Project Partners Blog


Posts Tagged ‘Oracle E-Business Suite’

A FRESH APPROACH TO ORACLE CAPITAL PROJECTS AND FIXED ASSETS

In this webinar, we’ll discuss how to move beyond to drive efficiencies and reporting accuracies with a fresh approach to Oracle Capital Projects, fixed assets, and showcase how Project Partners successfully delivered this solution for a customer that is using a third party fixed assets system to manage their capital projects.

We Invite You To Join Us And Learn More About This Powerful Solution:  

• The Capital Projects functionality delivered in Oracle Project Costing has enabled many of our customers to take advantage of the native integration to Oracle Fixed Assets

• However, there are industries that require a greater level of detail, control for estimating and allocating asset costs

• To address this, our team developed a solution that supports the need for greater level of detail, control of asset costs and allocations – which we will review and showcase for you

REGISTRATION OPEN NOW

Register today, and feel free to review our resource library and services overview at www.projectp.com.  HAVE QUESTIONS?  Need more information about this Webinar or other services  – We’re here to help!

Schedule a Consultation:
Phone: #1.650.712.6203   Email: cfryc@projectp.com

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Project Partners, Oracle Platinum Partner, and global leader in optimizing business processes and IT investments within project-driven organizations.

 

Are you part of a non-traditional Professional Services Organization and feeling the staffing data-burden?

Then you are probably experiencing the common demand around deploying groups of staffing managers to manage these applications, yet with limited budgets and the same needs to manage resource supply and demand in order for your organization to stay effective and profitable.

We Invite You To Join Us In This Insightful Session Where You Will Learn:

  • A simpler alternative for Resource Planning
  • How to utilize Project Financial Forecasting to address Resource Planning
  • Ultimately “Two For One – Getting It Done!” – Forecasting

REGISTER TODAY – RESERVE YOUR PLACE

QUESTIONS? Need more information about this Webinar or our Services – We’re here to help!

Schedule a Consultation:
Phone: #1.650.712.6203   Email: cfryc@projectp.com

We look forward to sharing our expertise and knowledge with you for a simpler alternative for Resource Planning.  Register today, or feel free to review our resource library and services overview at www.projectp.com.

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Project Partners, Oracle Platinum Partner, and global leader in optimizing business processes and IT investments within project-driven organizations.

 

 

 

MANAGING PERFORMANCE BASED REVENUE RECOGNITION

Accounting Standards Codification (ASC) 606

-CURRENT UPDATES-

This paper provides an update to one of our previous six-part blog series “Are you Ready for the New Revenue Recognition Standards?”

It outlined the May 28, 2014 announcement that the FASB and IASB jointly issued ASC 606, Revenue from Contracts with Customers.  The intention around this change was to standardize revenue recognition practices across industries as existing practices fall short when it comes down to how value is delivered to the client based on obligations explicitly or implicitly specified in contracts.

IN THIS LATEST SERIES, WE WILL RECAP AND HIGHLIGHT THE MOST CURRENT CHANGES SINCE THE DEADLINES FOR COMPLIANCE HAS PASSED.

On May 28, 2014, FASB and IASB jointly issued ASC 606, Revenue from Contracts with Customers.  Due to inconsistencies in revenue recognition among industries, and the disconnect between U. S. GAAP and IFRS reporting, the Boards collaborated to reduce or eliminate those inconsistencies and thereby improve comparability between domestic and international best practices.  The resulting standards will therefore significantly affect the revenue recognition practices of many companies.

Depending upon the business’ current model and revenue recognition practices, this standard could have a significant impact on the amount and timing of revenue recognition, which in turn will impact key performance measures and debt covenant ratios, and may even change the way the company looks at capital investment and compensation.  The new standards are poised to change budgets, contract negotiations and current business practices.

Industry-Neutral Revenue Recognition

The core principle in the converged standard requires that an entity recognize revenue to depict the transfer of promised goods or services to a customer in an amount that reflects the consideration in exchange for those goods and services.  To accomplish this goal, a five-step process has been outlined in the new standard.  Every contract with a customer should be analyzed using these five steps to afford accurate reporting.

Step 1 – Identify the Contract with the Customer – A contract is defined as an agreement between two or more parties that creates enforceable rights and obligations.  The guidance applies to all contracts that meet specific criteria as defined within the standard.

Step 2 – Identify the Performance Obligations in the Contract – Performance obligations are promises to deliver certain goods and services to a customer.

Step 3 – Determine the Transaction Price – The transaction price is the amount an entity is expected to receive in exchange for transferring goods and services to a customer.

Step 4 – Allocate the Transaction Price – The relative standalone transaction price of each good or service being transferred to a customer, including discounts and other variable amounts of consideration.

Step 5 – Recognize Revenue as Performance Obligations are Satisfied – This step happens when the goods or services are transferred to the customer.  The customer will have taken control of the goods or services at this time.  The amount of revenue that is recognized is the amount allocated to satisfy a performance obligation.

HOW CAN WE HELP YOU SUCCESSFULLY NAVIGATE THROUGH THESE CHANGES?

Project Partners will demonstrate how project-centric companies, using Oracle Projects and/or Oracle Project Contracts, can comply to the new standards with minimum disruption to existing business practices.  View 5-Step recap below.

ASC 606:  REVENUE FROM CONTRACTS WITH CUSTOMERS

PART 1

The core principle in the converged standard requires that an entity recognize revenue to depict the transfer of promised goods or services to a customer in an amount that reflects the consideration in exchange for those goods and services.  To accomplish this goal, a five-step process has been outlined in the new standard.  Every contract with a customer should be analyzed using these five steps to afford accurate reporting.

STEP 1   IDENTIFY THE CONTRACT WITH A CUSTOMER

The new revenue guidance defines a contract as an agreement between two or more parties that creates enforceable rights and obligations.  Essentially, all parties to the contract have to approve the agreement, are committed to fulfilling their obligations, and have Identifiable rights.  The contract must have commercial substance and collectability is probable.

STEP 2   IDENTIFY THE PERFORMANCE OBLIGATIONS IN THE CONTRACT

This step requires an entity to identify all the distinct performance obligations in a contract or arrangement.  A performance obligation (commonly referred to as deliverables) is a promise to transfer goods or services to a customer.  A good or service is distinct when the customer can benefit from said good or service on its own or with resources the customer already has, and the good or service can be transferred to the customer independent of other performance obligations in the contract.  Goods and services that are not distinct should be combined with other goods or services until the whole group is distinct.

To be distinct, a good or service must meet two criteria:

  1. It must be capable of being distinct, and
  2. It must be separately identifiable.

STEP 3   DETERMINE THE TRANSACTION PRICE

The Transaction Price is the amount of consideration an entity expects to receive for the transfer of goods or services to the customer.  The amount can be fixed, variable or a combination of both.  Transaction Price is allocated to the identified performance obligations in the contract.  These amounts are what are recognized as revenue when the performance obligation is fulfilled.

STEP 4   ALLOCATE THE TRANSACTION PRICE

Allocation of the Transaction Price comes into play when a contract contains more than one performance obligation.  The seller should allocate the total amount of the selling price to each performance obligation based on its relative Standalone Selling Price (“SSP”).  The Standard permits any method of allocation of the SSP, just as-long-as that estimation is an accurate representation of what price would be charged in separate transactions.

STEP 5   DELIVER SERVICES AND RECORD OUTCOME

The last step in the new revenue recognition standard is to recognize revenue when or as the performance obligations in the contract are completed.  A performance obligation is completed when or as control of the good or service is transferred to a customer.  The Standard defines control as “the ability to direct the use of and obtain substantially all of the remaining benefits from the asset.” (ASC 606-10-20).

The Standard allows for revenue recognition based upon two methods for measuring progress, Output and Input.

Outputs are the result of inputs and processes   of a business and are goods or services finished and transferred to the customer.  The output method measures results achieved.  Surveys, appraisals, milestones reached, and units produced or delivered are all examples of output methods.  Value to the customer is the objective measure of an entity’s performance.

Examples of an output method would include the number of feet of pipe used for a specific distribution project, or the number of electrical poles used from a transmission plant, to a final destination.

The input method is a more indirect measure of satisfying a performance obligation.  Inputs are measured by determining the amount of effort put into completing the contract.  The input method is implemented by estimating the inputs required to satisfy a performance obligation, and then comparing the effort expended to date against that estimate.

Examples of input methods would be cost-to-cost, labor hours, or material quantities.

The Board decided that, at least conceptually, an output measure is the best depiction of the entity’s performance because it directly measures the value transferred to the customer.  Although the Boards did not state that the output method is the preferred method, they felt that in most cases it is the most appropriate method that is consistent with recognizing revenue as value is transferred to the customer.  A drawback to this method is that there may not always be a directly observable output to reliably measure progress.

 

CLICK HERE for a more in-depth discussion of this topic and read full posts to the ASC 606 Series on our website.

CONTINUE TO NEXT POST 2 OF 2…

“Let’s take another in-depth look at how to use Oracle to comply with the newest revenue recognition rules”  

 

www.projectp.com | Phone: +1.650.712.6200

 

 

 

Providing Our Customers With Better Project Delivery Through Full-Service…

PROJECT APPLICATION | PROCESS ASSESSMENTS

Whether helping you uncover hidden project challenges stemming from your current functional and operational applications/processes to understanding the why and how to migrate to the cloud, our PROJECT APPLICATION/PROCESS ASSESSMENT services give you the rigorous framework you need to achieve success quickly.

We Will Partner With You to Assess Your Project Applications and Background Processes Inside and Out. 

Projects is the link that can penetrate your entire organization and requires careful analysis to maximize efficient operations.  If you are experiencing what appears to be a pain in your organization’s business process and applications, then now is the time to take another look and assess with the experts.

SPECIAL ASSESSMENT OFFER

With Your SIMPLE next steps to obtain Project Partners holistic approach to a full assessment and associated discount offer.

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 Project Partners Blog Author: Donna Dignam | Principal Functional Consultant 
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In April 2015, FASB (Financial Accounting Standards Board) issued ASU (Accounting Standards Update) 2015-05 to assist entities to determine when a customer in a cloud computing arrangement “CCA” (i.e. hosting arrangement) included a software license.

If a CCA includes a license to internal use software, the software license is accounted for by the customer as an intangible asset.  Basically, the intangible asset is recognized for the software license, and the payments or said license made over time are recognized as a liability.  If no software license is included in the contract, the company should account for the arrangement as a service contract, and the fees associated with the hosting service of the arrangement are expensed as incurred.

The Update did not give any guidance regarding the implementation costs for activities performed in a cloud computing arrangement as a service contract.  Since the FASB guidance in this area was not explicit, the Board decided to issue an Update to specifically address the resulting diversity in practice.

Who Is Affected by ASU 2018-154?

These Amendments on the accounting for implementation, setup and other upfront costs (commonly referred to as implementation costs) apply to entities that are a customer in a hosting arrangement that is a service contract.  Oracle Cloud computing arrangements where a license is sold to the customer along with a hosting arrangement with Oracle Cloud would be one such customer.

Main Provisions of ASU 20184

The Update’s intent is to align the requirements for capitalizing implementation costs incurred in a hosting arrangement that is a service contract with the requirements for capitalizing implementation costs incurred to develop or obtain internal use software and hosting arrangements that include an internal-use software license.  The current accounting for the service element of a hosting arrangement is not affected.

It is up to the company to determine which implementation costs to capitalize as an asset related to the service contract and which to expense.  Costs to develop or obtain internal use software that could not be capitalized under Subtopic 350-40, such as training costs and certain data conversion cost, also cannot be capitalized for a hosting arrangement that is a service contract.  The company in a hosting arrangement that is a service contract determines which project stage an implementation activity relates to.  Project stages include preliminary project stage, application development stage or post implementation stage.  Costs incurred for the application development stage are capitalized, while those costs related to the preliminary project stage or the post implementation stage are expensed as the activities are performed.

In addition, the company is required to amortize the capitalized implementation costs over the terms of the hosting arrangement.  The term of the hosting arrangement includes the noncancellable period of the arrangement plus periods covered by:

  1. Option to Extend – customer must be reasonable expected to exercise this option
  2. Option to Terminate the Arrangement – where the customer is reasonably expected NOT to exercise this option
  3. Option to Extend or Not to Terminate – where the vendor has control of exercising the option.

Impairment guidance, as if the costs were long-lived assets, and abandonment are to be applied based upon the existing guidance in SubTopics 350-40 and 360-10, respectively.

Income Statement presentation by the entity should be the same line item as the fees associated with the hosting service of the arrangement.  Similarly, classification of payments for capitalized implementation costs in the Statement of Cash Flows are done in the same manner as payments made for fees associated with the hosting arrangement.  In the Statement of Financial Position, capitalized implementation costs are presented in the same line item that a prepayment for fees associated to the hosting arrangement would be presented.

How is This Different and Why is it an Improvement?

Currently, GAAP does not specifically address accounting for implementation costs associated with a HASC.  Therefore, the Update improves current GAAP as it clarifies accounting and aligns the accounting for implementation costs for hosting arrangements, regardless of whether a license is conveyed.

For consulting firms, the new standards present an improved selling point as costs that were previously required to be expensed can now be capitalized.  For capital intensive industries, where cloud applications are being considered and dismissed due to financial considerations around increased expenses (and resulting decreased profitability metrics) due to cloud implementation, the new standard allows a way to capitalize the costs associated to both the license and the implementation and development costs around getting that application stood up.

When Does This New Update Take Affect?

For public entities, the amendments are effective for fiscal years beginning after December 15, 2019 and interim periods within those fiscal years. For all other entities, annual reporting periods beginning after December 15, 2020, and interim periods within annual periods beginning after December 15, 2021 are required.  Early adoption is permitted at any time.

The amendments in this Update should be applied either retrospectively or prospectively to all implementation costs incurred after the date of adoption.

Have Questions?
Simply reach out to us and our experts will immediately assist, provide additional information,
and answer any of your questions.

P: #1.650.712.6203  |   Email: cfryc@projectp.com

 

Author: Wendy Lamar | Managing Principal Consultant | Project Partners
Oracle E-Business Suite R12 Project Certified Implementation Specialist


Through this three (3) part educational web-series, Project Partners will arm you with critical steps and insight into a Project Financials cost-effective solution. This unique solution offering will assist administratively burdened organizations like yours to effectively manage Project Financials around Capital spend through all phases of the Capital Lifecycle (Concept Definition, Funding Approvals, Execution, Reporting, and Managing Project Costs).

WHY CAPITAL PROJECTS? – WEBINAR REGISTRATION INFORMATION

CLICK TO REGISTER HERE for our FINAL PART (3) of the three (3) part series as we explore how Project Partners has addressed the pain associated with AFE’s and the manual efforts.  We will showcase how we’ve developed an easy to use Authorization for Expenditure solution that extends the functionality of Oracle EBS Projects applications and walk you through the solution focused around project costing to your specific business requirements, robust functionality, and use of authorizations for expenditures to further efficiency gains and extensive return on investments.

MISSED PART 2?  Don’t Worry…CLICK HERE to get a downloadable recording so you will be up-to-speed!   

Have Questions?
Simply reach out to us and our experts will immediately assist, provide additional information, and ensure you have associated playbacks. We look forward to your attendance, and will set up a call to fully understand your needs, and offer next steps around a Project Financials cost-effective solution that best fits your organization.

P: #1.650.712.6203 Email: cfryc@projectp.com

Through this three (3) part educational web-series, Project Partners will arm you with critical steps and insight into a Project Financials cost-effective solution. This unique solution offering will assist administratively burdened organizations like yours to effectively manage Project Financials around Capital spend through all phases of the Capital Lifecycle (Concept Definition, Funding Approvals, Execution, Reporting, and Managing Project Costs).

WHY CAPITAL PROJECTS? – WEBINAR REGISTRATION

CLICK TO REGISTER HERE for PART 2 of the three (3) part series as we explore the WHY and HOW to leverage EBS Project Financials for Capital Projects. We’ll walk you through the solution focused around project costing to your specific business requirements, robust functionality, and use of authorizations for expenditures to further efficiency gains and extensive return on investments.

MISSED PART 1?  Don’t Worry…CLICK HERE to get a downloadable recording so you will be up-to-speed!   

Have Questions?
Simply reach out to us and our experts will immediately assist, provide additional information, and ensure you have associated playbacks. We look forward to your attendance, and will set up a call to fully understand your needs, and offer next steps around a Project Financials cost-effective solution that best fits your organization.

P: #1.650.712.6203 Email: cfryc@projectp.com

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Our prebuilt, configurable Microsoft® Excel workbook to submit, control and monitor all
scheduled processes and reports for Oracle ERP Cloud.

Helping hundreds of customers just like “Franny” to efficiently manage scheduled processes and reports in Oracle Cloud. The Cloud Process Scheduler is a unique process and report scheduler workbook available to the enterprise from Operations and Finance to HR and Sales, empowering these teams and enabling any user to:

  • Define scheduled processes and reports that need to be run periodically
  • Setup fixed and variable parameters for each process and update variable parameter dates quickly.
  • No need to remember parameters or the order in which processes need to run thereafter, it does it automatically
  • Setup process dependencies to enable efficient workflows.
  • Do not need to wait for system response time navigating the Oracle Cloud screens / fields.
  • Easier data entry when processing multiple Operating Units.
  • Start the entire set of processes with 1-click. Reducing the number of keystroke by 100%.
  • Organize work into a group of activities and then process it as a unit.
  • Monitor the status of each process in the set as it completes, while you are easily completing other work.

To learn more about the FEATURES & BENEFITS and get a glimpse into how the Cloud Process Scheduler really works, take a few minutes and view a brief Cloud Project Financials DEMO HERE. We believe that this product will significantly change how you manage your processes and reports in the Cloud and enable you to increase your user productivity.

HOW DOES MY ORGANIZATION GET STARTED?

CLICK HERE NOW FOR OUR SPECIAL THIRTY (30) DAY FREE TRIAL.

Questions?
Simply reach out to us and our experts will immediately assist, provide additional information, demo and next steps.
MORE ON CLOUD PROCESS SCHEDULER

P: #1.650.712.6203 Email: cfryc@projectp.com

FOR ANNOUNCEMENT | IMMEDIATE RELEASE:

Project Partners is pleased to announce that they have been selected by The Metropolitan Water District of Southern California as the Delivery Partner for its Project Controls and Reporting Systems (PCRS) project.

Half moon Bay, CA–June, 2018 – Project Partners, the world’s foremost Experts in Enterprise Project Portfolio Management™ for project-centric organizations has been awarded the Project Controls and Reporting Systems (PCRS) RFP by its client The Metropolitan Water District of Southern California.  The Metropolitan Water District of Southern California (MWD), founded in 1928 and headquartered in Los Angeles, CA, is a regional wholesaler that delivers water to 26- member public agencies – 14 cities, 11 municipal water districts, one county water authority – which in turn provides water to 19 million people in Los Angeles, Orange, Riverside, San Bernardino, San Diego and Ventura counties.

MWD is an existing customer of Project Partners, and together the two firms have established a strong working relationship with key stakeholders and internal project management teams. Project Partners first initial engagement was a successful upgrade of MWD’s Primavera P6 to version 8.1 and installation of OP3 integration solution. Since that time, Project Partners has continued to engage MWD as a partner resource, providing strategic consulting assistance around their project related business needs.

On MAY 4, 2017, MWD issued a public RFP for Project Controls and Reporting Systems (PCRS) and Project Partners submitted with a winning response.  “We credit our solid project success with MWD, customer success references, and the ability to leverage our strategic partnership with Senturus, a leader in Cognos reporting, including a successful completion of a complex Cognos solution roll-out, ” says Tamim Kulaly, Project Partners VP of Primavera Solutions. “Our entire team is thrilled to continue the work with MWD and look forward to providing a successful implementation and upgrade to reduce their time and costs, improve project controls and reporting, and ultimately enabling them to better anticipate and meet future business demands.”

The winning scope of engagement includes an upgrade and configuration of the Oracle Primavera P6 application (P6) from Release 6.2.1 to P6 EPPM, latest release. The conversion and/or creation of approximately 300 in-progress and future project schedules using Metropolitan’s defined templates; the building of a Cognos BI reporting system consisting of a user interface, dashboards, reports, emailed reports, data warehouse, and custom Extract, Transform, and Load (ETL) code; installation and configuration of an integration tool to integrate Oracle E-Business Suite’s Project Accounting and Grants Management (PAGM) application with Oracle Primavera P6 (hereinafter the PAGM-P6 integration application); and, other ancillary work as required.

The Project Partners team that worked on the RFP and with MWD management throughout the process to deal close was comprised of Randy Egger, President/CEO, Tamim Kulaly, VP of Primavera Solutions and Terri Maginnis, Primavera Practice Director.


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About Project Partners
Project Partners, LLC is a privately held firm headquartered in Half Moon Bay, California, offering consulting services and enterprise software products to project-driven firms. Founded in 1997 by Randy Egger, the former chief architect of Oracle’s Projects Applications, Project Partners has grown to include many talented people, including some of the original Oracle Projects® developers, support specialists and implementation consultants. Over 400 firms around the world have selected Project Partners for expert services and products that deliver an enterprise project management solution, increasing productivity and reducing operating costs. We are proud to be an Oracle Certified Partner Specialized in Oracle E-Business Suite and Oracle Primavera applications as well as an Oracle Certified Education provider and an Oracle Primavera Authorized Reseller, including Oracle Cloud Financials and Oracle Cloud PPM.

Project Partners has executed global implementations for clients who manage tens of thousands of projects, thousands of users, multiple languages and currencies. At Project Partners we are not satisfied until our customers are delighted, and it is this dedication to joint success that has garnered us the highest praise from our clients. We are proud to be widely recognized as The Experts in Enterprise Project Portfolio Management™.

About The Metropolitan Water District of Southern California (MWD)
Founded in 1928 and headquartered in Los Angeles, CA, is a regional wholesaler that delivers water to 26- member public agencies – 14 cities, 11 municipal water districts, one county water authority – which in turn provides water to 19 million people in Los Angeles, Orange, Riverside, San Bernardino, San Diego and Ventura counties. Metropolitan is governed by a 38-member board of directors who represent their respective member agencies ensuring each member agency is part of the governance of Metropolitan.

Contact Information

  • Media contact:
    Rebecca Portela
    Vice President Marketing | Business Development
    rportela@projectp.com