Oracle Projects User Guide For Advanced Services Pms/Dms

Q1FY10
Oracle Projects User Guide for

Advanced Services PMs/DMs
Developed by the Cisco Services and

Software Delivery Org Adoption Team
Q1FY10
Introduction ............................................................................................................................. 6
Chapter 1- Introduction to Cisco Services ................................................................................ 6
1.1 The Cisco Services Lifecycle.......................................................................................... 7
1.2 Cisco Advanced Services............................................................................................... 7
1.3 Introduction to Advanced Services Delivery Models ........................................................ 8
1.3.1 Customer-facing Projects......................................................................................... 8
Transaction (AS-T) Model.............................................................................................. 8
CAP Projects .............................................................................................................. 10
Subscription (AS-S) Model .......................................................................................... 10
1.3.2 Non-Customer Facing Projects............................................................................... 12
Internal Projects .......................................................................................................... 12
Admin Projects............................................................................................................ 12
1.4 Advanced Services Forecast to Delivery (F2D) Process................................................ 13
1.5 Oracle Projects Statuses .............................................................................................. 15
Chapter 1 - Summary......................................................................................................... 16
Chapter 2 - Introduction/Overview of Oracle Projects ............................................................. 17
2.1 Roles and Responsibilities in Oracle Projects ............................................................... 17
2.2 Oracle Navigation......................................................................................................... 17
2.2.1 Logging in to Oracle Projects ................................................................................. 18
Viewing Screens and Pages in Oracle Projects............................................................ 21
Tabs in Oracle Projects ............................................................................................... 22
Chapter 2 – Summary ........................................................................................................ 26
Chapter - 3 Project Creation .................................................................................................. 27
3.1 Project Creation Trigger ............................................................................................... 27
3.2 Project Set-up at Creation ............................................................................................ 27
3.2.1 Basic Project Information for Transaction Projects .................................................. 28
3.2.2 Project Workplan ................................................................................................... 28
3.2.3 Project Creation Notifications ................................................................................. 29
3.3 Project Manager Activities for Pipeline and Pre-Sales Status......................................... 31
3.3.1 Pipeline Activities for a Project Manager................................................................. 31
3.3.2 Pre-Sales .............................................................................................................. 31
Changing Status from ‘Pipeline’ to ‘Pre-Sales’.............................................................. 32
Project Manager Activities for Projects in ‘Pre-Sales’ Status......................................... 34
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Pre-Sales Workplan .................................................................................................... 34
Sizing and Scoping the Statement of Work (SOW)....................................................... 34
Pricing ........................................................................................................................ 35
Pre-Sales Cost Budget................................................................................................ 35
Resource Requirements and Assignments for Pre-Sales ............................................. 52
My Deal Manager (MDM) ............................................................................................ 52
SOW signature............................................................................................................ 53
Closing Pre-Sales Milestone and Sub-Tasks................................................................ 54
3.3.3 Work at Risk (W@R).............................................................................................. 56
The Importance of Identifying Work at Risk.................................................................. 56
Work at Risk Scenarios and Policy Answers ................................................................ 57
What is Not Considered Work at Risk .......................................................................... 57
Deal Support Team Activities for Work at Risk ............................................................. 58
Project Manager Activities for Work at Risk.................................................................. 58
Controls to put in place................................................................................................ 58
Work at Risk in Oracle Projects ................................................................................... 58
Chapter 3 - Summary......................................................................................................... 59
Chapter 4 - Project Activation ................................................................................................ 60
4.1 Project Activation Triggers............................................................................................ 60
4.2 Project Activation ......................................................................................................... 60
4.2.1 Overview of Activating a Project in Oracle Projects................................................. 61
4.2.2 Project Activation for Revenue Transfers................................................................ 67
4.2.3 Project Activation for CAP Projects with Cost Budget Only...................................... 68
4.3 Processing the Project Handoff from the Deal Support Team ........................................ 68
4.3.1 Project Activation Checklist for Project Managers ................................................... 68
4.3.2 Project Activation for Customer Funded Projects .................................................... 72
Update Customer Information...................................................................................... 73
Understanding Project Scope ...................................................................................... 73
Updating the Work Breakdown Structure ..................................................................... 73
Cost Budget and Cost Funding Sources ...................................................................... 85
Cost Forecast Plan...................................................................................................... 87
Managing the Percentage of Complete on Partner Tasks............................................. 95
Funding Agreement..................................................................................................... 97
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Revenue Budget ......................................................................................................... 97
Billing and Revenue Events......................................................................................... 97
Revenue Forecast Plan............................................................................................... 99
Viewing the Revenue Schedule of the Project............................................................ 106
Update PM role......................................................................................................... 108
Activate Project......................................................................................................... 108
4.3.3 Project Activation - Revenue Transfer .................................................................. 108
Revenue Transfer –Business Context........................................................................ 108
4.3.4 Resource Management........................................................................................ 109
Creating/Adding a Resource Requirement ................................................................. 111
Identifying Resources................................................................................................ 123
Assigning a Resource Directly to a Resource Requirement ........................................ 135
Directly Adding an Assignment .................................................................................. 137
Assigning a Resource to an Existing Resource Requirement...................................... 140
Removing a Resource from a Project......................................................................... 143
Chapter 4 - Summary....................................................................................................... 144
Chapter 5 - Project Execution .............................................................................................. 146
5.1 Project Execution Trigger ........................................................................................... 146
5.2 Project Execution ....................................................................................................... 146
5.2.1 Lock down Project ............................................................................................... 146
5.2.2 Actual cost capture .............................................................................................. 152
Time Entry ................................................................................................................ 152
Partner Cost Upload.................................................................................................. 152
T&E Cost Upload ...................................................................................................... 152
Hardware Costs ........................................................................................................ 153
5.2.3 Project Health/Reporting ...................................................................................... 153
Cost per Task: Task Summary.................................................................................. 153
Revenue and Cost Distribution over Time: Periodic Summary .................................... 154
Profitability for Multiple Projects................................................................................. 155
Resource Utilization .................................................................................................. 155
5.2.4 Milestone Completion, Invoicing and Recognizing Revenue.................................. 155
5.2.5 Revenue Recognition........................................................................................... 157
5.2.6 Change Request (CR) Management .................................................................... 158
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Chapter 5 - Summary....................................................................................................... 159
Chapter 6 - Project Closure ................................................................................................. 160
6.1 Delivery Close vs. Close............................................................................................. 161
6.1.2 Project Manager Activities for Project Closure ...................................................... 161
Closing Delivery Tasks.............................................................................................. 162
Update Percentage of Complete for Partner Tasks .................................................... 164
Changing Status to ‘Delivery Close’ ........................................................................... 165
6.1.3 Closing Out a Transaction Project ........................................................................ 166
AS Finance Activities................................................................................................. 166
Chapter 6 - Summary....................................................................................................... 167
Appendix............................................................................................................................. 168
Chart A – Roles in Oracle Projects ................................................................................... 168
Chart B – Responsibilities in Oracle Projects .................................................................... 170
Chart C - Summary Table of Billing Events ....................................................................... 172
Chart D – Overview of OP Statuses and PM Activities ...................................................... 173
Chart E – Helpful Websites .............................................................................................. 176
Glossary.............................................................................................................................. 177
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Introduction
Cisco is a networking leader that delivers a wide variety of hardware, software and service offerings to
organizations across the globe through Cisco Technical Support Services and Cisco Advanced Services
Organization. Regardless of the type of service provided and the location of its client, Cisco drives to
follow a standard and consistent global approach for client service delivery.
Cisco’s Advanced Services Organization follows distinct work models to deliver the products and services
to its Customers. The two key work models that govern Cisco’s style of service delivery are Transaction
and Subscription.
This guide is intended to help Project Managers (PMs) and Delivery Managers (DMs) get acquainted with
Cisco’s Advanced Services Organization. It will also help the users to understand how Cisco’s key work
models differ from each other and enable them to effectively handle Transaction Projects in Oracle
Projects application.
After reading this guide, users will be able to:
• Understand the Advanced Services Organization.

• Understand AS business rules, policies and processes.
• Explain key Oracle terms.
• Navigate through Oracle Projects.
• Handle a Transaction Project in Oracle Projects.
Chapter 1- Introduction to Cisco Services

The Services organization is a critical enabler of the Cisco’s strategy. The vision of Cisco Services
reflects its evolving role within Cisco and is centered on helping customers identify how their toughest
challenges in business and society can be solved with architectural solutions enabled by the network as
the platform. Cisco Services’ strategy for achieving this vision is to drive the adoption of network-centric
architectures to help Cisco customers adopt new collaborative business models and processes.
Cisco Services serves a variety of customers across the globe, from large to mid-size enterprises, small
businesses, service providers and public sector. Given the demands of the rapidly evolving global
economy and landscape, our customers are faced with many business challenges forcing them to cut
costs, improve operational efficiency and reduce risk while at the same time improve their
competitiveness by driving greater collaboration and innovation. These challenges are requiring business
and country leaders to adopt new business models and processes and they’re asking Cisco to help.
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Cisco Services Portfolio
1.1 The Cisco Services Lifecycle

Services are designed and based on the Cisco Services Lifecycle approach. The Cisco Services Lifecycle
approach defines activities needed to successfully deploy and operate Cisco technologies and optimize
their performance.
The lifecycle phases are as follows:
• Prepare
• Plan
• Design
• Implement
• Operate
• Optimize
The life cycle forms a continuous loop to support a highly efficient network infrastructure that supports
your business. This approach helps increase customers’ network’s business value and return on
investment.
Cisco Services Lifecycle
1.2 Cisco Advanced Services

Cisco’s Advanced Services (AS) organization is a worldwide organization within Cisco Services that
provides Cisco's Customers and partners with a suite of professional engineering service offerings to
achieve a high-performance network for the next generation of network applications.
Examples of Advanced Services are Unified Communications Planning and Design Services, Network
Optimization Service and Data Center Consolidation Service. At the core, these services help Cisco
customers transform their business to meet today’s requirements. They help evolve their network into an
intelligent, strategic platform and accelerate business success by aligning their IT infrastructure to their
business strategy.
Advanced Services are those services that help businesses during the “Prepare, Plan, Design, Implement
and Optimize” stages of the life cycle.
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Advanced Services Lifecycle
1.3 Introduction to Advanced Services Delivery Models

Cisco uses two key models for Service Delivery Projects: Transaction and Subscription. This delineation
dictates the way a Project is handled and delivered. It is important for all PMs and DMs to understand the
way these models are handled at Cisco and in Oracle Projects.
1.3.1 Customer-facing Projects

Customer-facing work is work directly related to a named end customer and utilizes either the AS
Transaction (AS-T), Critical Accounts Projects (CAP) or AS Subscription (AS-S) project models. We will
examine each of these in detail. AS-T and AS-S Projects are customer billable.
Transaction (AS-T) Model

The Transaction work model is based on the delivery of agreed upon milestones over a set project
timeline. In this work model, payments are based on the completion of each of the agreed upon
milestones.
A typical Transaction Project is based on a Statement of Work (SOW) which is created before the start
of the Project and signed by both the Customer and Cisco. The SOW includes the scope, project
timelines and clearly specifies the list of project deliverables. It also contains financial information and
often legal terms and conditions for the delivery of the project.
A Transaction Project is initiated when an Advanced Services-Transaction (AS-T) opportunity needs Pre-
Sales support, when resource planning needs to happen or at the latest, when a Transaction Project
order is processed for booking and no project was previously created.
The creation of a Transaction Project requires a Transaction Project opportunity be registered by the
Service Account Manager (SAM) or Account Manager (AM) in SalesForce.com (SFDC). However, note
that there is no interface between SFDC and Oracle Projects. The Deal Support Team (DST) manually
creates the Projects in Oracle Projects. A Service Level Agreement (SLA) has been defined for use in this
regard.
In general, invoicing occurs at the completion of each milestone. Revenue recognition happens at
milestone completion or at contract completion, when all delivery work is completed. Once all the agreed
deliverables are delivered, a Transaction Project is closed.
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Transaction Project Sub-Types
PMs and DMs may encounter these four different Transaction Project subtypes within Oracle Projects:
• Statement of Work (SOW) [Milestone]

• Subject Matter Expert (SME)
• Consulting (CONS)
• Time & Materials (T&M)
The SOW [Milestone] subtype is used for all Transaction Projects based on a SOW with defined
milestones. Although T&M, SME and CONS deals are also governed by a SOW, Project Managers
should note that invoicing and revenue recognition rules are different.
SME contracts (US specific) and CONS contracts are invoiced upfront, with revenue recognized equally
over the duration of the contract. Consulting services have no specific deliverables defined, but only
provide a maximum number of consultancy days the Customer can consume during a set time frame.
T&M contracts are typically invoiced each month, upon signature of a timesheet. Revenue recognition
also happens monthly.
Transaction Project Model Example

The following real-world example will help you understand the AS-T delivery model. The graphic below
illustrates this example.
Suppose a Customer, AT&T buys 3 units of Telepresence using an agreement (SOW) with AS to install
each unit. AT&T agrees to pay AS in three installments one each on the completion of installation of a
Telepresence unit. When AS finishes installing the first unit of Telepresence and AT&T has made sure
that it works, AT&T pays the first installment to AS for its services and so forth.
Example: Transaction Delivery Model
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CAP Projects
A Critical Accounts Program (CAP) Project is often created when there is a serious issue on a project and
the Customer relationship may be at risk. A CAP Project is created to compensate for any serious issues
on an existing Project and is not charged to the Customer. CAP Project creation is triggered by the CAP
Request form. The Delivery Manager requests a CAP Project and this involves an executive approval
process. Since the CAP Project is not charged to the Customer, only a Cost Budget is set up. The CAP
Project is funded by an internal funding source.
Once the CAP Project is approved, the Deal Support Team creates the CAP Project in Oracle Projects.
The AS CAP template is used to create a CAP Project.
Subscription (AS-S) Model

The Subscription (AS-S) delivery model is governed by an agreement between Cisco and the Customer
on contracted work for a period of time, during which each Project Manager is responsible for Project
delivery. In the AS-S delivery model, the payments are based on the agreement, either up front or on a
quarterly schedule. A typical Subscription Project is based on a quote, created and finalized in the AS
Pricing Tool (ASPT). The quote contains a set of deliverable units, that these are to some extent flexible
(the customer might request some changes) and that the PM will make an (at least) quarterly planning
with the customer and decide with the customer what to deliver and when. Quote contents become the
delivery scope once the associated order is booked.
Subscription Projects have two sub-types defined in Oracle Projects: New and Renewal. A Subscription
Project is initiated when an Advanced Services-Subscription (AS-S) opportunity needs Pre-Sales support,
when resource planning needs to happen or at the latest, when an AS-S order is processed for booking
and no Project had been created. The creation of a Subscription Project requires an AS-S opportunity be
registered by the Service Account Manager (SAM) or Account Manager (AM) in SalesForce.com (SFDC).
Once the delivery end date is reached, the Subscription Project is closed.
Most of the steps involved in the end-to-end project lifecycle for Subscription Projects are the same as
Transaction Projects. However, there are a few notable differences. Unlike Transaction Projects,
Subscription Projects are booked by time period and invoicing occurs at the beginning or as agreed upon
with the Customer. A unique Quote is booked in the Advanced Services Pricing Tool (ASPT), which
automatically generates the Work Breakdown Structure (WBS) and Cost Budget. The Subscription
Project Workplan is managed solely in Advanced Services Delivery Workspace – Advanced Delivery
Management (ASDW-ADM).
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Subscription Project Model Example
The graphic below illustrates this example.
Example: Subscription Delivery Model
Transaction vs. Subscription

To understand the difference between Transaction projects and Subscription projects, the Cisco Services
engagement lifecycle helps us clearly see when each project occurs during the lifecycle. Transcription
projects occur during the Prepare, Plan, Design, and Implement phases of the project. Subscription
projects occur during the Operate and Optimize phases of the lifecycle.
Transaction Technical
Transaction Transaction Transaction Subscription
Services
P repare P lan D esign I mplement

O perate O ptimize
The table below illustrates how Transaction Projects compare to Subscription Projects.
Project Transaction (AS-T) Subscription (AS-S)

Characteristics Projects Projects
Service Lifecycle PPDI (Prepare, Plan, Design, Implement) O (Optimize)
Deliverables during a period of
Customized, scoped project
time (~1 year)
Way of Selling Deliverables-based
Time-based
Master Services agreement or

Master Services agreement
Framework Agreement Advanced Services agreement
Contract Statement of Work (SOW) N/A

Advanced Services Pricing Tool
Quoting Tool Excel Pricing Template
(ASPT)
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Upfront
Per milestone, per set of milestones
Can also be on a pre-set
or at project completion
Invoicing frequency (monthly, quarterly,
SME/consulting deals are upfront
etc.)
Per milestone, per set of milestones

or at project completion
Proportionally over time
Revenue Recognition SME/ consulting deals are
proportionally over time
Formal sign-off of Milestone

Sign Off on Work Completion Certificate N/A
Programs, service components,

Quoting and Delivery Milestones and sub-tasks
deliverables, deliverable units
“Language”
1.3.2 Non-Customer Facing Projects

The term non-customer facing projects include internal Cisco projects and Admin projects. These
projects are non-customer facing, non-billable and do not generate revenue.
Internal Projects
Internal Projects or Cisco work are used for internal improvement projects, fiscal initiatives, internal
investments, in-house testing, development work or even installing products and services for advertising
purposes.
Admin Projects
Admin Projects or Admin Work is used for all operating units within Advanced Services, with standard
tasks that relate to administrative activities, such as vacation/PTO, holidays, training, internal meetings,
travel time, management time and non customer facing job responsibilities. Admin Projects/ Admin Work
is intended for logging time for work done that is not billable to the customer.
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Project Types in OP
1.4 Advanced Services Forecast to Delivery (F2D) Process

Advanced Services follows the Forecast to Delivery (F2D) work model to deliver its services. This model
calls out the key process steps from the time a service opportunity is forecasted till the time it gets
converted into a sold deal and is delivered to the client.
Advanced Services Forecast to Delivery
Each phase and activity of the F2D process is examined below.
Development and Roll-Out Service

Development is the first phase in the Forecast to Delivery Process. It captures all activities from an
identified need for a new or updated service offering to the development and roll-out readiness. In this
phase, the Product Managers and Portfolio Managers work to ensure that everything needed to sell,
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order and deliver new services is determined and oversee the overall readiness of the roll-out. The
Product Managers and Portfolio Managers counsel the Theatre representatives, Advanced Services
SMEs and delivery teams to define services, delivery procedures and marketing collateral.
Manage Opportunity / Project Creation

The Manage Opportunity phase is the primary responsibility of the Sales Organization. In this phase,
Sales teams work with Customers to identify opportunities to sell services and register these
opportunities in SalesForce.com (SFDC). The registration of opportunities creates a Deal ID number,
which must be associated with official deal documents. When a viable Advanced Services opportunity is
available and Pre-Sales work by the Delivery resources is required, the Deal Support Team executes
Project Creation. This involves creating a Project in Oracle Projects application which generates a unique
six-digit Project ID (PID) and associates the Deal ID to the PID.
Scope and Quote / Pre-Sales

Following the identification of an opportunity and creation of Project in Oracle Projects, the Advanced
Services delivery teams can be engaged and begin Pre-Sales work. Pre-Sales work involves specifying
customer requirements, scoping the Project and pricing the services and preparing contractual
documents, where needed. The Delivery team works in close collaboration with the Service Account
Managers (SAM) or Engagement Managers (EM). The time that Advanced Services resources spend on
Pre-Sales work is treated as Customer non-billable work.
Assure and Approve / Pre-Sales

Before the deal is negotiated with the Customer, internal approvals must be taken to validate the scoping
and quoting of a deal as well as the contractual documentation. These approvals minimize the legal,
financial and business risks and assure what AS sells can be delivered. The Deal Management assesses
the deal information and defines the necessary approvals that are needed depending on the components,
scale, complexity and specific selling arrangements of the deal. The Contract Review Team
(CRT)/Commercial Contracts Team (AS-T), Corporate Revenue and several business executives will
need to approve the deal before it can be submitted to the Customer.
During the approval process, a decision is made around the payment schedule (per milestone or at the
end of the contract) and if Revenue Transfers are a part of the deal. Payment schedules and Revenue
Transfers are covered in the subsequent sections of this user guide.
Order and Book / Project Activation

The Order and Book phase involves final compliance checks against the deal documents such as the
Statement of Work (SOW), Margin Analysis and Purchase Order (PO). The Service Account Manager
(SAM) is responsible for the completion of these documents and ensuring that all documents have gone
through the proper approval process during the Assure and Approve phase. The Deal Support Team
performs the final sanity checks, such as matching the PO amounts to quotes and ensuring that the SOW
is completed, signed by the customer and countersigned by Cisco.
These validations ensure that Cisco is booking what is planned to be delivered, which eliminates issues
and re-work during delivery. Once these validations are made, the Deal Support Team performs Project
Activation so that delivery teams can begin work.
Deliver Services / Project Planning and Project Execution

In this phase, the Deal Support Team hands off the Project to the Delivery team, which performs the
Project Planning and Project Execution. The Project Managers monitor the scope, schedule and cost and
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manage their team’s time logging and expenses. They are also involved in monitoring the health of the
Project, based on reports of budgets, forecasts and Actuals. They must leverage the Project data to
maximize the performance. The Network Consulting Engineers (NCEs) execute the Project as per the
plan, delivering quality work and ensuring Customer satisfaction.
Invoice and Collect / Project Closure

The Invoice and Collect phase involves sending the invoice to the Customer based on the invoicing
schedule as agreed upon and approved. For example, for Transaction deals, the Customer is invoiced
upon the completion of a Milestone as stated in the Statement of Work (SOW). For Subscription deals, an
invoice is – in most cases – sent upfront to the Customer the moment the deal is booked.
Recognize Revenue / Project Closure

The Recognize Revenue phase is the point in the process where the revenue is realized and posted to
the general ledger by Revenue Accounting Operations (RAO). The time at which revenue can be
recognized depends on the kind of service. Typically, for Subscription deals, revenue is recognized
proportionally over time for the duration of the Project. For Transaction deals, it depends on the revenue
recognition methodology as approved during the Assure and Approve phase. Revenue can thus be
recognized at completion, invoicing and payment of each Milestone, or at completion, invoicing and
payment of the last Milestone.
The Finance team will perform final validations of revenue recognition as a part of the Project Closure
activities.
1.5 Oracle Projects Statuses

Project Managers will encounter five different statuses in Oracle Projects. Each project status indicates
where the project is within its lifecycle. The project status can be used to control what processes are
allowed at various stages of a project for Project Managers and DST. Every project must have a valid
status.
1 2 3 4 5
Oracle Projects Statuses
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Oracle Project Statuses
1. Pipeline
During the opportunity phase of the deal and a Project is created by the Deal Support Team (DST),
each Project defaults to Pipeline status. When a Project is in Pipeline status, a Project Manager is
able to define resource requirements, although time cannot be charged against it. To enable the
users to log time against the Project, the status of the Project must be changed to Pre-Sales.
2. Pre-Sales
Set by the Project Manager after the Project has been created and the Customer information set up.
When Sales support is required, the Project Manager changes the Project to Pre-Sales status. A
Project remains in Pre-Sales status as long as the deal is not ordered or booked. PMs in the EU and
EM may see that the DST has already moved the Project status to Pre-Sales.
3. Active
Set by the Deal Support Team after the Project Revenue and Cost Budgets have been created and
the initial Work Breakdown Structure (WBS) has been input and base-lined by the DST. Once the
Project is booked, the Deal Support Team sets up the Project for delivery and changes the status to
Active. During this stage, Project delivery is being executed and the Project Manager is responsible
for updating the Project Workplan. Resources, Schedule as well as updating the Cost and Revenue
Forecasts.
4. Delivery Close
Set by the Project Manager once the Customer engagement is finished and all actual costs and
expenses have been captured. When delivery of the project is complete, the Project Manager
changes the Project to Delivery Close status.
5. Closed
Set by the Deal Support Team on a Subscription Project once the final project information is sent over
to ASDW-ADM. Set by AS Finance for a Transaction Project once all financial transactions are
completed, including revenue recognition.
Additional Oracle Project Statuses
• Cancelled
An additional status that is used if a Project must be removed. A Project can only be cancelled if no
time has been logged against them. If time has been submitted and the Project must be removed, it
must be set to Closed.
• On Hold
Set by the Project Manager to indicate a pause on the project. Project Managers should refer to each
theatre’s management for On Hold specific guidelines. This is only used for Transaction Projects.
Team members and resources will not be able to log time to the project while it is in On Hold status.
Chapter 1 - Summary
In Chapter 1, Project Managers learned what it means to be a part of the Advanced Services
Organization within Cisco Services. As part of the consulting team, PMs and DMs deliver quality products
and services to the customer, while maintaining their project in Oracle Projects. Project Managers should
now have an understanding of how the Forecast to Delivery (F2D) Process works within Oracle Projects.
In the upcoming chapters, PMs will gain a better understanding of how to navigate and manage their
projects in Oracle Projects.
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Chapter 2 - Introduction/Overview of Oracle Projects
Oracle Projects is an industry-supported account management tool that uses globally consistent
methodologies to generate transparent and accurate views of the financial health, business risk and
progress of all Cisco projects. It enables business tracking and offers financial reporting capabilities that
Cisco needs to service its Customers and move into new geographies and markets.
Its key functions are to enable the AS organization to:
• Manage overall profitability and margins

• Provide global consistency
• Track resources and utilization
• Share intellectual capital
• Streamline deal qualification process
2.1 Roles and Responsibilities in Oracle Projects

Below is the description of key roles and responsibilities in Oracle Projects which most Project Managers
will encounter. It is important to note that there is a difference between the term “roles” and
“responsibilities.”
Roles refer to the official role that a person plays on a project in Oracle Projects such as Project
Managers, Project Coordinator (DST), Work Manager, etc.
Responsibilities refer to the access types to which each of these users is allocated in Oracle Projects. A
role may have more than one responsibility in Oracle Projects. For instance, a user with a Project
Manager role may have access to the following responsibilities:
• Cisco AS Project Manager

• Cisco AS Resource Manager
• Cisco AS Staffing Manager
• Cisco AS OTL Timecards
To view the list of available Roles and Responsibilities, please refer to Chart A and Chart B of the
Appendix.
2.2 Oracle Navigation

Navigating through Oracle Projects is user friendly and quite simple after a little bit of practice.
Throughout this user guide, PMs can find steps and screenshots to help navigate through the system
efficiently. PMs and DMs will learn everything from logging into Oracle Projects all the way to closing the
project in Oracle Projects.
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2.2.1 Logging in to Oracle Projects Steps at a Glance
To access the Oracle Projects production
environment, the user’s login information is 1. Navigate to the Oracle Projects Production link.
the user’s CCO user ID and password. http://wwwin-ts4cts.cisco.com:8083/
2. Click Apps Logon Links. The log on options for Oracle
Applications appears.
3. Click the E-Business Home Page link. The Sign In
Note: Cisco employees should be
screen appears.
able to use their Cisco ID as their CCO ID.
4. Enter your User Name and Password and press Enter.
If your CCO ID does not resolve, click on
The User Name is the individual’s CCO ID.
the Register link at http://www.cisco.com
5. Click on the appropriate Responsibility. The Oracle
to create a CCO ID. If you would like
Responsibility selected determines which Menu Options
detailed instructions, search for
are available to the user.
“Registering for a CCO ID” on the internal
6. Click on the appropriate Menu Option. The Menu
Cisco Employee Connection.
Options provide access to either Oracle Forms or Oracle
Projects screens.
Detailed Steps with Screenshots
Step Action
1. Navigate to the Oracle Projects Production link.
http://wwwin-ts4cts.cisco.com:8083/
2. Click Apps Logon Links. The log on options for Oracle Applications appears.
Note: Prior to an individual receiving access to Oracle Projects, responsibilities must be

requested via OnRamp.
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3
Step Action
3. Click the E-Business Home Page link. The Sign In screen appears.
Step Action
4. Enter your User Name and Password and press Enter. The User Name is the individual’s
CCO ID.
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6
Step Action
5. Click on the appropriate Responsibility. The Oracle Responsibility selected determines

which Menu Options are available to the user.
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7
Step Action
6. Click on the appropriate Menu Option. The Menu Options provide access to either Oracle
Forms or Oracle Projects screens.
The icon indicates Oracle Projects screens.
The icon indicates Oracle Forms.
Viewing Screens and Pages in Oracle Projects
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When the project has been created in the system, the Project Home screen will appear. From this screen,
the user has access to various tabs, depending on their role and responsibility. The screenshot above
displays all the available tabs for a Project (with the exception of the Control tab, which is currently not
configured for use).
Tabs in Oracle Projects

1. Project – Set up project, view project overview, review open notifications or resource
requirements
2. Resources – Add roles and allocate resources
3. Workplan – Set up a Workplan, add sub-tasks and deliverables
4. Control – Track issues, change requests, change orders
5. Financial – Set up, edit and baseline cost and revenue budgets
6. Reporting – View and export performance overview
Project Tab
Under the Project Tab, Project Managers and Deal Support Team can:
• Review the Project overview by clicking on the Overview Tab. The overview includes
Organization, Project type, Project Status, Project Manager, Scheduled Start and Finish Dates
• View open notifications, resource requirements and upcoming resource changes
• Change the Project setup by clicking on the Setup Tab on the Blue Menu Bar
Blue Menu Bar
In the Blue Menu Bar under the Project tab, the following actions can be performed by the Project
Managers and Deal Support Team by clicking on the sub-tabs listed below. Only the Home, Overview,
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Directory, Attachments and Setup sub-tabs in the Blue Menu Bar are necessary to complete PM duties.
The other sub-tabs are used by DST and other Cisco personnel.
• Home – Review open notifications or resource requirements, view project information

• Overview – View Customer details, contacts, directory
• Directory – Search all members, current members
• Attachments – View attachments
• Relationships – View project request associations (not used by AS-T PMs)
• Setup – View project setup and project status, start date, finish date, add additional information,
update team members, set up and update Customer information
• Quotes – Associate Subscription Projects with a Quote and AS Account (not used by AS-T PMs)
Resources Tab
Under the Resources tab, the Project Managers can:
• Add requirements
• View team roles
• View open requirements
• Assign resources
• Change the resources set up
In the Blue Menu Bar under the Resources tab, Project Managers and Deal Support Team can perform
the following actions by clicking on the sub-tabs listed below. Only the Scheduled People sub-task in the
Blue Menu Bar sub-tabs is necessary to complete PM duties. The other sub-tabs are used by DST and
other Cisco personnel.
• Scheduled People – View open requirements, active roles, resource usage

• Planning Resources – View planning resource lists
• Setup – View resources setup, additional staffing information, candidate score, related setup
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Workplan Tab
Under the Workplan tab, the Project Managers and Deal Support Team can:
• View the project’s tasks, deliverables, resource usage

• Change the project set up
In the Blue Menu Bar under the Workplan tab, Project Managers and Deal Support Team can perform
the following actions by clicking on the sub-tabs listed below. Only the Tasks sub-task in the Blue Menu
Bar sub-tabs is necessary to complete PM duties. The other sub-tabs are used by DST and other Cisco
personnel.
• Tasks – View Workplan, cost, progress, schedule, variance

• Deliverables – View the deliverable structure
• Resource Usage – View Workplan version, select planning resources, update team role
schedule, create team roles
• Setup – View Workplan setup, Workplan information, currency settings, plan settings, rate
schedules, related setup
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Control Tab
The functionality in the Control tab is currently not configured for use. Please do not use this tab.
Financial Tab
Under the Financial tab, the Deal Support Team can:
• Create and edit Cost and Revenue Budgets

• Baseline budgets
• Create and edit Cost and Revenue Forecasts
• Manage financial tasks
• Change the project set up
In the Blue Menu Bar under the Financial Tab, Project Managers and Deal Support Team can perform
the following actions by clicking on the sub-tabs listed below. Only the Budgets and Forecasts and
Percent Complete sub-task in the Blue Menu Bar sub-tabs is necessary to complete PM duties. The
other sub-tabs are used by DST and other Cisco personnel.
• Budgets and Forecasts – View current baseline amount and current working amount, select
plan type
• Billing – View billing summary
• Percent Complete – View financial percent complete
• Tasks – View financial tasks
• Setup – View financial setup
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Reporting Tab
Under the Reporting tab, the user can:
• View the performance overview

• View status reports
In the Blue Menu Bar under the Reporting Tab, Project Managers and Deal Support Team can perform
the following actions by clicking on the sub-tabs listed below. Only the Performance sub-task in the Blue
Menu Bar sub-tabs is necessary to complete PM duties. The other sub-tabs are used by DST and other
Cisco personnel.
• Performance – View performance overview
• Exceptions – View key performance area summary
• Status Reports – View status reports
• Setup – View reporting setup
Chapter 2 – Summary
Within this chapter, PMs and DMs have learned how to navigate through the essentials of Oracle
Projects. PMs should now have a basic understanding of Oracle’s interface and tabs. Moving through
future chapters, this user guide will provide guidance on different activities throughout the project
lifecycle, with step-by-step screenshots.
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Chapter - 3 Project Creation
Project Managers will learn how a project is created in Oracle Projects. The key action items from
Chapter 3 are:
• Project Managers will understand how the Deal Support Team creates a project after an
opportunity is registered.
• The information DST needs to create a project.
• How DST creates the Workplan after the project is created.
• What status each Transaction Project is created in.
• DST activities for Pre-Sales projects.
• How to manage your project in Pre-Sales.
• Why, when and how to manage your project’s Work at Risk.
3.1 Project Creation Trigger

After an opportunity has been registered, the Deal Support Team creates a project in Oracle Projects so
Pre-Sales work can begin and resources can be reserved if necessary. Projects are created by the DST
based upon opportunity reports or project creation requests from the Service Account Manager (SAM).
Once a project has been created in Oracle Projects, notifications are sent to the Project Manager, Sales
Representative and the Work Manager (if one has been assigned at this stage).
The DST will create projects:
Proactive Project Creation (Opportunity Reporting)

The Deal Support Team pulls an Opportunity Report for their respective Theatre. This report may be
filtered to indicate all probable or significant opportunities that warrant engaging in Pre-Sales work or
defining resource requirements. The DST then creates the projects for those opportunities that meet the
Project Creation criteria. These criteria vary by Theatre and can depend on evaluations by the Business
Development Manager or certain statuses given to the opportunity in Salesforce.com (SFDC) by the
Service Account Manager.
Reactive Project Creation (Case by Case Request)

The request is sent directly to the Deal Support Team from the Sales contact (or Advanced Services
Delivery contact, as this varies by Theatre) for a project to be created. The request to create a project is
sent via a Request Form, which is accompanied by all the data necessary to create a project in Oracle
Projects. This data includes information on the mandatory fields required to create a project in Oracle
Projects and the Deal ID of the project. Project creation requests are routed to aliases which are specific
to each Operating Unit. A case by case request will be used mostly for Critical Account Program (CAP)
Projects and Internal Projects. In a few cases, project creation requests are used for standard
Transaction or Subscription Projects.
3.2 Project Set-up at Creation

While the Project Manager is not involved in creating or activating a project in Oracle Projects, it is
important to understand the activities of project creation.
Once the prerequisites are in place, the DST will take steps to create a project in Oracle Projects. The
Deal Support Team will:
• Create a project from a template in Oracle Projects
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• Set up a Customer in the created project
• Enter the Deal ID in the created project
3.2.1 Basic Project Information for Transaction Projects

When a Transaction Project is created, mandatory information is added to the Project record. The
Opportunity Report, which the DST receives, provides the all necessary information, with the exception of
the name of the Project Manager. Project Managers are assigned to each Project via a mapping table,
which the Deal Support Team uses to assign the appropriate Project Manager to the deal; however, the
Project Manager is not typically identified this early in the Project lifecycle. Therefore, the DST adds a
Pre-Sales Engagement Manager or whoever is responsible for managing the Pre-Sales activities. This
information will be available in the Opportunity Report or Request Form. If any of the mandatory
information is missing, the Deal Support Team receives an error message in Oracle Projects and the
Project cannot be created. At this point, the Deal Support Team notifies the Sales contact that the Project
will not be created due to insufficient data. This helps to ensure that Projects are created properly the first
time.
Mandatory information the Deal Support Team enters includes:
• Project Name – DST enters a descriptive name for the project, following the naming
convention.
• Project Sub-type – Four sub-types: SOW – Milestone, Time & Expense (T&E), Subject Matter
Expert (SME) and Consulting.
• Project Manager – Either a Business Development Manager (BDM), Delivery Manager (DM)
or Project Manager (PM) (SP), as they will play the ‘PM role’ during the Pre-Sales phase of a
deal.
• Delivery Organization - The delivery organization, also called the project owning organization.
• End Customer Name – Customer whom the work is being delivered to.
• Project Start Date - project creation date.
• Sales Representative - The Sales person owning the SFDC opportunity.
• Project Coordinator - Deal Support Team member creating the project.
• Financial Analyst - The AS Finance person, responsible for the Operating Unit..
• Deal ID or Global Deal ID - Used for ‘Entity Deals’ where the deal is booked in one Operating
Unit, but the work is delivered in one or multiple work sites across different Operating Units.
For example, a deal may be booked in the US, but work for the same is to be delivered in the
US, EU and APAC. This type of deal has a single Global Deal ID, which is used for PID set-
up at each work site.
• Project Currency - Currency of the opportunity.
3.2.2 Project Workplan

At Project creation an initial default Workplan is automatically set up from the Project template. The initial
Workplan contains sub-tasks that are set up for cost capture and time entry purposes. For example, Pre-
Sales sub-tasks are set up for time capture, whereas the T&E milestone is set up for cost capture only.
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Default ‘Pipeline’ Status
The initial status of a Project is ‘Pipeline’ status. In ‘Pipeline’ status, Project Managers are able to define
resource requirements up front if necessary and assign resources in provisional status, though logging
time is not possible in ‘Pipeline’ status. Some types of Projects, such as CAP Projects, Internal Projects
and Admin Projects, are created immediately in ‘Active’ status.
3.2.3 Project Creation Notifications

Once the Project is created, the Project ID (PID or Project Number) is automatically generated in Oracle
Projects. In addition, Project creation generates automatic email and workflow notifications that are sent
to the Project Manager and Sales Representative. These notifications will also be sent to the Work
Manager and Delivery Manager, if these users have been added as Project team members already. Any
of these roles can be added or updated during the Project lifecycle. Below are examples of a Project
creation e-mail notification and Oracle Workflow notification:
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Email Notification Sample
Project Status Notification for Pipeline Status: Project ID #, Deal ID#
Sent by: Ashley Matheus
Sent to: Brian Wong (Sales Representative), Melissa Leuck (Pre-Sales Engagement Manager),
Emma Gow (Delivery Manager) and Darren Shon (Project Manager)
Date sent on: April 3, 2008
Please notice that the Project ID # with Deal ID# has been created with the ‘Pipeline’ status and is
available for all the activities, follow-ups that are needed on this status.
Project Details
Deal ID # 346729
Project ID # 700097
Project Name #
Project Description #
Project Status Pipeline
Project Organization US Theatre
Project Type #
Sales Representative Brian Wong
Project Manager Darren Shon
Project Start Date #
Project End Date #
References
Project Home Page (Link)
Project Creation Oracle Workflow Notification
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3.3 Project Manager Activities for Pipeline and Pre-Sales Status
As described above, the default status for a new project is Pipeline status. Although time cannot be
charged against a project in Pipeline status, Project Managers may begin identifying and adding resource
requirements for the project.
3.3.1 Pipeline Activities for a Project Manager

During the Pipeline phase, Project Managers can begin adding potential resource requirements to a
project. This allows Project Managers to identify early on any specific resource requirements that a
project may have. Identifying these resources helps Advanced Services better plan and assign resources
for projects. However, resources are not officially assigned to the project until the project is in Pre-Sales
status or even until the Project is booked and in Active status.
Creating Pipeline Resource Requirements

The first activity in this part of the process is to create resource requirements. Identification of role
requirements, or project resources, is identical whether the project is in Pipeline, Pre-Sales or Active
status. The Project Manager then locks down the project to allow only the project resources to be able to
log time against the project.
Refer to 4.3.4 Resource Management for steps on how to create a resource requirement.
3.3.2 Pre-Sales
When a project is identified for Pre-Sales work, the Project Manager must complete tasks before the Pre-
Sales work can begin. For example, each Project Manager should update their Workplan, set up a Pre-
Sales Cost Budget, assign any Pre-Sales resources and change the project status from Pipeline to Pre-
Sales.
All the resources on the project will be logging time against the appropriate Pre-Sales sub-tasks. Once
Pre-Sales work is finished and the deal is ordered and booked, the Deal Support Team will begin the
process of project activation. The graphic below illustrates the Pre-Sales status in the overall project
lifecycle:
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Changing Status from ‘Pipeline’
Steps at a Glance
to ‘Pre-Sales’
After PM update the Workplan and 1. From within the Project, click the Project tab.
create the Cost Budget for Pre-Sales, 2. Click Setup from the Blue Menu Bar. The Project Setup
each Project Manager must change the screen appears.
project status from Pipeline to Pre- 3. Click the Change Status button. The Change Status screen
Sales. To change project status to Pre- appears.
Sales, follow the Steps at a Glance on 4. Select Pre-Sales from the drop-down menu.
the right or the detailed steps and 5. Click the Apply button.
screenshots below:
2 1
Step Action
1. From within the Project, click the Project tab.
2. Click Setup from the Blue Menu Bar. The Project Setup screen appears.
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3
Step Action
3. Click the Change Status button. The Change Status screen appears.
5
4
Step Action
4. Select Pre-Sales from the drop-down menu.
5. Click the Apply button.
Note: Upon changing the status of the Project to Pre-Sales, notifications are sent to the Sales
Representative, Pre-Sales Engagement Manager, Project Manager and Delivery Manager.
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Project Manager Activities for Projects in ‘Pre-Sales’ Status
Once the Project has been created and properly set up by the DST, Project Managers can now perform
Pre-Sales activities on the Project, if it is deemed necessary.
Pre-Sales Workplan
Project Managers must ensure that all sub-tasks and dates are complete and accurate in their Pre-Sales
Workplan. Each Work Breakdown Structure (WBS) contains all the Project’s milestones and sub-tasks
within Oracle Projects.
WBS for Pre-Sales Task and Sub-Tasks

The WBS is used to divide project work into smaller sub-tasks. The default sub-task names and task
numbers for the Pre-Sales task should not be changed, as they are in numerical order. If necessary, each
Pre-Sales Project Manager may add additional sub-tasks, which may be needed for larger Projects.
However, in most cases, the default sub-tasks should be sufficient.
In Transaction Projects, the three default areas for Pre-Sales work set up as sub-tasks of the Pre-Sales
task are:
• Customer Engagement
• Sizing and Scoping
• High Level Design
Chargeable Pre-Sales Sub-Tasks

By default, Project Managers do no not need to make the Pre-Sales sub-tasks chargeable, as they are
already. This chargeable flag at the sub-task level controls which sub-tasks can be viewed and selected
by resources when Timecards are created to charge time to.
Scheduled Dates vs. Transaction Dates

Scheduled Dates are related to the planning of Delivery work. Scheduled Dates indicate when the work
for a given task is scheduled to start and finish. These dates are updated at the lowest sub-task level and
will automatically roll up to the milestone level.
Transaction Dates reflect the time frame within which financial transactions in Oracle Projects can
happen. The main financial transactions are time entry and cost capture. Oracle Projects automatically
updates the Transaction dates to synchronize with Scheduled Dates when the workplan is published.
To allow resources to correctly log time against Pre-Sales sub-tasks, the sub-tasks must be chargeable
and the Scheduled Dates must be set by each Project Manager. PMs manage these Scheduled Dates
within the Workplan Tab of Oracle Projects.
Sizing and Scoping the Statement of Work (SOW)

Every Statement of Work (SOW) will be reviewed by the Contract Review Team (CRT - in some theatres
called Commercial Contracts Team) at the start of the My Deals Manager (MDM) process.
The Deal Support Team will find all SOW templates in the tool, SOW builder. The output of the SOW
builder is not secured and does not make review by the Contract Review Team redundant.
Next to the SOW builder, theatre and deal type specific templates exist, also guaranteeing
standardization of all the contracts/quotes.
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The SOW versions being reviewed by the Contract Review Team need to be stored in a consistent place,
Advanced Services Delivery Workspace – Content Management (ASDW-CM).
The final signed and countersigned SOW together with the pricing sheet will be stored in ASDW-CM by
the DST at time of project activation.
The SOW reference link will be stored directly in OP and no Project can be activated without this SOW
reference. Project Managers can view the SOW reference within the Project tab in Oracle Projects.
As good practice, this reference should contain the initials of the name of the author - customer name -
the PID - the version n°. Example: am/Dataport/X98362/01
Pricing
A unique pricing sheet exists for each theatre. Every project’s cost budget in OP will be set up at
activation, mimicking the costing elements. The Delivery Operations team in each theatre governs the
pricing sheet. Finance, along with the Delivery Operations team, will update these pricing sheets on a
regular basis, since Finance is responsible for the pricing guidelines.
Pricing sheets estimate the cost of Cisco resources and/or Partner resources.
Pre-Sales Cost Budget

The Project Manager should set Steps at a Glance
up and baseline a Pre-Sales Cost
1. Click the Project Tab.
Budget in order to better control
2. Select the Setup tab in the blue menu bar.
and track Pre-Sales costs. This is
3. Click the Project Sales Orders & Change Requests link. The
not mandatory; however, it is
Project Sales Orders & Change Requests screen appears.
important that the Pre-Sales
4. To begin adding the date, click the Add button.
Project Manager evaluates upfront
5. Enter in the SO/CR Number and SO/CR Book Date.
how much effort Advanced
6. Click the Continue button.
Services Delivery is willing to plan
7. Click the Select box for the SO/CR Number.
for support during the Sales cycle
8. Click the Apply button. The Project Setup screen appears.
of each deal. 9. Click the Apply button.
Cost Budgets can be created in 10. Click the Financial Tab.
terms of effort hours and/or dollar 11. Select the AS Approved Cost Budget.
(or other Project currency) 12. Click on Create Plan Version.
amounts. Travel and expenses, for 13. In the Name field, enter the Cost Budget name.
example, can be budgeted in 14. Select Edit Budget from the Apply and drop-down menu then click
terms of dollar amounts, whereas the Go button.
high level design work might be 15. Click the Add Tasks and Resources button.
budgeted in terms of resource 16. Click on Expand All. To select a Pre-Sales task to budget, check
effort hours. the Select checkbox next to the appropriate task. Budgets are
based on effort hours of a certain resource category (a Job title) that
Creating the Pre-Sales Cost will typically perform the Pre-Sales support, or based on a currency
Budget amount directly. To set up the budget based on effort hours of a
Pre-Sales cost is the cost of the resource, select Add Resource from the Select Project or task drop-
selling a Project. The Customer is down menu then click the Go button. To set up the budget directly in
not charged for this cost. Although currency amount, select Add as Planning Element from the Select
the Pre-Sales Cost Budget is not Project or task drop-down menu then click the Go button.
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mandatory, Finance encourages Project Managers to think upfront about how much effort should be
spent on Pre-Sales support and to monitor actual costs against the Cost Budget.
Note: PMs should validate their Workplan dates prior to updating the Pre-Sales Cost Budget
Adding a Cost Funding Source

For reporting purposes, each Cost Budget line has a Cost Funding Source defined in Oracle Projects. For
the Pre-Sales Cost Budget, the Cost Funding Source is ‘Pre-Sales’. The Project Manager enters this Cost
Funding Source when setting up the Cost Budget. This is a simple selection process from a list of
available Cost Funding Sources.
Base-lining the Cost Budget

The Cost Budget needs to be base-lined to be set as the benchmark for comparison to the actual costs of
Project delivery. Base-lining the Cost Budget allows others to view and access the Cost Budget.
To create the Pre-Sales Cost Budget, add a Cost Funding Source and baseline the Cost Budget, follow
the Steps at a Glance at the above right or the detailed screenshots below:
1
1
Step Action
1. Click the Project Tab.
2. Select the Setup tab in the blue menu bar.
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3
Step Action
3. Click the Project Sales Orders & Change Requests link. The Project Sales Orders &
Change Requests screen appears.
Step Action
4. To begin adding the date, click the Add button.
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5 6
Step Action
5. Enter in the SO/CR Number and SO/CR Book Date.
In the SO/CR field, enter Pre-<PID>-<Seq #>

where <PID> is the project number and <Seq#> is a unique sequence for this project
starting with 01 (i.e. PreSales-700000-01)
In the Book Date field, enter today's date (or really the date that the Pre-Sales cost budget
will be entered) in the format (DD-Mon-YYYY) i.e. 3-Jun-2009
Note: This screen allows for the entry of a date for the purpose of currency
conversion. Since the project is still in the Pre-Sales stage and does not have a Sales Order,
enter today's date (the date of the Pre-Sales budget) and a "dummy" value to represent that
this date is associated to a pre-sales budget. There is also a <Utilized Flag> that will identify
if our Pre-Sales date has been utilized.
6. Click the Continue button.
Step Action
7. Click the Select box for the SO/CR Number.
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Step Action
8. Click the Apply button. The Project Setup screen appears.
Step Action
10
12
11
Step Action
10. Click the Financial Tab.
11. Select the AS Approved Cost Budget.
12. Click on Create Plan Version.
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14
13
Step Action
13. In the Name field, enter the Cost Budget name.
When naming the Cost Budget, utilize the following naming convention:
<PID>: <’Pre-Sales Cost Budget’>: v<version number>
For example, ‘700296: Presales Cost Budget: v1’.
14. Select Edit Budget from the Apply and drop-down menu then click the Go button.
15
Step Action
15. Click the Add Tasks and Resources button.
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16
Step Action
16. Click on Expand All. To select a Pre-Sales task to budget, check the Select checkbox next
to the appropriate task.
Budgets are based on effort hours of a certain resource category (a Job title) that will
typically perform the Pre-Sales support, or based on a currency amount directly.
To set up the budget based on effort hours of a resource, select Add Resource from the
Select Project or task drop-down menu then click the Go button.
To set up the budget directly in currency amount, select Add as Planning Element from the
Select Project or task drop-down menu then click the Go button.
Both options are described below.
Steps at a Glance
Option 1 – Add a
resource to the 17. Select Add Resource from the Select Project or task drop-down menu and
budget in terms of then click the Go button then click the Apply button. The Select Planning
effort hours. Follow Resources screen appears.
the Steps at a Glance 18. Select one or several job titles to budget. Advanced Services Employee Labor
on the right or the is the generic job title with an average cost rate attached to it. The other job
detailed steps and titles have more granular cost rates. Click the Apply button. The Cost Planning
screenshots below. screen reappears.
19. Verify that the resource has been added under the Resources Selected
column. Click the Apply button.
20. Enter the Total Effort Hours. Click the Save button. To Set the Cost Funding
Source click on the Update Budget Line Details icon associated with each
budget line.
21. Expand the Additional Information section, select Cost Budget in the
Context Value drop-down menu. In the Cost Funding Source field, type ‘Pre-
Sales’ and hit Tab. Click the Apply button.
22. Click the Save button. Click the Submit button.
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17
17
Step Action
17. Select Add Resource from the Select Project or task drop-down menu and then click the
Go button then click the Apply button. The Select Planning Resources screen appears.
19
18
Step Action
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Step Action
18. Select one or several job titles to budget.
Advanced Services Employee Labor is the generic job title with an average cost rate
attached to it. The other job titles have more granular cost rates.
19. Click the Apply button. The Cost Planning screen reappears.
21
20
Step Action
20. Verify that the resource has been added under the Resources Selected column.
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23
24
22
Step Action
22. Enter the Total Effort Hours.
23. Click the Save button.
24. To Set the Cost Funding Source click on the Update Budget Line Details icon associated
with each budget line.
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26
25
Step Action
25. Expand the Additional Information section, select Cost Budget in the Context Value drop-
down menu. In the Cost Funding Source field, type ‘Pre-Sales’ and hit Tab.
Note: If the Pre-Sales cost is funded by another department, PMs should enter the Funding
Department in the Internal Cost Funding Department field. This is important as the cost transfer will
require follow up by Finance.
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28 27
Step Action
28. Click the Submit button.
Option 2 – Add a resource as Steps at a Glance

a Planning Element to budget
based on dollar (or other 17. Expand the Additional Information section, select Cost Budget in the
Project currency) amount. Context Value drop-down menu. In the Cost Funding Source field,
type ‘Pre-Sales’ and hit Tab.
PMs can refer to the Steps at
18. Check that the Planning Element is assigned to the Pre-Sales top task.
a Glance on the right or the
Click the Apply button. The Edit Cost Planning Elements screen
detailed steps and
appears.
screenshots below:
19. Enter in the total budgeted amount for Pre-Sales in the Total Raw Cost
field. Click the Save button. To set the Cost Funding Source click on the
Update Budget Line Details icon associated with each budget line.
The Update Budget Line Details screen appears.
20. Expand the Additional Information section, select Cost Budget in the
Context Value drop-down menu. Click the Flashlight icon for Cost
Funding Source.
21. Click in the Search By field and click Go. The available cost funding
sources are displayed. Select ‘Pre-Sales’ as the Cost Funding Source.
22. Click the Apply button. The Edit Budget screen re-appears.
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17
Step Action
17. Check the Pre-Sales checkbox and select Add as Planning Element from the Select
Project or Task drop-down menu.
Click the Go button.
19
18
Step Action
18. Check that the Planning Element is assigned to the Pre-Sales top task.
19. Click the Apply button. The Edit Cost Planning Elements screen appears.
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21
22
20
Step Action
20. Enter in the total budgeted amount for Pre-Sales in the Total Raw Cost field.
22. To set the Cost Funding Source click on the Update Budget Line Details icon associated
with each budget line. The Update Budget Line Details screen appears.
23
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Step Action
23. Expand the Additional Information section, select Cost Budget in the Context Value drop-
down menu.
Click the Flashlight icon for Cost Funding Source.
24
25
Step Action
24. Click in the Search By field and click Go. The available cost funding sources are displayed.
25. Select ‘Pre-Sales’ as the Cost Funding Source.
26
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Step Action
26. Click the Apply button. The Edit Budget screen re-appears.
The Pre-Sales cost budget must Steps at a Glance

now be baselined. To baseline
the budget, follow the Steps at a 23. From the Edit Budget screen, click the Submit button.
Glance to the right or the detailed 24. Click the Baseline button.
steps and screenshots below. 25. The Pre-Sales Cost Budget is baselined. Click the Change
Control icon to unlock the budget so that the Deal Support Team
can update it.
26. The Pre-Sales Cost Budget is unlocked.
27
Step Action
27. From the Edit Budget screen, click the Submit button.
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28
Step Action
28. Click the Baseline button.
29
30
Step Action
29. The Pre-Sales Cost Budget is baselined.
30. Click the Change Control icon to unlock the budget so that the Deal Support Team can
update it.
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Step Action
31. The Pre-Sales Cost Budget is unlocked.
Resource Requirements and Assignments for Pre-Sales

Project Managers are responsible for identifying resource requirements and assigning resources to Pre-
Sales work. Although a Project Manager may already have begun defining resource requirements during
‘Pipeline’ status, Project Managers can continue to add or start to define resource requirements to a
Project during ‘Pre-Sales’ status as well.
Note: Project Managers will continue to update resources on the project through all phases of
the project, from ‘Pipeline’ through ‘Active’.
Identifying upfront resource requirements that will be needed for project delivery is encouraged,
especially if there is a high probability of the deal being ordered. In addition, the Project Manager may
continue to add resource requirements to check for available skills and time availability upfront.
Finally, successful project delivery requires the participation of multiple roles. It is important to identify
these required roles to ensure that a project is properly staffed. For example, a project may require
specific competencies or may involve a large number of resources. To avoid facing a lack of resources at
a later point in time, the Project Manager should identify candidates with specific required skill sets in
advance.
To perform the Pre-Sales work, resource requirements need to be defined and resources need to be
assigned to the Project.
Refer to 4.3.4 Resource Management for steps on how to create a resource requirement.
My Deal Manager (MDM)

All Transaction Project deals will be uploaded in My Deal Manager, by the DST, for the internal approval
process.
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A Contract Review Team (CRT) is in place for all theatres: US/CAN, EU, EM, APAC (FYQ110) and
JAPAN (TBD).
Business guidelines driving the involvement of the CRT and correct execution of the MDM process are:
• No Statement of Work sent to the customer unless Cisco is ready to sign

• Full visibility on Transaction Project deals on MDM
• Control of non standard terms and conditions
This part of the End-to-End (E2E) process impacts as well the Service Sales community as the
BDM/DM/PM (SP) community.
Revenue recognition methodology
During the MDM approval process, the Revenue Policy Guidance and Determination (Rev PGD) team will
determine which revenue recognition methodology is to be applied to the Transaction deal that is
submitted for approval.
This revenue recognition methodology can be
- Milestone based: revenue to be recognized at completion of each milestone (Milestone

Completion Certificate (MCC) signed-off)
- End of contract: revenue to be recognized at completion of the Project (last MCC signed-off)
- Set of milestones: revenue to be recognized at completion of some of the major milestones (last
MCC of that set signed off)
This information in particular must be captured in the MDM-tool by the Rev PGD team in easy to
understand terms and must be accessible to the DST. The DST will need this information in order to set
up the correct revenue events in OP as part of the financial set up of a delivery Project.
Revenue transfer
In case of revenue transfer (MEA – Multi Element Arrangement), the FMV (Fair Market Value) calculation
will also be defined during the MDM process. This FMV value for the AS portion of a deal will be subject
to an internal booking upon revenue transfer request and impact the revenue budget of the Project it
relates to.
SOW signature
Business guideline and process change:
Cisco Statements of Work should have two signatures (both Cisco and the Customer) for project revenue
recognition. By having both signatures it ensures a booking input quality element of a deal and not letting
book a Transaction Project order with a Statement of Work that is not signed by both the customer and
Cisco, issue resolution and delays when the first revenue needs to be recognized are avoided.
Signature of a SOW:
The SOW can be signed electronically or manually.
Electronic signature of Statement of Work via the Click to Accept (C2A) tool is described in the process
as preferred signature process that should be driven as much as possible.
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E-Signatures are MANDATORY in EU and EM; however, e-signatures are not mandatory in the US, they
are highly preferred.
E-signature speeds up the process and supports the business rule that requires both signatures to be in
place before order entry.
In addition to that, e-signature reduces the number of input booking quality checks that need to be
performed before order entry: as the SOW version and MDM approval are checked before the SOW is
sent to the customer for signature via the Click to Accept tool (C2A) and the tool processes customer and
Cisco signature seamlessly the one after the other, a fully e-signed SOW file proves its quality by its e-
signed nature and no additional or duplicate checks need to happen when it is processed for order entry.
The C2A tool also captures clear workflow and signature dates and sends notifications to the
stakeholders to give full visibility.
The manual signature process will still be tolerated but must be discouraged as much as possible and
be the exception process. Even when manually signed, the Cisco signature is required before order entry!
The same business rule applies, regardless the way the SOW was signed.
Note: Project Managers cannot deliver on an engagement unless there is a Work at Risk in
place or a booked Sales Order (which is dependent upon an executed (counter-signed) SOW. When a
SOW is signed by both parties, it becomes a legally binding agreement where both parties agree to its
contents and may only be changed via the Change Request process.
Closing Pre-Sales Milestone and Sub-Tasks

Prior to Project activation by the Deal Support Steps at a Glance
Team, the Pre-Sales Project Manager must close
1. From within the Project, click on the Workplan tab.
all Pre-Sales sub-tasks. This becomes important in
2. Click on Tasks on the blue menu bar, select Update
instances where Pre-Sales work is finished and the
Current Working Versions from the Actions drop-
booking process requires an extended timeframe.
down menu. Click the Go button.
The Project Manager should close all Pre-Sales 3. Click the Expand All link.
sub-tasks by setting the end date to the date the 4. For all sub-tasks under the Pre-Sales task, as well
Pre-Sales work is completed. This prevents time as the Pre-Sales task, enter the current date in the
from being logged against the Pre-Sales sub-tasks Scheduled Finish date field.
beyond the completion date of the Pre-Sales work. 5. Republish the Workplan by clicking the Review and
The Pre-Sales milestone and sub-tasks are closed, Publish button. The Review and Publish screen
at the latest, at Project Activation by the Deal appears.
Support Team. To end date the Pre-Sales sub- 6. Click the Publish button.
tasks and milestone, follow the Steps at a Glance
above or the detailed steps and screenshots below:
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2 1
Step Action
2. Click on Tasks on the blue menu bar, select Update Current Working Versions from the
Actions drop-down menu.
Step Action
3. Click the Expand All link.
4. For all sub-tasks under the Pre-Sales task, as well as the Pre-Sales task, enter the current date
in the Scheduled Finish date field.
5. Republish the Workplan by clicking the Review and Publish button. The Review and Publish
screen appears.
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6
Step Action
6. Click the Publish button.
Note: Project Managers should set sub-tasks to chargeable or non-chargeable as necessary to

manage time logging. For example, if a Delivery sub-task is set to begin 3 months later, the Project
Manager should make that sub-task non-chargeable so time cannot be logged against it.
3.3.3 Work at Risk (W@R)

Work at Risk (W@R) is defined as the engagement of resources to provide services and/or deliverables
to a Customer in advance of a Fully Executed Deal. If an exceptional business need arises in which
resources must be engaged prior to a Fully Executed Deal, documented approvals via the Work at Risk
process are required prior to the start of services. In addition, an Authorization to Proceed (ATP) is
required if an exceptional business need arises where resources must be engaged prior to having an
executed governing agreement and SOW (for SOW-based services) in place.
Project Managers should learn and remember the rules for processing and handling Work at Risk
Transaction Projects, since they are different from that of normal Transaction Projects.
Work at Risk would be used before a/an:
• Master Services Agreement (MSA) or Advanced Services Agreement (ASA) or Services

Integrator Agreement (SIA) has been signed
• Statement of Work (SOW) has been signed by both parties
• Valid Purchase Order (PO) has been issued by the Customer or funding is secured via
revenue according to the Funding Source Requirements policy
• Order has been booked by Cisco
The Importance of Identifying Work at Risk

Work at Risk puts Cisco in a position of financial and legal liability. To prevent extraordinary risk to Cisco
in these areas, controls have been put in place to handle Work at Risk. Controls are set for Work at Risk
to:
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• Control Pre-Sales task abuse
• Ensure that the required approvals are in place
• Ensure accurate time logging by setting up a non-billable task that is flagged as Work at Risk
• Capture the Cost Budget, allowed effort and funding source for Work at Risk
• Ensure that the allowed Cost Budget and the number of hours allocated are not overrun
Work at Risk Scenarios and Policy Answers

Scenario Action to Take
No Statement of Work signed and countersigned yet 1. Seek internal approval according to Work at Risk
and no valid Purchase Order from customer or no approval matrix
Revenue Transfer agreed (no funding is secured). 2. Get a signed authorization to proceed, both internal
and customer signature
1. Seek internal approval according to Work at Risk
Statement of Work signed and countersigned, but no approval matrix
valid purchase order from customer or no Revenue
Transfer agreed yet (no funding is secured).
Statement of Work signed and countersigned, 1. Seek internal approval according to Work at Risk
purchase order or Revenue Transfer agreed, but no approval matrix
booking or Project activation.
1. Secure a Professional Services Subcontractor

Agreement/Partner SOW (PSS/PSOW)
Subcontracting Partners need to engage prior to
signed and countersigned Statement of Work, valid 2. Get internal approval according to Work at Risk
approval matrix
Purchase Order, booking or Project activation.
3. Get a signed authorization to proceed, both internal
and customer signatures
Work at Risk Policy website:

http://wwwin.cisco.com/legal/templateForms/sowcentral/work_at_risk.shtml
Note: Before 2007, Advanced Services used to be called Professional Services. The name of the
agreement was not changed however.
What is Not Considered Work at Risk

The following are cases which may potentially be Work at Risk situations, but are not covered as Work at
Risk:
• CAP Accounts: CAP Accounts are used for internal work with no funding source from the Client.
• Executive Commitment: Executive Commitment work is expense funded and involves delivery
of services for no charge, but requires an approval.
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• Pre-Sales Work: Pre-Sales work does not involve delivering a service or providing deliverables
to the customer.
• Subscription Services: Subscription Services work that extends beyond the end date of a
Subscription is defined within the Service Agreement Expiration Policy – which allows for
continuation of services for up to 60 days beyond the service end date.
• Booking Process Exceptions: Any other exceptions to the booking should be escalated (such
as an extended SOW Booking Process).
Deal Support Team Activities for Work at Risk

If a Project requires Work at Risk, the Deal Support Team will take these steps to set up Work at Risk in
Oracle Projects during Pre-Sales:
• Copy additional Work at Risk task(s) if necessary

• Set the Work at Risk task to a financial task and making it chargeable
• Publish the WBS
• Set up and baseline Work at Risk Cost Budget
If all goes well, the order is booked and the Deal Support Team sets up the Project for activation, the DST
will close all Work at Risk tasks and makes Work at Risk tasks billable. This ensures that time can no
longer be logged for Work at Risk.
Project Manager Activities for Work at Risk

If Work at Risk has occurred, the Project Manager needs to perform the following activities to manage
Work at Risk:
• Monitor the actual vs. budgeted cost for Work at Risk using the Task Summary View under
the Reporting tab
• Manage the Work at Risk task like other Delivery tasks
• Once Work at Risk is over, end date the Work at Risk task to avoid further time from being
logged against the task
• Rename and publish the Workplan
Controls to put in place

1. Control Pre-Sales task abuse (non approved work at risk) via regular monitoring of the presales
actual costs and their evolution within a project – Business Intelligence (BI) related or Out of Box
reporting on Project by Project basis
2. Control that the needed approvals are in place by checking if the needed approvals are uploaded
in ASDW-CM and a link to them is stored in OP – ASDW and OP related + BI for reporting
3. Allow accurate time logging by setting up a non billable task that is flagged as Work at risk - OP
related
4. Define a cost budget / allowed effort and funding source for this Work at risk – OP related
5. Control that the allowed cost budget/ # of hours are not overrun – BI related
Work at Risk in Oracle Projects

The PM is responsible for getting all the needed approvals and – if applicable – the signed Authorizations
to proceed and processing these documents to the DST for the Work at Risk (W@R) set up. In that
request the PM will indicate which delivery task or milestone will be started as Work at Risk.
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The DST will create a cost budget line for the milestone under which a W@R sub-task is set up in OP,
reflecting the approved effort hours and/or $ amount and tag the cost funding source for this cost budget
line as ‘Work at Risk’.
In the Workplan, the standard delivery sub-task that is already tagged as W@R will be made chargeable
and the task duration (scheduled start and end dates) will be set to the approved duration. The work type
of this delivery sub-task must be set to Work at Risk.
All delivery hours will need to be entered against this sub-task. The name of the sub-task will refer to the
delivery work being performed, with the acronym W@R at the end.
The approval and - if applicable - ATP, will be stored in ASDW-CM by the DST and a link to these
documents will be added in the Project in OP.
OP will not prevent that actual cost exceeds the set cost budget for W@R, but any overrun will be visible
in reporting.
If a customer processes the order and the order gets booked, the DST will activate the project including
some additional steps:
 The delivery sub-task that was tagged as ‘W@R’ will be end-dated at the project activation date
and another sub-task of the same milestone will be given the same name but without ‘W@R’ at
the end and have as start date the activation date. By doing so, any history on work at risk will be
kept in the project and remain consultable for BI purposes.
 The work type of the W@R sub-task will be changed to ‘Customer Billable’ in order to correctly
categorize any hours that might still be logged against that task for days prior the activation date
and are not yet captured at activation.
 Re-allocation of all hours already logged with the ‘Work at Risk’ Work type before project
activation will need to be performed via a back-end process (mass adjustment).
This way, resources on a project will be able to log their time seamlessly to the correct delivery task and
the utilization metrics – driven by the Work Type of a task – will give correct figures at any time.
Note: No deliverables can be provided to the customer under W@R. So while work can be done
to start a deliverable, a final deliverable as output cannot be provided to the customer.
Chapter 3 - Summary
In Chapter 3, Project Managers have learned all about the Project Creation process. Project Managers
should know the basic steps that the Deal Support Team takes to create a project after an opportunity is
registered, what information the DST uses to create each project, what items will be in a newly created
Workplan, DST’s activities and PM responsibilities in Pre-Sales and how to identify and manage any
Work at Risk.
In the coming chapters, Project Managers will learn how to manage their activated projects within Oracle
Projects, with additional step-by-step screenshots.
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Chapter 4 - Project Activation
After the DST creates the project and Pre-Sales work has been completed, if it was necessary, the DST
will move the project status to ‘Active’. Project Managers may start delivery of the project to the customer
when it is in ‘Active’ status.
4.1 Project Activation Triggers

Project Managers will know when the Project has been set up for delivery by these Project activation
triggers:
• by the booking of an AS-T service order (Cisco booked)

• by request of BDM/DM/PM in case of revenue transfer, after the product has been booked
If there is already a PID because AS Delivery was involved for Pre-Sales, the same Project will become a
delivery Project. In case there was no AS involvement for Pre-Sales a new Project will be created before
the order is entered in ERP by CS.
The service order in ERP will reference the PID on as well order as order line level.
4.2 Project Activation

Project Manager action items and concepts from Chapter 4:
• Project Managers will learn how the DST activates their Project.
• The differences between the Cost/ Revenue Budgets and Forecasts.
• How to update Project Manager information
• Project Managers will learn how to link documents and hyperlinks in Oracle Projects.
• PMs will learn who receives notifications when a project is activated.
• Project activation checklist for Project Managers.
• How Project Managers can update the team members on their Projects.
• DST activities for Project activation.
• Project Managers will learn how to update their Workplan, cost forecasts, revenue forecasts and
partner tasks.
• How to publish your updated Workplan and forecasts.
• How Project Managers can manage resources on their Projects.
Activating a project consists of a series of activities in Oracle Projects by the DST. Once the order is
received and booking requested, the Deal Support Team begins by checking the booking input quality to
avoid error corrections later on in the booking process. For example, it is essential that the submitted
SOW or contract is approved in My Deal Manager (MDM) or that the amounts on the Sales Order and
Quote match. If there are errors in the booking input quality, the Deal Support Team will not transmit the
order to Customer Service for booking. The SOW needs to be signed by the Customer and countersigned
by Cisco before booking to avoid revenue recognition issues later in the process.
Once the order is fully booked, the Deal Support Team begins setting up the project for activation in
Oracle Projects. The Deal Support Team starts this process by:
• Updating Customer information

• Updating the Work Breakdown Structure (WBS)
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• Closing Pre-Sales sub-tasks (if the Project Manager has not already closed them) and re-
publishing the Workplan
The Deal Support Team also sets up the project Financials by:
• Creating a Cost Budget and Cost Forecast

• Setting up a Funding Agreement and Creating a Revenue Budget
• Creating Billing & Revenue Events
• Creating a Revenue Forecast
Finally, the Deal Support Team completes the project activation process by:
• Updating the Project Manager information

• Storing relevant project documents in ASDW-CM
• Attaching the appropriate links to ASDW-CM in Oracle Projects
After completing all of the above activities, the project is ready for activation. The Deal Support Team
activates the project in Oracle Projects by setting the project to ‘Active’ status. Once the Project is in
‘Active’ status, a notification is sent to the Project Manager, who takes over the Project and completes the
Project responsibilities within Oracle Projects.
4.2.1 Overview of Activating a Project in Oracle Projects

The DST is responsible for ensuring that preconditions are met before a project is activated, setting up
project items for activation and modifying the financial set up for the project. Nonetheless, Project
Managers should have a general awareness of Deal Support Team activities during this process. The
graphic below illustrates the ‘Active’ status in the project lifecycle:
Activating a Project in Oracle Projects Preconditions

The DST must ensure booking input quality before order entry by Customer Service into ERP. This quality
check is necessary to avoid later rework, ensure audit controls are in place and minimize the risk of
revenue recognition issues. For example, the Deal Support Team must ensure Purchase Order items
map to the financial milestones listed on the SOW and that the approved version of the SOW or SME
Agreement is double-signed and approved in My Deals Manager. If any part of the booking input quality is
inaccurate, then the deal will not be processed and the project will not be activated.
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The Deal Support Team utilizes the Booking Assurance Checklist to validate that the order received is
ready to be booked. If the booking criteria are met, the Deal Support Team processes the order and
related documents to Customer Service for order entry, releases the booking hold and follows up until the
order is fully Cisco booked.
Setting Up Project Items for Activation

The DST is responsible for setting up project items for activation and updating any previously unknown
project information. For example, the Deal Support Team updates the delivery details on the project, such
as the Bill To and Ship To address and ensures that the Ship To address field in Oracle Projects matches
the End Customer address listed in Enterprise Resource Planning (ERP).
The Deal Support Team also sets up and publishes the Work Breakdown Structure in Oracle Projects for
the Project Manager to perform any necessary Pre-Sales activities. Prior to activation, the Project
Manager should close out the Pre-Sales task and all Pre-Sales sub-tasks. If the project still has an open
Pre-Sales task, it is the Deal Support Team’s responsibility to close all Pre-Sales tasks associated with a
project as soon as a project is ready to be activated. The DST closes any open Pre-Sales tasks by
ensuring the Scheduled Finish Date of the sub-tasks have the same date as the project activation date.
Beginning on the activation date, time can no longer be entered against Pre-Sales sub-tasks.
Most importantly for the Project Manager, the Deal Support Team validates and assigns the correct
Project Manager to the project prior to activation. Oracle Projects only allows one Project Manager role to
be defined for a project. In most cases, during the ‘Pre-Sales’ and ‘Active’ phases of a project, this role is
performed by different people. In any case, a Project Manager is required to be on a project at all times.
Modifying the Financial Set Up

When a project is activated, significant portions of the financial set up are updated. The Deal Support
Team is primarily responsible for setting up the initial Cost Budget and Funding Agreement. In addition,
the Deal Support team is responsible for creating a Revenue Budget, Billing and Revenue Events and a
Cost and Revenue Forecast.
Budget vs. Forecasts

Budgets are primarily created, maintained and updated by the Deal Support Team. Budgets are
baselined and project actuals are compared against the baseline. Forecasts, on the other hand, are
maintained and updated by the Project Manager. Forecasts for cost relate to the planned effort and cost;
Forecasts for revenue deal with planned revenue. The Project Manager needs to update the Estimate to
Complete effort and cost, as well as the revenue schedule, every two weeks per Cisco policy.
Cost Budget and Cost Forecast

The Cost Budget is the estimated cost amount at completion of a project, as evaluated when pricing the
deal. Cost Budgets are set up in terms of effort hours and/or in terms of currency amounts by the DST.
The Cost Budget set up at activation is baselined and only changed by the DST upon a project change
request. It is locked and can never be updated or re-baselined by the Project Manager. The Project
Manager can only monitor and update (every 2 weeks) the planned and actual costs in the Cost Forecast.
The first version of the Cost Forecast is generated from the baselined Cost Budget.
Revenue Budget and Revenue Forecast

On the revenue side, a Funding Agreement defines which project a particular Customer is funding and for
what amount. The baselined Revenue Budget is generated from this agreement and is also locked so that
it cannot be modified by the Project Manager.
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The Project Manager’s project revenue in the Revenue Forecast is generated from revenue events. The
Revenue Forecast reflects the revenue recognition distribution schedule for the project. Each time the
schedule and estimated Milestone completion slips, the Project Manager needs to update the Revenue
Forecast on a minimum of every 2 weeks per policy.
Revenue Funding vs. Cost Funding Sources

A Funding Agreement is a contractual agreement between the Customer and Cisco that outlines the
amount that will be paid for a specific set of services. Revenue Funding is the overall Revenue amount
outlined in the Funding Agreement.
Cost Funding Source indicates how a specific task or milestone is funded. In a typical customer funded
project, the Cost Funding Source for all tasks or milestones is set to ‘Revenue Budget’, which means the
cost of the tasks are covered by ‘Revenue Funding’. In some cases, a task or milestone is not ‘Revenue
Funded’ and therefore requires the Cost Funding Source to be set as ‘Internal’, ‘CAP’ or “Work at Risk’.
Setting the Cost Funding Source is the responsibility of the Deal Support Team and not the Project
Managers.
Updating Project Manager Information

In most cases, the Project Manager role is performed by different people for Pre-Sales work and Delivery
work, resulting in Project Manager information being updated. When the Deal Support Team uses the
mapping table to assign the Delivery Project Manager as a team member, the initial Project Manager’s
assignment will be end dated. However, the initial Project Manager assignment is still visible in the Oracle
Project Team Member screen, even if the role has come to an end.
Linking to Documents and Hyperlinks in Oracle Projects

Oracle Projects has the capability to store documents, hyperlinks or text associated to a specific project.
These documents are not stored directly in Oracle Projects; rather, they are stored in Advanced Services
Delivery Workspace – Content Management (ASDW-CM), a document storage tool which Oracle Projects
links to. This functionality makes it easier for Project Managers and team members to quickly reference
Project documentation materials stored in ASDW-CM.
Uploading Documents to
Steps at a Glance
Advanced Services Delivery
Workspace-Content 1. Navigate to ASDW-CM. Enter the appropriate Category
Management (ASDW-CM) Selection fields and click the Confirm Selection button.
2. Enter the appropriate Account Name and Project Id
information.
To upload documents to ASDW- 3. Click the Confirm Selection button.
CM, follow the Steps at a Glance 4. Choose the appropriate File and enter the required information
or the detailed steps and for the document.
screenshots below: 5. Click the Submit button when finished.
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Step Action
1. Navigate to ASDW-CM.
Enter the appropriate Category Selection fields and click the Confirm Selection button.
Step Action
2. Enter the appropriate Account Name and Project Id information.
3. Click the Confirm Selection button.
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4
Step Action
4. Choose the appropriate File and enter the required information for the document.
5. Click the Submit button when finished.
Linking to Documents in Oracle Projects

Project Managers can store documents, hyperlinks or text associated to a Project. They use the
Attachment feature in Oracle Projects to store the hyperlink to the stored documents. This functionality
makes it easier to quickly reference Project documentation materials that are stored in a central repository
for the Project.
Steps at a Glance
Note: Project documents are 1. From within the Project, click the Project tab.
not stored directly into Oracle Projects. 2. Click Attachments from the blue menu bar. The Attachments
They are first stored in the document screen appears.
repository (ASDW-CM) and then 3. Click the Add Attachments button.
attached as a hyperlink in Oracle 4. Enter the description of the attachment in the Description field.
Projects. It is optional to select a category from the Category drop-down
menu.
To attach a document link in Oracle 5. In the Define Attachment section, select the URL radio button.
Projects, follow the Steps at a Glance Enter the URL to the document in the URL field.
or the detailed steps and screenshots 6. Click the Apply button. The Attachments screen appears.
below: 7. From the Attachments screen, the link to the documents is
listed.
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1
2
Step Action
1. From within the Project, click the Project tab.
2. Click Attachments from the blue menu bar. The Attachments screen appears.
3. Click the Add Attachments button.
Step Action
4. Enter the description of the attachment in the Description field.
It is optional to select a category from the Category drop-down menu.
5. In the Define Attachment section, select the URL radio button.
Enter the URL to the document in the URL field.
6. Click the Apply button. The Attachments screen appears.
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7
Step Action
7. From the Attachments screen, the link to the documents is listed.
Activating a Project
Once all the preconditions are met and Project activation activities are completed, the Deal Support Team
changes the Project status to ‘Active’ and notifications are sent out to the following individuals:
• Pre-Sales Engagement Manager (if defined as a team member)

• Project Manager
• Sales Representative
• Delivery Manager (should be defined as a team member)
• Work Manager (if defined as team member)
The notification sent upon this status change is meant to inform the Sales Representative that the
Customer can expect Advanced Services Delivery to start executing on the ordered service. The
notification also informs the Project Manager that the planning of delivery work, work delivery, resource
assignment and actual cost collection can begin.
4.2.2 Project Activation for Revenue Transfers

Revenue Transfers are performed to make sure that AS receives revenue for the services delivered when
they are a part of another service or hardware deal that is sold as a whole. Inability to perform proper
Revenue Transfers can result in a lower overall revenue amount for AS than actually incurred.
Unlike a traditional customer funded project, where there is a Sales Order booked, a Revenue Transfer
Project uses an Internal Service Booking method.
A Revenue Transfer must be requested by the Service Account Manager once the product is booked and
shipped.
There are two scenarios for Revenue Transfers:

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A 100% Revenue Transfer – Funded entirely by a Revenue Transfer. An Internal Customer is set up as
the Bill To Customer and End Customer. The Contribution percentage is set to 100% for the Internal
Customer.
A Partial Revenue Transfer – For deals that are partially Customer funded and partially Revenue
Transfer funded. The Project is set up with two Billing Accounts: one external Customer and one internal
Cisco Customer. There is also two Sales Orders with different Bill To Customers. The End Customer is
the same for both Sales Orders. The Contribution % is split between both according to the proportion
each Bill To Customer contributes to the revenue.
4.2.3 Project Activation for CAP Projects with Cost Budget Only
A Critical Accounts Program (CAP) Project is created when there is a serious issue on a project and the
Customer relationship may be at risk. A CAP Project is created to compensate for any serious issues on
an existing project and is not charged to the Customer. The Delivery Manager requests a CAP Project,
which then goes through an approval process. Since the CAP Project is not charged to the Customer, it
has a Cost Budget only and is funded by an Internal Funding Source. Once the CAP Project is approved,
the Deal Support Team creates the CAP Project in Oracle Projects.
Note: Although a CAP Project can be identified from an existing project in delivery, the CAP
Project is a separate project.
4.3 Processing the Project Handoff from the Deal Support Team
Once a project has been activated, the project is officially owned by the designated Project Manager and
project execution activities can begin.
4.3.1 Project Activation Checklist for Project Managers

Project Managers should verify that the data entered by the Deal Support Team matches the SOW and
Purchase Order. If the information does not match, the Project Manager should immediately contact the
Deal Support Team for resolution.
Project Managers should also verify that team members, such as the Project Manager, Delivery Manager,
Finance and any other project team members are listed correctly. If team members are incorrect or not
listed, the project team member screen needs to be updated accordingly.
Note: If a team member is incorrectly listed on the project, the team member must be deleted and
then a new team member must be added in their place.
Since there can only be one Project Manager on a project, knowing how to replace a team member in
Oracle Projects becomes important when, for example, the Project Manager goes on vacation. In this
case, another team member must be identified and added as a Work Manager in Oracle Projects. A Work
Manager has generally the same access permissions as the Project Manager. This way, project delivery
work can continue.
Project Managers can also add another Project Manager to the project for the time they are away by
defining start and end dates of team member assignments. Oracle Projects only allows one ‘Active’
Project Manager at a time; for the identification of Work Managers, there is no limitation. When identifying
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a second Project Manager, the first one remains on the list and the end date for the first Project Manager
is set to the day before the creation date of the second Project Manager.
Adding someone as a Work Manager during the Project Manager’s time out of the office is the preferred
method, since it is easier to manage.
Note: Adding a team member to the project is not the same as adding a resource in the
Resource Management tab. Team members will not necessarily perform delivery work on the project,
whereas assigned resources will.
To update the team Steps at a Glance

member list, follow the
1. Click the Project tab.
Steps at a Glance on the
2. Then click Setup from the blue menu bar. The Project Setup screen will
right or the detailed steps
appear.
with screenshots below:
3. At the bottom of the Project Setup screen, click the Team Members link,
the Team Members screen appears.
4. Review the team members listed. Click on the Delete icon for a team
member that is incorrect. The Warning: Delete Team Member? screen
displays.
5. Click the Yes button. The Team Members screen will reappear. The team
member has been removed from the Project team.
6. Click the Add Team Members button. The Add Team Members screen
appears.
7. Enter the following information: Person, Role, Start Date, End Date. In
the Start Date field enter today’s date. Leave the End Date field blank.
Ensure the Scheduled Member check box is checked.
8. Click the Apply button. The team member has been added to the Project
team.
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1
2
Step Action
1. Click the Project tab.
2. Then click Setup from the blue menu bar. The Project Setup screen will appear.
Step Action
3. At the bottom of the Project Setup screen, click the Team Members link, the Team
Members screen appears.
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4
Step Action
4. Review the team members listed. Click on the Delete icon for a team member that is
incorrect. The Warning: Delete Team Member? screen displays.
Note: Project Managers should only delete the team member if they haven't
actually performed any tasks on the project and did not work on the project. If a team
member who was working for the last month and is no longer working on the project,
PMs should end date their role on the page.
5. Click the Yes button. The Team Members screen will reappear. The team member has
been removed from the project team.
Step Action
6. Click the Add Team Members button. The Add Team Members screen appears.
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7
8
Step Action
7. Enter the following information:
• Person
• Role
• Start Date
• End Date
In the Start Date field enter today’s date. Leave the End Date field blank. Ensure the
Scheduled Member check box is checked.
Note: There are a lot of roles available in OP; however, Not all of them are
schedulable. When adding a schedulable role, PMs will be blocking time on that
resource’s calendar. Operations, DST, Finance, Delivery Managers, Sales and PMs will
not be marked as schedulable. To get an updated list of schedulable resources, just click
on the flashlight icon to search.
8. Click the Apply button. The team member has been added to the project team.
4.3.2 Project Activation for Customer Funded Projects

Activation activities will be performed by the DST and consist of:
• Updating customer information

• Workplan set up in sync with the SOW contract ,
• Cost Budget creation and baselined with the pricing sheet,
• Cost Forecast Plan generation from the Cost Budget,
• Funding Agreement creation,
• Revenue Budget creation and baselined
• Billing and Revenue Events set up
• Revenue Forecast plan creation
The deal documents will be uploaded into ASDW-CM and a link to those documents captured in OP.
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The project will be set to an 'Active' status and AS Delivery will be able to start delivering billable work
from that moment on.
Update Customer Information

The customer information at project creation is rather limited.
For project activation though, we need to capture the correct End Customer information as well as the Bill
to Customer information.
There is a difference between OP and ERP terminology, especially as to the meaning of the ‘Ship to’
field. In OP, the Ship to field is used to store End Customer information. In ERP, both Ship to and End
Customer information can differ from each other.
In the Billing Account information in OP, the main and Ship to customer name and number should always
be the same.
In case of revenue transfer, the Bill to customer will be the internal customer used for the internal booking
of the revenue transfer (see Revenue transfer section)
Customer relationship
The Relationship must always be set to End Customer, as this is the relationship that is most important
for Delivery. Other options in OP should not be used.
Contribution
Contribution means the % the Bill to customer contributes to the revenue of the project. This should
always be set at 100% for one customer.
Multiple End Customers

Multiple Billing Accounts can be entered for the same project and the contribution of each defined. The
total contribution will need to be 100%.
If there is one End Customer with multiple work sites, only one Billing Account should be created. Work
Site information is a Task attribute in OP and can be captured in the Tasks details.
Understanding Project Scope

To effectively start the Delivery phase of the project lifecycle, Project Managers should review the SOW
and the Purchase Order to gain a full understanding of what is required for project delivery.
Updating the Work Breakdown Structure

The Work Breakdown Structure (WBS) is the set of tasks within the Workplan in Oracle Projects. Here are
key terms used in this section that must be distinguished:
• Tasks – The tasks that are displayed in the Workplan with sub-tasks listed under them. Tasks
cannot be set to chargeable and thus cannot have time logged against it.
• Sub-tasks – The sub-tasks are under its respective task. Sub-tasks can be set to chargeable so
that time can be logged against them.
• Milestones – Milestones are a type of task that aligns with the Milestones listed on the SOW
required to deliver the project. Milestones contain delivery sub-tasks that the Project Manager
handles to manage the Project. Time is logged against the delivery sub-task and the total actual
hours are rolled up to the respective Milestone.
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Milestone
Sub-task
Peer tasks refer to the tasks placed at the same level of hierarchy. For example, all sub-tasks placed
under a Milestone are peer tasks.
Once a Sales Order is created for a specific project and that order is linked to the project in Oracle
Projects, the Deal Support Team maps the initial Work Breakdown Structure (WBS) to tasks that need
completion, as dictated in the SOW and Pricing sheet. The Deal Support Team then updates and
publishes the initial WBS so that it takes effect in Oracle Projects.
Once the Project Manager takes ownership of the project, the Project Manager updates the initial WBS.
This update will mainly consist of adding/copying sub-tasks where needed, renaming them, making sub-
tasks chargeable/not chargeable and managing the Scheduled start and finish dates.
Adding/Copying Sub-tasks
To add additional sub-task to the Steps at a Glance
Workplan, the Project Manager
1. From the Update Tasks screen, select the desired sub-task to
should mainly be using the Copy
copy and click the Copy button. The Copy screen appears.
function to add another sub-task. To
2. In the Copy section, make sure all check boxes for tasks and
copy an existing sub-task, follow the
sub-tasks are checked.
Steps at a Glance on the right or the
3. Select the As a Peer Task radio button. Enter the desired prefix
detailed steps with screenshots
for the sub-task name in the Prefix field.
below:
4. In the Placement section, select where to paste the copied sub-
task. Ensure that the correct location for the sub-task is
selected.
6. Update the Task Number in the Task Number in accordance
with the sequencing.
7. Select Continue Updating from the Apply and drop-down
menu.
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Step Action
1. From the Update Tasks screen, select the desired sub-task to copy and click the Copy
button. The Copy screen appears.
Step Action
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2. In the Copy section, make sure all check boxes for tasks and sub-tasks are checked.
3. Select the As a Peer Task radio button.
Enter the desired prefix for the sub-task name in the Prefix field.
4. In the Placement section, select where to paste the copied sub-task.
Ensure that the correct location for the sub-task is selected.
Step Action
6. Update the Task Number in the Task Number field in accordance with the sequencing.
7. Select Continue Updating from the Apply and drop-down menu.
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Deleting Sub-Tasks
The Deal Support Team reviews the SOW to determine
the required Milestones for the project. Based on the Steps at a Glance
SOW, the Deal Support Team copies the required
1. From within the Project, click on the
Milestones. Each Milestone contains one Delivery sub-
Workplan tab.
task by default. The Deal Support Team sets up the
2. Select Update Current Working
task names and task numbers of all the required
Version from the Apply and drop down
Milestones (but not the sub-tasks) as per the SOW.
menu. Click the Go button.
Project Managers must update the task names and
3. From the Update Tasks screen, click the
task numbers of the sub-tasks. They can add new sub-
Expand All link.
tasks under a Milestone by copying from the existing
4. Select the check boxes next to the sub-
sub-tasks. They can also delete the redundant sub-
tasks to delete. In this example, the
tasks, but not the default sub-tasks. The Project
Work at Risk sub-task is selected.
Managers cannot, however, add or delete a Milestone
5. Click the Delete button.
in the WBS. If new Milestones are required, the Project
6. A message appears indicating that the
Managers will be required to raise a Change Request
update has been made. The selected
and forward it to the Deal Support Team requesting
sub-task is deleted.
them to update the WBS to reflect the increase in
project scope.
To delete a sub-task, complete the Steps at a Glance

on the right or the detailed steps with screenshots
below:
2
5
3
Step Action
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Step Action
1. From within the project, click on the Workplan tab.
2. Select Update Current Working Version from the Apply and drop down menu. Click the
Go button.
3. From the Update Tasks screen, click the Expand All link.
4. Select the check boxes next to the sub-tasks to delete.
In this example, the Work at Risk sub-task is selected.
5. Click the Delete button.
Step Action
6. A message appears indicating that the update has been made. The selected sub-task is
deleted.
Workplan Tasks vs. Financial Tasks vs. Financial Milestones

Workplan tasks, also known as delivery tasks, are a reflection of work that must be completed. Workplan
tasks are utilized for structuring the work to be performed and for time logging and cost capture purposes.
In Oracle Projects, the Workplan tasks are managed in the Workplan tab. Level 0 tasks are parent tasks
known as top tasks or Milestones. Level 1 tasks are sub-tasks and are lower level tasks that are
subordinate to a top task.
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Financial Tasks are tasks that allow cost capture. Tasks generated from a template are automatically set
as Financial Tasks. A copied top task and Level 1 sub-task will be automatically set as a Financial Task
to enable cost capture and/or time entry, so Project Managers do not need to update anything.
Partner Tasks
The Deal Support Team is responsible for creating Partner tasks on the Workplan. Partner tasks are
created for cost capture purposes only and not for time logging purposes.
The Project Manager needs to track the Partner Task progress (if using a Partner to complete delivery
work) and enter the percentage of work complete in Oracle Projects. Finance uses the percentage of
work complete to calculate accruals.
Workplan Publishing
Publishing a working version of a
Workplan makes the Workplan Steps at a Glance
visible to team members. If a
1. From with the Workplan tab, select Update Current Working
Workplan is created but not
Version from the Apply and drop down menu. Click the Go
published, the Project Manager
button.
will be the only person able to
view the Workplan and it will
3. Click the Update pencil on Outline Number 0.
remain a working version. The
4. Delete the word, ‘Copy’, from the beginning of the Workplan
Workplan must be renamed to
name and update the version number accordingly. The following
align with the Workplan naming
naming convention must be applied for the naming of the WBS
convention prior to being
version at activation: <PID>:”Workplan Activation” :< version>.
published every time. After the
Example: 700596:Workplan Activation:v1.
PM publishes the Workplan, all
5. Click the Apply button. The Update Tasks screen appears.
team members will be able to see
6. Click the Review and Publish Workplan button
the updated version as well as be
able to log time to any new sub-
8. The Workplan Publishing screen appears. Wait for the screen to
tasks specified in the published
update, it may take anywhere from a few moments to a couple
version.
minutes.
To publish a Workplan, complete 9. Click Change Control lock to unlock the Workplan. The
the Steps at a Glance on the right published version of the Workplan will appear in the Published
or the detailed steps with Versions on the bottom half of the screen.
screenshots below:
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Detailed steps with screenshots
Step Action
1. From with the Workplan tab, select Update Current Working Version from the Apply and
drop down menu. Click the Go button.
Note: If a warning message displays stating: You do not have the security to access
this page. Please contact your system administrator. It means that the Workplan has been
locked by another user. Click the Ok button and then the system will take them to the
Maintain Versions screen where they can see who locked the Workplan and contact them to
unlock it.
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2
Step Action
Step Action
3. Click the Update pencil on Outline Number 0.
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4
5
Step Action
4. Delete the word, ‘Copy’, from the beginning of the Workplan name and update the version
number accordingly.
The following naming convention must be applied for the naming of the WBS version at
activation:
<PID>:”Workplan Activation” :< version>
Example: 700596:Workplan Activation:v1
5. Click the Apply button. The Update Tasks screen appears.
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6
Step Action
6. Click the Review and Publish Workplan button
Step Action
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8
Step Action
8. The Workplan Publishing screen appears. Wait for the screen to update, it may take
anywhere from a few moments to a couple minutes.
Step Action
9. Click Change Control lock to unlock the Workplan. The published version of the Workplan
will appear in the Published Versions on the bottom half of the screen.
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Workplan versioning
Versioning of the Workplan must be enabled as we want to trace back the different versions over the life
of the project.
OP will automatically make a working copy of the latest published version. Any changes can be made to
the working copy and the Workplan can be republished if needed.
The following naming convention must be applied for the naming of the WBS version at activation:
<PID>:”Workplan Activation” :< version>
Example: 700596: Workplan Activation: v1
Cost Budget and Cost Funding Sources

The Cost Budget in OP will need to reflect the cost portion of the pricing sheet used to price AS-T deals.
This cost is typically defined in terms of effort hours per role per milestone and can also contain estimated
Partner cost and/or T&E cost separately.
The number and kind of roles used to price AS-T differs per theatre and so do the cost rates associated
to the roles.
In order to create a correct Cost Budget in OP, the correct roles or ‘jobs’ need to be set up for all
operating units (and might differ per theatre), the cost rates as used for pricing will need to be set up (and
differ per theatre). Cost rates used for pricing differ from the cost rates used for actual cost calculation.
Cost Budget Name

Following naming convention needs to be applied for the name of the Cost Budget:
<PID>:”Cost Budget Activation”:<Version>
Example: 7000596:Cost Budget Activation:v1
Adding the PID in front of the name is needed to make the Cost Budget unique and thus avoids data
issues in reporting.
Cost Budget structure

The Cost Budget in OP will be composed of several Cost Budget lines
• one per Milestone with estimation of the effort hours per role/job as mentioned on the pricing sheet
– OP will calculate the amounts based on the cost rate of these roles/jobs
• one per Partner task in terms of amounts - if Partner cost was estimated in the pricing sheet
• one for T&E in terms of amounts - if this cost has been evaluated separately on the pricing sheet
If a Pre-Sales cost budget was created earlier, the Cost Budget version created and baselined at
activation may no longer include this cost budget line; the cost budget line for Pre-Sales – if any- will need
to be deleted.
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Example: Effort hours for two roles and two milestones + Partner cost
Cost Budget calculated based upon the cost rates of the roles and effort hours
Cost funding source

Per cost budget line, OP will capture the funding source or category for that cost. This gives an indication
of how this cost is compensated within the project: by revenue, by internal funding, etc.
For example:
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When – from the revenue side – a project is 100% customer funded or 100% funded based upon revenue
transfer, all cost budget lines will have ‘revenue budget’ as cost funding source.
When additional work has been agreed where the customer is not willing to pay for, an additional
milestone will be created in the Workplan, an additional cost budget line will be created linked to that
additional milestone and the cost funding source for that cost budget line will be Internal – cost transfer.
When ‘Internal’, the department number of the department bearing the cost will need to entered in order
to realize the cost transfer correctly once the project is closed.
Cost Budget baseline

The Cost Budget at Activation must be baselined and locked. The PM may not be able to change the
Cost Budget. He will make updates to the Cost Forecast Plan.
The Cost Budget will only be changed and re-baselined upon an approved and signed Change Request –
addendum of the SOW - that resulted in an additional booking, an approved revenue transfer or an
approved internal funding (cost transfer).
Cost Forecast Plan
Initial Cost Forecast

The Project Management Policy enforces updates of the Estimated to Completion effort or cost (ETC) by
the PM every 2 weeks.
In order to do so, there will be a Cost Forecast Plan created in OP where the PM will need to do the
updates.
The initial Cost Forecast plan will be created by the DST copied from the baselined Cost Budget and will
be an exact copy of that baselined Cost Budget.
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Steps at a Glance
The PM can add named resources
as planning elements in order to 1. From within the Project, click on the Financial Tab.
estimate the ETC effort in a more 2. Click on the Maintain Versions icon of the AS Cost Forecast. The
granular way. This will give him Maintain Forecast Versions screen appears.
more accurate Estimate at 3. Click the Edit icon of the current working Cost Forecast.
Completion (EAC) cost as the 4. In the Actions drop-down menu, select Generate Forecast and
effort hours will be multiplied by click the Go button. This will update the data and pull in actuals.
the actual cost rate as set up in The Generate Forecast Amounts screen appears.
OP for that named person.
5. Click the Generate and Edit button to pull in all the actuals. The
To update and publish the Cost Processing Generate Forecast Amounts screen appears.
Forecast, follow the Steps at a 6. Update the Forecast Quantity amount for any tasks that will
Glance on the right or the detailed require more or less effort hours.
steps with screenshots below: 7. In the Actions drop-down menu, select Generate Forecast and
click the Go button. This will update the data and pull in actuals.
The Generate Forecast Amounts screen appears. Click the
Generate and Edit button to apply to the project functional
currency. The Processing Generate Forecast Amounts screen
appears.
8. Click Save to save changes made to the Cost Forecast.
9. In the Actions drop-down menu, select Maintain Forecast
Versions and click the Go button. The Maintain Forecast Versions
screen appears.
10. Click the Details icon.
11. Click the Edit button.
12. Update the version number in the Name field to align with the Cost
Forecast naming convention: <PID>: <’Cost Forecast’>: v<Version
Number> Example: 700130: Cost Forecast: v2.
14. Click the Maintain Forecast Versions link.
15. Click the Change Control icon.
16. Click the Submit icon.
17. Click the Approve icon. The Cost Forecast has now been
updated.
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Step Action
1. From within the project, click on the Financial Tab.
2. Click on the Maintain Versions icon of the AS Cost Forecast. The Maintain Forecast
Versions screen appears.
Step Action
3. Click the Edit icon of the current working Cost Forecast.
Note: If there are multiple working versions, the Project Manager must be sure to edit the current
version of the Cost Forecast. To change which working version is the current version, select the Set to
Current option from the Select a Version drop-down menu. The version cannot be set to current if
another working version is submitted but still pending approval.
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4
Step Action
4. In the Actions drop-down menu, select Generate Forecast and click the Go button. This
will update the data and pull in actuals. The Generate Forecast Amounts screen appears.
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Step Action
5. Click the Generate and Edit button to pull in all the actuals. The Processing Generate
Forecast Amounts screen appears.
8 7&9
Step Action
6. Update the Forecast Quantity amount for any tasks that will require more or less effort
hours.
7. In the Actions drop-down menu, select Generate Forecast and click the Go button. This
will update the data and pull in actuals. The Generate Forecast Amounts screen appears.
Click the Generate and Edit button to apply to the project functional currency. The
Processing Generate Forecast Amounts screen appears.
8. Click Save to save changes made to the Cost Forecast.
9. In the Actions drop-down menu, select Maintain Forecast Versions and click the Go
button. The Maintain Forecast Versions screen appears.
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10
Step Action
11
Step Action
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12
13
Step Action
12. Update the version number in the Name field to align with the Cost Forecast naming
convention:
<PID>: <’Cost Forecast’>: v<Version Number>
Example: 700130: Cost Forecast: v2

14
Step Action
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15
Step Action
16
Step Action
Note: If the Submit button is not available on this screen or on the Maintain Versions screen, it is
because the Cost Forecast that is being updated is not the Current Working Copy. Make sure that the
Cost Forecast that is being updated is the Current Working Copy. To set a Cost Forecast as a Current
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Working Copy, go to the Maintain Versions screen and select the required version. Next, select the Set to
Current option from the drop-down menu and click the Go button. Finally, lock the Cost Forecast version
by clicking the Change Control icon. The Submit button will now be available.
17
Step Action
17. Click the Approve icon. The Cost Forecast has now been updated.
Cost Forecast naming convention

As for all other plans in OP, the name of the Cost Forecast should be made unique and be composed of:
<PID>:”Cost Forecast Activation”:<version>
Example: 700596:Cost Forecast Activation:v1
Managing the Percentage of Complete on Partner Tasks

Additionally, PM’s, need to update,
on a monthly basis, the percentage Steps at a Glance
completion of the work being
1. From within the Project, click on the Financial Tab.
performed by Partners. This means
reviewing and updating the 2. Click on Percent Complete from the blue menu bar.
3. Update the As of Date and the Physical % Complete fields for
percentage of physical percentage
complete of Partner tasks. To the appropriate Partner Task.
manage percentage of complete 4. Click the Save button.
Partner tasks, follow the Steps at a
Glance on the right or the detailed
steps with screenshots below.
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2 1
Step Action
2. Click on Percent Complete from the blue menu bar.
Step Action
3. Update the As of Date and the Physical % Complete fields for the appropriate Partner
Task.
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Funding Agreement
Funding agreement and revenue

A Funding Agreement will be set up by the DST in the Forms portion of OP. This Funding Agreement
needs to be set up only if the project as any revenue associated to it.
For SME, T&M and Consulting engagements, the funding agreement will be set at project level.
Multiple funding agreements from the same or from different customers can be set up for one single
project. For example: in case of a change request that is funded by the customer and additional funding
agreement will be set up for the additional milestone on the same project.
Revenue Budget
The Revenue budget will be directly created and baselined from the funding agreement. This way we
guarantee that the data between the agreement and the revenue budget fully match.
The Revenue budget will be locked and will only be changed upon approved change request (addendum
to the SOW) for which an additional booking happened. An additional booking will only happen when the
customer agrees to fund extra work and issues an order, or when the extra work is funded via approved
revenue transfer that resulted in an internal booking of revenue. Customer funding and Revenue transfer
are the only revenue related triggers.
Billing and Revenue Events

In order to complete the financial set up of a project in OP, the set up of billing and revenue events are
required.
The billing events will be set up in order to reflect the invoicing schedule.
The revenue events will be set up in order to reflect the revenue schedule.
Each event is linked to a top task of the WBS of the project (which represents the financial milestones)
and has an amount and a date.
Billing events
SOW – milestone (MDM will note “Milestones” or “Completed Contract”)
One billing event per sales order line will be created. As each milestone must correspond to one sales
order line representing the amount that will be subject to a separate invoice and has an invoice hold
applied to it in ERP. The amount of the billing event will need to match the SO line amount.
The billing event dates will be left blank at this time and be updated later: the invoice will be sent to the
customer once the Milestone Completion Certificate (MCC) for the milestone is signed-off by the
customer and validated by the Revenue Accounting Operations team (RAO). The RAO team will update
the corresponding billing event date with the date they released the invoice hold in ERP.
Time & Materials (T&M)
One billing event per month for the duration of the engagement needs to be created. The total amount of
the deal can be entered in the billing event of the last month only; amounts of other events can be left 0.
The billing event dates need to remain blank.
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Once the timesheet for the first month will be signed off and validated by the Revenue Accounting
Operation’s team (RAO) team, they will fill in the date of the invoice as well as enter the invoiced amount
on the first event and enter the remaining amount on the last event. Each month this process will be
repeated.
[This set up should be fine because we’re essentially setting up “dummy data” and RAO will true up
based on actuals.
Example: If a timesheet isn’t turned in every month, but instead every other month, we will only invoice
every over month.
Subject Matter Expert (SME) (MDM will note “SME/Staff Augmentation/Ratable”)
Invoicing happens upfront at time of booking for the whole engagement. Only one billing event needs to
be set up with the booking date and the total booked amount.
For any SME engagement where T&E is invoiced separately and captured in a separate order line, one
extra billing event needs to be created linked to the T&E task of the Workplan. When there is an invoicing
schedule for T&E, one billing event per invoice needs to be created. If this is not known at time of
activation, one billing event needs to be created always and others can be added later.
Consulting
Invoicing happens upfront at time of booking for the whole engagement and only one billing event needs
to be set up with the booking date and the total booked amount.
Service Credits (AS on demand)
The number of billing events needs to align to the invoicing schedule in the contract. In most of the cases
invoicing happens quarterly, which means one billing event per quarter needs to be set up, the total
booking amount distributed evenly over the number of events.
To view the Summary table of billing events, please refer to Chart C of the Appendix.
Revenue events
The number of revenue events to be set up will depend upon the revenue recognition methodology
applicable for the project subtype.
For SOW-milestone engagements there are multiple scenarios possible, which are decided per
engagement by the Revenue PGD team during the MDM (My Deal Manager) approval process:
• Milestone based revenue recognition: revenue will be recognized upon customer sign-off of each
Milestone Completion Certificate (MCC) that is validated by the RAO team
• Completed contract revenue recognition: revenue will be recognized when the delivery work is fully
completed according to the SOW. This means that all revenue will be recognized upon customer
sign-off of the last MCC that is validated by the RAO team, even if the invoices have been sent at
the completion of earlier milestones.
• Revenue recognition Site by Site (EUEM): revenue will be recognized at the completion of the group
of milestones related to one Site (‘partial segmentation’).
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For all AS-T engagements, the DST will need to check in the MDM tool which revenue recognition
methodology is applicable for the particular project that they are activating.
Dates for Revenue events cannot be left blank as OP requires some date in order to be able to generate
a revenue forecast plan from the events. As the date on the revenue events will process the revenue to
become actual revenue in OP, we must be careful not to let this happen too early. To minimize this risk
and as agreed with global AS Finance, the DST will put the booking date + 1 year as revenue event date.
The dates will be changed by the RAO team to the dates the revenue was released in the General Ledger
when the revenue can actually be released after milestone completion or project completion.
Revenue Forecast Plan

The PM is required by Cisco’s Steps at a Glance
Project Management Policy to
update his estimation on when
2. Click on the Maintain Versions pencil icon in the AS Revenue
revenue will be recognized for any Forecast line.
AS-T Project. The update of this 3. Click on the Edit icon on the current working version of the
estimation will be done in a Revenue Forecast.
Revenue Forecast plan in OP, by 4. In the View drop-down menu, select Edit Revenue Forecast and
indicating at which date the PM click the Go button.
estimates the milestone will be 5. Click on the Update Forecast Line Details icon in the first
completed and revenue recognized. Milestone line.
In addition he will give an indication 6. Edit the Forecast Start and End Dates to match the project delivery
of the probability of his estimate; AS Start and End Dates.
Finance will use this forecasting 7. In the Spread Curve drop-down menu, select Fixed Date and
information to report on future enter the date revenue is estimated to be recognized within the
revenue recognition schedule and Forecast Start Date and Forecast Finish Date.
amounts. 8. Expand the Additional Information section.
9. Select Revenue Forecast from the Context Value drop-down
As part of the project activation menu. Then enter Commit or Upside in the Rev Forecast
steps the DST needs to perform, Probability field.
this team will generate an initial 10. Click the Apply button.
Revenue Forecast plan for the PM 11. Click the Edit icon of the Milestone to check the fiscal month in
to work with. which the revenue is estimated to be recognized. The Edit Forecast
Line screen appears.
This initial Forecast plan will be 12. Select the check box of the fiscal month in which revenue is
generated from the revenue events estimated to be recognized.
and will show the milestones where 13. Click the Maintain Forecast Versions link.
an event is attached to, together 14. Click the Details icon.
with the amounts of the revenue 15. Click the Edit button.
linked to the completion of those 16. Update the version number in the Name field to align with the
milestones. The event date Revenue Forecast naming convention: <PID>: <’Revenue
(booking date + 1 year) will be the Forecast’>: v<Version Number> Example: 700130: Revenue
initial forecasting period date. Forecast: v2
By creating the Forecast plan from 18. Click the Maintain Forecast Versions link.
the events, PMs will have direct 19. Click the Change Control icon.
visibility of the revenue recognition 20. Click the Submit icon.
methodology of the project as the 21. Click the Approve icon. The Revenue Forecast has been updated.
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events are a translation of this methodology.
Apart from generating the Revenue Forecast Plan and saving it as approved initial version, the DST will
not need to do additional set ups.
Note: Forecasting is set up to happen for the future only. In OP terms that means: for the future
fiscal months and not for the current fiscal month. PM's can forecast for the current fiscal month when - in
the Edit screen - they click on Actions drop down, edit planning options, click on the Generation options
link, change the top drop down to 'prior period' and click apply.
To make the updates to the Revenue Forecast follow the Steps at a Glance above or the detailed steps
with screenshots below:
Step Action
2. Click on the Maintain Versions pencil icon in the AS Revenue Forecast line.
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Step Action
3. Click on the Edit icon on the current working version of the Revenue Forecast.
Step Action
4. In the View drop-down menu, select Edit Revenue Forecast and click the Go button.
5. Click on the Update Forecast Line Details icon in the first Milestone line.
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Step Action
6. Edit the Forecast Start and End Dates to match the project delivery Start and End Dates.
7. In the Spread Curve drop-down menu, select Fixed Date and enter the date revenue is
estimated to be recognized within the Forecast Start Date and Forecast Finish Date.
Note: Consulting and SME Project revenues are recognized proportionally over
time. For these Projects, the Spread Curve in the Revenue Forecast is not a Fixed Date, but
should be set to Even. Oracle Projects then automatically calculates and evenly distributes
the amount to be recognized each month for the duration of the specified engagement
period.
8. Expand the Additional Information section.
9. Select Revenue Forecast from the Context Value drop-down menu. Then enter Commit or
Upside in the Rev Forecast Probability field.
11
Step Action
11. Click the Edit icon of the Milestone to check the fiscal month in which the revenue is
estimated to be recognized. The Edit Forecast Line screen appears.
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12
Step Action
12. Select the check box of the fiscal month in which revenue is estimated to be recognized.
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Step Action
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Step Action
18
17
16
Step Action
16. Update the version number in the Name field to align with the Revenue Forecast naming
convention:
<PID>: <’Revenue Forecast’>: v<Version Number>
Example: 700130: Revenue Forecast: v2

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19
Step Action
20
Step Action
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21
Step Action
21. Click the Approve icon. The Revenue Forecast has been updated.
Revenue Forecast naming convention

As for all other plans in OP, the name of the Cost Forecast should be made unique and be composed of:
<PID>: <’Revenue Forecast’>: v<Version Number>
Example: 700130: Revenue Forecast: v2
Viewing the Revenue Schedule of the

Steps at a Glance
Project
While updating the Revenue Forecast, the Project 1. From within the Project, click the Reporting Tab.
Manager can only see the forecasted fiscal month 2. Select Periodic Summary from the View drop-
line by line on a lower level drill down. The Project down menu and click the Go button.
Manager can view the revenue schedule for the 3. On the Periodic Summary screen, click the
whole project using the Periodic Summary Report of Profitability link. The revenue schedule of the
the project. To view the revenue schedule, follow
entire Project is displayed.
the Steps at a Glance on the right or the detailed
steps with screenshots below:
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Step Action
1. From within the project, click the Reporting Tab.
2. Select Periodic Summary from the View drop-down menu and click the Go button.
Step Action
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Step Action
3. On the Periodic Summary screen, click the Profitability link. The revenue schedule of the
entire project is displayed.
Update PM role
The person being responsible as PM for the Project in the Pre-Sales phase will not typically be the same
as the person responsible for the delivery work.
From the moment a Project becomes active, the person responsible for the delivery work must have the
PM role on the Project.
The DST will use a mapping table to be defined per theatre/region/account according to the way the team
can most easily retrieve the correct name. The DST will add this person as team member to the Project
with the PM role.
As OP only allows one single person having the PM role on a Project, the previous PM role will be end
dated automatically for the person that had that role during the Pre-Sales phase.
For example, if a BDM was the PM (role) during the Pre-Sales phase, he will not play that role once the
Project is activated, but will be replaced by a delivery PM. That can be a person having ‘PM’ as HR title, a
Delivery Manager, a senior Network Consulting Engineer (NCE), etc.
Activate Project
The DST will manually change the status of the Project to ‘Active’ after having executed all previous
steps. This status change will trigger an automatic notification to the Project Manager, DM/ Work Manager
(WM)/ Sales Representative to make them aware of the Project being activated.
4.3.3 Project Activation - Revenue Transfer
Revenue Transfer –Business Context

Revenue Transfer to AS services can occur in the context of Multiple Element Arrangements (MEA). A
MEA is defined as one or more Cisco offerings that are sold in conjunction with each other or dependent
on another. The way a MEA is sold to the customer might not reflect the price for the different portions of
the deal, but be sold for one global price.
In order to distribute the revenue correctly over the different portions of a deal, a MEA will be subject to a
Fair Market Value (FMV) calculation by Finance as part of the DSA approval process.
This FMV calculation is the basis for the reallocation of the revenue in order to reflect the economic reality
of the arrangement, regardless how the MEA is priced towards the customer.
For example, if Cisco Product is sold together with an AS-T service, the price in the offer to the customer
might only give a price for the product and give AS-T ‘for free’. The FMV will however calculate how much
of the revenue should be allocated to the AS-T portion of the deal in the Cisco internal accounting. Once
the customer places the (product) order and the product is shipped, a revenue transfer needs to be
requested by the Sales representative, request that will result in an internal booking of the revenue
allocated by the FMV to the AS-T portion of the deal.
It will be the amount of that internal booking that will become the revenue budget of the project set up to
deliver the AS-T part of the deal.
The DST will need to be aware of the revenue transfer requests by the Sales representative or at least be
informed by the Sales representative or the PM/ DM, in order to get the trigger for the activation. The DST
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will need to check if the products related to the deal were booked and shipped before starting the
activation in OP.
It needs to be noted that the DST requests the revenue transfer from Revenue Accounting Ops on behalf
of the SAM. Also, DST checks with Revenue Accounting Ops on the revenue transfer generation as
Revenue Accounting is responsible for ensuring a product shipment occurs which then funds the revenue
transfer, and DST inserts that Sales Order number in the OP project.
The revenue transfer request will need to reference the PID.
Note: DST requests the revenue transfer from Revenue Accounting Ops on behalf of the SAM.
DST also checks with Revenue Accounting Ops on the revenue transfer generation as Revenue
Accounting is responsible for ensuring a product shipment occurs which then funds the revenue transfer,
and DST inserts that Sales Order number in the OP project.
4.3.4 Resource Management

Resource Management in Oracle Projects applies to both Transaction and Subscription Projects and the
Resource Management activities for both types of Projects are the same. The Resource Management
capabilities in Oracle Projects are integrated with GROW. Oracle Projects pulls over relevant resource
skill information from GROW. Oracle Projects will be used to view resource availability and book
resources from a Project Manager perspective. In addition, provisional resource assignments can be
approved or declined by each Manager using Oracle Projects, as long as the assignment was submitted
for approval.
Besides this, Resource Management in Oracle Projects will help all PM’s by:
• Manage resource demand and supply

o Share resource calendars and schedules to ensure availability
o See resources availability quickly and easily through simple to understand charts
o Create detailed resource requirements in order to understand resource demand
• Efficiently leverage human and intellectual capital by referencing and utilizing skill profiles
maintained in GROW.
• Make the best use of the resources by utilizing concise definitions of requirements with
mandatory and optional skills
• Create concise requirements, targeted searches and advertisements
o Define requirements for resources including competencies, availability, job levels and
location
o Advertise open requirements
o Find the right people for the right project at the right time
• Candidate nominations
o Schedule automatic nomination of candidates, or nominate yourself or your staff for
open requirements
o Rank candidates based on score and automatically notify qualified or available
resources of requirements
• Use built-in utilization metrics to view the up-to-date utilization figures for a team or
organization
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• Provide support for contingent workers
Key Resource Management Roles

Below are the key Resource Management responsibilities:
• Resource Manager - A Resource Manager is the HR Manager or supervisor of the resource.

Resource Managers participate in managing resource schedules, creating and maintaining
administrative projects, adding assignments to the administrative projects, resource
approvals, performing utilization analysis and managing the schedules and utilization of their
direct reports (resources). A Resource Manager can also add assignments to Administrative
Projects for managing activities such as off-site activities and training for the resources. Other
duties include tracking resource schedules to minimize available time and increase utilization.
• Staffing Manager - responsible for filling open requirements of a project with available
resources. Staffing Managers fill the supply side of the task flows as they have access to all
the resource data, know the availability of their resources and manage the schedules and
utilization of the resources. Staffing Managers search for resources, nominate candidates
and fill open requirements and can also approve assignments with the proper authority.
• Project Manager - assigned as default to those resources that have a Project Manager role
in the organization. A Project Manager is assigned to manage the project in all phases, from
creation through delivery close, although the person performing the role may change. A
resource with PM responsibility will have access to the Project Manager menu upon login.
All of the roles mentioned above may be handled by the same person. For example, the Staffing Manager
owns the individual resources, whereas the Staffing Owner owns the resource requirements for the
project. One person could potentially be both a Staffing Owner and a Staffing Manager.
Additional key Resource Management job roles and responsibilities may be found in Chart A and
Chart B of the Appendix.
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Creating/Adding a Resource Requirement
When the resource to fill a

Steps at a Glance
resource requirement on a project
is unknown, a resource 1. Log in to Oracle Projects as a Project Manager and navigate to the
requirement must be created for Project.
the project by the PM. After the 2. Click the Resources tab.
resource requirements have been 3. From the Actions drop-down menu, select Add Requirements and click
identified, a search must be done the Go button.
for all available resources within 4. Enter text in the Role field or search by clicking the flashlight icon. Click on
Oracle Projects. the appropriate radio button to select that role and click Select. The Team
Role name, Start Date, End Date, Staffing Owner, Schedule Status,
The Steps at a Glance on the right Minimum Job Level, Maximum Job Level, Advertisement Rule and
and the detailed steps and Project Calendar automatically populate on the Add Requirements
screenshots below outline how to screen.
add a resource requirement, 5. Replace the content of the Team Role field. Rename the Team Role to
which is a specific project role, to something meaningful to help identify the purpose for the resource on the
a project and then how to find and Project.
add a resource that meets the 6. Modify dates in the Start Date and End Date fields, if applicable.
resource requirement needs: 7. Enter the value in the Staffing Owner field as needed, or search by
clicking the flashlight icon.
8. Ensure that Open is in the Schedule Status field. This is the default
value.
9. Select a value from the Staffing Priority drop-down menu, if applicable.
10. Enter values in the following optional fields, if applicable: Country, State /
Region, City. These fields default to that of the Project. They only need to
be changed if the resource is in a different location.
11. Select a value from the following drop-down menus: Minimum Job Level
and Maximum Job Level.
12. Select an Advertisement Rule.
13. Select a Calendar.
14. Enter resource requirement information in the Description and Additional
Staffing Information fields, if applicable.
15. Click the Go button.
16. This informational message appears: ‘A planning resource based on the
new Project requirement for use in Workplan could not be created.’
17. Click the OK button.
18. A resource requirement for the Project is created and is displayed on the
Scheduled People screen.
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Detailed steps with screenshots
Step Action
1. Log in to Oracle Projects as a Project Manager and navigate to the Project.
Step Action
2. Click the Resources tab.
3. From the Actions drop-down menu, select Add Requirements and click the Go button.
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4-9
Step Action
4. Enter text in the Role field or search by clicking the flashlight icon.
Click on the appropriate radio button to select that role and click Select.
The Team Role name, Start Date, End Date, Staffing Owner, Schedule Status, Minimum
Job Level, Maximum Job Level, Advertisement Rule and Project Calendar automatically
populate on the Add Requirements screen.
5. Replace the content of the Team Role field.
Rename the Team Role to something meaningful to help identify the purpose for the resource
on the Project. This name should help other Managers to understand the resource need.
6. Modify dates in the Start Date and End Date fields, if applicable.
The start and end date of the resource requirement default to the Project duration. In many
cases, this may not be the dates needed for the resource requirement. If necessary, modify
the start or end dates to match the resource need.
7. Enter the value in the Staffing Owner field as needed, or search by clicking the flashlight
icon.
If the organization the resource requirement is being created for does not have a Primary
Resource Authority established, the Staffing Owner defaults to the Project Manager.
If the user knows that someone other than the Project Manager or Resource Manager (or
Primary Resource Authority if applicable, for the exact definition, refer to the Appendix Chart
B) is responsible for filling this resource requirement, then the user should enter this
individual’s name here. Otherwise, leave the field with its default value.
8. Ensure that Open is in the Schedule Status field. This is the default value.
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Step Action
This field indicates which whether a resource requirement is Critical, High, Medium, or Low
priority. This is for the benefit of any Project Manager or Resource Manager that is looking to
fill the role.
10-13
Step Action
10. Enter values in the following optional fields, if applicable:
• Country
• State / Region
• City
These fields default to that of the Project. They only need to be changed if the resource is in
a different location.
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Step Action
11. Select a value from the following drop-down menus:
• Minimum Job Level

• Maximum Job Level
The values in the Minimum and Maximum Job Level fields default based on the role
selected in Step 4. The values include all levels related to that role and can be changed or
expanded to search for a specific range.
Be cautious when selecting the range of values acceptable for the role; too narrow of a
search range could populate too few or zero candidates for the role.
The numbers do not correspond to Grades. For example, an NCE could be anywhere
between Job Level 10 and Job Level 13. A Project Manager could be anywhere between
Job Level 20 and Job Level 23. Refer to the following table:
Definition NCE Job Level PM Job Level HTOM

Contractor 10 20 --
Junior 11 21 31
Intermediate 12 22 32
Senior 13 23 33
Notes:
• Business Operations Job Level is 50.

• The role of HTTS Engineer, Work Manager and Delivery Manager does not have
corresponding Job Levels, as they are not schedulable roles. Only NCEs, PM’s,
HTOM’s and Business Operations are schedulable job roles.
12. Select an Advertisement Rule.
This field defaults to Publish to Everyone.
An Advertisement Rule determines if the resource requirement that has been created is
visible to others in the organization. If the resource requirement is to be visible to others,
select the Start Advertisement Rule checkbox.
This field defaults to the Project calendar where the Project was created. For example, if the
Project is created in Japan, the calendar defaults to that of Japan.
This only needs to be changed if the resource is located in another location requiring a
different work calendar. To further the example above, if a resource from the United States
is added on the Project that has been created for Japan; the calendar would need to be
changed to that of the United States so that the correct holidays and work days are used.
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15
14
Step Action
14. Enter resource requirement information in the Description and Additional Staffing
Information fields, if applicable.
If the resource requirement is reviewed by other people, such as when advertising the
resource requirement or when the resource requirement is being staffed by another
resource, then the Staffing Owner should fill in a description and some notes on the resource
requirement that provides details on the type of resource required.
For example, the resource requirement could potentially be filled by a resource with no
knowledge of the Project and this information would be important for staffing purposes.
15. Click the Go button.
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17
Step Action
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Step Action
16. This informational message appears: ‘A planning resource based on the new project
requirement for use in Workplan could not be created.’
Note: This notice is to be expected and does not impact functionality.
18. A resource requirement for the Project is created and is displayed on the Scheduled People
screen.
Note: Use the search function (flashlight icon) to find a full list of all schedulable roles.
Updating Resource Competencies

To further assist with
finding the proper Steps at a Glance
resource for a
Project, the Staffing 1. From within the Project, click the Resources tab.
Owner has the 2. Click Scheduled People from the blue menu bar.
option to add 3. Select check box for the resource requirement for which competencies need to
competencies to an be updated.
open resource 4. From the Select Team Roles drop-down menu, select Update Competencies.
requirement. This Click the Go button. The Update Competencies screen appears.
allows the Staffing 5. Enter a Competency. The user may search using the Alias or the skill Name.
Owner to further Enter the search term in the Alias or Name text box. The Search and Select:
qualify the specific Name text box opens.
technical skills 6. Enter the Proficiency Level. This is identical to the skills and skill-ratings found
required for a in GROW, which are updated on a weekly basis. Check the Mandatory check
Project. The Steps at box if the skill is mandatory.
a Glance on the right 7. Click the Apply button.
or the detailed steps 8. The Workflow Confirmation screen appears. The proper workflow has begun to
and screenshots add the competency. The competency is added to the resource requirement.
below demonstrate 9. Click the OK button to go back to the Scheduled People screen.
how to add
competencies to a
resource requirement:
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1
2
Step Action
1. From within the Project, click the Resources tab.
2. Click Scheduled People from the blue menu bar.
3. Select check box for the resource requirement for which competencies need to be updated.
4. From the Select Team Roles drop-down menu, select Update Competencies.
Click the Go button. The Update Competencies screen appears.
5 6
Step Action
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Step Action
5. Enter a Competency. The user may search using the Alias or the skill Name. Enter the search
term in the Alias or Name text box. The Search and Select: Name text box opens.
The Alias is a shortened name for the skill. The Alias cannot be longer than 30 characters, so
many words in the Alias are be abbreviated. The Name contains the expanded form of the skill,
including the skill path. It is best to search using the Skill Name.
6. Enter the Proficiency Level. This is identical to the skills and skill-ratings found in GROW,
which are updated on a weekly basis.
Check the Mandatory check box if the skill is mandatory.
Note: If zero candidates are found who match the search criteria, try removing the
check from the mandatory check box for competencies.
8
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Step Action
8. The Workflow Confirmation screen appears. The proper workflow has begun to add the
competency.
The competency is added to the resource requirement.
9. Click the OK button to go back to the Scheduled People screen.
Updating Resource Requirement Schedule

The resource requirement dates can be updated, if need be. These dates automatically default to the
dates of the Project, but the dates can be changed. The more accurate the Project Manager is able to
make the time requirements; the easier it is later when scheduling resources.
A resource requirement will default to 100% scheduled (i.e. 8 hrs per day). This value should be updated
in order to reflect the planned need for the resource. Usable Resource Availability details depend on
Project Manager's reflecting actual need as opposed to leaving schedules as default. Project Managers
should look to ensure that resources are not overcommitted, which will occur if actual planned hours are
not properly reflected.
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Note: Updating a schedule results in an approval request being reissued from the Resource
Manager if a resource has been named.
There are three ways in which the schedule for a resource requirement can be updated:
• Hours Per Day – This option allows the Manager to update the hours per day a resource
spends on that particular Project.
• Duration – This option allows the Manager to update the length of time a resource spends on
the Project.
• Duration Shift – This option allows the Manager to push back or forward the entire set of
scheduled days for the resource on a Project.
• Work Pattern - This option is especially helpful for countries whose calendars are not
formatted correctly. Project Managers can change which days the resource is required to
work via updating the work pattern. For example, the work pattern may default to 8 hours a
day Monday thru Friday, but the PM may change that from Saturday to Wednesday, if they so
wish.
Updating Hours per Day for Steps at a Glance

a Resource Requirement
To update the hours per day
for a resource requirement 2. Click Scheduled People from the blue menu bar.
3. Select the Team Role to update and click the check box.
follow the Steps at a Glance on
the right or the detailed steps 4. From the Select Team Roles drop-down menu, select Update
Hours per Day. Click the Go button.
and screenshots below:
5. Populate the From Date and To Date fields. Populate the New
Hours per Day.
6. Click the Apply and Submit button. The Submit for Approval:
<Team Role Name> displays.
7. Review the details on this page. Click the Submit button. The
Scheduled People screen returns. A notice is sent to the resource’s
Resource Manager. The Resource Manager must approve the new
hours.
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1
2
Step Action
3. Select the Team Role to update and click the check box.
Step Action
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Step Action
4. From the Select Team Roles drop-down menu, select Update Hours per Day. Click
the Go button.
Step Action
5. Populate the From Date and To Date fields. Populate the New Hours per Day.
6. Click the Apply and Submit button. The Submit for Approval: <Team Role Name>
displays.
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Step Action
7. Review the details on this page. Click the Submit button. The Scheduled People
screen returns.
A notice is sent to the resource’s Resource Manager. The Resource Manager must
approve the new hours.
Identifying Resources
Matching Resources to a Resource Steps at a Glance

Requirement
Once the PM has created a resource 1. From within the Project, click the Resources tab.
requirement, resources can be matched
to the open resource requirements on the 3. Click the Match Resource icon next to the resource
requirement to be matched.
Project. There is also the option of
creating a list of candidates for the 4. The Resource Search Results screen lists all resources
available for the Project listed in order based on a score.
resource requirement to be further
reviewed, which is covered in the This score is based on resource availability, competency
matches and job level. These three factors are averaged
Creating a Candidate section. To match
resources to a resource requirement, together to create the score. A 100% score would mean
the resource matches all three criteria perfectly.
follow the Steps at a Glance on the right
or the detailed steps and screenshots 5. Click the Assign Person icon next to the resource to
below: match the resource requirement to. The Assign:
<Specified Resource Requirement> screen appears.
6. Review the Basic Information provided to ensure the
resource requirement Start Date, End Date and Person
are correct. Click the Submit for Approval button.
7. The Submit for Approval screen appears. The Submit for
Approval screen shows the approvers who receive an
approval notification. Approver 1 by default is the Staffing
Manager of the resource's organization. Approver 2 by
default is the Resource Manager of the resource. Click the
Submit button.
8. Click the OK button. Confirmation notifications are sent to
the listed approvers.
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2 1
Step Action
3. Click the Match Resource icon next to the resource requirement to be matched.
4 5
Step Action
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Step Action
4. The Resource Search Results screen lists all resources available for the Project listed
in order based on a score.
This score is based on resource availability, competency matches and job level. These
three factors are averaged together to create the score. A 100% score would mean the
resource matches all three criteria perfectly.
Note: Definite availability is based on approved assignments only; this

resource is available for the specified percentage of the requested time. Potential
Availability is based on approved and provisional assignments; the resource is
available for the specified percentage of the requested time.
100% availability in the results means that the returned resource is available for 100%
of the requested time. For example, if the needed time was 2 hours per day and the
resource had 2 hours per day open in his schedule, this would show as 100%
availability. If the resource had 1 hour per day available, it would show as 50%
availability.
Potential availability should only be used as a reference. If a PM sees someone that is

100% definite availability, yet 0% potential availability, PMs know that someone has
already requested their time on a project. If a PM sees 100% and 100%, then PMs will
know that no one has requested their time (at least, the amount of time being
requested) and PMs are free to assign this resource.
5. Click the Assign Person icon next to the resource to match the resource requirement
to.
The Assign: <Specified Resource Requirement> screen appears.
Step Action
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Step Action
6. Review the Basic Information provided to ensure the resource requirement Start Date,
End Date and Person are correct.
Click the Submit for Approval button.
Step Action
7. The Submit for Approval screen appears. The Submit for Approval screen shows the
approvers who receive an approval notification.
• Approver 1 by default is the Staffing Manager of the resource's organization

• Approver 2 by default is the Resource Manager of the resource
If there is no Staffing Manager, or if the resource’s Staffing Manager and Resource
Manager is the same individual, Approver 1 is the Resource Manager and the
Approver 2 field is left blank.
Depending on the candidate whom the user chooses to assign, the approval or
submission options vary.
Click the Submit button.
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Step Action
8. Click the OK button. Confirmation notifications are sent to the listed approvers.
Note: All resources can be and should be added as team members to the Project. This is done
automatically for all resource requirements that have been approved. However, the Project Manager will
need to manually add other roles such as Delivery Manager, Work Manager, Financial Analyst, Project
Coordinator and Deal Support Team members, if they have not already been added to the team members
list of the Project. Adding these resources to the team members list enables the use of Project
Assignment template in OTL.
Finding a Steps at a Glance

Resource in a
Different Theatre
Once the resource
3. Click the Match Resource icon next to the resource requirement to be
requirement has
matched.
been created,
4. Click the Modify Search Criteria button.
resources from
5. Change the ‘Starting Organization’ to the theatre the user would like to view
different theatres can
resources in.
also be matched to
6. Change or lower the ‘Minimum Availability’ percentage.
the open resource
7. Click Search.
requirements on the
8. The Resource Search Results screen lists all resources available for the Project
Project.
listed in order based on a score.
To match resources 9. Click the Assign Person icon next to the resource to match the resource
from a different requirement. The Assign: <Specified Resource Requirement> screen appears.
theatre to a resource 10. Review the Basic Information provided to ensure the resource requirement
requirement, follow Start Date, End Date and Person are correct. Click the Submit for Approval
the Steps at a button.
Glance on the right 11. The Submit for Approval screen appears. The Submit for Approval screen
or the detailed steps shows the approvers who receive an approval notification. Approver 1 by
with screenshots default is the Staffing Manager of the resource's organization. Approver 2 by
below: default is the Resource Manager of the resource. Click the Submit button.
12. The Resource Overcommitment screen appears. Click Continue with
Conflicts button.
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1
2
Step Action
Step Action
4. Click the Modify Search Criteria button.
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7
Step Action
5. Change the ‘Starting Organization’ to the theatre the user would like to view resources
in.
6. Change or lower the ‘Minimum Availability’ percentage.
Note: Lowering the minimum availability percentage will enable the PM to find
plausible resources in a different theatre. It is unlikely that different theatres will have
the same holiday schedules as the Project’s theatre and therefore will never match
100% availability.
7. Click Search.
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9
8
Step Action
8. The Resource Search Results screen lists all resources available for the Project listed
in order based on a score.
This score is based on resource availability, competency matches and job level. These
three factors are averaged together to create the score. A 100% score would mean the
resource matches all three criteria perfectly.
9. Click the Assign Person icon next to the resource to match the resource requirement.
The Assign: <Specified Resource Requirement> screen appears.
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10
Step Action
10. Review the Basic Information provided to ensure the resource requirement Start Date,
End Date and Person are correct.
Click the Submit for Approval button.
11
Step Action
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Click the Submit button.
12
Step Action
12. The Resource Overcommitment screen appears. Click Continue with Conflicts
button.
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13
Step Action
Creating a Candidate
Creating candidates for a resource requirement is an optional process, but can be very useful as it allows
the Project Manager to review the resources information, capture status and then find and decide on a
resource from a list with updated availability.
When a resource is listed as a candidate, other Project Managers can see that the resource has been
listed as a candidate, which can help prevent over-allocation of resources. In addition, the resource can
see when they have
been selected as a Steps at a Glance
candidate.
To create a 2. Click the Match Resource icon next to the resource requirement to be
candidate for a matched. The Resource Search Results screen appears with the names of
resource resources matching the resource requirements.
requirement, follow 3. Select the resources to convert to candidates by selecting the checkbox next to
the Steps at a their name.
Glance on the right 4. Click the Create As Candidates button. The Add Candidates screen appears.
or the detailed steps 5. Click the Apply button.
with screenshots 6. The Candidates: <Team Role Name> screen appears. The resources selected
below: have now been added as candidates for the Project and can now be ranked and
reviewed.
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Step Action
The Resource Search Results screen appears with the names of resources matching
the resource requirements.
4
3
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Step Action
3. Select the resources to convert to candidates by selecting the checkbox next to their
name.
4. Click the Create As Candidates button. The Add Candidates screen appears.
Step Action
Step Action
6. The Candidates: <Team Role Name> screen appears.
The resources selected have now been added as candidates for the Project and can
now be ranked and reviewed.
Assigning a Resource Directly to a Resource Requirement

Often, Project teams work together and have resources in mind to slate for a particular resource
requirement. In this case, the Project Manager would directly assign a resource to a resource
requirement. Directly assigning a resource is the most commonly used method of staffing a Project.
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There are two ways to directly assign a resource to a resource requirement. Either the Project Manager
can simultaneously enter the resource requirement and the person filling that resource requirement into
the system, or a person can be assigned to an existing resource requirement.
Note: If necessary, a resource can be assigned to a Project outside the date range of the Project.
This is not common practice, but can be done; however, this is not a common or best practice.
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Directly Adding an Assignment
To directly add an Steps at a Glance

assignment, follow the
Steps at a Glance 1. From within the Project, choose the Resources tab.
directly below or the 2. From the Actions drop-down menu, select Add Assignments. Click the
detailed steps and Go button.
screen shots below: 3. Enter text in the Role field and search by clicking the flashlight icon to
access the list of values. The Search and Select: Role return screen
appears with the search results. Click on the appropriate radio button to
select that role and click Select.
4. Replace the content of the Team Role field. Rename the Team Role to
something meaningful to help identify the purpose for the resource on
the Project.
6. Enter the name of the person who is filling the resource requirement in
the Person field.
7. Enter value in the Staffing Owner field, if applicable. Search for this
person, if necessary, by their full name.
8. Ensure that Provisional is in the Schedule Status field. This is the
default value.
10. Enter values in the following optional fields, if applicable: Country, State
/ Region, City.
12. Click the Go button. The Scheduled People screen appears.
Step Action
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Step Action
1. From within the Project, choose the Resources tab.
2. From the Actions drop-down menu, select Add Assignments.
3-9
Step Action
3. Enter text in the Role field and search by clicking the flashlight icon to access the list
of values.
The Search and Select: Role return screen appears with the search results.
Click on the appropriate radio button to select that role and click Select.
Note: If the Role name is unknown, click on the Go button in the pop up box
and a list of role results appears.
The Team Role name, Start Date, End Date, Staffing Owner, Schedule Status and
Project Calendar all automatically populate on the Add Requirements page.
4. Replace the content of the Team Role field.
Rename the Team Role to something meaningful to help identify the purpose for the
resource on the Project. This name should help users to understand the resource
need.
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Step Action
The start and end date of the resource requirement default to the Project duration. In
many cases, this may not be the dates needed for the resource requirement. If
necessary, modify the start or end dates to match the resource need.
6. Enter the name of the person who is filling the resource requirement in the Person
field.
7. Enter value in the Staffing Owner field, if applicable.
Search for this person, if necessary, by their full name.
If the organization the resource requirement is being created for does not have a
Primary Resource Authority established, the Staffing Owner defaults to the Project
Manager.
If the user knows that someone other than the Project Manager (or Primary Resource
Authority, if applicable) is responsible for filling this resource requirement, then the
user should enter this individual’s name here. Otherwise, leave the field with its default
value.
8. Ensure that Provisional is in the Schedule Status field. This is the default value.
This field indicates which whether a resource requirement is Critical, High, Medium, or
Low priority for the Project. This is for the benefit of any Project Manager or Resource
Manager that is looking to fill the role.
12
10-11
Step Action
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Step Action
10. Enter values in the following optional fields, if applicable:
• Country
• State / Region
• City
These fields default to that of the Project. They only need to be changed if the resource
is located in a different location.
This only needs to be changed if the resource is located in another location requiring a
different work calendar. To further the example above, if a resource from the United
States is going to be put on the Project that has been created for Japan, the calendar
would need to be changed to that of the United States so that the correct holidays and
work days are used.
12. Click the Go button. The Scheduled People screen appears.
The resource is now provisionally added to the Project pending approval from the
resource’s approvers.
Assigning a Resource to an
Steps at a Glance
Existing Resource Requirement
To assign a resource to an existing 1. From within the Project, click the Resources tab.
Resource Requirement, PMs should 2. Select the resource requirement to be filled by clicking the
follow the Steps at a Glance on the right Team Role Name link in the Team Role column.
or the detailed steps and screenshots 3. The Requirement Details screen appears. From the Apply
below: and drop-down menu, select Direct Assign. Click the Go
button. The Assign: <Team Role Name> screen appears.
4. Enter the name of the person to be assigned to the
resource requirement in the Person field, or click the
Flashlight Icon to apply the resources name.
5. Click the Submit for Approval Button.
6. The Submit for Approval screen appears. The Submit for
Approval screen shows the approvers who receive an
approval notification.
7. Click the Submit button. The Confirmation screen
appears.
8. Click the OK button. The request has now been sent to the
resource’s approvers.
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Step Action
2. Select the resource requirement to be filled by clicking the Team Role Name link in
the Team Role column.
Step Action
3. The Requirement Details screen appears.
From the Apply and drop-down menu, select Direct Assign.
Click the Go button. The Assign: <Team Role Name> screen appears.
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5
Step Action
4. Enter the name of the person to be assigned to the resource requirement in the
Person field, or click the Flashlight Icon to apply the resources name.
5. Click the Submit for Approval Button.
Step Action

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Step Action
7. Click the Submit button. The Confirmation screen appears.
Step Action
The request has now been sent to the resource’s approvers.
Removing a Resource from a Project

If a resource has been added to a Project and it Steps at a Glance
is determined that the resource ended up not
1. From within the Project, navigate to the Resources
being needed on the project and has yet to
tab. The Scheduled People page displays.
perform project work, the resource can be
2. Select the checkbox of the resource requirement to
removed from the Project. To remove a
be deleted.
resource from a project, follow the Steps at a
3. From the Select Team Roles drop-down, select the
Glance on the right or the detailed steps and
Delete Team Role option. Click the Go button. The
screenshots below
Warning page displays.
4. Click Yes on the Warning page. The Scheduled
People page reappears. The resource requirement
Note: If a resource has worked on the has now been removed from the Project.
project, then the Project Manager should just
end date the assignment using the Update
Duration option in the drop down list.
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Step Action
1. From within the Project, navigate to the Resources tab. The Scheduled People page
displays.
2. Select the checkbox of the resource requirement to be deleted.
3. From the Select Team Roles drop-down, select the Delete Team Role option. Click
the Go button. The Warning page displays.
Step Action
4. Click Yes on the Warning page. The Scheduled People page reappears.
The resource requirement has now been removed from the Project.
Chapter 4 - Summary
In Chapter 4, Project Managers have learned about the Project Activation process and what activities the
Project Manager is responsible for in the project. Project Managers should have a good grasp of the
differences between the Cost/Revenue Budgets and Forecasts, how to update, add or delete Project
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Manager and team member information, how to link all the necessary documents in Oracle Projects and
ASDW-CM, how and when to update and publish the Workplan and forecasts for the project and how to
manage, add or delete all the resources in the Resources tab within Oracle.
In the coming chapters, Project Managers will gain a better understanding of Project Execution and
Project Closure within Oracle Projects.
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Chapter 5 - Project Execution
• Project Managers should maintain their Project’s Workplan, Resources and Forecasts.
• Why Project Managers should lock down their Projects and how to perform this tasks via Oracle
Forms.
• Different types of cost capture.
• How to view reports in the Reporting tab
• Project Managers Milestone Completion Certificates (MCCs) and Revenue Recognition.
• How to manage through Change Requests
5.1 Project Execution Trigger

After the PM has updated all the Project activation activities outlined in Chapter 4, the PM can start
delivering services and products outlined in the SOW to the Customer.
5.2 Project Execution

While delivering the services outlined in the signed SOW to the Customer, the PM should also continue to
maintain the Project’s Workplan, Resources and Forecasts. Amongst maintenance of the aforementioned
activities, PM’s should ensure that they complete a few more responsibilities.
5.2.1 Lock down Project

By default, the Transaction Controls in OP are open, which means that OP will allow time logging by any
resource to any Project. Resource assignment in its own will not limit time entry to those resources only.
In order to control who is able to log time against the Project and/or for which kind of expense type, OP
offers the possibility to lock down the Project via Transaction Controls.
The PM is the only team member to have this responsibility.
Transaction controls are possible for as well Cisco resources as vendors which log time. If set, they will
apply on Project level.
Transaction controls can be set for named resources as well as for roles on the Project and can be set for
specific expenditure types or for all possible expenditure types.
For example, vendor resources which log time could be limited to only enter Vendor straight labor and
Vendor travel time as expenditure types on their timecard, not AS employee labor or AS employee travel
time.
Note: Locking down a Project applies to Transaction Projects only. Transaction Controls must
stay open for Subscription Projects because virtual team members need to be able to enter their time.
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To lock down a Steps at a Glance
project, follow the
Steps at a Glance 1. Log in to Oracle Projects as a Project Manager.
on the right or the 2. From the menu items list, select Projects, under the Cisco AS Project
detailed steps with Manager - <OU> section.
screenshots below: 3. Enter the Project Number.
4. Click the Find button.
5. Select the Project.
6. Click the Open button.
7. Scroll down and double-click on Transaction Controls.
8. To limit the ability for individuals to charge time and expenses to the Project to
what is listed on the form, click the Limit to Transaction Controls check box.
With this box checked, if a user is not listed on this form, the resource cannot
charge time against the Project.
9. To allow an individual to charge time on the Project, enter Category: Labor and
Type: Advanced Services Employee Labor. Enter the person's Name and
ensure the Chargeable flag is checked.
10. To allow the Project Manager to charge various things to the Project (batch
travel expenses, Partner costs, etc.), enter the Project Manager's Name under
the Employee field, but leave all other fields blank.
11. Click the Save icon in the toolbar when finished. Close Oracle Forms.
2
1
Step Action
1. Log in to Oracle Projects as a Project Manager.
2. From the menu items list, select Projects, under the Cisco AS Project Manager -
<OU> section.
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3
Step Action
3. Enter the Project Number.
4. Click the Find button.
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5
Step Action
5. Select the Project.
6. Click the Open button.
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7
Step Action
7. Scroll down and double-click on Transaction Controls.
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8
Step Action
8. To limit the ability for individuals to charge time and expenses to the Project to what is
listed on the form, click the Limit to Transaction Controls check box.
With this box checked, if a user is not listed on this form, the resource cannot charge
time against the Project.
9. To allow an individual to charge time on the Project, enter Category: Labor and Type:
Advanced Services Employee Labor. Enter the person's Name and ensure the
Chargeable flag is checked.
Note: Leaving the settings blank and only including an Employee Name allows
that person to charge anything to the Project. Assigning them specific categories only
allows the person to charge in that particular cost (i.e. labor, expense, or travel).
Note: A Non-Labor line item will appear in the Transaction Control screen. Do not delete this item
as it will allow the Partner and T&E Costs to be uploaded.
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10
Step Action
10. To allow the Project Manager to charge various things to the Project (batch travel
expenses, Partner costs, etc.), enter the Project Manager's Name under the
Employee field, but leave all other fields blank.
11. Click the Save icon in the toolbar when finished. Close Oracle Forms.
5.2.2 Actual cost capture

There are four ways to capture costs on the project, time entry, partner costs, T&E costs and hardware
costs.
Time Entry
Time entry via Oracle Time and Labor (OTL) is described in a separate solutions document on Oracle
Projects Resource Management and Oracle Time and Labor (see references at the end of this document)
Delivery Costs are a result of a direct feed from the hours entered in Oracle Time and Labor (OTL) and
translate to dollar value cost. The costs are determined based on the global labor rates as defined by
Advanced Services Global Finance.
Partner Cost Upload

The IT Support team will get the Partner cost from Procure to Report (P2R) or the Purchase Requisition
(PR)/ Purchase Order (PO) management system on monthly basis. The employee details, the one
loading the partner cost in Oracle Projects and the Project ID are provided to make the upload successful.
T&E Cost Upload

The Travel and Expense (T&E) Cost Upload is a direct upload of Project travel and expense costs. This
upload filters in to the Project Cost Budget. The IT Support team will obtain Time and Expense from
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Metro and iExpense on monthly basis. The employee details, expenses and the Project ID are provided
to make the upload successful.
Hardware Costs
Hardware Costs refer to costs when a Customer engagement requires hardware tools to complete the
delivery and are captured as a part of the Project actual cost, which is loaded by the Project Manager
5.2.3 Project Health/Reporting

Oracle Projects offers a wealth of OOB (Out of Box) Project reports in the reporting tab. Here, some of the
main ones are described briefly and an example is shown. All of the reports can be exported to excel for
analysis purposed.
Consolidated operational and analytical reporting will be made available in a standardized format by the
BI team.
A subset of OP data will be made available in the Business Objects environment to a limited group of
people that received the proper training.
Cost per Task: Task Summary

View of the actual cost to date, per task of the Workplan. ITD = Inception to Date (= from the start of the
Project till today). PTD = Period to Date (= for the fiscal period only)
The actual costs per sub-task will be shown as a link. Clicking on the link will give the details on how this
cost is composed and when the actual cost elements were incurred.
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Revenue and Cost Distribution over Time: Periodic Summary
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Profitability for Multiple Projects
A personalized view has been created for an AS P&L report, giving an overview of all the Projects
regardless the role the person logged in plays in any of these Projects.
This view can be personalized further according to the needs. Columns can be added or deleted and the
Projects mentioned in the report can be filtered upon any basic element of the Project: by organization,
Project manager, Project status, Project type, etc.
The result of this report can be exported to excel for further analysis.
Example P&L view for AS-T Projects in Active status only, where Eder, William is the PM
Resource Utilization
The utilization metrics align to industry standards.
About 7 different utilization metrics will be tracked.
In OP, any resource working on the Project will be able to see his personal utilization. The Resource
Manager will be able to see the utilization and usage of all resources reporting to him.
5.2.4 Milestone Completion, Invoicing and Recognizing Revenue

For Statement of Work - milestone engagements, the Project Manager obtains Customer approval and
validation by having the Customer sign off on a Milestone Completion Certificate (MCC). Invoicing will
happen at MCC completion. The revenue recognition methodology, however, differs from deal to deal and
depends on the way the deal is structured. For example, revenue can be recognized at Milestone
completion, after completion of a set of Milestones or at completion of the entire engagement. The
revenue recognition methodology decision is made during the MDM process by the Finance team.
On Time and Material (T&M) engagements, the Customer sign off on the monthly timesheet instead of a
MCC and invoicing occurs at timesheet sign off. Revenue is recognized on a monthly basis, per the
invoiced amount. Very rarely will invoicing be upfront. In those instances, the revenue is deferred until
timesheets are received.
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Consulting (CONS) Projects do not require sign off by the Customer, since the invoicing happens upfront.
In this case, Project Managers should be aware of the upfront invoicing. A maximum amount of
consultancy days is defined during a set Project time frame. An invoice is due regardless of the maximum
number of days actually consumed by the Customer.
Subject Matter Expert (SME) Projects require the timesheet to be signed off by the Customer on a
monthly basis similarly to T&M engagements. Delivery is invoiced upfront during booking, unless
otherwise specified and T&E is invoiced separately. For Projects with duration of less than three months,
time and expense is billed at the end of the Project. For Projects with duration of greater than three
months, time and expense is billed once every quarter. Revenue recognition is done over time at a fixed
rate, since SME Projects are essentially a purchase of skills for a defined number of days.
Milestone Completion Certificate or Timesheet Signature

The MCC template, in the SOW Builder tool, can be used to create the MCC. The following information
must be indicated in the body of the MCC or in the subject of the e-mail sent to the Deal Support Team.
MCC’s without the following details may delay invoicing and revenue recognition:
• Market Segment (ENT, FED, etc.)

• Region (East, West, etc.)
• Project Number
• Deal ID number
The preferred signature process for MCC’s or timesheets is the electronic signature process via Click to
Accept as mentioned in Section 3.3.2. This process is managed by the Deal Support Team. Each Project
Manager sends the MCC to the Deal Support Team for upload onto Click to Accept. The Deal Support
Team then sends the MCC to the Customer for electronic signature. If the Customer rejects the MCC or
timesheet, the Project Manager is responsible for following up with the Customer to resolve the issue.
Note: The manual signature process should be utilized only when necessary. The Deal Support
Team is not involved in the manual process.
If the Customer rejects the MCC or timesheet, Project Managers are responsible for following up with the
Customer to resolve the issues.
Once signed by the Customer, the MCC or timesheet is stored in the standard document storage location
by the Deal Support Team, as is the case for all other deal documents. The Project Manager then
processes the signed documents to Finance for invoicing and revenue recognition.
Financial Processing
The Revenue Accounting Operations (RAO) team checks the MCC signature, verifies if the amount
matches the SO line the Milestone refers to and checks if the SOW is signed and countersigned. These
quality checks happen outside of Oracle Projects. Following the quality checks, the RAO team releases
the invoice hold for the MCC amount in ERP and based on the applicable revenue recognition
methodology for each Project, releases or defers the revenue.
To reflect the invoice hold release and revenue recognition in Oracle Projects, the RAO team updates the
billing and revenue event dates in Oracle Forms. The released revenue displays as actual revenue in the
financial reporting tab in Oracle Projects.
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Every PM will be able to see in the Reporting tab the status of the actual or accrued revenue.
5.2.5 Revenue Recognition

Once the RAO team validates an MCC or timesheet, they will release the invoice hold in Enterprise
Resource Planning (ERP) where needed and defer or recognize the revenue in their financial systems.
In order to reflect the financial process in OP, a couple of manual steps will be executed:
The RAO team will update the billing and revenue event dates in OP in order to give visibility in OP of the
invoice hold being released as well as the revenue recognition.
The date on the billing events will reflect the date of the invoice hold release
The date on the revenue events will reflect the date at which the revenue is posted to the General Ledger.
Once that date passed, OP will reflect this revenue amount as actual or accrued revenue on the Project.
The PM will be able to see in the Reporting tab the status of the actual or accrued revenue.
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5.2.6 Change Request (CR) Management
For any change to the Project in terms of scope, any important schedule changes or changes in the
project execution requiring a sign-off by the customer in order to properly manage his expectations, a
Change Request (CR) document must be drafted as addendum to the initial contract. The term ‘Change
Request’ in this document is used only in its legal sense.
For any Change Request with financial implications a separate pricing sheet will be created with the
calculation of the cost of this change.
The business rules and (MDM) approval process around change management are not globally consistent
and will definitely need to become.
Project Managers should ensure that each Change Request will need to be signed by the customer and
countersigned by Cisco. This signature must be preferably obtained via e-signature (Click to Accept) in
the theatres where e-signature has been rolled out or otherwise via manual signature.
Each Change Request must reference the Project ID (PID) of the delivery project the contract it relates to.
The description below is limited to the way any scope change will be triggering additional set ups in the
Workplan and on the financial side of the delivery Project.
Even if any change to the initial deal is entered as new opportunity in SFDC, has a separate deal ID but is
still an addendum to an existent contract and project, this change will be executed within the same project
that was set up for the delivery of that initial contract.
Therefore, it must be possible to capture multiple deal ID’s in one delivery project.
The following scenarios are considered below:
 Scope increase
 Scope decrease
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 Important Schedule slip
Chapter 5 - Summary
In Chapter 5, Project Managers have learned about the Project Execution process with Oracle Projects.
PMs should continue to maintain their Transaction Project’s Workplan, resources and forecasts per
Cisco’s Project Management Policy. In addition to maintaining and updating the project in Oracle
Projects, Project Managers have learned when and how to lock down their project, the four different types
of cost capture, the types of reporting available to PMs and DMs in the Reporting tab, how to complete
MCCs and recognize revenue and how to manage change requests.
In the coming chapter, Project Managers will learn how to work within Oracle Projects to close the project.
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Chapter 6 - Project Closure
• Project Manager responsibilities at Project Delivery completion.

• Project Managers will understand the key differences between the status’ ‘Delivery Close and
‘Closed’.
• What Project Managers must do before moving their Project status to ‘Delivery Close’.
• Finance’s role in closing your Project.
Transactional project closure consists of the following high-level activities completed by the Project
Manager:
• Confirm project delivery completion.

• Confirm all project documentation (including customer deliverables) are loaded into the
appropriate document repository.
• Confirm customer satisfaction surveys have been sent via the Walker Survey Tool.
• Ensure Oracle Projects closeout for your project.
• Update the project status to Delivery Close
AS Finance will perform the following high-level activities prior to officially closing the project:
• Perform a final validation that all booking line items are invoiced or cancelled.
• Perform a final validation that all invoices are closed.
• Perform a final validation that all revenue has been recognized.
• Update the project status to Closed.
For your theatre's detailed project closure checklist refer to:

http://ework.cisco.com/Livelink/livelink.exe?func=ll&objId=39315264&objAction=Open
The graphic below illustrates the ‘Delivery Close’ status in the Project lifecycle:
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6.1 Delivery Close vs. Close
‘Delivery Close’ indicates that all delivery work has been completed on a Project and revenue must be
recognized. The Project Manager is responsible for changing the status of a Project to ‘Delivery Close’
after Project delivery is completed and all items on the project checklist have been completed. Upon
‘Delivery Close’ status change, automatic notifications are sent to the Deal Support Team and Finance.
Note: In the US and Canada an email closure request should be sent to

project_closures@cisco.com referencing the appropriate information as stated in the closure checklist."
‘Closed’ indicates that all work has been completed and all revenue has been collected. Finance will
ensure that all invoices are paid and all revenue is recognized using a Project Closure Checklist. Finance
is also responsible for changing the status of a Transaction Project to ‘Closed’.
6.1.2 Project Manager Activities for Project Closure

In Oracle Projects, the Project Manager must complete several activities as part of the project closure
process. First, the Project Manager must end date all Delivery tasks and publish the final Workplan. The
Project Manager should set the percentage complete of all tasks to 100%. At a minimum, the Project
Manager must update the percentage complete of Partner tasks to 100%. Finally, the Project Manager
moves the project status to ‘Delivery Close’.
The most recent Project Manager activities checklist can be found here:
http://ework.cisco.com/Livelink/livelink.exe?func=ll&objId=39315264&objAction=Open
Note: Since the Project Manager has been regularly updating the Cost Forecast, the Estimate to
Complete (ETC) values in the Cost Forecast should be set to zero. If not, the Project Manager should
update the final Cost Forecast and ensure that the ETC values are zeroed out.
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Closing Delivery Tasks
The Project Manager must close all Steps at a Glance
of the active project delivery tasks or
work assignments before moving the 1. From within the Project, click on the Workplan tab.
project to ‘Delivery Close’ status. 2. Select Update Current Working Version from dropdown and click
This is done by setting the Scheduled the Go button.
finish date to the current date. 3. Set all Scheduled Finish dates to the current date (if the
Scheduled Finish date has not already occurred).
To close the remaining delivery 4. Click the Go button. Select Continue Updating from the Apply
tasks, complete the Steps at a and drop-down menu.
Glance on the right or the detailed 5. Rename the Workplan according to the naming convention and
steps and screenshots below: click the Review and Publish button.
Step Action
2. Select Update Current Working Version from dropdown and click the Go button.
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3
4 5
Step Action
3. Set all Scheduled Finish dates to the current date (if the Scheduled Finish date has not
already occurred).
4. Click the Go button. Select Continue Updating from the Apply and drop-down menu.
5. Rename the Workplan according to the naming convention and click the Review and
Publish button.
Step Action
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Update Percentage of Complete for Partner Tasks
As part of the Project closure process, Project Managers should update the percentage of complete for all
Partner tasks and at the project level to 100%. Per the Project Management Policy, Project Managers at a
minimum are required to update the percentage complete of the work being performed by Partners.
To update the
Steps at a Glance
percentage complete
of Partner tasks and 1. From within the Project, click on the Financial Tab.
at the top level of the 2. Click on Percent Complete from the blue menu bar.
project to 100%, 3. Select Expand All to view all tasks.
follow the Steps at a 4. Update the Physical % Complete to ‘100%’ for all Partner tasks (if a Partner
Glance on the right was used) and at the project top level.
or the detailed steps 5. Enter the current date in the As Of Date fields of each completed task.
and screenshots 6. Click the Save button.
below:
1
2
Step Action
2. Click on Percent Complete from the blue menu bar.
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6
3
5 4
Step Action
3. Select Expand All to view all tasks.
4. Update the Physical % Complete to ‘100%’ for all Partner tasks (if a Partner was used) and
at the project top level.
5. Enter the current date in the As Of Date fields of each completed task.
Changing Status to ‘Delivery Steps at a Glance

Close’
1. From within the Project, click on the Project Tab.
After closing out all the delivery tasks or
2. Click Setup from the blue menu bar.
work assignments, the Project Manager
3. Click the Change Status button.
must change the Project status to
4. Select Delivery Close from the drop-down menu.
‘Delivery Close’. To change the status of
a Project to ‘Delivery Close’, follow the 5. Click the Apply button.
Steps at a Glance on the right or the
detailed steps with screenshots below:
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1
2
Step Action
1. From within the Project, click on the Project Tab.
2. Click Setup from the blue menu bar.
3. Click the Change Status button.
5
4
Step Action
4. Select Delivery Close from the drop-down menu.
6.1.3 Closing Out a Transaction Project

Final Project closure activities are then completed by AS Finance. The following section will cover closing
activities for AS Finance to move to project ‘Closed’ status.
AS Finance Activities
Once a notification of ‘Delivery Close’ status is received, the Finance team reviews the project tasks to
ensure all tasks are complete. At this time, Finance ensures all MCC’s have been processed, validates all
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Customer invoices are paid and project revenue has been recognized. Finance also ensures that the last
Cost Forecast has been zeroed out and that the Partner PO’s have been issued and paid.
The graphic below illustrates the ‘Closed’ status in the project lifecycle:
Chapter 6 - Summary
In Chapter 6, Project Managers have learned all the various activities for project closure. PM’s should
have a good understanding of the differences between ‘Delivery Close’ and ‘Closed’ statuses, what PM’s
should do before moving the project into ‘Delivery Close’ status and what exactly DST and Finance take
care of to close the entire project.
By the end of this chapter, PMs have learned the basics of Oracle Project, what Cisco Advanced Services
is and how the two work together to help Project Managers better manage their projects.
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Appendix
Chart A – Roles in Oracle Projects

Oracle Projects Roles Description
This role is responsible for the overall Program
Management of the project. The responsibilities of a
Project Manager include the overall management of
Project Manager (PM)
the delivery, delivery planning and flexible delivery,
Resource Management and driving the periodic
business reviews with the Customer.
This role is similar to that of a Project Manager. It is
assigned to users other than Project Managers (e.g.
Work Manager (WM)
Engineers) who may need to perform Project
Management activities on the project.
This role is filled by the Deal Support Team (DST)
member responsible for key project setup activities,
Project Coordinator (PC)
Change Request processing and additional deal
verification support activities.
This role is generally filled by the user that has a
Resource Manager on a project. It allows a Resource
Manager to have Project Manager abilities on the
project to which s/he is assigned as a Delivery
Manager.
Delivery Manager (DM) If a Resource Manager is not assigned as the
Delivery Manager, s/he will not have the ability to
make updates or changes to resource assignments
on the project.
Every project must have a DM assigned to it as they
are fiscally responsible for the project.
This role is generally assigned to the user that works
Network Consulting Engineer (NCE)
on the project’s deliverables.
This role is filled by the resources with the job title of
High Tech Operations Manager (HTOM)
Customer Operations Analysts.
This role has the same access as a Network
High Touch Engineer (HTE) Consulting Engineer and is a part of the FTS
Organization.
This role is in the FTS organization. HTTS Engineers

are rarely scheduled, nor do they log time against a
High Touch Technical Services Engineer (HTTS)
project. An HTTS Engineer must be added to the
project via the Project Setup page in Oracle Projects.
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This role is assigned to the resources that belong to
Business Operations Manager (BOM)
the AS Business Operations team.
This role is assigned to the Finance representative of
a project. Financial Analysts have the ability to view
the project’s budget information. They are
Financial Analyst
responsible for ensuring that the project revenue has
been recognized during the Pending Close phase of
the project.
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Chart B – Responsibilities in Oracle Projects
Oracle Responsibilities Description
This responsibility is used by the AS Operations to
view reports and drill into Projects.
Cisco AS Operations Manager Note: Users with this responsibility will need to have
a similar responsibility in each Operating Unit/Buy
Sell in which their Projects are located.
This responsibility is used by Deal Support Team
(DST) members to create, activate and maintain
Projects.
Cisco AS Project Administrator
Note: Users with this responsibility will need to have
This responsibility is used by Project Managers to
manage and maintain Projects.
Cisco AS Project Manager (PM) Note: Users with this responsibility will need to have
This responsibility is used by Staffing Managers to
maintain and manage resource demand and fill open
requirements. It allows the Staffing Managers to
Cisco AS Staffing Manager manage resources that do not directly report to them.
a similar responsibility in every Operating Unit/Buy
Sell in which their requirement ownership is located.
This responsibility is used by any user that is
assigned to a Project. The most typical use of this
responsibility is by engineers as Project Managers
will typically use the Project Manager responsibility,
but it will be given to all delivery users. This also
Cisco AS Team Member includes a Team Home page to provide the ability to
link directly to Time Entry and Admin Assignments
(PTO Assignments, etc.).
This responsibility is used by AS Finance Team
members to trigger invoice/revenue generation,
financially close out the Project and validate
Cisco AS Finance Manager financials on the Project.
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This responsibility is used by Resource Managers or
HR Managers (where resources directly report to
them) to manage resources, view utilization and
approve resource assignments. Each user with direct
Cisco AS Resource Manager reports should have this responsibility.
Sell in which their resource ownership is located.
This responsibility is utilized by Resource Managers

to submit time on behalf of resources under them. It
is also used by Project Managers and Delivery
Cisco Manager Self Service
Managers to submit time for resources that directly
report to them. This responsibility is not Operating
Unit-specific.
This is the time-entry responsibility and is utilized by

all users to submit Oracle Time and Labor (OTL)
Cisco AS OTL Time Cards Timecards. Each user is assigned only one OTL
responsibility for the Operating Unit to which his/her
department belongs.
This is a reporting responsibility and is used by

Business Intelligence Business Consultants (BIBCs)
Reporting - Business Measures: BIBC
to request special, customized reports from the
Analytical Reporting tool.
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Chart C - Summary Table of Billing Events
Project sub-type Number of billing events Date of the billing event Amount of the billing
at set up event at set up
SOW – milestone (MDM One per SO line
will note “Milestones” (delivery work + T&E if
or “Completed separate SO line) Blank Match the SO line
Contract”) amount
T&M One per month for the Blank Total booking amount
duration of the entered in the last
engagement event.
For other events: “0”
SME (MDM will note One for the delivery Booking date for Total booked amount
“SME/Staff Augm/ work + one for T&E delivery tasks minus T&E amount
Ratable”) entered in the first
End of project date for event.
T&E
T&E amount entered
in the event of the T&E
task
Consulting One single Booking date Total booked amount
Service Credits According to the Blank Total booked amount

invoicing schedule distributed evenly
over the number of
billing events
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Chart D – Overview of OP Statuses and PM Activities
Oracle Projects Mandatory PM Activities Where and How to?
Status
Pipeline (DST 1. PMs may start adding resource Resources Tab and add resource
creates each requirements to their projects, if they deem requirements (Chapter 4.3.4)
project in necessary for upcoming Pre-Sales activities.
Pipeline)
2. Assign resources to open requirements Search for or assign your team's
for upcoming Pre-Sales activities resources to the open requirements
(Chapter 4.3.4)
3. Update their Pre-Sales sub-tasks if Pre- Workplan Tab and Update Current
Sales will be necessary Working Version. Only copy or
update Pre-Sales sub-tasks.
4. Create a Pre-Sales cost budget Financial Tab, select AS Approved
Cost Budget and Create a plan
version (Chapter 3.3.2)
5. Change project status from Pipeline to Project Tab; select Setup in the blue
Pre-Sales when ready to start Pre-Sales menu bar. (Chapter 3.3.2)
effort.
Pre-Sales 1. Project Managers must ensure that all Workplan Tab and Update Current
sub-tasks and dates are complete and Working Version. Only copy or
accurate in their Pre-Sales Workplan. update Pre-Sales sub-tasks. Update
Scheduled Start/Finish Dates at the
sub-task level. When finished
updating the Workplan, ensure you
update the version number of your
Workplan, delete the word, 'Copy'
from the beginning and Review and
Publish your Workplan. Once
published your Scheduled
Start/Finish Dates will roll up to the
milestone level and to the
Transaction Start/Finish Dates. After
publishing the Workplan, unlock the
workplan by clicking the Change
Control lock(Chapter 3.3.2)
2. Continue updating your Pre-Sales cost Financial Tab, select AS Approved
budget Cost Budget and click your Update
pencil to update (Chapter 3.3.2)
3. Project Managers continue to add or Resources Tab and add resource
start to define resource requirements to a requirements or maintain a
project. resource's schedule (Chapter 4.3.4)
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4. Close Pre-Sales milestone and sub-tasks. Workplan Tab, select Update Current
Working Version and update the
Scheduled Finish Dates of the Pre-
Sales sub-tasks. Update the version
of your Workplan using the Update
pencil and Review and Publish your
Workplan. Only after publishing the
Workplan, will the dates update at
the milestone level and for all
Transaction Finish Dates. After
publishing the Workplan, unlock the
workplan by clicking the Change
Control lock. (Chapter 3.3.2)
Active 1. Verify that the data entered by the Deal Project Tab, view customer
Support Team matches the SOW and information. In the Workplan Tab,
Purchase Order view workplan milestones.
2. Verify that team members, such as the If team members need to be revised:
Project Manager, Delivery Manager, go to the Project tab and the Setup
Finance and any other project team tab in the blue menu bar. Select
members are listed correctly. Team Members at the bottom of the
screen and update accordingly.
(Chapter 4.3.1)
3. Start delivering to the Customer Deliver to the Customer
4. Continue updating your Workplan and Workplan Tab, select Update Current
maintaining your sub-tasks. Working Version and update sub-
tasks as necessary with correct
Scheduled Start/Finish Dates.
Remember, milestones cannot be
altered by PMs. A Change Request is
needed to update the project's
milestones and done by DST. Always
remember to update your workplan
name and version and Review and
Publish your workplan to view your
changes. Unlock your workplan in the
Change Control field in the Maintain
Versions screen if you will need
others to be able to update the
Workplan too. (Chapter 4.3.2)
6. Continue updating any and all resources Resources Tab, Add Resource
and resource requirements on your project. Requirements and Assign Resources
functions. Send resource requests for
approval to their Managers. (Chapter
4.3.4)
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7. Update Financials: Cost and Revenue Financial Tab, click the Maintain
Forecasts and Partner Percent Complete. Versions pencil of either Cost or
Revenue Forecast and update
accordingly. For Partner Percent
Complete, in the Financial Tab, click
on the Percent Complete in the blue
menu bar. Update the As Of Date and
% Complete for all Partner Tasks.
(Chapter 4.3.2)
8. Lockdown project as necessary. Go to Oracle Forms and lockdown
your project. This is optional but
highly recommended! (Chapter 5.2.1)
9. Project Health Reporting Ensure to view your project's health
by viewing your reports in the
Reporting tab.
10. Complete MCCs and Invoicing as (Chapter 5.2.4)
milestones or a set of milestones are
completed.
Delivery Close 1. End date all delivery sub-tasks and In the Workplan tab, select Update
milestones. Publish a final Workplan. Current Working Version. Set all
Scheduled Finish dates to the current
date (if the Scheduled Finish date has
not already occurred). Rename your
workplan and Review and Publish the
Workplan. (Chapter 6.1.2)
2. Set the percentage complete of all In the Financial Tab, click on the
Partner tasks and the top task to 100% Percent Complete in the blue menu
bar. Update the As Of Date to the
current date and % Complete for all
Partner Tasks. (Chapter 6.1.2)
3. Move the project status to ‘Delivery Project Tab; select Setup in the blue
Close’ menu bar. (Chapter 6.1.2)
Close No PM Activities necessary. Finance NONE
changes status from Delivery Close to
Close.
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Chart E – Helpful Websites
Name Website
Project http://wwwin-
eng.cisco.com/CA/AS/Global_Policy_and_Process/Policy/Project_Management_Pol
Management icy.doc
Policy Site
Work at Risk http://wwwin-
eng.cisco.com/CA/AS/Global_Policy_and_Process/Policy/AS_Work_at_Risk
Policy Site _Policy_20070927_1.doc For Policy and http://wwwin-
eng.cisco.com/CA/AS/Global_Policy_and_Process/ for Process
AS Tools and http://wwwin.cisco.com/CustAdv/AS/tools.shtml#tab_location=3

Policy
Support Site
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Glossary
A
‘Active’ status indicates that a project is booked and project delivery is approved and ready to begin.
During ‘Active’ status, project delivery is being executed and the Project Manager is responsible for
updating the project Workplan and schedule, as well as the Cost and Revenue Forecasts.
Account is the business relationship that a party can enter into with another party. An Account has
information about the terms and conditions of doing business with the party.
Actual Capacity is the net capacity for the organization based on the resource’s country calendar, less
time charged to PTO (total calendar hours minus time charged to PTO).
Actual Cost is the official cost associated with the project. For example, each time one hour is charged to
a project, the amount of cost associated with one hour of the resource’s cost rate is added to the project.
Actual Utilization (%) represents the weighted actual hours expressed as a % of Actual Capacity or
Actual Worked hours, calculated by dividing the weighted actual hours by the calculation method selected
(Capacity or Total Worked Hours).
Actual Worked, in the context of the Project Profitability report, indicates the hours recorded from
reported timecards.
Administrative status within Resource Management indicates that the resource is on holiday or paid time
off (PTO).
Analytical Reporting is reporting that synthesizes data across multiple Projects, geographies, etc.
Analytic reports are frequently used for planning and forecasting or for making strategic directional
changes based on data.
AS Advertisement Rule allows any Staffing Manager to see the requirement in Oracle Projects. In
addition, after the requirement is created and not filled within 7 and 14 days, Oracle Projects sends
notifications to the Staffing Owner and Project Manager respectively.
Available status within Resource Management indicates that the resource is available to be assigned to
a project
Available Budget is the total Cost Budget minus the sum of planned costs of all completed or planned
Deliverable Units.
Available Units are the total number of Deliverable Units minus Consumed Units.
B
Baselined Cost Budget, which is set up by the Deal Support Team, refers to the initial setup of the Cost
Budget at activation. The Baselined Cost Budget is matched to the cost information section of the pricing
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sheet. It will never be updated or rebaselined by the Project Manager. The first version of the Cost
Forecast Plan will be generated from the Baselined Cost Budget.
Baselined Revenue Budget, created by the Deal Support Team, is generated from the Funding
Agreement and will be locked upon creation. A Revenue Budget can only be rebaselined by upon change
request submitted by the Project Manager to the Deal Support Team. Baselined Revenue Budgets are
used in both Transaction and Subscription Projects.
Bill To – See Billing Address.
Billable is an Oracle term indicating an invoice is generated and a bill is sent to the Customer. Billability
will remain unpopulated in the standard Oracle reports.
Billing Address is the address specified on the Sales Order. This is the address where the project billing
information is sent. It will include the name of the Customer organization where the project charges are
directed. In Oracle Projects, the Billing Address, also known as ‘Bill To’ address, is a field that is used to
capture the end Customer billing information.
Billing Event is set up for each Sales Order line, as each of the Sales Order lines represent an amount
to be billed once a milestone is complete.
Budget refers to estimated costs, revenue, labor hours, or other quantities for a project or task.
Burdened Costs indicates the labor rates generated from Advanced Services Global Finance. Burden
Costs are used in reporting.
C
‘Cancelled’ Status is an additional status that is used if Projects must be removed. A project can only be
cancelled if no time has been logged against them. If time has been submitted and the project must be
removed, it must be set to ‘Closed’.
‘Closed’ status is the final status in the project status workflow. When a project is closed, all financial
and work tasks have been completed and no more work should be performed on the project in any form.
‘Closed’ status indicates time and expenses can no longer be logged against a project.
Capacity Hours is defined as the total resource capacity hours minus any assignment hours with a
reduced capacity work type, such as unassigned time.
Chargeable is term used to describe an attribute of a task. It is the first condition that allows resources to
log time and capture costs against task. A Chargeable flag is used in Oracle Projects in order for
resources to log time against a task or sub-task. Although resources can log time against a task, not all
chargeable tasks will be invoiced to the Customer.
Confirmed status within Resource Management indicates that the resource is confirmed to work on a
project.
Consumed Units are the units of a deliverable that have been utilized. Consumed Units can be in either
‘Open’ or ‘Closed’ status.
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Cost Budget indicates the estimated cost for a project at completion. Budget amounts can be a summary
or detailed. The Cost Budget, set up at activation by the Deal Support Team based on the pricing
information, is baselined and only changed upon a project change request.
Cost Forecast Plans are Projections that predict effort and expenses for a project. Cost Forecast Plans
indicate if the project will be within, above or below budget and is an effective tool in predicting if a project
will need a change request. The Cost Forecast Plan will be monitored by the Project Manager to ensure
the project is within budget.
D
‘Delivery Close’ status indicates the delivery of the project is complete. ‘Delivery Close’ status is selected
in Oracle Projects when all deliverable tasks have been completed. When a project is complete, the
Project Manager changes the project to ‘Delivery Close’ status.
Deliverable is often used in the Subscription Model and refers to a task that a client has purchased. In
Subscription Projects, Deliverables are the third level in the service hierarchy under Service Program and
Service Component.
Deliverable Unit is a component of a task on a project.
Deliverable Unit Cost is often used in the Subscription Model and refers to the cost of one unit of a
deliverable. The two types of costs associated with Deliverable Units are the planned cost that comes
from the ASPT Quote and the actual cost based on time entered against the Deliverable Unit.
Delivery Plan Window is often used in the Subscription Model, within the context of Delivery Planning. It
is the time window in which all delivery plans should fall. More specifically, plan dates cannot be before a
project delivery start date or after a project delivery end date.
F
Financial Hierarchy is a reporting hierarchy structure based on financials. This form of reporting allows
people to be held accountable for the organizations Profit & Loss responsibilities. The hierarchy is broken
out by Cost of Goods Sold (COGS) and Operating Expenses (Op-Ex), which are further broken out by
Theatre.
Forecast refers to the prediction of costs or revenue that will be incurred or collected in the future.
Fully Executed Deal refers to a deal that is considered fully executed when the following documentation
is in place:
1. An appropriately signed Master Service Agreement (MSA), Advanced Services Agreement

(ASA), Systems Integrator Agreement for resale of Advanced Services or equivalent governing
agreement covering Advanced Services. (See Service Bookings Policy for definition of Active
Legal Agreement.
2. A customer Statement of Work (SOW) that is in effect (signed by both parties). (See Service
Bookings Policy for definition of Active Legal Agreement.
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3. The customer has provided a valid purchase order (PO) (or funding is secured via revenue
according to the Funding Source Requirements policy: http://wwwin-
eng.cisco.com/CA/ASNS/Security_Consulting/Templates/Funding-Source-Policy.doc@1.
A fully executed deal is evidenced by a booked order by Cisco and an activated Advanced Services
Project.
Funding Agreement is created by the Deal Support Team in Oracle Projects. A Funding Agreement
defines and specifies what project a particular Customer is funding. The baselined Revenue Budget is
generated from the Funding Agreement.
Functional Hierarchy is a reporting hierarchy structure based on the functional segregation of the
organization. It shows the functional structures of the team. It is independent of HR structure and financial
structure and may include individuals across multiple financial and geographical boundaries. This
hierarchy allows a view into the “dotted line” relationships of a team.
H
HR Hierarchy is a reporting hierarchy structure based on HR roles. It indicates the organization reporting
structures according to the HR definitions, showing solid line relationships between teams and
organizations. It allows information to be viewed and shared across individuals and their supervisors.
I
Inception to Date (ITD) is the time interval from the beginning of the project to the current date.
J
Job Level is a value which indicates the level of a particular role. For example, an NCE could be
anywhere between Job Level 10 and Job Level 13. A Project Manager could be anywhere between Job
Level 20 and Job Level 23. Job Levels do not correspond to Cisco Job Grades.
M
Milestone is considered an important deliverable on a given project. Milestones are taken directly from
the Statement of Work and payment for work is received upon Milestone completion.
O
‘On Hold’ status is used by the Project Manager to indicate a temporary pause in the project. No time
may be logged in Oracle Time and Labor for any tasks while a project is in ‘On Hold’ status. However,
some project maintenance work may be performed, such as updating Cost and Revenue Budgets and
Cost and Revenue Forecasts. This is only used for Transaction Projects.
Operational Reporting is reporting focused on the health and success of a given Project or region. This
type of reporting typically focuses on point in time reporting. It does not provide trending analysis
information.
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Oracle Forms are the back-end project setup screens in Oracle. These are typically used for financial
related set up items on a project.
Oracle Projects is the web-based Project Management system where the majority of all project activity
occurs.
Oracle Responsibility is a set of data, menus and forms that defines the user’s particular level of
authority in Oracle Projects. Each user has at least one responsibility. Some users may be able to logon
with additional areas of responsibility.
Oracle Time & Labor (OTL) is a module within the Oracle Application Suite that allows users to track and
submit time in Oracle Projects.
Overcommitted status within Resource Management indicates that the resource has been over-allocated
and is committed to too many hours of work.
P
‘Pipeline’ status indicates an opportunity is identified for a potential service delivery project. Initially,
Projects are created in Oracle Projects in ‘Pipeline’ status. In this stage, the Project Manager can define
resource requirements and generally forecast and capture needs for an opportunity prior to the start of
the Pre-Sales phase. During ‘Pipeline’ Status no time can be logged against any task.
‘Pre-Sales’ status indicates Sales support is required. The Project Manager is responsible for changing
the project status to ‘Pre-Sales’ status. A project remains in ‘Pre-Sales’ status as long as the deal is not
ordered and booked. Projects are not required to include a ‘Pre-Sales’ phase and can move from
‘Pipeline’ directly to ‘Active’ status.
Per Unit Committed Hours is often used in the Subscription Model and refers to the number of hours per
Deliverable Unit. Per Unit Committed Hours originate from the ASPT Quote and are the result of cost
algorithms.
Period to Date (PTD) is the time interval from the start of the current financial period to the current date.
Planned Units are the units of a deliverable associated to a Delivery Plan.
Primary Resource Authority employs a system in which an individual, who is not the PM nor the
Resource Manager has full authority over the resource scheduling and approvals, this individual could be
configured as the Primary Resource Authority. This would result in all requirements defaulting to this
individual as staffing owner, as well as this individual being the first approver in the approval field.
Project Finish Date is the date that the project is closed. The Finish Date defaults from the project
template to one year from the current date. It can be changed by the Project Manager if the project lasts
longer. The final project End Date will be set at project closure by Advanced Services Finance.
Project Numbers are assigned to a project when it is first created. Project Numbers are synonymous
with the term PID (Project ID) from A4 and may be used interchangeably.
Project Start Date is the project creation date. Note the Project Start Date is not the delivery start date.
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Project Template is a custom web-based template used by the Deal Support Team to enter in both
required and optional information for project creation.
Provisional status within Resource Management indicates that the resource is provisionally assigned to
a project and awaiting Resource Manager Approval.
Publish to Everyone Rule is when any Staffing Manager has the ability to see the requirement in Oracle
Projects.
Q
Quote is used in the Subscription Model and refers to the set of services and prices of those services and
planned costs. The Quote is the basis for AS Subscription delivery scope.
R
Raw Costs is an Oracle specific term. Raw Costs are costs that are directly attributable to work
performed. Examples of Raw Costs are salaries and travel expenses. Raw Costs will not be populated in
the standard Oracle reports.
Reporting Hierarchy is the structure used within Oracle to define the organization of data. The Reporting
Hierarchy determines what type of data is visible in a report, which is determined by an individual’s role
and the Oracle Responsibility that they used to logged in to Oracle Projects. This enables vast reporting
needs while maintaining data confidentiality. There are three types of reporting hierarchies: Financial,
Functional and HR.
Resource Requirement is created to address resource needs on a project.
Resource Type indicates the type of resource. During Phase I of the Oracle Projects release, all
resources will be Employee (vendor and non-vendor).
Responsibility is a set of functions attributed to a resource that allows them certain abilities across
multiple Projects and in Oracle Projects. Once granted a particular responsibility, the employee can
perform the actions granted to this responsibility.
Revenue Budget indicates the amount billed to the client. The revenue budget is created at the
milestone level and equals the ERP booked amount per milestone. Only the Deal Support Team is
authorized to add or update a Revenue Budget on a project.
Revenue Events are set up to signify when revenue is recognized. Revenue Events could be set up in
one of two ways. First, when revenue is recognized at the end of the project, one Revenue Event is
created for the total revenue amount at completion of the last milestone. Second, when the Revenue is
recognized per milestone, one Revenue Event is set up for each milestone.
Revenue Forecast is maintained by the Project Manager and is a Projection of when revenue will be
recognized from Revenue Events. The Revenue Forecast Plan will reflect the revenue recognition
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schedule for the project. Should the schedule slip, the Project Manager will need to update the Revenue
Forecast accordingly.
Role gives the user the access to the project based on their assigned role. For example, an NCE may be
assigned a Project Manager role on a project and would be able to perform all the duties as a Project
Manager for that particular project.
S
Schedulable is the ability be staffed on a project and fill a requirement.
Scheduled Capacity is defined as calendar hours minus resource assignment hours flagged as reducing
capacity. These are assignments with a work type of paid leave, e.g. PTO.
Scheduled Dates are related to the planning of the delivery work. They indicate when the work on the
task is scheduled to start and finish. Scheduled Dates will be updated on the lowest level tasks and
automatically roll up to the milestone. Scheduled Dates are editable under the Workplan tab in Oracle
Projects by Project Managers.
Scheduled Finish Date on the project level is the end date of the latest ending task in the Workplan.
Scheduled Start Date on the project level is the start date of the earliest starting task in the Workplan.
Scheduled Utilization (%) is the weighted scheduled hours as a percentage of scheduled capacity or
total worked hours depending on the selected calculation method. This is calculated by dividing the total
scheduled weighted hours by the calculation method selected (Capacity or Total Worked Hours).
Scheduled Work is the sum total of scheduled hours based on the resource assignments.
Service Component is used in the Subscription Model and refers to the second level in the Services
Hierarchy, just below Service Program. Examples of Service Component are Design Support, Software
Strategy, Knowledge Transfer and Mentoring.
Service Program is used in the Subscription Model and refers to the highest level in the Services
Hierarchy. Examples of Service Programs are Focused Technical Support and Optimization.
Services are used in the Subscription model, within the context of ASPT Quotes. Services are the
second level in a Quote, just under a Service Program. Services are converted to Service Components by
the interface between ASPT and the AS Delivery tools. Examples are Continuous Learning, Annual
Assessment and Network Support.
Services Hierarchy is used in the Subscription model and refers to the hierarchical structure of the
services in Oracle Projects, namely, Service Program, Service Component, Deliverable and Deliverable
Unit.
Shipping Address is the address of the location where the Cisco services will be delivered. In Oracle
Projects, Shipping Address, also known as ‘Ship To’ address, is a field that is used to capture the end
Customer shipping information. The Shipping Address can be different from the Customer organization’s
Billing Address.
Ship To – See Shipping Address.
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Sub-Task is the smallest sub-division of project Work. Sub-tasks are created and updated in relevance to
the Milestone they are created under.
Swap-In Budget is the budget minus the sum of costs of all Deliverable Units in the Work Breakdown
Structure (WBS).
Swap-In Deliverable Units are Deliverable Units that are not from a Quote and were not originally
purchased.
Swap-Out Deliverable Units are Deliverable Units that will be dropped from the project.
T
Target Start Date is the date that delivery of a project is expected to start. It is entered by the Deal
Support Team at project creation. Generally, the Target End Date should be left blank. The Target Start
Date is used at the project level.
Task is a subdivision of project work. Each project can have a set of top level tasks and a hierarchy of
sub-tasks below each top level task.
Template in Oracle Projects refers to a completed Timecard or portion of a Timecard that can be used
over and over again.
Timecard is a form users submit weekly within Oracle Projects to report time to particular Projects and
tasks within those Projects.
Total Cost Budget is the budget allocated to deliver the project. In the case of Subscription Projects the
Total Cost Budget is created pursuant to the Advanced Services Pricing Tool (ASPT) Quote. In the case
of Transaction Projects the Total Cost Budget is created pursuant to the Pricing Sheet.
Total Number of Units, a term used in ASDW-ADM, is the number of Deliverable Units that are
committed to the Customer. The Total Number of Units is always the sum of Consumed and Available
Units. This number includes any changes in Swap-In Deliverable Units as compared with the initial
number of units imported from Advanced Services Pricing Tool (ASPT).
Transaction Dates reflect the time frame within which the financial transactions in Oracle Projects can
happen. Main financial transactions are time entry and cost capture. The transaction dates need to be set
at the milestone level and will roll down to subordinate tasks. The Project Manager is responsible for
managing and updating Transaction Dates.
U
Unfunded Services are any un-financed additions to the Subscription project’s scope. Unfunded
Services only occur in Subscriptions Projects and require formal approval from a Profit and Loss (P&L)
Accountable Party. Under Unfunded Services, the project Cost Budget will increase by the sum of the
Quoted cost of the additional deliverable. However, Unfunded Services will not result in Revenue. The
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Deal Support Team is responsible for entering in the Zero Dollar Quote into ASPT so that deliverables
can be added into Oracle Projects with accurate planned cost information.
Upsell is a set of services sold to the Customer as an incremental addition to the existing project or
Purchase Order. Since this is a new order, the Cost Budget will increase by the sum of the Quoted costs
of the additional deliverables and the Revenue Budget will increase by the booking amount associated
with the Upsell. An Upsell only occurs in Subscription Projects.
Utilization (%) is the hours for the resource expressed as a percentage of actual capacity or actual
worked (depending on the profile option).
W
Weighted Actual is the amount of time charged to Customer billable tasks. This is calculated by
multiplying the total from each timecard entry by the utilization/realization percentage of the work type
associated with the task. The only case a task is utilized or realized is with Customer billable work.
Weighted Schedule is the sum of weighted scheduled hours for the organization, calculated by
multiplying the total scheduled assignment hours associated with a resource assignment.
Work Breakdown Structure (WBS) is the breakdown of project work into tasks. These tasks can be
broken down further into sub-tasks, or hierarchical units of work.
Worked Hours is the sum of worked hours for the resource obtained from actual timecards.
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Oracle Projects User Guide For Advanced Services Pms/Dms

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Oracle Projects User Guide For Advanced Services Pms/Dms

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Q1FY10

Oracle Projects User Guide for

Developed by the Cisco Services and

After reading this guide, users will be able to:

• Understand the Advanced Services Organization.

Chapter 1- Introduction to Cisco Services

1.1 The Cisco Services Lifecycle

The lifecycle phases are as follows:

Cisco Services Lifecycle

1.2 Cisco Advanced Services

1.3 Introduction to Advanced Services Delivery Models

1.3.1 Customer-facing Projects

Transaction (AS-T) Model

• Statement of Work (SOW) [Milestone]

Transaction Project Model Example

Example: Transaction Delivery Model

Subscription (AS-S) Model

Example: Subscription Delivery Model

Transaction vs. Subscription

P repare P lan D esign I mplement

Project Transaction (AS-T) Subscription (AS-S)

Master Services agreement or

Contract Statement of Work (SOW) N/A

Per milestone, per set of milestones

Formal sign-off of Milestone

Programs, service components,

1.3.2 Non-Customer Facing Projects

1.4 Advanced Services Forecast to Delivery (F2D) Process

Advanced Services Forecast to Delivery

Each phase and activity of the F2D process is examined below.

Development and Roll-Out Service

Manage Opportunity / Project Creation

Scope and Quote / Pre-Sales

Assure and Approve / Pre-Sales

Order and Book / Project Activation

Deliver Services / Project Planning and Project Execution

Invoice and Collect / Project Closure

Recognize Revenue / Project Closure

1.5 Oracle Projects Statuses

Oracle Projects Statuses

Additional Oracle Project Statuses

Its key functions are to enable the AS organization to:

• Manage overall profitability and margins

2.1 Roles and Responsibilities in Oracle Projects

• Cisco AS Project Manager

2.2 Oracle Navigation

Detailed Steps with Screenshots

1. Navigate to the Oracle Projects Production link.

Note: Prior to an individual receiving access to Oracle Projects, responsibilities must be

5. Click on the appropriate Responsibility. The Oracle Responsibility selected determines

The icon indicates Oracle Projects screens.

The icon indicates Oracle Forms.

Viewing Screens and Pages in Oracle Projects

Tabs in Oracle Projects

Blue Menu Bar

• Home – Review open notifications or resource requirements, view project information

Under the Resources tab, the Project Managers can:

• Scheduled People – View open requirements, active roles, resource usage

• View the project’s tasks, deliverables, resource usage

• Tasks – View Workplan, cost, progress, schedule, variance

Under the Financial tab, the Deal Support Team can:

• Create and edit Cost and Revenue Budgets

Under the Reporting tab, the user can: