifications, quantities, dates or other details for
materials or services required to complete projects or tasks, the effect of the change(s) on
the procurement plan need to be identified and managed by the project team and buyers.
In particular, project buyers need visibility to the list of changes and the ability to
implement changes to downstream procurement related documents or information to
manage the changes effectively. For example, when there are changes to specifications,
quantities or dates for materials in the project procurement plan and the requisition is
being negotiated with suppliers, changes are reflected in the negotiation document.
Similarly if the change is requested after a purchase order is created, then the changes are
propagated on to the purchase order and communicated to suppliers.
In order to manage changes, the project management and planning teams revise project
procurement plan lines and the changes are tracked and monitored with version controls.
Project managers and buyers clearly see what has changed on a plan line, including
changes in sources of supply, monthly order quantities needed (requirements) or progress
payments across different revisions. The change includes comments and notes entered by
the project manager or buyer when making a change to the plan.
Using the new change management feature, project management and planning teams can:
• Implement changes to procurement plan lines using revisions
• Identify and analyze procurement plan changes across revisions using new alerts in
the Project Management and Project Buyer Command Center views
• Use enhanced alert analysis from the Project Buyer Command Center to manage
procurement plan changes and revisions
• Propagate changes from the procurement plan to procurement documents from the
Project Buyer Command Center
3.9.5. Release V8
3.9.5.1. Flexible Planning Buckets

Project Procurement enables project controllers and buyers to plan procurement activities
by any planning bucket – removing the restriction of planning only by monthly buckets.
Project Controllers can enter specific need-by-dates at the schedule level, and all
requirements for a period are consolidated through a GL Calendar that can be associated
to the project, to aid bucketing. The need-by-dates specified on the schedule are carried
over to requisitions created from the dashboard. Change control recognizes changes to
the need-by-date, and the buyer can propagate the change to a downstream Purchasing
document with the click of a button.
3.9.5.1. Support for Descriptive Flexfields

Project Procurement allows configuration of descriptive flexfields at the plan-line,
schedule and progress payment levels. This will enable storage of additional customer
specific information for each plan-line or schedule. Users can pass data into the
Descriptive Flexfield attributes through the interface, and the interface program validates
against the descriptive flexfield setup to ensure data integrity. Project Controllers and
Buyers can filter by descriptive flexfield attributes on their respective dashboards.
3.9.5.2. User Experience Improvements to Change History Page

Buyers have the ability to see downstream documents that will be impacted by a change,
before committing to the change. Project Procurement also records cases where buyer
reviewed the change, and decided to skip the one-click implement action to manually
control which downstream documents are to be changed to handle the impact of the
revision.
3.9.5.3. Support for Buyer Notes

Buyer notes organize the workload among the procurement team and provide basic
capabilities of expediting. Notes can be captured for each Purchase Order Header,
Purchase Order Line, Agreement Header and Agreement Line. Each note can be assigned
to a specific buyer, and can have a forecasted completion date, a planned-completion-date
or an actual-completion-date if the task is complete. Each note will also have a status.
Buyers can create such notes and assign each one to themselves or to others buyers
working on the project. These notes can be used to track basic expediting activities that
the buyer performs on an open Purchase Order to ensure timely delivery of material /
services. For more information, please review Buyer Notes from E-Business Suite
Procurement Release Content Document.
3.9.5.4. Support for Technical Specifications

Project Controllers can specify a URL against each plan-line, where the URL points to a
file, a zip archive, or a folder in a document management system containing the technical
specifications that are to be attached to the corresponding plan-line. When downstream
actions are performed on these plan-lines, these URLs flow down to RFQs, Agreements,
Requisitions or Purchase Orders as URL-type attachments, which can be shared with
suppliers either through the PO PDF or through iSupplier Portal.
3.9.6. Release V9
3.9.6.1. Targeted Incremental

Targeted incremental load support updates to specific columns of the dashboard and will
respond to a specific set of actions that are triggered from the dashboards. Targeted
Incremental load is a new graph that co-exist with the existing incremental load graph.
This approach is comparatively fast so that when user takes actions on certain records in
project procurement, he/she can see the changes in dashboard immediately.
3.9.6.2. Ability to Group All Eligible Lines Based on Specific Criteria

Project Managers and Buyers have the ability to group all the eligible plan or schedule
lines based on some specific criteria to process the transactions in bulk. Users can see the
analytical table which contains group dimensions (like Source System Document, Source
System Name, Item Category, Line Type, Buyer etc.) and metrics (like Amount,
Quantity, Line Count etc.) so that he/she can select particular grouping criteria to process
all the valid lines which meets the selected grouping criteria
3.9.6.3. Ability to link Requisition and procurement plan via Requisition

Interface
Requisitions that are not created through schedule lines can be linked to procurement
plan using API. If the attribute ‘source code’ in the requisition in interface is ‘PPCC’ then
the interface will establish the association between requisition and schedule line in
procurement plan.
3.9.6.4. Prevent Creation of Excess Demand for a Schedule

Demand creation is now controlled by having a check while adding schedule lines to the
shopping cart to create requisition. This helps Project Managers to prevent creating
excess demand more than what is specified against the schedule line. This check avoid
potential mistake of adding same item to shopping cart incase if the requisition is already
created or lying in the shopping cart.
3.9.6.5. Status of Schedule in Procurement Process

The status at the schedule level indicates where the schedule is in the procurement
process. The status of a schedule can be known by referring the status column against the
respective schedule. This status will be changed dynamically based on the procurement
operations.
3.9.6.6. ‘View Shopping Cart’ button on PM dashboard

Project Managers can see the Shopping Cart which helps reviewing the lines added to the
shopping cart. Project Manager can modify the quantity, delete line or can proceed for
checkout with this new button.
3.9.6.7. Ability to Implement Change on PO by Making Schedule Quantity as 0

Project Managers have the ability to cancel PO line (if the material is no longer required)
by making schedule quantity as zero in project manager dashboard. This helps project
manager to control spend if the available stock is more than what is required.
3.9.6.8. Requester Name in Command Center
Project manager and Buyer command center now includes an additional column -
Requester Name. It is included in the refinements and in the procurement plan excel.
Requisitions created from plan lines will take forward the requester name entered in the
plan lines.
For easier selection of bulk plan lines Requester name can be used as a grouping
parameter in schedule line groups,.
3.9.6.9. Quantity Pending added in Command Center

Quantity Pending columns is added in the schedules tab of command center. Quantity
Pending Columns shows the Quantity minus the sum of quantity requested and on cart
quantity. This attribute is added in the refinements with the option of entering quantities
in a range for easier filter of records.
3.9.6.10. UDA load in Supplier Analysis

The profile option PO: Include UDA data when analyzing Command Center suppliers
enables users to view UDA data in the Supplier Analysis tab. The default value of this
profile option is Yes. When set to No, the UDA data is not viewable in the Supplier
Analysis tab. You can set this profile option at the Site, Application, and Responsibility
levels.
3.9.6.11. Enhancements related to Implement Changes Actions
Implement Changes allowed for Draft Negotiations

New logic in Implement Changes allows users to make multiple changes to negotiations
in draft status. If the negotiation is closed then users can take Implement Change action to
create new amendments.
Implement Changes – Bulk action
Users can now select multiple plan lines in revised status and take action Implement
Changes to update the downstream documents. On selecting rows that belong to various
documents, a system error displays, and you cannot proceed with implementing the
changes.
Managing procurement plan revisions
From the manage revisions page, users can now select to submit all revised lines within a
document for Implement Change action.
Implement Changes – Ignore Currency override
During Implement Change action, currency is not updated in the downstream purchase
order document, this preserves any change to currency that buyer has done on the
purchase order.
3.9.6.12. Update Plan Line

Users can now take Update Procurement Plan action for plan line groups. Using this
action user can change the plan line status and update buyer in all the plan lines within
that plan line group
If downstream purchase order line is cancelled then user gets a warning message on
trying to update a plan line.
3.10. Oracle Project Resource Management
3.10.1. Overview
Oracle Project Resource Management enables companies to manage human resource
deployment and capacity for project work. Built using Oracle’s proven self-service
model, Oracle Project Resource Management empowers key project stakeholders, such as
project managers, resource managers, and staffing managers, to make better use of their
single most critical asset: their people.
With this application, you can manage project resource needs; profitability and
organization utilization by locating and deploying qualified people to your projects across
your enterprise. As a result, you can improve customer and employee satisfaction,
maximize resource utilization and profitability, and increase your competitive advantage.
3.10.2. Release 12.0.3 (RUP3)
3.10.2.1. Viewing At-Completion Amounts

This enhancement enables users to view both the Total budget amounts and At
Completion budget amounts on the Project Home page and the Project Performance
reporting pages. Users can also view the effort in the Financial region.
3.10.2.2. Choosing Displayed Currency

Users can select the desired calendar and currency in which to view project information
on the project list, Project Home page, and the performance tracking and reporting pages.
3.10.2.3. Reporting Plan Type Data in Context

Users can view the plan type data using a new Plan Summary region in the Budgeting
and Forecasting pages. The region provides the plan type data in the context of the page it
is being viewed.
3.10.3. Release 12.1.1
3.10.3.1. Resource Search by eMail Address

The “My Resources” screen (Projects: Resources > Resources) enables users to search
through the resource pool by name, person number, email address, or organization:
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Project Resource Management 53
This enhancement makes searching easier for global users accessing people in countries
such as Taiwan, China, Japan, etc. who do not maintain person information in the English
language but do record email addresses in English.
3.10.3.2. Resource Search by Person Type

For some users, much of their resource pool includes partners and contingent workers
(subcontractors). When searching for resources to assign to requirements, these users
may wish to first limit the search scope to their employee population and then if no
suitable match is found, to search amongst partners and contingent workers.
By providing the ability to search for resources by person type, users can quickly narrow
their search to their desired population. This provides the added benefit of maximizing
revenue by first assigning employees before resorting to outside workers.
3.10.3.3. Streamlined Navigation on Staffing Home

To enable for quick navigation to commonly accessed pages, a new link is added to
Project List on the Staffing Home for My Projects.
3.10.3.4. Cross Validation of Project and Assignment Dates

Insufficient validation of start and end dates for requirements and assignments against
respective dates for the project results in poor record keeping and inaccurate resource
availability information.
Enhancements to validate dates populated by users for requirements, assignments, and
project team roles at the time of entry helps to ensure precision and accuracy in all
associated analytics and reporting subsequently used by staffing, resource, and project
managers.
The following new validations are added in this release:
• Project Resource Management ensures that requirement start dates are equal to
or greater than the project start date and less than the project end date and that
finish dates are equal to or less than the project end date but greater than the
project start date.
• Assignments cannot be added beyond the project end date.
• A project team role end date cannot be beyond the project end date. If the roles
are created before the project end dates are entered, users receive an error if they
later try to enter an end date that is earlier than the end date for existing roles.
• When project transaction dates are moved corresponding assignment dates are
validated against the new project dates. If the new project transaction dates fall
outside the dates for existing assignments, users are given an option to shift the
assignment dates or cancel the date adjustment.
3.10.3.5. Defaulting of Work Patterns’ From and To Dates
Some users at customer sites may enter up to 100-200 requirements per day across all
geographies and operating units. To increase productivity, work pattern from and to dates
default from the requirement start and end dates.
3.10.3.6. Improved Exception Handling of Maintain Project Resources Process

PRC: Maintain Project Resources has been enhanced to deliver improved exception
handling and notification when it encounters errors while processing employee records.
3.10.3.7. New Public APIs for Resource Management

With this release, Oracle Projects is introducing a new set of public APIs for Oracle
Project Resource Management. These new APIs enable you to create and maintain
requirements, assignments, and candidates from an external or legacy system. The new
APIs fall into the following four categories:
• Requirement Public APIs: These APIs enable you to add, update, or delete a
requirement, and to partially or fully staff an open requirement.
• Assignment Public APIs: These APIs enable you to add, update, or delete an
assignment, and to submit an assignment for approval.
• Candidate Public APIs: These APIs enable you to add, update, or delete a
candidate, and to add a review comment for a candidate.
• Competence Public APIs: These APIs enable you to add, update, or delete
competence elements for a project role or open assignment.
3.10.3.8. Organization Authority: Obsolete Forecast Authority

This feature removes the forecast authority functionality from the organization authority
form and also removes existing security data relating to forecast authority.
Forecast Authority was introduced to support the PJR forecasting functionality. In
Projects 11i Family Pack M the PJR forecast functionality became obsolete and was
replaced by the new HTML based forecasting functionality. The new forecasting
functionality has its own security mechanism and does not honor the old forecast
authority model.
Additionally, this change improves the performance of security calls to organization
authority because the existing security data is being removed.
3.10.4. Release 12.1.2
3.10.4.1. Update of Start and End Dates for Multiple Requirements

Resource Managers are often required to make updates to the requirements they manage.
Commonly updated attributes include team role, staffing priority and requirement start
and end dates. The Update Requirements page provides users with a single page to
update multiple assignments. However, prior to this release, the requirement start and
end dates could not be updated from this page. Users were required to navigate to the
Update Duration page for each requirement to update the dates. As Resource Managers
frequently manage a large number of requirements, this process was very inefficient.
Therefore, the Update Requirement page has been enhanced to support the update of
requirement dates.
3.10.4.2. Select Multiple Roll Ups in a Personalized View
Searching for resources and projects is a very common task for Resource Managers.
Therefore, a streamlined search process makes their job much easier. In the past,
personalized views could be pointed to an organization but the search results returned not
only the selected organization but also all subordinate organizations that roll up in the
hierarchy they selected.
This release of Oracle Projects has added a new search interface which enables the user
to specify which organization hierarchy they wish to search and at which level of the
hierarchy they start their search. This enhanced approach to searching for projects and
resources greatly streamline searches and enable users to find needed information much
more quickly by only returning relevant results.
3.10.4.3. Support for Schedule Shifts while Maintaining Work Patterns

Oracle Project Resource Management offers the ability to specify particular work
patterns for resources that can change over the life of a task. For example a resource
might be assigned to a task for 5 hours the first week and then 10 hours the following
week, and finally the standard 40 hours per week for the third week. However, project
schedules often change due to unforeseen circumstances and frequently tasks are delayed.
Prior to this enhancement if shift duration is used to delay the start of a task, for example
by one week, then the work pattern was not being properly retained. In the above
example, a shift of one week due to a project delay would change the work pattern to 10
weeks, 40 weeks and 40 weeks. The planned 5 hours for the first week of the task is
dropped and 40 hours for the third week is derived from the default calendar.
With this enhancement, the work pattern is retained. In our example, regardless of when
the task starts, the resource will work 5 hours the first week, 10 hours the second week
and 40 hours the third.
3.10.4.4. Updateable Fields on Scheduled People Page

To improve productivity, the Scheduled People page has been transformed from a read
only page to an updateable page. Certain fields, including the Start Date, End Date, City,
Region and Location ID, can be directly updated without requiring drill down to the
resource requirement or assignment. The Scheduled People page was also enhanced to
enable viewing and updating multiple project team roles and assigned resources from a
single page.
3.11. Oracle Projects Command Center
3.11.1. Overview
Oracle Projects Command Center is a central location to provide command, coordination
and decision making in support of the business operation
This helps to monitor key metrics to improve operational throughput across the
organization and facilitate the user get the job done. The Information is provided in
context to optimize decision making in line with expected business outcomes and creates
situational awareness to help proactively handle exceptions before they impact the
outcomes.
The information in this command center is provided through various dashboards to help
understand and address the context in full, through various regions like Measures &
Metrics, Alerts, Analytical abilities (Charts & Graphs), Drill down capabilities
(Refinements & Result sets) and Actionable provisions.
The Oracle Projects Command Center is available at no additional cost to licensed users
of Oracle Projects. It can be applied to Release 12.2.4 and above.
3.11.2. Release 12.2.8+
3.11.2.1. Costing Dashboard
Costing Dashboard presents every information that a Costing Manager / Project

Manager would need to perform project costing & accounting more efficiently.
The metrics on the dashboard provide information about expenditure budget, total
expenditures, status of transactions incurred in source system, costing and
accounting status for transactions in projects.
Relevant information is further presented through alerts, tag cloud, charts and
result tables to enable Costing Manager / Project Manager to navigate through the
situation and context. Capability to refine by specific project, task, expenditure
type class, expenditure category, expenditure type, expenditure source or specific
expenditure will enable them to slice and dice the information so that the user can
take an action to resolve the exceptions and expedite the costing and accounting
process.
Result tables provide summary level view of projects and lowest level tasks
followed by transaction level details for each transaction on the project and task.
3.11.2.2. Capital Dashboard

Capital Dashboard will help Capital Analysts to monitor the costing, accounting
and capitalization process in capital projects. The information in this dashboard is
portrayed to ensure efficiency in capitalization process and accuracy in asset
costing.
Oracle E-Business Suite Releases 12.1 and 12.2 Release Content Document Oracle Projects Command Center 57
In addition to Costing and Accounting related information, Capital Dashboard
also provides asset related information through metrics, alerts, tag cloud, charts
and result tables. Metrics and Charts on CIP will help Capital Analyst to
understand overall CIP contributors of the project.
Result set tables provide summary level view of Projects, Lowest level tasks,
Asset and Asset lines followed by transaction level details for each transaction on
the project and task.
3.11.2.3. Budgetary Control Dashboard
Budgetary Control Dashboard for Public Sector has been introduced to

complement the budgetary control feature in Oracle Project Costing. This
dashboard caters to all projects, which are enabled for Budgetary Control feature
and provides a detailed analysis of funds consumption v/s budget
The metrics in this page present a summarized view of information across projects
on budgets, funds consumptions, funds availability, funds expiry etc. Alerts
provide the visibility to the purchasing transactions that could not be incurred due
to insufficient funds. Charts and graphs facilitate easy analysis of consumption
against the budget and budget consumption by different kind of purchasing
transactions (requisitions, award, supplier invoices, and expenditures) which helps
Project Manager to analyze spending against budget. Details of projects, tasks,
documents and rejections on documents are presented in result set tables.
Summarized and detailed information on funds availability and consumption

across projects are presented in a single place, so that the Project Managers can
analyze cost trends, identify problem areas and initiate appropriate corrective
actions.
Integration with PMO Command Center further enables Project Managers to view
and analyse requisition or award related details.
3.11.3. Release 12.2.9++

The following functionality requires Oracle Enterprise Command Center Release
12.2 V4.
Consumption against total expenditure budget can be viewed to understand status

of funds on projects and tasks.
Detailed information against budget, costing, accounting and transaction is

summarized at project and task level in the form of result set.
Aggregated tables at Project and Chargeable tasks helps to see collated

information from transaction level data.
Information in Results sets now considers values from Descriptive flexfields
defined at Task & Expenditure level.
Consumption against total expenditure budget can be viewed to understand status

of funds on projects and tasks.
Detailed information against budget, costing, accounting, Capital and transaction

is summarized at project and task level in the form of result set.
Aggregated tables at Project and Chargeable tasks helps to see collated

information from transaction level data.
Information in Results sets now considers values from Descriptive flex fields
defined at Task & Expenditure level.
Users can browse to unobligated requisitions at PMO Command centre.
Project Budgets can be revised to consumption to facilitate year end processes.
Budgets can be transferred from one task to the other task internally with in a
project by reallocating Budgets.
3.11.4. Release 12.2.10

12.2 V5.

New integration with AP dashboard enables users can to check the details
including status of invoices at Payables Dashboard directly browsing from costing
dashboard with the same context & refinement.

Integration with FA & Payables dashboard enables users to check the complete
details of costing status of assets at FA dashboard and can check the supplier
invoices at AP dashboard by browsing from capital dashboard with the same
context and refinement.

This is the non-public sector version of Budgetary Control Dashboard released in
this version.
This dashboard caters to all projects, which are enabled for Budgetary Control
feature and provides a detailed analysis of budget consumption v/s budget
available
The metrics in this page present a summarized view of information across projects
on budgets, budget consumptions, budget availability, etc. Alerts provide the
visibility to the purchasing transactions that could not be incurred due to
insufficient funds. Charts and graphs facilitate easy analysis of consumption
against the budget and budget consumption by different kind of purchasing
transactions (requisitions, POs, supplier invoices, and expenditures) which helps
Project Manager to analyse spending against budget. Details of projects, tasks,
documents and rejections on documents are presented in result set tables.
Summarized and detailed information on budgets availability and consumption

across projects are presented in a single place, so that the Project Managers can
analyse cost trends, identify problem areas and initiate appropriate corrective
actions.
3.11.4.4. G-Invoicing Dashboard

This dashboard is the only user interface for federal users to manage & control
IGT orders coming through G-Invoicing. This helps to adhere to G-Invoicing
standards and gives visibility throughout order lifecycle and enables the users to
act appropriately against them for further processing and executing.
3.11.5. Release 12.2.10++

12.2 V6.
3.11.5.1. Billing Dashboard
Billing Dashboard provides most of the information that a Billing Manager /

Project Manager would need to understand on the status on billing and helps to
improve on accuracy and timeliness in billing. The dashboard facilitates drill
down into the details of any bottlenecks and showstoppers during billing process
and provides ability to proactively act on them.
The metrics on the dashboard provide information about funding, status of WIP
expenditures, Revenue and Draft Invoices.
Relevant information is further presented through alerts, charts and result tables to
enable Billing Manager / Project Manager to navigate through a context.
Capability to refine by specific period, project, top task, draft revenue, draft
invoice will enable them to slice and dice the information so that the user can be
given with the right set of details and the ability to act and resolve the exceptions.
So that he can expedite the revenue and draft invoice generation process and
further accounting of revenue to GL and interfacing invoices to receivables.
Result tables provide summary level view of projects and top task level tasks
followed by transaction level details for each transaction on the project and task.
3.11.5.2. G-Invoicing Dashboard
Performance against Advance and Non-Advance orders can be viewed.
Information against Deferred and Delivery performance is summarized at Order,

Order Lines and Order Line Schedules level.

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ORACLE E-BUSINESS SUITE

RELEASE CONTENT DOCUMENT

Prepared by Oracle E-Business Suite Product Development

Last Updated: March 30, 2021

Copyright © 2011, 2021, Oracle and/or its affiliates.

2.1. Purpose of document

3.1. Oracle Advanced Project Planning and Control

3.1.3.1. Initial Release

3.1.5.1. Enhanced Cash Flow Chart

3.2.2.1. Marking encumbrance items for burden recalculation

3.2.3.1. Award budgeting enhancements

3.2.3.2. Award status inquiry enhancements

3.2.4.1. Federal Financial Report (FFR)

3.2.5.1. Payables Integration Enhancement – Support for Self Assessed Tax

3.2.6.1. Burden Rounding for Sponsored Projects

3.2.7.1. Burden Rounding

3.2.7.2. Award Number Display for Grants Reporting

• PRC: Transaction Import

3.2.8.1. Award Personnel API

3.2.8.2. Burden Recalculation Options

3.3.2.1. Cascading Billing Schedule Overrides

3.3.2.2. Agreement Definition Enhancements

3.3.2.3. Prepayment Receipt Applications

3.3.2.4. Federal Budgetary Accounting for Project Revenue

3.3.2.5. Date Effective Funds Consumption

3.3.2.6. MGT: Invoice Review Performance Improvements

3.3.2.7. MGT: Unbilled Receivables Aging

3.3.3.1. Standard Invoicing for Adjusted Transactions

3.3.3.2. UBR/UER as Control Accounts

3.3.4.1. Enhanced Projects Intercompany Processing

3.3.4.2. Invoice by Bill Group

3.3.4.3. Contract Based Project Billing

3.3.4.5. HTML Based Project Agreements

3.3.5.1. Revenue Hold

3.3.5.2. On Account Credits for Intercompany Invoicing

3.3.6.1. Cancellation/Adjustment Option for Adjustments Included in Standard

3.3.6.3. Consolidated Invoice Function Security

3.3.7. Release 12.2.8

3.3.7.1. Manage Your Project Revenue According to IFRS 15/ASC 606

3.3.8. Release 12.2.9

3.3.8.1. Revenue in Cost Transaction Currency

3.3.8.2. Revenue by Bill group

3.3.8.3. Invoice Consolidations to exclude / include Bill group attributes

3.3.9.1. Workflow on Agreements

3.4.2.1. Copy Status when Creating a Contract from Template

3.4.2.2. User Attributes Validation

3.4.2.3. Provide Contract Access to Contingent Workers

3.4.2.4. Project Contracts Public APIs

3.4.3.1. Federal Contract Billing

3.4.4.1. Project Contracts Validation Framework

3.5.2.1. Federal Budgetary Accounting for Project Expenditures

3.5.2.2. Contingency Worker Clearing Projects

3.5.2.3. Additional Project Information in Oracle Time and Labor

3.5.3.1. Improved Usability and Audit of Funds Check

3.5.4.1. Labor Costing Enhancements

3.5.4.1.4. Labor Costing using Payroll Actuals

Table 3 – Costing Results for Employee A

3.5.4.1.5. Labor Cost Accruals

3.5.4.3. Payables Integration Enhancement – Support for Self Assessed Tax

3.5.4.4. Enhanced Cost Collection by Cost Code

3.5.4.5. Period Close

3.5.5.1. Uncosted Expenditure Batch Correction Options

3.5.6.1. Distributed/Accounted Expenditures Reversal Option