FutureProcessModel PO PDF

AIM
BP.080.3 FUTURE PROCESS

MODEL
Office of Shared Services
Build Stage 1
Note: This document is current as of Build Stage 1 (26th October
2005) and will be updated further during the Build Phase.
Author:
Oracle Consulting
Creation Date:
September 15,2005
Last Updated:
October 19, 2005
Document Ref:
5.00
Version:
3.0
Doc Ref: 5.00
BP.080.3 Future Process Model
Document Control
Change Record
4
Date
Author
Version
Change Reference
15-Sep-05
15-Sep-05
22-Sep-05
27-Sep-05
12-Oct-05
19-Oct-05
Oracle Consulting
Mark Price
Mark Price
Mark Price
Glyn East
Mark Price
0.1
0.2
1.0
2.0
3.0
No Previous Document
Baseline version
Added Payroll Information
Issued
Updated Payroll information - Issued
Included AR, updated after Build Stage 1 - Issued
Reviewers
Name
Position
Dean Cunnane
Stan Toohey
Phil May
Oracle Solution Architect

Business Processes Lead, HR and Payroll
Business Processes Lead, Finance
Distribution
Copy No.
Name
Location
1
2
3
4
Library Master
Glyn East
Ian Grundy/Jason Pentony
Project Library
Oracle Project Manager
OSS Business Solution Project Managers
Note To Holders:
If you receive an electronic copy of this document and print it out, please write your
name on the equivalent of the cover page, for document control purposes.
If you receive a hard copy of this document, please write your name on the front
cover, for document control purposes.
File Ref: BP080 OSS Future Process Model v3.0.doc (v. 3.0)
Company Confidential - For internal use only
Page ii
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Contents
Document Control ................................................................................................................ ii

Introduction........................................................................................................................... 5
Chart of Accounts ................................................................................................................. 6
Multiple Organisations ........................................................................................................ 7
Sets of Books .......................................................................................................................... 8
Accounting to Financial Reports ........................................................................................ 9
Subledger Journals to Post ........................................................................................... 9
Budgets to Approval ................................................................................................... 10
Taxation......................................................................................................................... 18
Period End Close to Financial Reports ..................................................................... 19
Receipt to Assets .......................................................................................................... 20
Assets to Depreciation ................................................................................................ 24
Bank Statement to Reconciliation .............................................................................. 28
Credit to Cash............................................................................................................... 29
Statement to Collections ............................................................................................. 31
Project Costing .................................................................................................................... 33
Plan to Project Budget................................................................................................. 33
Execution to Asset ....................................................................................................... 37
Analysis to Closure ..................................................................................................... 45
Human Resources............................................................................................................... 47
HRMS Foundation....................................................................................................... 47
Recruitment .................................................................................................................. 52
Learning Management................................................................................................ 58
Performance Management ......................................................................................... 64
Occupational Health & Safety.................................................................................... 68
Workers Compensation .............................................................................................. 77
Workplace Equity and Dispute Resolution ............................................................. 82
Procure to Pay ..................................................................................................................... 85
Requisition to Receipt Direct for Procurement..................................................... 85
Catalog Setup to Management................................................................................... 87
Click to Requisition ..................................................................................................... 88
Requisition to Receipt Indirect for Procurement.................................................. 89
Requisition to Receipt Indirect for Accounting .................................................... 91
Supplier Invoice to Payment...................................................................................... 94
Supplier Return to Debit............................................................................................. 96
Supplier Return to Replacement ............................................................................... 97
Payroll .................................................................................................................................. 98
Time Collection to Payroll.......................................................................................... 98
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Payroll to Payment ...................................................................................................... 99

Payroll Awards Structure......................................................................................... 100
Grade Step Progression ............................................................................................ 103
Manage Employee Payroll Data .............................................................................. 104
Overpayments............................................................................................................ 105
Salary Packaging........................................................................................................ 106
Multiple Assignments............................................................................................... 109
Year End Processing.................................................................................................. 112
Termination to Payroll .............................................................................................. 113
Absence to Payroll ..................................................................................................... 114
Open and Closed Issues for this Deliverable ................................................................ 117
Open Issues................................................................................................................. 117
Closed Issues .............................................................................................................. 117
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Introduction
The document serves as a summary of the results of the Conference Room Pilot (CRP 2.2) and details all business flow
diagrams developed during this process.
Conference Room Pilots workshops were conducted for the following business flows
Accounting to Financial Reports
Procure to Pay
Human Resources
Credit to Collections
Project Costing
Conference Room Pilot 2.2 focused more on the underlying details below the standard Oracle Business Flows to draw out
detailed requirements and to give the teams a consistent methodology for capturing this data.
As such, teams were asked to consider the following topics during the Conference Room Pilot workshops for each of the
detailed flows:
Interfaces
Data Migration
Security
Integration Touchpoints
Documents attributable to the process
Reports
Portal Requirements
Additional Setup requirements
Workflows
Templates
Other Requirements
This document summarises the detailed business process flows developed during this period, as well as a overview of each
process.
BP080 OSS Future Process Model v3.0.doc
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Company Confidential
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Chart of Accounts
The Chart of Account (Accounting Key Flexfield) structure forms the foundation for all Oracle Applications with an
accounting impact. It is used to record accounting transactions, balances and to perform financial reporting.
The chart of account structure may contain up to a maximum of 30 segments however, such a large number of segments is not
recommended. Typically, a chart of account structure containing approx 4-8 segments is generally sufficient for financial
reporting purposes.
Design Council has signed off the Chart of Account Framework. The following Accounting Flexfield structure will be
configured within the applications moving forward.
No.
Segment Name
Example
Length
1
2
3
4
5
6
Entity
Cost Centre
Account
Fund
Project
Agency Defined
3
7
6
3
8
6
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Multiple Organisations
The diagram below depicts the CRP 2.2 multi-org structure based on the Design Statement of Works document. This forms the
foundation for the proposed structure within the Oracle Applications but does not represent the final solution.
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Sets of Books
Within the Oracle Applications, the set of books is considered to be the highest level for financial reporting. It partitions and
secures GL accounting information such as journal entries and account balances and is defined by:1.
Calendar
2.
Currency
3.
Chart of Accounts
To determine the need for a multicompany organisation structure, and therefore multiple sets of books, it is necessary to
understand the financial information for each agency.
You need multiple sets of books if one of the following is true:
You have agencies that require different Chart of Account structures to record information about transactions and
balances. At this stage, the proposed solution will have a single chart of account structure to be used for all entities.
You have agencies that use different accounting calendars. The proposed solution will have a single calendar (1 July 30
June) with 12 monthly periods and one adjusting period for year-end finalisation of accounts.
You have agencies that require different functional/base currencies and report in another base currency
Only one Set of Books is proposed.
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Accounting to Financial Reports

Subledger Journals to Post
Process Summary
Subledger Journals to Post demonstrates the business processes flow covering the creation of journal entries into the general
ledger from imported sources.
This sub flow also supports the entry of manual journals and the posting of all journal entries residing within the general
ledger.
Chart of accounts (CoA) maintenance will be a centralised function. The process flow diagram at a lower level has been
included within this document.
Process Flows
Detailed process diagrams developed during the Conference Room Pilot phase for Process FM1109 and FM0507.
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Budgets to Approval
Process Summary
For the Whole of Government (WoG), agencies are responsible for the development of their budgets, complying with all
Department of Treasury and Finance (DTF) budgeting requirements and deadlines. The Office of Shared Service (OSS) is
responsible for managing the Oracle Financial Analyser (OFA) as the WoG Budget tool, developing and maintaining common
templates within the system.
As the discipline of budgeting and forecasting is agency-specific, budget data prepared in OFA with be developed using
differing types of budgetary techniques, including Top Down, Bottom Up, Zero-Based and Marginal. In addition, agencies
may have their own budgeting criteria, or budgeting perspectives for modeling their budget. External data or non-financial
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data may need to be loaded into budgeting system for such purpose. For example, FTE rate for each agency is needed from HR
system for FTE costs budgeting.
During the budgeting cycle, there is a budget approval processes within each agency to review and approve the budget
submitted from subordinated budget users. This process may be repeated several times until the budget data is approved and
finalized. Once this process is completed the Agency is responsible for:
Submitting the approved budget data to the shared data set, held by the Office of Shared Service (OSS), for
uploading into the General Ledger;
Producing operating and capital budget submissions for DTF and uploading adjustments in the Adjustment
Tracking Module (ATM) of Treasury Information Management System (TIMS).
Timely budget data submission and uploads are essential for up-to-dated information required to support financial reporting
and analysis.
Descriptive Overview of Budgeting & Forecasting
Oracle Financial Analyzer (OFA) allows all people with budget responsibilities within an agency to have direct access to the
system. Line Managers will be able to prepare budgets and submit their budget information directly into the OFA budgeting
system for consolidation, analysis, review and approval.
Within each agency, there is an internal review and approval process during the budgeting cycle. Management at differing
levels will review the budget data submitted by subordinates, then approve or reject the budget data.
Once the budget is finalized the agency will submit the data to the shared data set, maintained by OSS, for upload into the
general ledger. Additional data files will also be generated by the Agency for upload into the ATM of TIMS, satisfying DTF
budgetary requirements.
Process Flow
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The diagram above depicts the processes of extracting information from the General ledger to OFA and the development and
maintenance of budget templates in OFA. The Oracle Applications General Ledger Super User and OFA Super Administrator
in OSS are responsible for these processes.
This process starts with extraction of CoA structures and financial data from the GL to OFA. The standardised GL Link for
integration between Oracle General Ledger (OGL) and OFA, allows for Chart of Account (CoA) information and financial data
balances to be extracted and loaded into OFA, as required for purpose of budget development and forecasting.
Once the extraction from GL is complete, using the OFA loading processes the data is loaded into the shared database by the
OFA super administrator. From the GL update, OSS budget team members are able to revise existing templates or develop
new budgeting templates within OFA. These budgeting templates are then distributed within OFA for Agency use.
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The process of budget development is agency specific. Budget data prepared in OFA can be developed using differing types of
budgetary techniques, including Top Down, Bottom Up, Zero-Based and Marginal.
A majority of Agencies develop their budgets using a bottom up approach. Data is developed at a lower level, such as
individual cost centre, program or activity. Analysis of the budget can be performed a number of ways, from the traditional
organisational structure to business oriented budgeting. As an agency budget data will be consolidated within OFA, reports
can be generated from the system to effectively analysis this data. For example, analysing the comparison between the
developed budget to budget targets. To facilitate budget development by Agencies, external data can be loaded into OFA.
For example the Public Service Award rates for Travel. This external data can be loaded at the OFA Super Administrator level
and then shared across Agencies.
The diagram above depicts the internal budget approval process within each agency. Within the OFA system architecture,
data for each agency is stored and managed in a centralised shared database.
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When Line Managers have finalised entering their budget data into Budget templates, they will need to update an approval
log in OFA. This is to provide information on budget status and budgets that require review and approval. An OFA report on
this approval log can be generated and published to the portal page for review by the Agencys Budgeting Officers and
Approvers of the submitted budgets.
The Approvers of submitted budgets will be required to log into the OFA system to review the budgets. After the budget data
is reviewed, the budget will either be approved or rejected. The budget status will then have to be updated in the approval
log. If the budget is rejected and requires additional work this will also have to be indicated in the log with a reason.
For budget data to be upload into the General Ledger module for reporting and analysis, an Agencys approved budget needs
to be submitted to OSS shared data set. The diagram above depicts the process for submitting a budget from an Agency to the
OSS shared data set.
Agencies are required to freeze the budget data to ensure that no further updates occur to the approved budget. The Agency
Administrator submits the approved budget into the shared dataset at the agency level. This process is required to align the
budget to the CoA structure within the General Ledger.
The Agency Administrator submits the shared dataset controlled by the Agency to the shared dataset controlled by the OSS.
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The process flow diagram above depicts the main tasks involved in importing the approved budget data from OFA into the
GL system. This write back process will commerce after agencies have submitted their finalized approved budget to the OSS
shared data set.
Using the standard OFA-GL Link set up, the OFA super administrator in OSS will submit the data write back to the GL. This
data will be written back to specific budgets defined in the GL.
During the write back process, CoA account combinations for the budget data will be created in GL. As part of this process it
is necessary to maintain the budget organisations, after the budget write back to the GL, to ensure that the new combination
are assigned to a budget organisation.
After this write back process is competed, standard reports can be generated or a FSG reports can be created by Agencies as a
means of validating the loaded budget.
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OFA standard functionality allows for the process of developing and planning budgets data to be Agency specific. For
examples differing budgetary approaches with can be taken are:
Target budgeting using a top-down approach. In this technique budget data is entered at a high level and driven
down to cost centres. Cost centre Managers then provide the relevant detailed budget information and align their
programs to the allocated budget target.
Bottom up approach. For this technique Line Managers develop their budgets based on the Agency objectives at a
detailed Project or Cost Center.
To assist with the formulation of an Agencys budget, WoG and Agency specific budget models can be developed within OFA.
This modeling can includes the use of budgeting rate tables for budget planning and where necessary the upload external data
via flat files to assist with this process.
Agencies are required to load their approved budget into the Adjustment Tracking Module (ATM) of Treasury Information
Management System (TIMS). This is a Department of Treasury and Finance (DTF) budgetary requirement. The diagram above
depicts this process.
To allow for budget data to be uploaded into the ATM of TIMS in the correct format, several mapping tables will be defined
within OFA. The first mapping sequence will map the GL CoA accounts to the TIMS accounts. This mapping table will allow
several GL accounts to be mapped into a single TIMS account. This table is populated during data loading.
The second mapping sequence will map the TIMS accounts to the Counter Party Identifier (CPID). Most Accounts can be
mapped to a single CPID. However for accounts that have to be mapped to several CPID, the amount for these accounts can be
split based on a ratio defined by each agency. The Agency Administrator will be required to review and adjust the mapping
prior to exporting the budget data.
The Agency Administrator will submit a task to export budget data from OFA after reviewing all of the mapped information
in their shared database. The text files generated will be used for uploading into the ATM of the TIMS system.
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For Agencies using the Oracle Project Costing Module, project budgets developed within OFA will need to be interfaced back
to the Project Costing for reporting purposes. The diagram above depicts this process.
In order to facilitate the process, the budget within OFA has to be consolidated at an Agency level. A mapping table will be
used to correlate the projects defined within Project costing against the projects defined within OFA. Agencies will be
responsible for reviewing and updating the mapping table prior to generating the data files from within OFA. Once
completed, Agencies will need to submit a task to export the budget data from OFA into a text file format for uploading into
the Project Costing module.
All variance analysis reporting will be performed out of the General Ledger module. Users will be provided access to run
reports from either the core application or by running reports using Oracle Report Manager. The later has functionality for
publishing reports to the portal page.
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Variations can occur by:

Incorrect coding of expenditure
Unplanned expenditure
Delays in posting expenditure
Delays in Agency programs
Incorrect budget amounts established.
Variations to expenditure if proven can be corrected by completing a journal using the Web ADI functionality.
amendments to budget are performed within OFA and an updated Budget will be uploaded to the GL.
Taxation
Process Summary
The Taxation (GST Reporting) business flow consists of three stages.
1.
GST Governance: Ad Hoc compliance checks during the processing period.
2.
BAS Reconciliation: Reconciliation of BAS as per ASG/ASSIST GST Toolkit recommended methodology.
3.
BAS Lodgement: OSS and Agencies review of BAS and subsequent OSS lodgement of BAS returns.
Process Flow
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All
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Period End Close to Financial Reports

Process Summary
Period End Close to Financial Reports business flow demonstrates the business processes for closing the current period and
open the next period in the subledgers.
For the CRP 2.2, this covered the following modules:
Purchasing
Payables
Project Costing
Fixed Assets
Receivables
General Ledger
The flow also demonstrates the relevant processes impacting the General Ledger such as entering period end journals,
generating recurring, mass allocation, reversing journals and the reconciliation of control account balances back to subledgers.
The process for importing all subsystems journals is covered in the BF140 Subledger Journals to Post document.
Lastly, the generation of statutory and management reporting is also included in this flow, particularly reporting from the
General Ledger module however, detailed reporting requirements are still being finalized.
Process Flow
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Receipt to Assets
Process Summary
Receipt to Assets business flow demonstrates the business processes for recording fixed assets. This flow enables users to
manually enter assets, transfer invoice lines marked as assets in accounts payable as Mass Additions to Oracle Assets, transfer
capitalizations from Oracle projects, and use ADI and/or WebADI to upload Asset lines from other sources thru Excel
worksheet. This also allows exporting of Asset information into a file than can be sent to 3rd party systems.
Process Flow
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Assets to Depreciation
Process Summary
The Assets to Depreciation business flow demonstrates the business processes for maintaining fixed assets and calculating
depreciation. This flow enables users to perform maintenance for individual assets or a range of assets. The business flow also
covers recording of physical inventory, transfer, reclassification, adjustment, revaluation, retirement and calculation of future
depreciation expense. Agencies use iAssets to raise and accept requests for transfer. Again this flow shows the usefulness of
webADI in entering transactions as manifested in processing stocktake and dataloader in Asset Revaluation.
Process Flow
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Bank Statement to Reconciliation

Process Summary
As part of the Bank Reconciliation process, OSS needs to ensure that all relevant bank statements have been uploaded into the
system and reconciled with the existing bank transactions. Reconciliation should be automated to a large extent. Miscellaneous
bank transactions are automatically created and reconciled for bank charges etc. Whenever transactions are not reconciled, a
user would investigate and manually reconcile the unreconciled lines on the bank statement.
Process Flow
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Credit to Cash
Process Summary Credit Approval to Customer
As part of the Credit Management process, there is a need to ensure that customers credit limits are set up. The end user can
set up credit limits while creating the customer information, or update it at a later stage. Based on an analysis of the history of
the customer, statements, collections, past due and aging, the credit limits may be changed. The fields act only as reference
data fields unless Order Management is used to raise sales orders and invoices there from. Order Management is not in scope
for the detailed design and build/test stages of this implementation.
Process Flow
Process Summary Customer Master Data Creation & Maintenance

Creation and maintenance of records about customers (debtors) is an ongoing activity in any business undertaking and
happens throughout the business year. At various times during the year new customers need to be added or existing
customers need to be updated.
OSS has a requirement to create and maintain customers and customer information including addresses, contact details, phone
numbers, contact roles, banks of the customer, payment control features like payment methods and payment terms, dunning
and statement requirements, default tax codes, accounting information etc.
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Process Flow
Process Summary Invoice to Cash

As part of the OSS process, invoices need to be entered into the Oracle system either at the Shared Service Centre, or by the
agencies where access to the Oracle system is provided to the agencies. Invoices are created only when a debt needs to be
created for a customer. Receipts are either received by cash or through credit card/cheques/B-Pay /EFT. These need to be
captured and recorded into the system and applied to the invoices to close the customer debt. The receivables and revenue
details from core agency systems need to be recorded into the Oracle system, either through Accounts Receivables or directly
into the General Ledger
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Process Flow
Statement to Collections
Process Summary
As per the business requirements of the agencies and OSS, reminders need to be sent to the customer when the invoices
remain unpaid beyond the due date. In case of delay in payment, collecting officers would initiate collection activities, that
need to be recorded. In a few cases, customers are assigned to debt collection agencies and debt recovery charges are incurred.
Also, disputes may be raised by the customers, which need to go through a process of approvals, if they are to be converted
into credit memos. OSS would like to have the capability of creating and sending statements if and when required.
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Process Flow
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Project Costing
Plan to Project Budget
Process Summary
Plan to Project Budget demonstrates the business process flow covering the creation and maintenance of a project, as well as,
the addition and maintenance of a budget of a project.
This sub-flow supports the manual entry of projects into the Oracle Application and the interaction with OFA for the creation
of an initial budget. In addition the sub-flow also supports the maintenance of both the project details and the supporting
project budget.
Processes identified as being conducted within the Agency environment, on occasion, may in fact be conducted within the
Shared Service Centre. This event arises when the Agency concerned is deemed a light project user, and has a SLA
agreement with the OSS. This occurs when the Agency may not have all of the required knowledge or access to support the
entry and maintenance of both the project and budget.
Process Flow
OSS Draft Future Business Flow : Plan to Project Budget
External Project Management
Enterprise Roles
PM5801
PM5801
Extract
Extract &&
Maintain
Maintain
Project
Project Plan
Plan
OSS
Project Manager
Export Project
Plan?
No
Project manager
maintains the work plan
for the project.
Agency Approver
PM5802
PM5802
Yes
Export
Export
Project
Project
Plan
Plan
Project manager Exports
project work plan from
external system.
END
External Project Management
Project Definition, Creation & Maintenance

PM5815
PM5815
PM5818
PM5818
Select
Select Project
Project
Template
Template && Work
Work
Breakdown
BreakdownStructure
Structure
Define
Define
Project
Project
Details
Details
PM selects appropriate project

template which defines work
breakdown structure
Yes
No
Export Project
Plan?
Project manager
defines and sets up
the project.
PM5824
PM5824
PM5800
PM5800
Approve
Approve
Project
Project
Import
Import
Project
Project
Plan
Plan
The project is
approved.
Yes
Yes
PM5819
PM5819
Maintain
Maintain
Project
Project
Details
Details
Ext. Plan
Update
Req.?
No
Project Execution to Asset
Project manager
maintains the project.
Projects, Financials
Project Budgeting
PM5840
PM5840
PM5827
PM5827
Import
Import
From
From
OFA
OFA
Import
Import
Project
Project
Budget
Budget
PM5841
PM5841
Export
Export
To
To
OFA
OFA
PM5828
PM5828
Maintain
Maintain
Project
Project
Budget
Budget
Project manager
maintains the project
budget and requests
approval.
Projects
Copyright 2005, Oracle Corporation. All rights reserved.

September 2, 2005
Release 11i.10
Slide 1
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OSS Draft Future Business Flow : Select Project Template & Work Breakdown Structure PM5815
PM5815.1
PM5815.1
PM5815.2
PM5815.2
Project
template
available
Need
Need to
to
create
create
Project
Project
Identified
Identified
Is Agency
Supported
by OSS ?
Yes
No
Select
Select
Project
Project
Template
Template
No
Yes
PM5815.3
PM5815.3
Select
Select
Project
Project
Template
Template
Create and Maintain Project

Template
PM5818
Define Project Details
Enterprise Roles
OSS
Agency Member
Project Manager

Release 11i.10
September 2, 2005
Slide 1
Select project template and work breakdown structure demonstrates the business flow covering the initiation of the project
creation cycle.
This process identifies the project template required to be used for the creation of a project. It also highlights if a suitable
template is available, to satisfy the Agencies requirement for creation of a project.
OSS Draft Future Business Flow : Define Project Details PM5818
PM5815
Select Project Template
PM5818.1
PM5818.1
Is Agency
supported
by OSS ?
No
Project
WBS &
Details
Complete
Complete
Complete
Required
Required
Project
Project
Details
Details
Complete
Complete
Required
Required
Project
Project
Details
Details
Template
Requires
Permanent
change
Yes
Yes
PM5818.2
PM5818.2
No
Project
WBS &
Details
Complete
Yes
No
PM5818.3
PM5818.3
Yes
PM5824
Approve Project
Amend
Amend
Required
Required
Project
Project
Details
Details
No
Template
Requires
Permanent
change
PM5818.4
PM5818.4
Amend
Amend
Required
Required
Project
Project
Details
Details
Create & Maintiain Project
Tempates
Enterprise Roles
Yes
OSS
Agency Member
Project Manager

September 2, 2005
Release 11i.10
Slide 1
The define project details flow demonstrates the business process flow covering the population of project related details, for
newly created projects. This flow also takes into account that under certain circumstances the details required for a newly
created project may not exist within the template structures.
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In addition, this flow identifies if the existing templates are suitable for the project, or if changes are required to project
template(s), to support a shift in the Agency business requirements.
OSS Draft Future Business Flow : Define Project Details PM5819
PM5819.1
PM5819.1
Identified
Identified
Need
Need to
to
Amend
Amend
Project
Project Details
Details
PM5819.2
PM5819.2
Is Agency
supported
by OSS ?
No
Project
WBS &
Details
Complete
Amend
Amend
Required
Required
Project
Project
Details
Details
Amend
Amend
Required
Required
Project
Project
Details
Details
Template
Requires
Permanent
change
Yes
Yes
PM5819.3
PM5819.3
No
No
PM5819.2
PM5819.2
Project
WBS &
Details
Complete
Yes
Approve Project
Execution to Asset
Amend
Amend
Required
Required
Project
Project
Details
Details
Yes
No
PM5819.3
PM5819.3
Template
Requires
Permanent
change
Amend
Amend
Required
Required
Project
Project
Details
Details
No
Create & Maintain Project

Templates
Yes
Enterprise Roles
OSS
Agency Member
Project Manager

Release 11i.10
September 2, 2005
Slide 1
The Maintain Project Details flow demonstrates the business process flow covering the maintenance of project related details,
for created projects.
In addition, this flow identifies if the existing templates are suitable for the project, or if changes are required to project
template(s), to support a shift in the Agency business requirements.
OSS Draft Future Business Flow : Approve Project PM5824
Define Project Details (PM5818)

Maintain Project Details (PM5819)
PM5824.1
PM5824.1
Is Agency
supported
by OSS ?
No
Maintain Project Details
Effect
Effect
Project
Project
Status
Status
Change
Change
No
Yes
PM5824.2
PM5824.2
PM5824.4
PM5824.4
PM5824.5
PM5824.5
Effect
Effect
Project
Project
Status
Status
Change
Change
Workflow
Workflow
Status
Status
Change
Change
Invoked
Invoked
Agency
Agency
Review
Review of
of
Workflow
Workflow
Approved
?
Yes
PM5824.3
PM5824.3
Enterprise Roles
OSS
Agency Member
Notify
Notify
Agency
Agency Of
Of
Projects
Projects
Availability
Availability
Execution to Asset
Project Manager

September 2, 2005
Release 11i.10
Slide 1
Project Approval demonstrates the business process flow covering the approval of a created project, enabling the project to
incur expenditure.
Page 35 of 117
Doc Ref: 5.00
This sub flow supports the use of a project approval workflow, in the event that the Agency has created and approved the
project. Under certain circumstances the Agency may have a SLA with the OSS, which requires the OSS to act as an agent and
create the project, on behalf of the agency. In this case where the project is deemed to be pre-approved a workflow is not
invoked.
OSS Draft Future Business Flow : Import Project Budget PM5827
OFA Budget Tool
Execution to Asset
PM5827.1
PM5827.1
Budget
Budget
Loaded
Loaded
From
From
OFA
OFA
Load
Successful
Yes
No
PM5827.3
PM5827.3
PM5827.2
PM5827.2
Correct
Correct
Interface
Interface
Rejection
Rejection
Enterprise Roles
Review
Review
Rejection
Rejection
Reason
Reason
Rejection
is Interface
Related
Yes
OSS
No
OFA Budget Tool

Agency Member
Project Manager

Release 11i.10
August 25, 2005
Slide 1
Import Project Budget demonstrates the business process flow covering the adoption of an initial project budget. OFA is
deemed to be OSS budgeting tool and as such is the source of approved project budgets in the first instance.
OSS Draft Future Business Flow : Maintain Project Budget PM5827
PM5828.1
PM5828.1
Identified
Identified
Need
Need to
to
Amend
Amend
Project
Project Budget
Budget
Is Agency
Supported
by OSS ?
No
Yes
PM5828.2
PM5828.2
PM5828.3
PM5828.3
Maintain
Maintain
Project
Project
Budget
Budget
Submit
Submit
Project
Project
Budget
Budget
Change
Change
PM5828.4
PM5828.4
Review
Review
Project
Project
Budget
Budget
Change
Change
Yes
PM5828.8
PM5828.8
PM5828.7
PM5828.7
Submit
Submit
Project
Project
Budget
Budget
Change
Change
Maintain
Maintain
Project
Project
Budget
Budget
PM5828.5
PM5828.5
Review
Review
Rejection
Rejection
Reason
Reason
Budget
Correction
Required
No
No
Approved
No
PM5828.6
PM5828.6
PM5828.9
PM5828.9
Identify
IdentifyRequired
Required
Correction
Correctionfor
for
Rejection
Rejection
Reason
Reason
Advise
Advise
Agency
Agencyof
of
Budget
Budget Change
Change
Completed
Completed
PM5828.10
PM5828.10
Review
Review
Changed
Changed
Budget
Budget
Yes
No
Correct
Yes
OFA Budget Tool

Execution To Asset
Enterprise Roles
OSS
Agency Member
Project Manager

September 2, 2005
Release 11i.10
Slide 1
Page 36 of 117
Doc Ref: 5.00
Maintain Project Budget demonstrates the business process flow covering the amendment and alteration of a project budget.
Initial budgets are loaded from OFA, using the PM5827 Import Project Budget process, however changes to project budgets
are identified and processed using this business flow. Where project budgets have been amended within the PA application
the process includes a workflow process to approve any budget changes. The budgets held against projects provide a
reporting aspect only and are not used for any encumbrance or expenditure checking.
Where budgets are altered within PA, the change is uploaded to the OFA tool to enable the change to be effected within the
GL.
Execution to Asset
Process Summary
Project Execution to Asset process flow demonstrates the business process flow covering the creation and maintenance of
expenditure transactions, as well as the passing of costed expenditures to the Oracle Fixed Assets application.
The sub flow supports the manual entry of expenditure batches, processing of integrated transactions and the interface of asset
and financial data to Oracle Fixed Assets.
The OSS operates in an agent capacity and is responsible solely for the processing of data in a timely manner, on behalf of the
Agency. The high level flow below is identified in more specific details below.
Process Flow
OSS D raft Future Business Flow : Project Execution to Asset
Project Expenditures
Plan to Pr oject Bud get
PM
5857
PM5857
PM5848
PM 5848
PM
5851
P M5851
Process
Process
Project
Project
EExpe
xpend
nditures
itures
Ma
Manage
nage
Project
Project
Com
Comm
mitm
itments
ents
Process
Process Project
Project
Supp
Supplier
lier
Invo
Invoice
ice
EExpe
xpend
nditures
itures
O SS periodic ally im port

an d pr oc ess trans actions.
PM5858
PM 5858
Process
Process
Project
Project
Allocatio
Allocations
ns
Enterprise Roles
O SS
Agenc y M em ber
Project alloc ations

pr oc ess, bas ed on
agreed alloc ation
schedules.
Pr oject M anager
Su pplier invoic es
m atch ed an d
proc ess ed in O S S..
Create project r elated

purch as e requisition
an d purch as e orders.
PM5862
PM 5862
PM5863
PM5863
Ma
Manage
nage
Project
Project
EExpe
xpend
nditure
iture
Adjustm
Adjustments`
ents`
Process
Process
Project
Project
EExpe
xpend
nditure
iture
Adjustm
Adjustments
ents
Project m an ager
reviews project ch arges
an d advis es of
nec ess ary adjustm ents.
Project expen diture

adjustm ents proc ess in
O SS as r equired
P rojects, P urchasing, F ina ncia ls
Project Expenditures
PM
5860
PM5860
PM5864
P M5864
PM5865
PM 5865
Generate
G enerate
Fina
Financia
ncial l
Tra
Transactio
nsactions
ns
Ma
Manage
nage
Project
Project
Assets
Assets
Process
Process
Project
Project
Assets
Assets
Th e proc ess es required to

gen er ate financial
trans action to G en eral
ledger are su bm itted.
Project M an ager create

relevant ass ets within th e
Capital projects.
G en erate ass et lin es to
allow interfac e to Ass ets.
Analysis to Project Closure

Receipt to Assets
Th e proc ess to
transfer ass ets plac ed
into s ervic e in
subm itted.
P rojects, F inancials
Copyright 2005, Oracle C orporation. A ll rig hts reserved.

A ugust 25, 2005
R elease 11i.10
Slide 1
Page 37 of 117
Doc Ref: 5.00

O SS D raft Future B usiness Flow : P roject E xecution to Asset P M 5857
Pr ocess L abor Ho urs
PPM
M5857.1
5857.1
Project
Project Expe
E xpend
nditure
iture
Source
Source ::
Labor
Labor
HHours
ours
Pr ocess M isc.
Expe nditures
Pr ocess Burde n C osts
Pr ocess L abor Costs
PPM
.2
M55857
857.2
PPM
M5857.3
5857.3
Project
Project Expe
Expend
nditure
iture
Source
Source ::
Labor
Labor
CCost
ost $$
Project
P roject EExpe
xpend
nditure
iture
Source
S ource ::
Burde
n
C
osts
Burde n C osts
PPM
M55857
857.4
.4
Project
Project Expe
Expend
nditure
iture
Source
Source ::
M
isc.
M isc.
EExpe
xpend
nditures
itures
Enterprise Roles
O SS
PM 5857 Pr ocess Project Expen ditures
Agenc y M em ber
Pr oject M anager
PPM
M5857.5
5857.5
PPM
57 .6
M58
5 857
.6
PPM
57.7
M58
5 857
.7
Project
Project EExpe
xpend
nditure
iture
Source
Source ::
Project
Project
Allocatio
Allocations
ns
PProject
roject Expe
Expend
nditure
iture
SSource
ource ::
G
L
GL
AAllocatio
llocations
ns
PProject
roject Expe
Expend
nditure
iture
SSource
ource ::
UUsage
sage
Tra
Transactio
nsactions
ns
PProject
roject Expe
Expend
nditure
iture
SSource
ource ::
RReve
nue
S
o
urces
eve nue S o urces
Pr ocess Project
A llocations
Pr ocess G L Project
A llocations
Pr ocess Usage
T ransactions
Pr ocess Re ven ue
So urces
PPM
M58
5857.8
57.8
C opyr ig ht 2005, O racle C orporation. A ll rig hts rese rved.

R elease 11i.10
A ug ust 25, 2005
S lide 1
Process Project Expenditures demonstrates the business process flow covering the creation and maintenance of project related
expenditures.
The details provided show the numerous sources and transactions that may be incurred against a project. Each of these
processes is described in detail and illustrated below, within a high level process identification. Specific reference should be
made to each detailed flow.
O SS D raft Future B usiness Flow : Process Labor H ours PM 5857

PM 5857 Pr ocess L abor Ho urs
PM 5860 G e nerate Financial Transactions
No
PPM
M5857.1.1
5857.1.1
PPM
M5857.1.2
5857.1.2
PPM
M5857.1.3
5857.1.3
Prepare
Prepare
Project
Project
RRelated
elated
Labor
Labor HHours
ours
UUpload
pload
Project
Project
RRelated
elated
Labor
Labor HHours
ours
Subm
Submitit
EExpe
xpend
nditure
iture
Batches
Batches
PPM
M5857.1.4
5857.1.4
R ejected
R ecords
PPM
M5857.1.8
5857.1.8
PPM
M5857.1.7
5857.1.7
PPM
M5857.1.5
5857.1.5
CCorrect
orrect
DData
ata
O
Onn
Age
Agenc
ncyy Ad
Advice
vice
Ad
Advise
vise of
of
CCorrectio
orrections
ns
RRequired
equired
NNotify
otify
Age
Agenc
ncyy of
of
RRejections
ejections
Yes
Yes
Ide
Identify
ntify
RReason
eason
For
For
RRejection
ejection
H ours
D ata
Error
No
PPM
M5857.1.6
5857.1.6
Application Set Up
M aintain Project Details
NNotify
otify
Age
Agenc
ncyy of
of
RRejection
ejection
RReason
eason
Enterprise Roles
O SS
Agenc y M em ber
Pr oject M anager
C opyrig ht 2005, O racle C orporation. A ll rights rese rved.

S eptem ber 2, 2005
R elease 11i.10
S lide 1
Page 38 of 117
Doc Ref: 5.00
Process Labor costs demonstrates the business process covering the creation and entry of labor cost transactions. This process
is used, where the Project costing module, is not responsible for the calculation of labor costs against a project, using costing
rates for specific individuals, but relates to the processing of whole dollars against a project. The calculation of the charge is
done outside of the Oracle application and entered as a charge against the project, as a pre costed transaction.
It is perceived that Agencies will either use this process to attribute labor costs to projects or alternatively us the PM5857.1
Process Labor Hours process. Each of the processes are exclusive and do not operate in conjunction with each other.
OSS Draft Future Business Flow : Process Burden Costs PM5857
PM5857 Process Labor Hours

PM5857 Process Labor Costs
PM5857 Process Usage Costs
PM5857 Process Miscellaneous Expenditures
PM5857 Process GL Balance Project Allocations
PM5857 Process Project Allocations
PM5860 Generate Financial Transactions
No
PM5857.3.1
PM5857.3.1
PM5857.3.2
PM5857.3.2
Submit
Submit
Burden
Burden
Cost
Cost
Process
Process
Rejected
Records
Yes
Identify
Identify
Reason
Reason
For
For
Rejection
Rejection
PM5857.3.3
PM5857.3.3
Application Set Up
Notify
Notify
Agency
Agencyof
of
Rejection
Rejection
Reason
Reason
Enterprise Roles
OSS
Agency Member
Project Manager

August 25, 2005
Release 11i.10
Slide 1
Process Burden Costs demonstrates the business process flow covering the calculation of burden amounts to be attributed
against costed transactions already known to the Project. This process relies upon maintenance and availability of Burden
Cost Schedules being available for the data combinations entered and costed within the application. Upon transition to the
Shared Service center, these Burden Cost schedules will be entered as part of the Agencies original configuration.
Page 39 of 117
Doc Ref: 5.00

OSS Draft Future Business Flow : Process Miscellaneous Expenditures PM5857
PM5857 Process Misc. Expenditures
No
PM5857.4.1
PM5857.4.1
PM5857.4.2
PM5857.4.2
PM5857.4.3
PM5857.4.3
Prepare
Prepare
Misc
Misc Costs
Costs
Expenditure
Expenditure
Batches
Batches
Upload
Upload
Misc
Misc Costs
Costs
Expenditure
Expenditure
Batches
Batches
Submit
Submit
Expenditure
Expenditure
Batches
Batches
PM5857.4.4
PM5857.4.4
Rejected
Records
PM5857.4.8
PM5857.4.8
PM5857.4.7
PM5857.4.7
PM5857.4.5
PM5857.4.5
Correct
Correct
Data
Data
On
On
Agency
Agency Advice
Advice
Advise
Advise of
of
Corrections
Corrections
Required
Required
Notify
Notify
Agency
Agency of
of
Rejections
Rejections
Yes
Yes
Identify
Identify
Reason
Reason
For
For
Rejection
Rejection
Batch
Data
Error
No
PM5857.4.6
PM5857.4.6
Notify
Notify
Agency
Agency of
of
Rejection
Rejection
Reason
Reason
Application Set Up
Enterprise Roles
OSS
Agency Member
Project Manager

September 2, 2005
Release 11i.10
Slide 1
Process Miscellaneous Expenditures demonstrates the business process covering the processing of Expenditures against a
project from external to Oracle sources.
These transactions are processed as pre costed, in other words the Oracle application is not required to apply any cost rates to
these transactions and processes the values passed from the data source.
OSS Draft Future Business Flow : Process Project Allocations PM5857
No
PM5857.5.1
PM5857.5.1
PM5857.5.2
PM5857.5.2
Submit
Submit
Project
Project
Allocations
Allocations
Rejected
Records
Yes
Identify
Identify
Reason
Reason
For
For
Rejection
Rejection
PM5857.5.3
PM5857.5.3
Application Set Up
Notify
Notify
Agency
Agencyof
of
Rejection
Rejection
Reason
Reason
Enterprise Roles
OSS
Agency Member
Project Manager

August 25, 2005
Release 11i.10
Slide 1
Page 40 of 117
Doc Ref: 5.00
Process Project Allocations demonstrates the business process flow covering the calculation of allocation amounts to be
attributed against projects from a source of an existing project. This process relies upon maintenance and availability of Project
Allocation Schedules being available for the data combinations entered within the application. Upon transition to the Shared
Service centre, these Project Allocation schedules will be entered as part of the Agencies original configuration.
Project Allocation schedules can be quite detailed and specific attention should be paid to the results of each allocation run.
OSS Draft Future Business Flow : Process GL Balance Project Allocations PM5857
PM5857 Process GL Balance Project Allocations
No
PM5857.6.1
PM5857.6.1
PM5857.6.2
PM5857.6.2
Submit
Submit
GL
GL Balance
Balance
Project
Project
Allocations
Allocations
Rejected
Records
Yes
Identify
Identify
Reason
Reason
For
For
Rejection
Rejection
PM5860.6.3
PM5860.6.3
Application Set Up
Notify
Notify
Agency
Agency of
of
Rejection
Rejection
Reason
Reason
Enterprise Roles
OSS
Agency Member
Project Manager

August 25, 2005
Release 11i.10
Slide 1
Process GL Allocations demonstrates the business process flow covering the calculation of allocation amounts to be attributed
against projects from a source of a balance in a General Ledger account. This process relies upon maintenance and availability
of GL Allocation Schedules being available for the data combinations entered within the application. Upon transition to the
Shared Service centre, these GL Allocation schedules will be entered as part of the Agencies original configuration. GL
Allocation schedules can be quite detailed and specific attention should be paid to the results of each allocation run.
Page 41 of 117
Doc Ref: 5.00

OSS Draft Future Business Flow : Process Usage Costs PM5857
PM5857 Process Usages
No
PM5857.7.1
PM5857.7.1
PM5857.7.2
PM5857.7.2
PM5857.7.3
PM5857.7.3
Prepare
Prepare
Usage
Usage
Batches
Batches
Upload
Upload
Usage
Usage
Batches
Batches
Submit
Submit
Expenditure
Expenditure
Batches
Batches
PM5857.7.4
PM5857.7.4
Rejected
Records
PM5857.7.8
PM5857.7.8
PM5857.7.7
PM5857.7.7
PM5857.7.5
PM5857.7.5
Correct
Correct
Data
Data
On
On
Agency
Agency Advice
Advice
Advise
Advise of
of
Corrections
Corrections
Required
Required
Notify
Notify
Agency
Agencyof
of
Rejections
Rejections
Identify
Identify
Reason
Reason
For
For
Rejection
Rejection
Yes
Yes
Batch
Data
Error
No
PM5857.7.6
PM5857.7.6
Notify
Notify
Agency
Agencyof
of
Rejection
Rejection
Reason
Reason
Application Set Up
Enterprise Roles
OSS
Agency Member
Project Manager

September 2, 2005
Release 11i.10
Slide 1
Process Usage Costs demonstrates the business process covering the creation and entry of volume related transactions that
require costing.
This process is used, where the Project costing module, is responsible for the calculation of Usage costs against a project, using
costing rates for specific resources.
OSS Draft Future Business Flow : Manage Project Commitments PM5848
PM5858 Manage Project

Commitments
No
PM5848.1
PM5848.1
Review
Review
Project
Project
Commitments
Commitments
Action
Required
Yes
PM5848.2
PM5848.2
Enterprise Roles
OSS
Agency Member
Requisition and Purchase Order

Process
Accounts Payable Invoice Process
Advise
Advise
Of
Of
Resolution
Resolution
Project Manager

August 25, 2005
Release 11i.10
Slide 1
Page 42 of 117
Doc Ref: 5.00
Manage Project commitments demonstrates the business process flow covering the identification and analysis of committed
expenditure against a project. The flow does not highlight any specific application related activities, as the processing and
approval of project commitments is addressed within the Purchasing and Payables modules. Specific details can be found in
each of these areas process documentation.
OSS Draft Future Business Flow : Process Supplier Invoice Expenditures PM5857
End
No
PM5857 Process Supplier Invoice

Expenditures
PM5857.1
PM5857.1
PM5857.2
PM5857.2
Import
Import
Supplier
Supplier
Invoice
Invoice
Transactions
Transactions
Review
Review
Import
Import
Output
Output
Report
Report
Rejected
Records
Yes
PM5857.3
PM5857.3

Amend Application Set Up
Identify
Identify
Reason
Reason
For
For
Rejection
Rejection
Enterprise Roles
OSS
Agency Member
Project Manager

September 2, 2005
Release 11i.10
Slide 1
Process Supplier Invoice Expenditures demonstrates the business process flow covering the transfer of Supplier Invoices from
the Accounts Payable module, where the invoice is processed against a project. The flow does not highlight any specific
application related activities within the Accounts Payable area, as the processing is addressed within the Payables module.
Specific details can be found in the Accounts Payable process documentation.
Page 43 of 117
Doc Ref: 5.00

OSS Draft Future Business Flow : Generate Financial Transactions PM5860
Process Labor Costs
Process Burden Costs

Sub ledger Journals to Post
Process Misc. Expenditures
Process Project Allocations
No
Process GL Project Allocations
PM5860.1
PM5860.1
PM5860.2
PM5860.2
Interface
Interface
To
To General
General
Ledger
Ledger
Review
Review
Interface
Interface
Output
Output
Report
Report
Process Usage Transactions
Rejected
Records
Yes
Revenue Transaction
PM5860.4
PM5860.4
PM5860.3
PM5860.3
Correct
Correct
Transactions
Transactions
source
source or
or amend
amend
Auto
Auto Accounting
Accounting
Identify
Identify
Reason
Reason
For
For
Rejection
Rejection
Enterprise Roles
OSS
Agency Member
Project Manager

Release 11i.10
August 25, 2005
Slide 1
Generate Financial Transactions demonstrates the business process flow for the transfer of financial amounts from the Project
module to the General Ledger. Each of the various processes identified within this document, have cause for generating
financial transactions with the General Ledger, in particular those transactions that have originated within the Project costing
module. Each of these transaction sources require auto accounting rules to be configured to enable the PA module to generate
the appropriate General Ledger account to effect a financial posting.
OSS Draft Future Business Flow : Manage Project Assets PM5864
Plan to Project Budget

PM5851 Process Supplier Invoice
Expenditures
PM5857 Process Project
Expenditures
PM5862 Process Expenditure
Adjustments
PM5865 Process Project Assets
PM5860.1
PM5860.1
PM5860.2
PM5860.2
Define
Define&&
Maintain
Maintain
Project
Project
Assets
Assets
Assign
Assign
Project
Project
Assets
Assets
PM5865 Process Project Assets
Enterprise Roles
OSS
Agency Member
Project Manager

August 25, 2005
Release 11i.10
Slide 1
Page 44 of 117
Doc Ref: 5.00
Manage Project Assets demonstrates the business flow for the identification and collation of Asset related information, where
the Project Costing module is responsible for the transfer of assets to Oracle Fixed Assets.
OSS Draft Future Business Flow : Process Project Assets PM5865
PM 5851 Process S upplier Invoice
Expe nditures
PM 5857 Process Project Expenditures
PM 5862 Process Ex penditure
Adjustments
PM 5858 Process Project Allocations
PM 5864 M ana ge Project Assets
PM5865.1
PM5865.1
PPM5865.2
M5865.2
PM5865.2
PM5865.2
Generate
Generate
Project
Project
Asset
Asset
Lines
Lines
Review
Review
Project
Project
Asset
Asset Lines
L ines
Allocate
Allocate
Unassigned
Unassigned
Asset
Asset
Costs
Costs
PM5865.2
PM5865.2
PM5865.1
PM5865.1
Fixed Assets Post M ass Additions
No
Interface
Interface
Asset
Asset
Lines
Lines
To
To FFAA
Rejected
Lines
Yes
Confirm
Confirm
W
With
ith OSS
OSS
Capitalisation
Capitalisation
Readiness
Readiness
Prepared for
Capitalisation
Yes
No
PM5865.1
P M5865.1
Review
Revie w
Rejected
Rejected
Lines
Lines
PM5865.1
PM5865.1
PM5865.1
PM5865.1
Project
Data
Related
No
Prior
Prior Period
Period
Asset
Asset Lines
Lines
Interfaced
Interfaced
to
to FA
FA
Review
Review
Projects
Projects
And
And FFAA
Configuration
Configuration
Yes
PM5865.2
PM5865.2
PM5865.1
P M5865.1
Review
Review
Asset
Asset
Rejections
Rejections
Notify
Notify
Agency
Agency
Of
Of
Rejections
Rejections
Enterprise Roles
OSS
Agenc y M em ber
Pr oject M anager
Next Period Processing
PM 5864 M ana ge Project Assets
Copyright 2005, Oracle C orporation. A ll rights reserved.

Release 11i.10
Septem ber 2, 2005
Slide 1
Process Project Assets demonstrates the business process covering the generation of amounts to be capitalised, for capital
projects. These amounts are then transferred to the Fixed Assets module, for capitalisation.
Analysis to Closure
OSS Draft Future Business Flow : Analysis to Project Closure
Period End Close to Financial Reports
Project Close Out
Project Execution
PM5833
PM5833
PM5863
PM5863
PM5839
PM5839
PM5873
PM5873
Manage
Manage
Project
Project
Manage
Manage Project
Project
Expenditure
Expenditure
Adjustments
Adjustments
Review
Review
Project
Project
Performance
Performance
Close
Close
Project
Project
Project manager
analyzes budget to
actual variances by
project, task or
resource.
Review Capital
Projects
Project manager
advises of all
necessary expenditure
item adjustments to the
project prior to the
period end close.
Project performance
information is gathered
and disseminated. This
includes status
reporting, progress
measurement and
forecasting.
Project Costing, Project Billing Option, Project Management
Project manager
gathers and
disseminates all
pertinent project
information prior to
project completion.
Project manager closes
and archives the
project.
Project Costing, Project Billing

Option, Project Management
Enterprise Roles
Project Manager

August 26, 2005
Release 11i.10
Slide 1
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Analysis to Project Closure demonstrates the business process covering the analysis of project expenditure and budgets, as
well as the maintenance of a project through the project lifecycle.
This sub flow supports the changing of project statuses and review and adjustment of expenditures and budgets contained
within a project.
This process is solely managed through the agency and is supported by the expenditure, budget and Project maintenance
processes contained within the Plan to Budget and Execution to Asset flows.
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Human Resources
HRMS Foundation
Process Summary
The HRMS Definition Phase is the summary of a range of initiatives designed to align the requirements of the Government of
Western Australia and the functionality of Oracle Human Resources Management (HRMS). These initiatives have involved
representatives of the Office of Shared Services (OSS) and Oracle Consulting.
Initiatives have included:
Daily interactions between OSS staff and Oracle consultants,
An initial conference room pilot (CRP 2.1) based on the Request for Tender and initial understandings,
Workshops following the CRP2.1 to clarify requirements, demonstrate functionality and prepare the subsequent CRP,
CRP 2.2 to refine OSS business flows and functional needs
The Oracle modules covered were Human Resource Management (Core), Human Resources Self-Service, Oracle iRecruitment,
Oracle Learning Management and Performance Management.
This phase sought to confirm the suitability of Oracle HRMS to the OSS business requirements and to determine the degree of
fit for functionality and identify gaps and alternative solutions.
Process Flow
Depicted below is the Whole of Government Office of Shared Services Human Resources High Level Organisational Data
Management Process. This is the process that is followed when a new organisation or position requires creating, or an existing
organisation or position requires change or reclassified. The High Level Organisational Data Management process is broken
down into more detail in the following processes:
Organisational Structure New / Update
Position / TSA Review / New
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Position Data / JDF Update
Position Update / Abolish (vacant)
Position Update / Abolish (Surplus Employees)
Position Update Specified Callings & Criteria Progression positions
Position Update Specified Callings & Criteria Progression positions (review when vacant)
.
Depicted below is the Whole of Government Office of Shared Services Human Resources Organisational Structure
New/Update Process. This process is followed when a new organisation is required or an existing organisation requires
updating
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Depicted below is the Whole of Government Office of Shared Services Human Resources Position / TSA Review / New
Process. This process is followed when a new position is required or an existing position is to be reviewed.
Depicted below is the Whole of Government Office of Shared Services Human Resources Position Data / JDF Update
Process. This process is followed when an existing positions data needs to be updated or the position JDF requires updating.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Position Update / Abolish (Vacant)
Process. This process is followed when a position is updated or abolished and the position becomes vacant.
Depicted below is the Whole of Government Office of Shared Services Human Resources Position Update / Abolish (Surplus
Employees) Process. This process is followed when a position is updated or abolished and the result of the abolishment is the
creation of a surplus employee.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Position Update Specified Callings
and Criteria Progression Positions Process. This process is followed when a position is to be reclassified.
Depicted below is the Whole of Government Office of Shared Services Human Resources Position Update Specified Callings
and Criteria Progression Positions (review when vacant) Process.
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Recruitment
Depicted below is the Whole of Government Office of Shared Services Human Resources High Level Recruitment Process.
This is the process that is followed when a position becomes vacant and is required to be filled. The High Level Recruitment
process is broken down into more detail in the following processes:
Create a Vacancy
Posting a Vacancy - Open
Posting a Vacancy Closed
Entry Level Recruitment (Level 1 clerical and admin)
Applicant Process
Unsolicited Applicant Process
Selection Process
Hire Process
Contract for Service
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Depicted below is the Whole of Government Office of Shared Services Human Resources Create a Vacancy Process. This is the
process that is followed when a position becomes vacant and a manager requests that the position be filled. All vacancies
have to be interfaced to RAMS to gain clearance for posting. RAMS check all the records for a suitable redeployee before
granting approval for any posting.
Depicted below is the Whole of Government Office of Shared Services Human Resources Posting a Vacancy Open Process.
This is the process that is followed when RAMS has granted posting clearance and the Agency has decided to continue with
the recruitment process. This process defines the posting of a vacancy that is posted to all Agency websites.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Posting a Vacancy Closed Process.
This is the process that is followed when RAMS has granted posting clearance and the Agency has decided to continue with
the recruitment process. This process defines the posting of a vacancy that is posted only on the website of the Agency that
raised the vacancy. Posting of this type of vacancy is only used where the opportunity is of a finite periodnot to be used for
permanent appointments.
Depicted below is the Whole of Government Office of Shared Services Human Resources Entry Level Recruitment Process.
This is the process that is followed when a level 1 position becomes vacant and a manager requests that the position be filled.
All vacancies have to be interfaced to RAMS to gain clearance. RAMS refers suitable level 1 candidates from the pool
database.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Applicant Process. This is the
process that is followed when an employee or external applicant applies for a vacancy or a redeployee is identified as a
potential match for a vacancy. Please note that the lightly shaded process blocks depicted below are part of the vacancy
process and are only defined in this process to give an indication of how the applicant process is started.
Depicted below is the Whole of Government Office of Shared Services Human Resources Unsolicited Applicant Process. This
is the process that is followed when an applicant shows interest in a position at a government agency but there are no
vacancies currently open.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Recruitment Selection Process. This
is the process that the applicant goes through once they have applied for a vacancy.
Depicted below is the Whole of Government Office of Shared Services Human Resources Recruitment Hire Process. This is
the process that the applicant goes through once they have successfully completed the selection process.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Contract for Service/Volunteer
Process. This is the process that the manager goes through to employ a contingent worker. That is, Contract for Service
person, Volunteer or Work Experience person. These workers are not paid through the payroll system but require access to
the system.
Depicted below is the Whole of Government Office of Shared Services Human Resources Pool Recruitment Process. This is
the process that is followed when a manager requests that a position is to be filled and a previous pool recruitment process is
identified. All vacancies have to be interfaced to RAMS to gain clearance.
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Learning Management
The high level business flow depicted below is the Whole of Government Office of Shared Services Human Resources High
Level Learning Management Process. This is the process that is followed when a Manager or employee initiate a development
program for the employee.
The High Level Learning Management process is broken down into more detail in the following processes:
Identify and Prioritise skill gaps
Collect and analyse Learning requirements
Define Learning Strategy
Define Learning Content
Create Learning Delivery Framework
Manage Learning Delivery
Evaluate Learning Strategy
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The high level business flow depicts the Whole of Government Office of Shared Services Human Resources Set up a Class
Process. This is the process that is followed when a Learning Administrator establishes Courses, Offerings and Classes within
the Whole of Government Catalog. The Set up a Class process is broken down into more detail in the following processes,
Build the Course
Create the Offering
Create the Classes
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The high level business flow depicts the Whole of Government Office of Shared Services Human Resources Enroll in a Class
Process. This is the process that is followed when an Employee or Manager logs into the Learning Management Homepage
and searches for and books a course. The process shows approvals and notifications.
The high level business flow depicts the Whole of Government Office of Shared Services Human Resources Administer and
Evaluate a Class Process. This is the process that is followed when a Learning Manager undertakes the administration of
enrolments, evaluation and financial arrangements associated with completing course.
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The high level business flow depicts the Whole of Government Office of Shared Services Human Resources Organisational
Learning Paths Process. This is the process that is followed when there is a requirement to undertake bulk enrollment within
Learning Management. Bulk enrollments may be by Org Unit, Job Type, Level or other criteria.
The high level business flow depicts the Whole of Government Office of Shared Services Human Resources Individual
Learning Path Process. This is the process that is followed when a Manager and Employee agree to establish a series of
training initiatives (Learning Path) for an employee. It involves creating a Learning Path from options within the catalog and
completing enrolment and approvals.
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The high level business flow depicts the Whole of Government Office of Shared Services Human Resources Enroll in an
External Class Process. This is the process that is followed when a Manager and Employee search for an appropriate Class
within Learning Management and cannot find one. After approval an external course can be booked. The Learning
Management system is then updated through self-service.
The high-level business flow depicts the Whole of Government Office of Shared Services Human Resources enrolling external
learner in a class Process. This is the process that is followed to ensure that all external learners are entered into the Learning
Management system after theyve identified a learning activity in the OSS System, contacted the learning administrator and
enrolled in a class. The learners organization will enter in the system as a customer via procurement.
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The high level business flow depicts the Whole of Government Office of Shared Services Human Resources Administer
Training Resources Process. This is the process that is followed to ensure that all new resources are entered into the Learning
Management system and where required established as Suppliers within Oracle Financial system.
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Performance Management
The high level business flow depicted below is the Whole of Government, the Office of Shared Services, Human Resources
High Level Performance Management (PM) Process. This is the process that is followed when a new or existing employee
undertakes the process of setting work objectives and subsequent reviews against those objectives.
The High Level
performance Management process is broken down into more detail in the following processes:
Employee Performance Planning
Employee Performance Progress
Employee Performance Achievement, and if required
Substandard Performance.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Employee Performance Management
Planning Process. This is the process that is followed when a Manager and a person who is a new assignment set and
complete Planning Meeting.
Government of WA
Internal Transfer of Person at Grade
Employee Performance Management

Promotion
Internal
HAD
of Person
(Temporary) of Person
Planning
Manager & Employee
New
Employee
Manager
HRPMPP01
New
Assignment
Prepare for meeting:

Check JDF
Check Agency Policy
and Guidelines
Set up meeting
HRPMPP05
HRPMPP02
HRPMPP06
Secondary
Assignment
HRPMPP03
Planning Meeting
Agree on:
Objectives
Competencies
Performance
Indicators
Learning Paths
Career
Development
Other employee
interests
Learning
Management
HRPMPP08
HRPMPP07
Manager &
Employee
Agree on meeting
outcomes and set
next meeting date
HRPMPP09
Yes
No
Move onto
Progress Meeting
Process
HRPMPP10
Escalate for
resolution
HRPMPP11
Process Key:
Oracle Performance Mgt
External system
Office of Shared Services
Agency
Depicted below is the Whole of Government Office of Shared Services Human Resources Performance Management Employee
Performance Planning Process. This is the process that is followed when a Manager and an existing employee set and
completes a Planning Meeting.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Employee Performance Management
Progress Process. This is the process that is followed when a Manager and an employee meet to review the outcomes of the
Planning Meeting and amend if necessary. It is the time that the Planning Meeting outcomes are reviewed and amended if
necessary. Any Learning Management/Career Management issues or Substandard Performance issues may also be
considered.
Depicted below is the Whole of Government Office of Shared Services Human Resources Performance Management Manage
Performance Achievement Meeting Process. This is the process that completes the Performance Management cycle. The
employee and manager meet to review and assess progress made towards achieving Planning/Progress Meeting outcomes.
Any Learning Management/Career Development issues or Substandard Performance issues may also be considered.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Performance Management
Substandard Performance Process. This is the process that allows a Manager and Employee to work together to resolve
performance issues and develop plans and actions to resolve them.
Depicted below is the Whole of Government Office of Shared Services Human Resources Performance Management
Separation survey Process. This is the process that is followed when an employee leaves State Government employment or
permanently moves to a Employees who are leaving the agency are invited to complete a survey in regard to their
employment experiences.
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Occupational Health & Safety

Depicted below is the Whole of Government Office of Shared Services Human Resources Incident Logging Process. This is the
process that is followed when an employee logs an incident, which has occurred. The High Level Incident Logging process is
broken down into more detail in the following processes undertaken by the:
Employee
Manager
OSH Representative
OSH Coordinator
Depicted below is the Whole of Government Office of Shared Services Human Resources Employee Logging an incident
Process. This process is followed when an incident needs to be logged in the system.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Manager Logging an incident
Process. This process is followed when a manager is notified an incident has been logged in the system.
Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Representatives action in the
incident logging Process. This process is followed when an OSH Representative is notified an incident has been logged in the
system
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Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Coordinators action in the
incident logging Process. This process is followed when an OSH Coordinator is notified an incident has been logged in the
system.
Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Incident Report Data Process.
This process is followed to meet legislative requirements in making incident data available to employees.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Hazard Logging Process. This is the
process that is followed when an employee logs a hazard, which has occurred. The High Level Hazard Logging process is
broken down into more detail in the following processes
Employee
Manager
OSH Representative
OSH Coordinator
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Depicted below is the Whole of Government Office of Shared Services Human Resources Employee Logging a Hazard
Process. This process is followed when a Hazard needs to be logged in the system.
Depicted below is the Whole of Government Office of Shared Services Human Resources Manager Logging a Hazard Process.
This process is followed when a manager is notified a Hazard has been logged in the system.
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Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Representatives action in the
Hazard logging Process. This process is followed when an OSH Representative is notified a Hazard has been logged in the
system.
Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Coordinators action in the
hazard logging Process. This process is followed when an OSH Coordinator is notified a hazard has been logged in the
system.
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Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Hazard Report Data Process.
This process is followed to meet legislative requirements in making Hazard data available to employees
Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Non Employee Occurrence
Process. This process is followed when a non-employee needs to report an incident or hazard to an agency where they are
working or visiting so the data is captured in the system.
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Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Representative Elections
Process. This process is followed when elections for OSH Representatives need to be held.
Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Assessments Process. This
process is followed when an OSH Representative undertakes an assessment.
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Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Workplace Inspections Process.
This process is followed when an OSH Representative or OSH Coordinator carries out legislative workplace inspections.
Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Health Surveillance Process.
This process is followed when an OSH Coordinator undertakes health surveillance.
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Depicted below is the Whole of Government Office of Shared Services Human Resources OSH Provisional Improvement
Notices Process. This process is followed when an OSH Representative in an Agency raises a provisional improvement notice
(PINS).
Workers Compensation
Depicted below is the Whole of Government Office of Shared Services Human Resources Workers Compensation Process.
This is the process that is followed when an employee logs a Workers Compensation Claim through to the recommendation,
payment and recovery of the money. The High Level Workers Compensation process is broken down into more detail in the
following processes undertaken by the:
Workers Compensation New Claim

Workers Compensation Recurrence of Injury
Managers Recommendation on a Claim (new or a recurrence)
Workers Compensation Administrator
Injury Management
Claims Meetings
Interfaces
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Depicted below is the Whole of Government Office of Shared Services Human Resources Workers Compensation new claim
Process. This process is followed when an employee enters a new claim in the system.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Workers Compensation Recurrence
of Injury Process. This process is followed when an employee enters a Workers Compensation Recurrence of Injury for an old
claim already recorded in the system.
Depicted below is the Whole of Government Office of Shared Services Human Resources Workers Compensation Managers
Recommendation Process. This process is followed when an employee has lodged a new claim or recurrence claim in the
system.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Workers Compensation
Administrator Process. This process is followed when an employee has entered a new claim or a recurrence of injury in the
system.
Depicted below is the Whole of Government Office of Shared Services Human Resources Workers Compensation Injury
Management Process. This process is followed after a workers compensation claim or recurrence of injury claim has been
entered into the system and the employee requires the injury management process to start.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Workers Compensation Claims
Meetings Process. This process is followed when an employee has entered a new claim or recurrence of an injury in the
system. The Workers Compensation administrator enters details of any claim meetings that have occurred between RiskCover,
OSS, Rehabilitation providers and Agencies.
Depicted below is the Whole of Government Office of Shared Services Human Resources Workers Compensation Interfaces.
The interfaces are part of the process following an employee lodging a new workers compensation claim or a recurrence of
injury claim for an old claim already recorded in the system.
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Workplace Equity and Dispute Resolution

Depicted below is the Whole of Government Office of Shared Services Human Resources EEO Diversity Information recording
Process. This process is followed when an employee returns their diversity survey or updates their data in the system.
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Depicted below is the Whole of Government Office of Shared Services Human Resources Lodging a Breach of Standards
Process. This process is followed when an employee or External applicant lodges a Breach of Standards.
Depicted below is the Whole of Government Office of Shared Services Human Resources Lodging a Formal Grievance Process.
This process is followed when an employee lodges a Formal Grievance.
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Procure to Pay
Requisition to Receipt Direct for Procurement
Process Summary
This flow follows the replenishment process for inventory-planned items where requisitions are created in Purchasing. An
Agency that supports Inventory Management will have the replenishment of inventory performed by Purchase orders or
Blanket Release that can be automatically created and managed through to receipt. Requisitions can be either generated from
the Min/Max planning program and are submitted for review and approval by HR Position Hierarchy or created manually
following the similar approval process. Purchase Orders and Blanket Releases can be auto-created from requisitions and also
created as Standard Purchase orders. This process also covers the copying of previous PO documents to a newly created one
and purchase order cancellation. PO documents are approved depending on HR Position Hierarchy and distributed to
Supplier by the Suppliers preferred method of transmission. Inventory item is received from Suppliers and entered into
receiving and located within the controlled sub inventory.
NOTE#
1.
On day 1 of going live, there will be no Inventory Agencies involved.
2.
All requisitions that required approval intervention will be authorized via Internet Procurement where the Approval
Hierarchy is invoked.
3.
No Purchase Orders will be issued in core Procurement without a Requisition either manual or on-line.
4.
All Gaps identified in the Requisition to Receipt - Indirect for Procurement as listed below apply to this process.
PR0128.01
Additional Requisition Information for Approver in email notification
PR0128.02
Approval Group listing.
PR0128.03
Approval Assignment Listing.
PR0128.04
HR Position Hierarchy
PR1182.01
Configure PO Create Document WF to auto create PO based on WoG criteria.
PR0153.01
Modification to the PO print layout. Include Government of WA Logo.
PR0153.02
Provide functionality to print attachments.
PR0153.03
Configure Fax utility.
PR0153.04
Configure SMTP Email Server
PR0153.05
Restrict PO Print to Agency specific orders. Secure Print PO to agency buyer.
PR0153.06
Restrict to print only Agency specific PO information
PR1935.01
Customise Receipt Traveler.
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PR1935.02
Notify buyer and receiving location when items are not received on time, supported by workflow.
Process Flows
Approving employee approves Internet Procurement requisition or planning requisition. Approvals are based on WoG
Position Hierarchy and Agency specific Hierarchy.
Approvals will be controlled, based on the Approval Groups and Approval Assignments, defining the employees approval
limits determined by amount, category or account code.
Vacation rules are established to determine variation in approval process when Approving Officer is unavailable.
Requisition Pool: Approved Requisitions then await Purchasing action or depending on criteria is automatically created into
an approved or un-approved purchase order.
The Buyer (QA) approves the purchase order. Purchase Order approvals are based on WoG Position Hierarchy and specific
Agency Hierarchy. Approvals will be controlled based on the Approval Groups and Approval Assignments defining the
Buyers approval limits determined by amount, category or account code.
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In the case of Inventory the Inventory Controller or Inventory Buyer will have the appropriate access levels to determine
replenishment values.
The Agency Lead Buyer will manage Buyer works loads, including where a Buyer is on leave or unavailable.
Catalog Setup to Management

Process Summary
This flow covers managing content in the I-procurement catalog, security and user access from the establishment of catalog
restrictive groups (realms), and documents such as Common Use Agreements (Global Contract and Blanket Agreements),
Informational Catalogs, I-procurement Item Catalogs and Agency specific Local Contract and Blanket Order Agreements. It
also includes developing buyer specific price lists, which reflects pre-negotiated contracts through to uploading of supplier
items publishing items.
Data security over the visibility of contract documents by Agency is considered mandatory. Modifications to Internet
Procurement will be required where Agencies share Operating Units. It is proposed to secure Agency agreements by the
Agencies inventory organization using Sub Ledger Security.
There has been no defined requirement for Supplier punch-out during CRP2.2
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Process Flow
Click to Requisition
Process Summary
This flow facilitates the requisitioning process. It covers managing of user profiles, searching catalogs, shopping lists, selecting
payment methods and managing requisitions.
The process commences with the Requisitioner managing their individual profiles. It then provides the Requisitioner with the
ability to search I-Procurement shopping lists and establish their own personal shopping lists.
Requisitioner - can obtain quotations themselves or refer request to Buyer (Sourcing) to obtain quotes on their behalf.
Requisition Approver Approval (generally financial or separation of duties based) for Requisition. (Note Requisition may be
auto approved depending on Financial and Procurement delegation of Requisitioner To be determine through Agency
specific Approval Groups and Approval Assignment.)
Buyer (Sourcing) obtains quotes and undertakes sourcing either in their own right or on behalf of others initiated either
from a non-ERP direct approach (e.g. phone call, email, etc), in which case they obtain quotes and then prepare the
Requisition; or via an incomplete Requisition forwarded by a Requisitioner via Internet Procurement.
Buyer (QA) Quality assurance of procurement process prior to issue of Purchase Order. May be involved in the sourcing
process.
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Process Flow
Requisition to Receipt Indirect for Procurement

Process Summary
This flow follows requisitions created in Internet Procurement for catalog and non-catalog items. Purchase orders can either be
automatically created or the Agency Buyer can create and managed through to receipt.
Requisitions are submitted for review and approved through the HR Position Hierarchy. Purchase orders can be generated
automatically without Buyer intervention from approved requisitions or auto-created from requisitions. This process also
covers the copying of previous PO documents to a newly created document and purchase order cancellation.
Purchase Orders are reviewed and/or approved through the HR Position Hierarchy and distributed to Supplier by the
Suppliers preferred method of transmission.
Goods/Services are received from Suppliers and are either entered into Oracle Purchasing - Receiving (Core Applications) or
Internet Procurement.
Where a number of Agencies are sharing an Operating Unit, document security is required. It is proposed to secure documents
such as Purchase Order, Contract Purchase Agreements (CPAs), Blankets, Requisitions and RFQ/Quotations to specific
Agencies. Currently standard functionality is unable to secure the above documents by Agency where multi agencies share the
same Operating Unit. The method proposed for this is based around each Agency being associated to an Inventory
Organisation. Security would be based on the Agencys Inventory Organisation, the users Menu Responsibility and HR
Location (Deliver To Location).
Note#: There are to be no Purchase Orders issued in core Procurement without a Requisition either manual requisition or
on-line.
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Process Flows
Requisition Pool: Approved Requisitions then await Purchasing action or depending on criteria is automatically created into
an approved or un-approved purchase order.
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The Agency Lead Buyer will manage Buyer works loads, including where a Buyer is on leave or unavailable The Buyer (QA)
approves the purchase order.
Requisition to Receipt Indirect for Accounting

Process Summary
This flow follows the accounting entries created in Internet Procurement and Purchasing for catalog and non-catalog items.
Purchase orders can either be automatically created or the Buyer can construct and manage through to receipt.
The Accounting method used in the Requisition to Receipt process is Accrual Accounting. Encumbrance Accounting will
not be implemented.
The Account Generator process in Internet Procurement and Purchasing builds charge, budget, accrual, and variance accounts
for each purchase order, release, and requisition distribution based on the HR Deliver To Location (Attribute1 Entity code
GL Segment1, Attribute2 Cost Centre GL Segment2) assigned to the Requisitioner or chosen by the Requisitioner or Buyer
and the product or services category GL expense account assigned to it for non-project related general expense items and
capital purchases. In the case of Project related requisitions or purchase orders the charge account is built based on the Project
Number, Project Task, Expenditure Type and Expenditure Org.
General Ledger standard security rules created by the Finance team will restrict the Requisitioner and Buyer Agency to their
allocated cost centre combinations and will disallow any breach of these rules.
GST Tax responsibility will be managed and maintain by Accounts Payables and not captured in Requisitioning or Purchase
Orders. The Purchase Orders generated will be transmitted to the Supplier, Exclusive of GST. The Common Use Agreements
will inform the Buyer that the Supplier charges or does not Charge GST on certain commodities although this will not impact
on the buyers ability to create a purchase order exclusive of GST.
No accounting entry is created in the general ledger until period end, where Purchasing automatically creates a balanced
journal entry for each uninvoiced receipt. Purchasing accrues uninvoiced receipts of expense items exclusive of GST when you
close an accounting period.
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No accounting entry is created in the general ledger for non-received purchase orders. That is, purchase orders that have been
approved and no receiving transaction or invoices have been applied.
At Period End the Uninvoiced Receipts Report is used to analyze the uninvoiced expense receipts before accrual of these
receipts.
The Receipt Accruals PeriodEnd process creates periodend accruals for the uninvoiced receipts for the expense
distributions. Purchasing creates an accrual journal entry in General Ledger for each uninvoiced receipt.
When opening the next period, Purchasing automatically reverses the accrual entries.
In this flow, Requisitions are submitted for review and approval by HR Position Hierarchy. Purchase orders are auto-created
from requisitions and also created manually. This process also covers the copying of previous PO documents to a newly
created one and purchase order cancellation.
PO documents are reviewed and/or approved by HR Position Hierarchy and distributed to Supplier by the Suppliers
preferred method of transmission.
Goods/Services are received from Suppliers and are either entered into receiving (Core Applications) or Internet Procurement.
Where a number of Agencies are sharing an Operating Unit, document security is required. It is proposed to secure documents
such as Purchase Order, Contract Purchase Agreements (CPAs), Blankets, Requisitions and RFQ/Quotations to specific
Agencies. Currently standard functionality is unable to secure the above documents by Agency where multi agencies share the
same Operating Unit. The method proposed for this is based around each Agency being associated to an Inventory
Organisation. Security would be based on the Agencys Inventory Organisation, the users Menu Responsibility and HR
Location (Deliver To Location).
Note#: There are to be no Purchase Orders issued in core Procurement without a Requisition either manual requisition or
on-line.
Process Flows
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Approved Requisitions then await Purchasing action in the requisition Pool or depending on criteria is automatically created
into an approved or un-approved purchase order.
The Agency Lead Buyer will manage Buyer works loads, including where a Buyer is on leave or unavailable The Buyer (QA)
approves the purchase order.
Page 93 of 117
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Supplier Invoice to Payment

Process Summary
This business flow covers invoice entry and management to payment processing.
Supplier Invoice to Payment demonstrates the business processes of receiving, recording and paying supplier invoices.
Supplier invoices, credit notes, debit memos, RCTIs, recurring invoices and prepayments for PO matched and non-matched
are entered, approved and managed using the Invoice Workbench. Invoices are validated and invoice holds are managed.
Non-matched invoices are routed to the Agency CFO for approval.
Supplier payments and payment batches are processed using the Payments Workbench. Payments will be made based on the
WoG Operating Unit structure.
The Payables Transfer to General Ledger program will be run at regular intervals to transfer invoice and payment accounting
entries to the general ledger interface ready for posting.
Standard Function Security will be employed to restrict access to certain functions and actions.
This flow also enables the AP Supplier Maintenance Officer to manage Commercial and Non-Commercial Suppliers, Supplier
Sites and Suppliers Bank details.
Page 94 of 117
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Process Flow
Page 95 of 117
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Supplier Return to Debit

Process Summary
Supplier Return to Debit demonstrates the business processes for returning items to a supplier for debit. This flow enables
users to create an RMA for return of a damaged or defective product, send the product back to the supplier, and record a debit
memo for the return transaction. This business flow covers the returns process where a debit memo or Supplier Credit note is
required to effect the return of goods and services and where no replacement is required.
This business flow covers the Core and Self Service functionality of the Oracle applications/modules involved.
Where a central delivery point for internal distribution to multiple delivery points within that Agency, it is most likely that
Core Applications, Returns function would be used.
The returns Self-Service feature of Internet Procurement will be used in most instances within the OSS System. The
individual user and users attached to a Self-Service Group will use this function.
The business rule applied here is, only received credit notes to offset the return transaction will be applied. Debit memos will
only be used where the Supplier is under an RCTI agreement.
Prior to Returning Supplier Material, any of the following business flows must be executed Requisition to Receipt Indirect,
Requisition to Receipt Direct.
Process Flow
Page 96 of 117
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Supplier Return to Replacement

Process Summary
Supplier Return to Replacement demonstrates the business processes for returning items to a supplier for replacement. This
flow enables users to create an RMA for return of a damaged or defective product, send the product back to the supplier, and
process the receipt of a replacement product. No Credit or Debit Memos are generated
This business flow covers the Core and Self Service functionality of the Oracle applications/modules involved.
Where a central delivery point for internal distribution to multiple delivery points within that Agency, it is most likely that
Core Applications, Returns function would be used.
The returns Self-Service feature of Internet Procurement will be used in most instances within the OSS System. The
individual user and users attached to a Self-Service Group will use this function.
Prior to Returning Supplier Material, any of the following business flows must be executed Requisition to Receipt Indirect,
Requisition to Receipt Direct
Process Flow
Page 97 of 117
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Payroll
Time Collection to Payroll
Process Flow
HR2103
Define and
Maintain
Schedules &
Shifts
HR2104
Define and
Maintain Holidays
OTL
Administrator
OTL
Administrator
HR2108
HR2109
HR2110
Adjust Time
Entered
Enter Time
Employee or
Supervisor
HR2114
Review Time
History
Employee or
Supervisor
Manage Time
Reports
Employee or
Supervisor
Supervisor or
Branch Manager
HR2115
Approve Time
Entered
Supervisor and
Branch Manager
Out out Scope

LMS001
HR1319
External
Rostering to
Payroll
External
Rostering
System
Perform Payroll
Calculation.
Payroll
Administrator
Payroll to Payment
Payroll
Administrator
Legend:
Event
Temporal
Event
Process Step
Manual
Process Step
Automated
Process Step
Expandable
Sub-process
Decision
Roles
Data Store
External
Rostering
System
Copyright 1999 Oracle Corporation, All rights reserved
Process Summary
Refer to the BF140 Time Collection to Payroll v3 for further details of this business process.
Page 98 of 117
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Payroll to Payment
Process Flow
Compensate
to Compete (continued)
Payroll to Payment
Business Flow
Termination to Payroll
Benefits to Payroll
Employee Incident to Workers Compensation
Personal Assessment to Promotion
Time Collection to Payroll Processing
Planning Compensation to Commission
HR1216
HR1216
Perform
Perform
On-Demand
On-Demand
Payment
Payment Process
Process
HR1224
HR1224
HR1319
HR1319
HR1242
HR1242
Make
Make
Retroactive
Retroactive
Changes
Changes
Perform
Perform
Payroll
Payroll
Calculation
Calculation
Manage
Manage
Payment
Payment
Distribution
Distribution
HR1243
HR1243
Administer
Administer
33rdrd Party
Party
Vendors
Vendors
HR3235
HR3235
HR1244
HR1244
Perform
Perform
Payroll
Payroll
Costing
Costing
Report
Report and
and
Transfer
Transfer
Financial
Financial Data
Data
HR3233
HR3233
Post
Post to
to
Payroll
Payroll
Generate
Generate Payroll
Payroll Reports
Reports
HR3234
HR3234
Verify
Verify and
and Reconcile
Reconcile Payroll
Payroll
Payroll Team Roles

(Cluster-Specific)
Bank Statement to
Cash Reconciliation
Sub-ledger Journals
to Post
Payroll Team Roles
(OSS)
Quality Assurance Roles

(OSS)
Senior Payroll Officer
Payroll Team Leader
Assurance Team Leader
Personnel/Payroll Officer
Senior Payrun Officer
Senior PPR Quality

Assurance Officer
Support Officer
Pay Run Officer
PPR Quality Assurance

Officer
Process Summary
Refer to the BF140 Payroll to Payment Processing v1.4 for further details of this business process.
Page 99 of 117
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Payroll Awards Structure

Process Flow
Process Summary
A summary of each agreement is listed below.
Collective Agreement - Award, Agreement & Agency Specific Agreements

Under the governments employment agreements there are various agreements types that need to be considered when
calculating Payroll payments and absence accruals. These employment agreement types are as follows;
Awards, Agreements
& Agency Specific
Agreements
Custom & Practice

Conditions
Workplace
Agreements
General Order
Minimum
Conditions
The relationships between these agreement types can vary depending on the ruling of each condition within these types.
Some examples of the relationships are as follows;
Page 100 of 117

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General Order conditions may override conditions in an employees Award or Agreement,
Where a condition does not exist in any of the Awards, Agreements, General Orders, etc. then the condition values in the
Minimum Conditions policy document are to be used,
Custom & Practice Conditions may override conditions in an employees Award or Agreement,
Due to the many variations in the way these agreement types are dealt with a manageable solution is required. This solution
is a combination of Payroll configuration with associated Fast Formula and manual intervention by Payroll staff to ensure that
the correct payment or absence calculation occurs.
Award, Agreement & Agency Specific Agreements
Award, Agreement & Agency Specific Agreements is a hierarchical-based structure where the Agency Specific Agreements are
subordinate to Agreements and Agreements are subordinate to Awards. This hierarchy is consistent with the majority of the
Awards & Agreements but there are a select few where the hierarchy is different. For the select few that the hierarchy is
different (i.e.) CALM, Department of Fisheries and Zoo.
Custom & Practice Conditions
Custom & Practice Conditions is a statement that defines selective conditions that an employee or range of employees may be
entitled to. This condition may be as a result of an employee receiving an entitlement condition for a period of time for
example, but was not entitled to the condition based on the Award. The employee/s negotiate an agreement to continue the
condition or a modification of it.
Workplace Agreements
A Workplace Agreement is a specific agreement that relates to an employee. This agreement can contain various conditions
based on the employment contract agreed to by both the employee and government agency.
Minimum Conditions
Minimum conditions are a policy document that defines the minimum working conditions that an employee in the
government service is entitled to. Note, in most cases the Awards, Agreements, etc. will at least be equal to or better than the
minimum conditions.
General Order
A General Order is a policy statement that defines a condition or range of conditions that can affect any number of employees
based on rulings within the Order. The Order can either override conditions within Awards/Agreements, Minimum
Conditions, etc. or substitute these conditions if the value is better than in the Awards/Agreements, etc.
Other Considerations
The Award Detail Reckoner spreadsheet that specifies the Award/Agreement conditions will be used as the basis for
determining the Award/Agreement configuration. There may be a requirement to store additional conditions based on the
existing conditions; for example, a Condition of Standard Hours per Day may be used to store Standard Hours per Week.
Award, Agreement & Agency Specific Agreements
The following business flow defines the steps involved in the change of Award, Agreement or Agency Specific Agreements.
Award/Agreement
Addition, Variation
& Obsolesce
Requirement
Award/Agreement
Hierarchy, Condition &
Glossary Modification
Award/Agreement
Addition, Variation
& Obsolesce Payroll
Payment Validation
The Federal & State Government based Award; Agreement or Agency Specific Agreement particulars are required for payroll
and absence payment. These particulars are used to derive the following;
Eligibility for payment

Payment amounts
Deduction amounts
Absence eligibility
Page 101 of 117

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Absence amounts
Within Oracle Payroll an Award, Agreement or Agency Specific Agreement will be recorded as a Collective Agreement. A
Workplace agreement could be contained in the Collective Agreement structure but would not be linked to a base award or
agreement. The Collective Agreement structure is made up of the following components;
Collective Agreements
(Award/ Agreements)
Collective Agreement
Entitlements (Conditions)
User Defined Table - Award, Agreement & Agency Specific Agreements

The following business flow defines the steps involved in the change of Award, Agreement or Agency Specific Agreements.
Award/Agreement
Addition, Variation
& Obsolesce
Requirement
Award/Agreement
Hierarchy, Condition &
Glossary Modification
Award/Agreement
Addition, Variation
& Obsolesce Payroll
Payment Validation
The Federal & State Government based Award, Agreement or Agency Specific Agreement particulars are required for payroll
and absence payment. These particulars are used to derive the following;
Eligibility for payment

Payment amounts
Deduction amounts
Absence eligibility
Absence amounts
Within Oracle Payroll a configuration tool called a User Defined Table (UDT) will be used to store the configuration of an
Award, Agreement or Agency Specific Agreement. The UDT is Date Tracked to enable retrospective changes in Award or
Agreement modifications. Therefore, when a Retro pay process is performed, retrospective payments can occur. In addition,
retrospective changes can dynamically change leave accruals when respective absence conditions change.
The People Group flex field will contain an either the Award, Agreement or Agency Specific Agreement name in the 1st
Segment. The users will enter short name Award or Agreement names into the People Group flex fields. For example;
1. Segment1: Award, i.e. PSA
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Grade Step Progression

Process Flow
Process Summary
Refer to BF140 Payroll to Payment Administration Grade Progression v1.08 for details of this flow.
Page 103 of 117

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Manage Employee Payroll Data

Process Flow
Process Summary
Voluntary deductions will be managed from three perspectives. An employee thru Employee Self Service will enter specific
voluntary deductions. There are also voluntary deductions that will be entered into the system by OSS staff. A list of these
voluntary deductions will be provided in the BF162 Payroll Deduction Element Configuration document. Employees may
also manage payment to other entities, which are not included in ESS Voluntary Deductions, and OSS requires manage the
Voluntary Deductions within the core application. This Process Step will describe all three ways of managing payments to
the different deduction houses.
With regard to allowances, there are specific allowances that will be managed through Employee Self Service. Manager Self
Service will be used if the employee does not have access to the system and his supervisor has agreed to enter the allowance
claim for his subordinate.
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Overpayments
Process Flow
Process Summary
An overpayment is a monetary gain for which there is no entitlement, legislative or other, be it as direct cash or
paid time. An overpaid salary is any payment paid to an employee through the payroll to which the employee is
not entitled.
Overpayments will in most cases be identified through the retro pay process and other quality assurance
processes identified for payroll reporting. Other overpayments identified outside this process will require
transactions to be entered. Some examples of overpaid salaries include:
Leave without pay where there is no opportunity to make adjustments out of the following pay period.
An employee may be placed on the incorrect salary step, which is adjusted to the correct salary step.
An employee may be paid leave or allowances to which they are not entitled.
An overpaid salary can only be recovered from an employees salary once the employee acknowledges they have
been overpaid and permits the OSS to recover the outstanding debt via their pay.
Refer to BF140 Payroll to Payment Administration Overpayments v1.05 for further details of this process flow.
Page 105 of 117

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Salary Packaging
Process Flow
Process Summary
Salary packaging arrangements are entered into by the agreement between the employee and employer. Once agreed, the
employee arranges with the Salary Packaging provider to administer the package on the employees behalf.
The information updated for the employees salary packaging element is updated by the appropriate salary packaging
providers either via an interface or report. It is envisaged that all ongoing maintenance of salary packaging element is updated
through the interface between the provider and the Office of Shared Services (OSS).
Salary Packaging Elements
Salary Packaging elements are to be created for both pre-tax and post-tax deductions for each of the salary packaging service
providers.
These elements require a pay value within the input values as the dollar value is uploaded or downloaded via the interface.
The values are shown separately on the employees payslip and reported as salary packaging.
Employees can only employ the salary packaging provider appointed by the agency or employer agency to administer their
package. The eligibility criteria for the element are used to validate the provider against the agency and allow the employees
to be eligible to the element if the criteria are met.
The Salary packaging provider calculates and maintains the employees package. Therefore the Pre-tax and Post-tax element
will be sent to OSS.
An employee has the choice to salary package superannuation deductions directly to GESB/FESA super, rather than choosing
the Salary Packaging Provider. If this occurs the Pre tax superannuation element will be updated by GESB via the GESB
interface into the superannuation elements.
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Employees must request salary packaging changes for superannuation funds such as Pension scheme and Gold state schemes
via GESB only. These funds are not available for employees to update and maintain information via ESS due to the fixed
criteria for managing these funds.
Pre-Tax Weststate contributions can be altered and maintained by the employee through ESS and the updated value is
processed to GESB via the interface file.
Eligible employees may salary package deductions for GEHA housing. Agencies who allow employees to salary package
these deductions will require specific details to be forwarded to OSS for updating into the system. GEHA elements will not be
available for employees to update via ESS.
Eligible employees may salary package deductions for rental arrangements for Main Road housing. Main Roads who allow
employees to salary package these deductions will require to be forwarded to OSS for updating into the system. The MR
elements will not be available for employees to update via ESS.
The following elements have been identified and are reflected in the BF 162 Deductions.
Elements and Interface (Statement of Works)
Element Name
Interface
PTD McMillan Shakespeare pre tax

PT McMillan Shakespeare post tax
Superannuation Elements
McMillian and Shakespeare (MD 050 supplied)

McMillian and Shakespeare (MD 050 supplied)
Superannuation is covered in the MD 050
Superannuation document
Element Name
Description
GEHA pre-tax
MR pre-tax
Salary Packaging Refund
FBT Shortfall Recovery
Input Tax Credits
Rental
Rental
Tax by marginal rate (PAYG)
Pre-tax deduction
Tax by PAYG
Elements and Interfaces (Future roll ins)
Element Name
Reports
Paradigm pre tax

Paradigm post tax
PKF pre-tax
PKF post-tax
Salary Packaging Services pre-tax
Salary Packaging Services post-tax
Salpac pre-tax
Salpac post-tax
SmartSalary pre-tax
SmartSalary post-tax
Interface for Paradigm

Interface for Paradigm
Report Identified
Report Identified
Report Identified
Report Identified
Report Identified
Report Identified
Interface for SmartSalary
Interface for SmartSalary
Refunds
Where a refund is sent through to OSS through the Salary Packaging Provider via the interface, this amount is paid by Salary
Packaging Refund element to the employees regular salary and PAYG tax is charged according to marginal rate.
Input Tax Credits (ITC) that are paid to employees will be sent back to the salary package provider by Finance. Finance is
responsible for the calculation for terminated employees and a report will be provided to OSS every 3 months for entry. Email
provided by M. Stagg23/8/05 Salary Packaging ITC
Reporting Requirements
The following reports have been identified for Salary Packaging:
New Report Identified:
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Report to identify employees salary packaging amounts that have exceeded 50% of the employees base salary. This report is
used for quality assurance purposes (Payroll Report). When an employee has been identified that their package has exceeded
the OSS will contact the employee and the agency to advise.
Salary Packaging Provider (HRPYPPRP19)
Fringe Benefits Tax Recovery

Finance advises the OSS when an employee needs to be pursued for payment of Fringe Benefits Tax Liability. Payroll will
receive the details of outstanding FBT shortfall from Finance via a report and this information requires negotiation between
OSS and the employee. Once the value is determined the element is updated by OSS via the FBT shortfall recovery element, to
process the pursuing repayment back to the appropriate account. The report is produced by Finance in June of each year, once
the FBT processing is completed for the ATO.
Page 108 of 117

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Multiple Assignments
Process Flow
2
HRR16
OSS checks
current assignment
details of employee
who is going to be
"Hired" into another
position
4
3
Is this going to
be a concurrent
assignment/
position for the
employee
Yes
OSS hires the

employee by
creating a new
secondary
assignment
record
OSS updates the

application with
Accepted status
Core HR
Customise Hire
process
Manual Process
No
Maintain
records through
OSS
45
OSS Updates
employee's
primary
assignment
Core HR
5
Employee record
will have more
than one
assignment/
position
Maintain records
through ESS
Post to Payroll
Core HR
Maintain
records through
MSS
Person-specific information
OSS Enters and

Maintains
Personal Details
OSS Enters and

Maintains
Contact Details
Core HR
Maintain
records
through OSS
Core HR
9
OSS Enters and
Maintains
Competence
Profile, Education
and
Qualifications,
Awards
6
OSS enters and
maintains data
under one
employee record
10
OSS Enters and
Maintains
Training Records
Go to Process
Step 45
Core HR
Core HR
Core HR
Assignment-specific information
11
OSS Enters and
Maintains
Absence
Information
12
OSS Enters and
Maintains
Assignment Time
Information
Custom Form
13
OSS Enters and
Maintains
Disciplinary
Records
Core HR
14
OSS Enters and
Maintains
Grievance
Records
Custom Form
15
16
OSS Enters and
Maintains
Deductions/
Allowances
OSS Enters and

Maintains OSH
Records
Custom Form
Custom Form
Core HR
20
Person-specific information
17
Employee
updates Person
and Assignment
specific
information
through ESS
Employee Self
Service
18
19
Employee
updates Personal
Details
Employee
updates Contact
Details
Employee Self
Service
Employee Self
Service
Employee
updates
Competence
Profile, Education
and
Qualifications,
Awards
21
Employee
updates Training
Records
Employee Self
Service
Manager Approval
Employee Self
Service
22
23
Employee selects
which assignment
is to be updated
Employee
Submits Absence
Details
Custom Form in
ESS
24
25
Employee
Submits
Timecard
Custom Form in
ESS
26
Employee
Submits
Performance
Appraisal
Custom Form in
ESS
Custom Form in
ESS
Employee
Submits
Deductions,
Allowances and/
or Disbursements
Custom
Employee Self
Service
Assignment-specific information
ID
27
28
29
30
Employee
Applies for a Job
within WoG
Employee Enrols
in a Class
Employee
submits
Grievance online
Employee Submits
Purchase Request
Custom
Employee Self
Service
Custom
Employee Self
Service
Custom
Employee Self
Service
Custom iProc Self

Service
Employee
Submits
iExpense Self
Service (To Be
Proposed)
Custom
iExpense Self
Service
Page 109 of 117

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33
34
Supervisor
Delegates or
Transfers
ownership
Supervisor
Reassigns Self
Service Request
Workflow
Notification
Workflow
Notification
36
35
Employee
provides add'l
info and resubmits request
to supervisor
Supervisor
requests for more
information
Workflow
Notification
Workflow
Notification
38
31
37
Supervisor
Approves
request?
ManagerApproval
Go to Process
Step 31
Employee
corrects
information and
re-submits
request to
Supervisor
Supervisor
returns request
for correction
Workflow
Notification
Workflow
Notification
Post to Payroll
Yes
39
32
Employee record
is updated.
Changes
recorded in
HRMS tables
Supervisor
updates
employee's
request
Go to Process
Step 32
Workflow
Notification
Core HR
40
41
Supervisor
rejects request
Employee is
notified that claim
has been rejected
Workflow
Notification
End of Process
Workflow
Notification
44
Maintain
records through
MSS
42
43
Supervisor
selects em ployee
record
Supervisor
selects em ployee
assignm ent
Custom Manager
Self Service
Custom
Manager Self
Service
Supervisor
updates both
Person and
Assignm ent
specific
inform ation
through MSS
Go to Process
Step 34
Custom Manager
Self Service
These will include the following :

Competence Profiles
Education and Qualifications
Other Professional Qualifications (Awards)
Resum e
W ork Preferences
Appraisals
Em ployee Perm anent Transfer
Em ployee Review
Em ployee Secondm ent In/Out
Em ployee Temporary Transfer
Higher Duties Assignm ent
Extending Higher Duties Assignm ent
Leave of Absence
Release Inform ation
Process Summary
In Oracle HRMS, a job or post held by an employee is referred to as an Assignment. It is the central
concept that relates employees to the structures in which they work and the compensation and benefits
for which they are eligible. It is made up of many attributes: organisation (e.g. department, division,
region), GRE (government reporting entity) job title, position, location, grade, payroll frequency (i.e.
weekly, fortnightly or monthly), salary basis (monthly or hourly), pay amount, and user-definable
attributes to differentiate one assignment from another. See Figure 1.
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Each assignment may have its own rate of pay and other unique compensation and benefits eligibility
requirements. Additionally, each assignment may report into a different part of an organisation, be
funded differently, accrue different leave accruals and may require costing to be different.
Each assignment may require using Employee Self Service (ESS) and having the appropriate manager
approve the transaction by Manager Self Service (MSS). Managers may also require having access to view
and updating their subordinate employees personal and assignment records
Whenever an employee holds more than one assignment in Oracle HRMS at any given point in time, this
is referred to as an employee holding multiple assignments. An employee can have multiple
assignments, but only one is the primary assignment. All others are secondary assignments. Managers
will be able to view the personal and assignment information of their subordinates. However, in
Employee Self Service, some functions may not be available to secondary assignments
For further details of this process flow please refer to the BF140 Multiple Assignments
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Year End Processing

Process Flow
Process Summary
The end of year processing for Australia is focused on the reconciliation and production of the plain paper Payment
Summaries and the electronic lodgement with the Australian Taxation Office (ATO).
Employers have a legislative requirement to report to the ATO, details of payment summaries issued to employees during the
taxation financial year. Payment Summaries must be processed in compliance with the Australian Taxation Office Guidelines
and legislation.
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Termination to Payroll
Process Flow
Process Summary
Refer to BF140 Payroll to Payment Termination to Payroll v1.05.doc for further details of this process.
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Absence to Payroll
Leave Entry Process Diagram
Manager /
Delegate Leave
Entry
No
Bulk Entry
(WebADI)
Valid Entry?
No
Yes
Employee Leave
Entry
Valid Entry?
Yes
Manager /
Delegate
Approval
Yes
Approved
Absence
Yes
Yes
Valid Entry?
Valid Entry?
No
Leave
Payment
No
OSS Leave Entry
(On Behalf of
Employee)
OSS Leave Entry

(Adjustment)
Employee Self-Service Entry

Employees will enter applications for leave online via Oracle Employee Self Service (ESS). This can be for a future period, in
advance or in arrears.
Employees can modify existing leave applications that are not pending for approval (i.e. before submitting the entry, or after
the request has been approved or rejected), however employees will not be able to delete existing leave entries.
The modification or deletion of the existing absence entries can only be performed by the employee if the absence if for a
future date. Once the start date and end date of the absence booking has elapsed the employee will no longer be able to
modify the leave booking.
During the absence entry process via self service the employee can nominate if the leave is to be paid in advance. This will be
processed by the standard Advance Pay process within Oracle Payroll.
All payment for leave and associated allowances will be driven from the leave bookings entered within Oracle HRMS. Where
the employee is required to enter timesheets (either electronically within Oracle, in an external system or manually) the hours
entered on the timesheet should correlate to the absence bookings entered. If there is a discrepancy between the time entered
on the timesheet and the absence entry the timesheet should not be accepted until the absence booking or the timesheet entry
has been amended so the two records are aligned.
Self-Service Absence Type List of Values (LOV)
OSS require the list of absences available to the employee to select from when entering an absence to be restricted based on
eligibility. This list of values will be restricted by modifying the standard LOV to only display absence types satisfy one
of the following criteria:
1.
The employees current assignment is eligible to the element according to the element links defined for the absence type
element;
2.
The employee has an outstanding entitlement for the absence type.
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In addition to this criteria an additional value will be defined against the absence type in Oracle to determine if the absence
type should be visible in the self service applications. This is to allow leave types such as Workers Compensation to be
entered by OSS only via the professional user interface.
Manager Self-Service Entry

In the same manner as employees entering absences via ESS, managers can enter absences on behalf of their subordinates
within Manager Self-Service (MSS).
The same functionality is available for the manager as was available for the employee, therefore Managers can submit
applications for leave on behalf of subordinates online via Oracle Manager Self Service (MSS). This can be for a current
period, in advance or in arrears.
In addition, managers can modify existing leave applications that are pending for approval. Managers can also delete existing
leave entries.
The modification or deletion of the existing absence entries can only be performed by the manager if the absence is for a future
date. Once the start date and end date of the absence booking has elapsed the manager will no longer be able to modify the
leave booking. The modification to elapsed entries will need to be performed within the professional user interface by OSS.
During the absence entry process via self service the manager can nominate if the leave is to be paid in advance. This will be
processed by the standard Advance Pay process within Oracle Payroll.
Managers will also be able to approve or reject leave applications that are entered directly by the employee or when entered
on behalf of the employee via OSS.
It is also a requirement that these functions can be delegated to another nominated employee to manage the leave applications
for the managers subordinates.
Manual Leave Applications

Where an employee does not have access to Employee Self Service and/or cannot enter the leave applications electronically
the request will be submitted by a paper based application to the employees manager or delegate to be entered into Oracle on
their behalf.
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Leave Payment Diagram

Absence Element
Hours Taken
Leave Payment Fast Formula

Leave with Loading
Leave without Loading
Leave with Loading

Payment Element
Pay Value
Leave without Loading

Payment Element
Hours
Pay Value
Hours
Leave Loading Payment Formula

Leave Loading Amount
Leave Loading Payment

Element
Shift Loading Amount
Shift Leave Loading

Payment Element
Pay Value
Pay Value
Standard Leave Payment

Leave payments are driven from the leave bookings entered into Oracle Applications via Self-Service, WebADI, Professional
User Interface or via an external application. As an employee takes leave an element entry is created within Oracle Payroll
that spans the pay periods affected. This element is processed during the payrun for the employee to generate payment.
Details in relation to Leave loading, Staff Movements, Higher Duties, Retrospective Payments and Pay in Advance have been
incorporated into the BF140 Absence to Payroll V1.04 document.
Refer to the BF140 Absence to Payroll v1.7 for further details of the business process flow for Leave.
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Open and Closed Issues for this Deliverable

Open Issues
Details contained within the BF140 deliverables.
ID
Issue
Resolution
Responsibility
Target Date
Impact Date
Responsibility
Target Date
Impact Date
Closed Issues
Details contained within the BF140 deliverables.
ID
Issue
Resolution
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AIM

BP.080.3 FUTURE PROCESS

October 19, 2005

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BP.080.3 Future Process Model

Oracle Solution Architect

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BP.080.3 Future Process Model

Document Control ................................................................................................................ ii

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BP.080.3 Future Process Model

Payroll to Payment ...................................................................................................... 99

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Accounting to Financial Reports

BP080 OSS Future Process Model v3.0.doc

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BP080 OSS Future Process Model v3.0.doc

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Only one Set of Books is proposed.

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Accounting to Financial Reports

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Variations can occur by:

GST Governance: Ad Hoc compliance checks during the processing period.

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Period End Close to Financial Reports

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