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  • John May
    Read your post with great interest.  In my experience, the best implementations of Oracle PPM will involve business transformations.  As a starter, when you're implementing Oracle PPM, you need to help your users focus on the question of whether the enterprise (or internal organization) is going to commit to working in a project-focused environment.  This is different from other more process-focused business environments.  Also, get your project/program managers involved from the start.  Try to focus/encourage their involvement.  Design your solutions to help them do their job.  Many times I've seen the accounting users impose their viewpoint on how projects are setup to the determent of usability factors necessary for Project team members.
    Secondly, make sure you have a discussion on defining "what is a project?"  This has many dimensions and will direct you to establishing a firm foundation to build your solution.
    Third, you mentioned resource management.  Defining internal 'owners' of projects versus 'owners' of resources will be important on several dimensions in the cross-charge/intercompany solution(s) that you will be building out.
    Those are just some basic thoughts for you to consider.  Wish you all the good fortune of rolling out your project.
  • John May
    A working version of any financial plan is essentially in 'draft' mode.  You can have many working versions; therefore
      *   If there is only one working version it will always be the 'current'.
      *   To edit specific version, you designate one working version as current.
         *   Only one version can be designated as 'current' (just like baselined budgets and published forecasts)
         *   As the current version, the user is allowed to edit
         *   Furthermore, there are certain reports that specifically identify the current working version.