Projects:Project Profitability Review/Functional Specification

Contents 1 Project Profitability Review - Functional Specifications 1.1 Overview 1.1.1 Purpose 1.1.2 Scope 1.2 Current functionality 1.2.1 Project budgeting (expenses limitation) 1.2.2 Project revenues and expenses planning 1.2.3 Project revenues and expenses tracking 1.2.4 Project profitability tracking 1.2.5 Project profitability reporting 1.3 Areas of improvement 1.4 Design Considerations 1.4.1 Dependencies 1.5 Functional Requirements 1.5.1 User Roles & Profiles 1.5.2 Business process definition 1.5.2.1 Project Budgeting 1.5.2.2 Project Revenues and Expenses Planning 1.5.2.3 Project Revenues and Expenses Tracking 1.5.2.4 Project Profitability Tracking 1.5.2.5 Project Profitability Reporting 1.5.3 User stories 1.5.3.1 Project Budgeting 1.5.3.2 Project Revenues and Expenses Planning 1.5.3.3 Project Revenues and Expenses tracking 1.5.3.4 Project Profitability Tracking 1.5.3.5 Project Profitability Reporting 1.5.4 Functional Requirements Based on Business Processes 1.5.4.1 Project Budgeting 1.5.4.2 Project Revenues and Expenses Planning 1.5.4.3 Project Revenues and Expenses Tracking 1.5.4.4 Project Profitability Tracking 1.5.4.5 Project Profitability Reporting 1.5.5 User Interface Mockups 1.5.5.1 Project Budgeting 1.5.5.2 Project Revenues and Expenses Planning 1.5.5.3 Project Revenues and Expenses Tracking 1.5.5.4 Project Profitability Tracking 1.5.5.5 Project Profitability Reporting 1.6 Technical Requirements 1.7 Open Discussion Items 1.8 Closed Discussion Items

Project Profitability Review - Functional Specifications

Overview

Purpose

Review of the whole process of project profitability tracking and reporting.

Scope

This project will

1. review the current functionality,
2. define and prioritize the areas of improvement,
3. and develop enhancements

for the business processes of

1. project budgeting (expenses limitation),
2. project revenues and expenses planning,
3. project revenues and expenses tracking,
4. project profitability tracking
5. and project profitability reporting.

Current functionality

Project budgeting (expenses limitation)

1. User story
   1. Sarah, the project manager, is launching a new project of type Software consultancy.
   2. She creates a new multiphase project and sets its project type to Software consultancy.
   3. Since she already defined in the project template (type) the limited expenses (budget) per product, those are copied into the project.
   4. She can modify (increase or decrease) those expenses limitations per product in order to better fit the project needs.
2. Business process
   1. Sarah has defined previously the expenses limits for the Software consultancy project type.
      1. She goes to Project Type window (Project & Service Management || Setup || Project Type) and selects Software consultancy record.
      2. Inside Standard Budget tab, she fills a line per each product that she wants the expense to be limited, recording the limit amount.
   2. Sarah opens a new multiphase project (Project & Service Management || Transactions || Multiphase Project) and sets its project type to Software consultancy by clicking, Set Project Type button.
   3. When setting the project type, the pop-up window offers her the possibility to Copy Standard Budget (expenses limits) or not. She ticked the check-box in order to copy the expenses limits.
   4. She then enters Project Budget tab and modifies/removes/adds some of the expense limits for the current multiphase project.

Project revenues and expenses planning

1. User story
   1. Sarah, the project manager, makes some estimations on project revenues and expenses based on her experience in previous projects of the same type.
   2. For this, she queries the real revenues and expenses of the previous projects of the same type in order to make a more accurate estimation.
   3. She records those estimated/planned data in the project header. But she can not:
      1. Detail those revenues and expenses per product/concept.
      2. Copy automatically these revenues and expenses estimations from a project template (project type).
2. Business process
   1. Sarah reports project profitability (Project & Service Management || Analysis Tools || Project Profitability) with Project Type filter equals to Software Consultancy and looks for the following data:
      1. Real service revenue.
      2. Real cost.
      3. Real reinvoiced expenses.
      4. Real expenses.
   2. With this information of previous projects of the same type, she fills in the project header the following fields (Project & Service Management || Transactions || Multiphase Project):
      1. Service Revenue: estimated (planned) revenues for the services (products with product type = services) provided during the project.
      2. Service Cost: estimated cost of providing those services, that is, the cost of the human resources involved in providing those services.
      3. Service Margin %: estimated profitability margin for the services provided during the project. Many times one is not concerned about the net amounts of revenues and expenses but about the final profitability margin in %.
      4. Planned Expenses: estimated expenses in collateral goods or services (taxis, hotels, meals, servers, ...) that happen during the execution and supply of of the services.
      5. Reinvoiced Expenses: amount of those collateral expenses that we estimate that the customer will accept to be re-billed for.
      6. Expenses Margin %: estimated balance in % between the collateral expenses and the amount that the customer accepted to be re-billed for. Ideally, this margin would be zero (the customer was re-billed for all the collateral expenses), but is usually negative (we had some expenses that the customer did not accept to pay) and rarely positive (the customer paid us for our expenses more than we spent).

Project revenues and expenses tracking

1. User story
   1. Sarah would like to daily know which is the status of revenues and expenses of the project she is managing. In detail she would like to have:
      1. The total amount of revenues of the project so far (total amount of completed sales invoices associated to this project).
      2. Compare this amount to the planned revenue that she was expecting showing, for instance, the % of completion.
         1. She was expecting (she planned) to make a $120.000 revenue for this project.
         2. The real revenues of the project so far are $90.000.
         3. The % of completion of the revenue plan is 75% (75% of the revenue plan reached).
         4. This number appears in orange (0% to 50% - red; 50% to 80% orange; 80% to 100% and over: green; these percentages should be configurable by the user).
      3. The total amount of service revenues of the project so far (total amount of completed sales invoices associated to this project for products with product type = service).
      4. Compare this amount to the planned service revenue that she was expecting showing, for instance, the % of completion.
      5. The total amount of re-invoiced revenues of the project so far (total amount of completed sales invoices associated to this project for expenses which have been re-billed to the customer).
      6. Compare this amount to the planned re-invoiced revenue that she was expecting showing, for instance:
         1. The % of completion (planned vs real).
         2. Net amount for completion (planned - real).
   2. She would also have all this information for the expenses in order not to exceed the planned expenses:
      1. Total amount of expenses so far.
      2. Planned amount of expenses.
      3. Total cost (man/hours) so far.
      4. Planned cost.
      5. Total collateral expenses so far.
      6. Planned collateral expenses.
   3. Besides, she is also interested in comparing real expenses with budgeted expenses.
   4. She would also like to have this real revenue/expenses vs planned revenue/expenses and real expenses vs budgeted expenses information per product/concept.
   5. She would also like to have some alerts related to the items listed above:
      1. To be informed when 90% (percentage should be configurable by the user) of planned revenue is reached.
      2. To be informed if budgeted expenses have been surpassed.
2. Business process
   1. Nowadays Sarah can only use the project profitability report (Project & Service Management || Analysis Tools || Project Profitability) where she can only track the following information per project:
      1. Planned services revenue.
      2. Real service revenue.
      3. Planned cost.
      4. Real cost.
      5. Planned reinvoiced expenses.
      6. Real reinvoiced expenses.
      7. Planned expenses.
      8. Real expenses.
   2. She has no:
      1. % information of completion (planned vs real).
      2. Net information of completion (planned - real).
      3. Detailed information per concept/product.

Project profitability tracking

1. User story
   1. Sarah would like to be informed daily about the profitability of the projects that she is managing. Actually she would like to:
   2. Know how much the project has to collect to reach the planned profitability.
      1. She has planned a 8% of profitability for the Software consultancy project.
      2. The project total revenues so far are $70.000.
      3. The project total expenses so far are $65.000.
      4. The current project profitability is 7.14%.
      5. The extra revenues to reach the planned 8% profitability is $652 (the project has to reach a $70.652 revenue, keeping the same expenses).
   3. Be informed (alerted) when:
      1. A project becomes profitable (total revenues > total expenses).
      2. A project surpasses a certain profitability.
2. Business process
   1. Nowadays, Sarah can only report project profitability (Project & Service Management || Analysis Tools || Project Profitability) where she is informed about:
      1. Planned services profitability (margin) in %.
      2. Real services profitability (margin) in %.
      3. Planned expenses profitability (margin) %.
      4. Real expenses profitability (margin) %.
      5. Planned project profitability in net amount.
      6. Planned project profitability (margin) in %.
      7. Real project profitability in net amount.
      8. Real project profitability (margin) in %.

Project profitability reporting

1. User story
   1. Once the Software consultancy project is over, has to present a project profitability report to her superior. She has to inform about:
      1. The whole project profitability.
      2. The profitability of each of phases and tasks of the project.
      3. The detailed revenue and expenses per concept/product in an Excel like way so she can make some calculations.
      4. The profitability of each of the concepts/products that were involved into the project.
      5. The planned revenues and expenses versus the real ones for each of the products/products that were involved into the project.
      6. The real expenses versus the budgeted ones in order to see whether the budget has been surpassed.
2. Business process
   1. Nowadays, Sarah can only report the whole project profitability (Project & Service Management || Analysis Tools || Project Profitability) where she is informed about:
      1. Planned services profitability (margin) in %.
      2. Real services profitability (margin) in %.
      3. Planned expenses profitability (margin) %.
      4. Real expenses profitability (margin) %.
      5. Planned project profitability in net amount.
      6. Planned project profitability (margin) in %.
      7. Real project profitability in net amount.
      8. Real project profitability (margin) in %.

Areas of improvement

Areas of improvement of project budgeting (expenses limitation), project revenues and expenses planning, project revenues and expenses tracking, project profitability tracking and project profitability reporting are listed and prioritized at Project Profitability Review - Areas of improvement spreadsheet. They are sorted descendantly by Requirement score column: higher functional impact with lower difficulty.

Any feedback is welcome at the project forum.

Design Considerations

Dependencies

Functional Requirements

User Roles & Profiles

The Management team is responsible for doing all kind of project related activities. Mainly they have to,

* Project Budget.

* Plan the project(With Expected revenues & Expenses).

* Track the revenues & expenses till end.

* Track the profitability of the project.

* Report the profitability of the project.

Business process definition

The following five basic steps are involved in this process.

Project Budgeting

Budgeting is the initial step for getting into the project.For creating budget, a project manager has to know all relevant details before stating. He needs to create a project template(Project Type), which shows all phases and tasks involved in this process.He has to budget for all phases/tasks by, concept by concept(Product).

He needs to define all details in template,so that he can create a budget for all process.He can take previous inputs for creating budget.Budget includes all revenues,expenses and reinvoiced amount.Mainly this phase is for limiting the expenses.

Project Revenues and Expenses Planning

Based on the project template, manager has to to create plan for starting the project.He can use already developed templates for creating any project, can split the project as different phases,can split phases into many tasks.To complete a project, they has to complete phase by phase or task by task. Manager has to create a budget for all phases/task.

Manager has to create project with template(Project Type),with all phases and tasks. In all levels he can add/remove any details. He can add product in all levels, so that can able to view cash levels for all product by product(For reporting).He has to derive Service Revenue,Service Cost,Planned Expenses and Reinvoiced Expenses,and has to enter in project header level.

Project Revenues and Expenses Tracking

This process is for comparing the planned amount and real amount in order to track the project completion.Colors can be set to differentiate the process levels.A manager can track all expenses and revenues, product by product. There is a limitation for expenses for all products.If it exceeds, a alert will be raised to control outflows.Different alerts can be set in order to know the expenses level.A separate process window is for referencing all details relevant to all transactions against project.

Expense & Revenues relevant reports are used to show/track the current expense levels for each product.

Project Profitability Tracking

A manager is responsible for tracking the profitability of the project.He should be aware of,

* Planned services profitability (margin) in %.

* Real services profitability (margin) in %.

* Planned expenses profitability (margin) %.

* Real expenses profitability (margin) %.

* Planned project profitability in net amount.

* Planned project profitability (margin) in %.

* Real project profitability in net amount.

* Real project profitability (margin) in %.

The above details can be tracked for each project,phase,task or product. Alerts can be set in order to track profitability levels.For Eg. a alert will be raised if profit exceeds some percentage.Document process window is for tracking all details with transactions.Reports relevant to expenses/revenues and profitability are useful for Project profitability tracking.

Project Profitability Reporting

Manager has to report the profitability of the project.He should report the same details that he has tracked.

* Planned services profitability (margin) in %.

* Real services profitability (margin) in %.

* Planned expenses profitability (margin) %.

* Real expenses profitability (margin) %.

* Planned project profitability in net amount.

* Planned project profitability (margin) in %.

* Real project profitability in net amount.

* Real project profitability (margin) in %.

The above details can be tracked for each project,phase,task and product.Reports relevant to expenses/revenues and profitability are useful for reporting.These reports showing all values with comparisons.

User stories

Project Budgeting

1. Sarah, the project manager, is launching a new project of type Software consultancy.
2. She creates a new multiphase project and sets its project type to Software consultancy.
3. Since she already defined in the project template (type) the limited expenses (budget) per product, those are copied into the project.
4. She can modify (increase or decrease) those expenses limitations per product in order to better fit the project needs.

Project Revenues and Expenses Planning

1. Sarah, the project manager, makes some estimations on project revenues and expenses based on her experience in previous projects of the same type.
2. For this, she queries the real revenues and expenses of the previous projects of the same type in order to make a more accurate estimation.
3. She is creating new project with multiple phases and tasks based on the project template.
4. She is defining the project cost,revenues,planned expenses and reinvoiced expenses.
5. She can define it for each project/phase/task/product.

Project Revenues and Expenses tracking

1. Sarah would like to daily know which is the status of revenues and expenses of the project she is managing. In detail she would like to have:
   1. The total amount of revenues of the project so far (total amount of completed sales invoices associated to this project).
   2. Compare this amount to the planned revenue that she was expecting showing, for instance, the % of completion.
      1. She was expecting (she planned) to make a $120.000 revenue for this project.
      2. The real revenues of the project so far are $90.000.
      3. The % of completion of the revenue plan is 75% (75% of the revenue plan reached).
      4. This number appears in orange (0% to 50% - red; 50% to 80% orange; 80% to 100% and over: green; these percentages should be configurable by the user).
   3. The total amount of service revenues of the project so far (total amount of completed sales invoices associated to this project for products with product type = service).
   4. Compare this amount to the planned service revenue that she was expecting showing, for instance, the % of completion.
   5. The total amount of re-invoiced revenues of the project so far (total amount of completed sales invoices associated to this project for expenses which have been re-billed to the customer).
   6. Compare this amount to the planned re-invoiced revenue that she was expecting showing, for instance:
      1. The % of completion (planned vs real).
      2. Net amount for completion (planned - real).
2. She would also have all this information for the expenses in order not to exceed the planned expenses:
   1. Total amount of expenses so far.
   2. Planned amount of expenses.
   3. Total cost (man/hours) so far.
   4. Planned cost.
   5. Total collateral expenses so far.
   6. Planned collateral expenses.
3. Besides, she is also interested in comparing real expenses with budgeted expenses.
4. She would also like to have this real revenue/expenses vs planned revenue/expenses and real expenses vs budgeted expenses information per product/concept.
5. She would also like to have some alerts related to the items listed above:
   1. To be informed when 90% (percentage should be configurable by the user) of planned revenue is reached.
   2. To be informed if budgeted expenses have been surpassed.

Project Profitability Tracking

1. Sarah would like to be informed daily about the profitability of the projects that she is managing. Actually she would like to:
   1. Know how much the project has to collect to reach the planned profitability.
   2. She has planned a 8% of profitability for the Software consultancy project.
   3. The project total revenues so far are $70.000.
   4. The project total expenses so far are $65.000.
   5. The current project profitability is 7.14%.
   6. The extra revenues to reach the planned 8% profitability is $652 (the project has to reach a $70.652 revenue, keeping the same expenses).
2. Be informed (alerted) when:
   1. A project becomes profitable (total revenues > total expenses).
   2. A project surpasses a certain profitability.

Project Profitability Reporting

1. Once the Software consultancy project is over, has to present a project profitability report to her superior. She has to inform about:
   1. The whole project profitability.
   2. The profitability of each of phases and tasks of the project.
   3. The detailed revenue and expenses per concept/product in an Excel like way so she can make some calculations.
   4. The profitability of each of the concepts/products that were involved into the project.
   5. The planned revenues and expenses versus the real ones for each of the products/products that were involved into the project.
   6. The real expenses versus the budgeted ones in order to see whether the budget has been surpassed.

Functional Requirements Based on Business Processes

Functional requirements can be classified based on the process as below.

Project Budgeting

Requirement 1: Budgeting at a Project Level

Num	Requirement	Importance	Status
1.1	A new tab called 'Project Budget' will be created as a child of 'Multiphase Project' and 'Service Project' tabs. It will have the following fields in the following order (first number indicates the line and second number the position in the line). 1.1 Client: (mandatory and read-only: same value as project) 1.2 Organization: (mandatory and read-only: same value as project) 2.1 Product: mandatory product selector (any product should be allowed to be selected, not only products with 'Product Type' = 'Service' or 'Expense type' since you can make purchase invoices related to projects with any product). 2.2 Attribute Set Value: attribute set value selector (even if product has an attribute set, attribute set value will not be required). 3.1 Quantity: quantity field. 3.2 UOM: read-only field. Value is set when selecting the Product. The value is selected from product's card UOM and does not take into account secondary UOMs. 4.1 Budget: amount field. 4.2 Currency: drop-down field with the list of currencies. If some amount is typed and the currency is blank, the currency is set to the project header currency (if any): one can change it at any time. If the currency was not blank before typing the amount, this value has to be kept.	Must have
1.2	Restrictions: * Product is unique per project budget. * If quantity is not null, UOM should be not null and vice versa. * If amount is not null, currency should be not null and vice versa. * Amount and quantity can not be null at the same time (but they can be not null at the same time): at least one of these fields has to be filled.	Must have

Requirement 2: Budgeting at a project type level

Num	Requirement	Importance	Status
2.1	A new 'Standard Budget' tab will be created as a child of 'Project Type' tab. It will have the following fields in the following order (first number indicates the line and second number the position in the line). 1.1 Client (mandatory and read-only: same value as project type) 1.2 Organization (mandatory and read-only: same value as project type) 2.1 Standard Product: mandatory product selector (any product should be allowed to be selected, not only products with 'Product Type' = 'Service' or 'Expense type' since you can make purchase invoices related to projects with any product). 2.2 Attribute Set Value: attribute set value selector (even if product has an attribute set, attribute set value will not be required). 3.1 Standard Quantity: quantity field. 3.2 UOM: read-only field. Value is set when selecting the Product. The value is selected from product's card UOM and does not take into account secondary UOMs. 4.1 Standard Budget: amount field. 4.2 Currency: drop-down field with the list of currencies. If some amount is typed and the currency is blank, the currency is set to the entity base currency: one can change it at any time. If the currency was not blank before typing the amount, this value has to be kept.	Must have
2.2	Restrictions: * Product is unique per standard budget. * If quantity is not null, UOM should be not null and vice versa. * If amount is not null, currency should be not null and vice versa. * Amount and quantity can not be null at the same time (but they can be not null at the same time): at least one of these fields has to be filled.	Must have
2.3	When setting a project type (clicking 'Set Project Type' button in the project header), one should be allowed to decide whether he wants the standard budget to be copied or not. A new check-box called 'Copy Standard Budget' has to be added to set project type filter window. The check-box will be ticked by default. When clicking 'OK', standard budget lines have to be copied (exactly the same products, attribute set values, quantities, UOMs, amounts and currencies) into the project budget lines. If previous project budget lines were recorded, they have to be maintained.	Must have

Project Revenues and Expenses Planning

Requirement 1: Review usage of planned expenses and planned revenues

Num	Requirement	Importance	Status
1.1	Multiphase and Service Project windows have fields in Amounts and History panels which fields are calculated by triggers (taking lines or phases and tasks values) and read-only in some cases but not in others. This process has to be modified by the following way, A) Amount panel: Planned Amount: BUG. In Service Projects: read-only and calculated automatically. In Multiphase Projects: hidden. Planned Quantity: BUG. In Service Projects: read-only and calculated automatically. In Multiphase Projects: hidden. Planned Purchase Amount: 2 BUGS. In Service Projects: read-only and calculated automatically. In Multiphase Projects: hidden. Planned Margin: 2 BUGS. In Service Projects: read-only and calculated automatically. In Multiphase Projects: hidden. Contract Amount: keep it as it is. Contract Quantity: keep it as it is. Service Revenue: Change name to Planned Service Revenue. Service Cost: Change name to Planned Service Cost. Service Margin %: Change name to Planned Service Margin %. Planned Expenses: keep it as it is. Reinvoiced Expenses: Change name to Planned Reinvoiced Expenses. Expenses Margin %: Change name to Planned Expenses Margin %. B) History panel: Invoice Amount: hide in both Multiphase and Service Projects Invoice Quantity: hide in both Multiphase and Service Projects Project Balance: hide in both Multiphase and Service Projects Analysis is done at https://issues.openbravo.com/view.php?id=4481	Must have

Requirement 2: Detailed planned revenues and expenses per product at a project level (in % or net)

Num	Requirement	Importance	Status
2.1	A new tab 'Project Planned R&E' will be created as a son of 'Multiphase Project' and 'Service Project' tabs wih the following fields in the following order (first number indicates the line and second number the position in the line). 1.1 Client (mandatory and read-only: same value as project) 1.2 Organization (mandatory and read-only: same value as project) Product-------------------------------------------------------------------- 2.1 Product: mandatory product selector (any product should be allowed to be selected, not only products with 'Product Type' = 'Service' or 'Expense type' since you can make purchase invoices related to projects with any product). 2.2 Attribute Set Value: attribute set value selector (even if product has an attribute set, attribute set value will not be required). Planned Quantity----------------------------------------------------------- 3.1 Planned Quantity: quantity field. 3.2 UOM: read-only field. Value is set when selecting the Product. The value is selected from product's card UOM and does not take into account secondary UOMs. Planned Revenue------------------------------------------------------------ 4.1 Planned Revenue: amount field. 4.2 Currency: drop-down field with the list of currencies. If some amount is typed and the currency is blank, the currency is set to the project header currency (if any): one can change it at any time. If the currency was not blank before typing the amount, this value has to be kept. Planned Expenses------------------------------------------------------------ 5.1 Planned Expenses: amount field. 5.2 Currency: drop-down field with the list of currencies. If some amount is typed and the currency is blank, the currency is set to the project header currency (if any): one can change it at any time. If the currency was not blank before typing the amount, this value has to be kept. Planned Margin------------------------------------------------------------ 6.1 Planned Margin: amount field. 6.2 Currency: drop-down field with the list of currencies. If some amount is typed and the currency is blank, the currency is set to the project header currency (if any): one can change it at any time. If the currency was not blank before typing the amount, this value has to be kept. 7.1 Planned Margin %: number field.	Must have
2.2	Restrictions: Product is unique per project planned R&E. If quantity is not null, UOM should be not null and vice versa. If amount is not null, currency should be not null and vice versa. At least one of these fields has to be filled: quantity, revenue, expenses, margin or margin %. IF PE NULL AND PR AND PM NOT NULL: PE=PR-PM IF PR NULL AND PE AND PM NOT NULL: PR=PE+PM IF PR AND PE NOT NULL: PM=PR-PE AND PM%=(PR-PE)*100/PR OTHERWISE, NO ACTION IS TAKEN CONVERSION RATES BETWEEN CURRENCIES HAVE TO BE TAKEN INTO ACCOUNT!	Must have
2.3	When adding, updating or deleting planned R&E records, in the header of the Multiphase or Service project the following fields have to be updated, Planned Service Revenue: has to be read-only and equal to the sum of planned revenues of products with product type = Service Planned Cost: has to be read-only and equal to the sum of planned expenses of products with product type = Service. Planned Service Margin: has to be read-only and equal to the % of the difference between planned revenues and planned expenses of products with product type = Service: PSM = (EPR-EPE)*100/EPR where E is a sumatory. CONVERSION RATES BETWEEN CURRENCIES HAVE TO BE TAKEN INTO ACCOUNT!	Must have

Requirement 3: Detailed planned revenues and expenses per product at a project type level (in % or net)

Num	Requirement	Importance	Status
3.1	A new 'Standard Planned R&E' tab will be created as a child of 'Project Type' tab. It will have the following fields in the following order (first number indicates the line and second number the position in the line). 1.1 Client (mandatory and read-only: same value as project) 1.2 Organization (mandatory and read-only: same value as project) Standard Product-------------------------------------------------------------------- 2.1 Standard Product: mandatory product selector (any product should be allowed to be selected, not only products with 'Product Type' = 'Service' or 'Expense type' since you can make purchase invoices related to projects with any product). 2.2 Attribute Set Value: attribute set value selector (even if product has an attribute set, attribute set value will not be required). Standard Planned Quantity----------------------------------------------------------- 3.1 Standard Planned Quantity: quantity field. 3.2 UOM: read-only field. Value is set when selecting the Product. The value is selected from product's card UOM and does not take into account secondary UOMs. Standard Planned Revenue------------------------------------------------------------ 4.1 Standard Planned Revenue: amount field. 4.2 Currency: drop-down field with the list of currencies. If some amount is typed and the currency is blank, the currency is set to the project header currency (if any): one can change it at any time. If the currency was not blank before typing the amount, this value has to be kept. Standard Planned Expenses------------------------------------------------------------ 5.1 Standard Planned Expenses: amount field. 5.2 Currency: drop-down field with the list of currencies. If some amount is typed and the currency is blank, the currency is set to the project header currency (if any): one can change it at any time. If the currency was not blank before typing the amount, this value has to be kept. Standard Planned Margin------------------------------------------------------------ 6.1 Standard Planned Margin: amount field. 6.2 Currency: drop-down field with the list of currencies. If some amount is typed and the currency is blank, the currency is set to the project header currency (if any): one can change it at any time. If the currency was not blank before typing the amount, this value has to be kept. 7.1 Standard Planned Margin %: number field.	Must have
3.2	Restrictions: Product is unique per standard planned R&E. If quantity is not null, UOM should be not null and vice versa. If amount is not null, currency should be not null and vice versa. At least one of these fields has to be filled: quantity, revenue, expenses, margin or margin %. IF PE NULL AND PR AND PM NOT NULL: PE=PR-PM IF PR NULL AND PE AND PM NOT NULL: PR=PE+PM IF PR AND PE NOT NULL: PM=PR-PE AND PM%=(PR-PE)*100/PR OTHERWISE, NO ACTION IS TAKEN CONVERSION RATES BETWEEN CURRENCIES HAVE TO BE TAKEN INTO ACCOUNT!	Must have
3.3	When setting a project type (clicking 'Set Project Type' button in the project header), one should be allowed to decide whether he wants the standard planned revenues and expenses to be copied or not. A new check-box called 'Copy Standard Planned R&E' has to be added to set project type filter window. The check-box will be ticked by default. When clicking 'OK', standard planned R&E lines have to be copied (exactly the same products, attribute set values, quantities, UOMs, amounts and currencies) into the project budget lines. If previous project planned R&E lines were recorded, they have to be maintained.	Must have

Project Revenues and Expenses Tracking

Requirement 1: Project Revenues and Expenses Tracking Report

Num	Requirement	Importance	Status
1.1	In order to track in detail revenues, expenses and budgets, a Project R&E Tracking report is proposed showing the following information. The real revenues: RR The planned revenues: PR The net difference between planned and real revenues: NDRRPR The revenues completion %: %RRPR The real expenses: RE The planned expenses: PE The net difference between planned and real expenses: NDREPE The expenses completion %: %REPE The budgeted amount: BA The net difference between budgeted and real expenses: NDBARE The budget completion %: %BARE The net real margin (real revenues - real expenses): NDRRRE The real quantity: RQ The planned quantity: PQ The net difference between planned and real quantities: NDRQPQ The quantity completion %: %RQPQ The budgeted quantity: BQ The net difference between budgeted and real quantities: NDRQBQ The budgeted quantity completion %: %RQBQ See mockup at http://spreadsheets.google.com/ccc?key=0AohY6-U9-FFVdElVVnZlV0FzOXhvTExjclp0anV6OGc	Must have
1.2	It would be nice that colors could show at a glance the "irregular" data (real > planned or real > budgeted). These colors and margins for colors should be configurable by organization / project type / project / business partner / product.	Must have

Requirement 2: Alerts and restrictions based on project plans and budget

Num	Requirement	Importance	Status
2.1	Alerts and restrictions are an useful way to inform about the revenues and expenses evolution. The following are proposed: Alert when a project or project product (quantity or amount) surpasses the plan. Alert when a project or project product (quantity or amount) has reached a certain % of the total budget. Alerts or restrictions on new expenses when they surpass the project or project product budget.	Have Next

Requirement 3: Completed documents related to the project

Num	Requirement	Importance	Status
3.1	A new read-only tab called 'Project Documents' should be created as son of 'Multiphase project' and 'Service Project' tabs. This tab would be based on a view which will display, per each line: Client: of the document Organization: of the document Project Product (concept) Quantity UOM Concept Type: 4 possible values: Service Cost (when comes from processed time sheet lines associated to the project). Service Revenue (when comes from completed sales invoice lines associated to the project with product type = service). Expense (when comes from completed purchase invoices associated to the project). Re-invoiced Expense (when comes from completed sales invoices lines associated to the project with product type != service) Amount: amount as it appears in the document, no conversion is performed. Currency: currency as it appears in the document. Converted Amount: amount concerted to the project header currency. Project Currency: currency of the project header. Document Type: 4 possible values: Time Sheet Line Service Sales Invoice Line Purchase Invoice Line Re-invoiced Sales Invoice Line Document: showing the identifier of the document. Description: if any in the document. Comments: if any in the document. All the columns will be shown in the grid and in the filter pop-up window.	Have Next

Project Profitability Tracking

Requirement 1: Alerts based on project profitability (margin)

Num	Requirement	Importance	Status
1.1	Alerts are an useful way to inform about the project profitability. The following are proposed: Alert when a project becomes profitable (total revenues > total expenses). Alert when a project or project product profitability (margin) is above a certain % or certain amount. Alert when a project or project product profitability (margin) is below a certain % or certain amount for a certain period of time since the project started.	Have Next

Requirement 2: Real and expected project profitability in header

Num	Requirement	Importance	Status
2.1	In project header it would be useful to directly display the following fields in read-only : Real Revenues Real Expenses Real Margin Real Margin %	Have Next
2.2	Based on the real expenses, 4 new non-mandatory fields would be interesting: Expected Revenues: by default, sum of Planned Service Revenues + Planned Re-invoiced Expenses. If this value is changed, the Expected Margin and Expected Margin % are changed based on Real Revenues value. Real Expenses: read-only field with same value as above Expected Margin: by default, sum of Planned Service Revenues + Planned Re-invoiced Expenses - Planned Cost - Planned Expenses. If this value is changed, the Expected Revenues and Expected Margin % are changed based on Real Revenues value. Expected Margin %: by default, % of Planned Service Revenues + Planned Re-invoiced Expenses - Planned Cost - Planned Expenses. If this value is changed, the Expected Revenues and Expected Margin are changed based on Real Revenues value.	Have Next

Project Profitability Reporting

Requirement 1: Detailed project profitability report showing each single expense and revenue per product

Num	Requirement	Importance	Status
1.1	A detailed project profitability report, product per product with the following fields, The real revenues: RR The planned revenues: PR The net difference between planned and real revenues: NDRRPR The % difference between planned and real revenues: %RRPR The real expenses: RE The planned expenses: PE The net difference between planned and real expenses: NDREPE The % difference between planned and real expenses: %REPE The budgeted amount: BA The net difference between budgeted and real expenses: NDBARE The % difference between budgeted and real expenses: %BARE The net real margin (real revenues - real expenses): NDRRRE The % real margin: %RRRE The net planned margin (planned revenues - planned expenses): NDPRPE The % planned margin: %PRPE The margin difference (real margin - planned margin): MD The margin difference %: %MD The real quantity: RQ The planned quantity: PQ The net difference between planned and real quantities: NDRQPQ The % difference between planned and real quantities: %RQPQ The budgeted quantity: BQ The net difference between budgeted and real quantities: NDRQBQ The % difference between budgeted and real quantities: %RQBQ See mock-up at http://spreadsheets.google.com/ccc?key=0AohY6-U9-FFVdE8zek1IMHFabmIyeUphWU91U3BjWEE	Must have
1.2	It would be nice that colors could show at a glance the "irregular" data (real > planned or real > budgeted). These colors and margins for colors should be configurable by organization / project type / project / business partner / product. See feature request https://issues.openbravo.com/view.php?id=4515	Must have

User Interface Mockups

This section gives mock-ups for all requirements which have importance like 'Must Have'.

Project Budgeting

Requirement 1: Budgeting at a Project Level

A new tab called 'Project Budget' will be created as a child of 'Multiphase Project' and 'Service Project' tabs with fields as below, for project budgeting.

Multiphase Project:

Service Project:

Requirement 2: Budgeting at a project type level

A new 'Standard Budget' tab will be created as a child of 'Project Type' tab with fields as below, for project budgeting.

Project Revenues and Expenses Planning

Requirement 2: Detailed planned revenues and expenses per product at a project level (in % or net)

A new tab 'Project Planned R&E' will be created as a child of 'Multiphase Project' and 'Service Project' tabs with fields as below,

Multiphase Project:

Service Project:

Requirement 3: Detailed planned revenues and expenses per product at a project type level (in % or net)

A new tab 'Standard Planned R&E' will be created as a child of 'Project Type' tabs with fields as below,

Project Revenues and Expenses Tracking

Requirement 1: Project Revenues and Expenses Tracking Report

See mockup at http://spreadsheets.google.com/ccc?key=0AohY6-U9-FFVdElVVnZlV0FzOXhvTExjclp0anV6OGc

Project Profitability Tracking

This section does not have requirements which has importance like 'Must Have'.

Project Profitability Reporting

Requirement 1: Detailed project profitability report showing each single expense and revenue per product

Mock-up at http://spreadsheets.google.com/ccc?key=0AohY6-U9-FFVdE8zek1IMHFabmIyeUphWU91U3BjWEE

Technical Requirements

Open Discussion Items

Closed Discussion Items