Monday, September 27, 2021

PBCS Dimensions

 PBCS application contains dimensions. Dimensions are like categories for your data.

1)      Required Dimensions

6 + 1 Required dimensions


 1 scenario and version kind of go together because they make up where your budget is in the life cycle of your budget process.

2 Period and year go together. They make up your budget time structure.

3 Account is driving force to store data

4 Entity is driving force for the budget


1)      Additional Dimensions

User-defined dimensions are dimensions above and beyond what you need. E.g. Product, Channel, Employee, Project etc.

Dimension Hierarchies

There are three different ways to refer to members.

1)      Genealogy

2)      Levels

3)      Generations 




PBCS Cloud subscription features

PBCS provides end-to-end business processes to meet the requirements of most organizations.

PBCS allows you to create one application for each subscription to an EPM Cloud Service.

Understanding PBCS Home Page

 When any company buys PBCS (standard or enterprise), they receive POD details from Oracle.
·       URL to access PBCS
·       Credentials

It is better way to understand sections of home page.
1.       Navigator
Similar to On premise Navigator – directs user to various actions.
The Navigator menu is reached from clicking the Navigator button in the upper left corner of the home page. And this connects you to the functionality that you have access to. And it's listed by category.
2.       Navigation Flow
Directs user back to navigation screen
3.       Infolet
Second dot if available directs to infolet.
4.       Clusters
Cluster is an icon that contains group if cards. We can think of cluster as container.
5.       Announcement Area
The Announcements area displays any system announcements that have been entered by the administrator.
6.       Settings and Actions menu
Settings and Actions menu, which is available from your login username, gives you the ability to reload your navigation flow, manage your downloads, contact customer support, etc
7.       Cards
A card is an icon that navigates you to the corresponding functional area.
The application cluster. So this accesses the following cards. Overview, Settings, Valid Intersections, Data Exchange, and Jobs.

Sunday, September 26, 2021

PBCS Life Cycle

 What are responsibilities of PBCS end user and PBCS implementer?

From #Oracle Documentation reference, it can be explained in simple steps as given below:

PBCS End User Responsibilities:

PBCS Implementer Responsibilities:

Saturday, September 25, 2021

Modules of PBCS

PBCS Definition 

PBCS à Planning Budgeting Cloud Service

Oracle Planning is a budgeting, planning, and forecasting solution that provides functionality, such as streamlining data through web, mobile, and Excel-based interfaces,

  • ·       A calculation engine called Calculation Manager, to promote business modeling with complex rules and allocations-- that's where we'll be seeing Groovy.
  • ·       We do have out-of-the-box pre-built best practice planning modules.
  • ·       Potentially sophisticated budget review processes-- you are able to use the approval process and workflow to set that up.
  • ·       Infolets and dashboards to focus on your most important information-- that's giving the information consumer a very good visual way to see what's going on in your organization.
  • ·       Dynamic reporting capability-- we have a lesson on that.
  • ·       And then freeform and customizable business processes

Cloud Service

Two types of Cloud service 
  1. Standard Cloud Service
  2. Enterprise Cloud Service 

PBCS Modules 

PBCS provides complete planning, budgeting and forecasting solutions for business modules. It includes  best practice predefined content including forms, Calculations, Drivers, Key performance indicators. 

5 PBCS modules are given below:

>> integrated driver-based, trend-based, and direct input planning for your income statement, balance sheet, and cash flow accounts.

>> allow you to link your financial plan with Workforce so that you can plan for headcount and compensation.

>> allows you to plan for long-term impacts of capital assets and capital expenses

>>  bridges the gap between your project planning systems and the financial planning process.

(More than one fiscal year)

>> allows you to plan for long-term strategic objectives

Tuesday, June 22, 2021

Manage FCCS (Financial Consolidation and Close Cloud Service) Support

 As famously said, “Learning how to think really means learning how to exercise some control over how and what you think”

Today, after receiving new target of streamlining FCCS support for one of our clients and try to finally achieve managed service contract instead of staff augmented one, I started thinking about some basics and here is the highlight.

What is FCCS?

Oracle Financial Consolidation and Close Cloud Service provides an end to end solution for both effectively and efficiently managing the consolidation and close process.
Oracle Financial Consolidation and Close Cloud Service ensures that processes are: dependable and
correct, timely and transparent, streamlined and efficient and, compliant and auditable.

 FCCS features

Ø  Close and Consolidation : Cash flow, Balance sheet, Income statement, Rollovers, Call-to-Actions, and more are automatically calculated. Leverage multi-GAAP driven with full currency support, inter-company eliminations, equity eliminations, adjustments, and applications detailed data tracking.

Ø  Process and Workflow : Provide enterprise level collaboration with dynamic, data-driven approval orchestration. Ensure audit compliance for tasks like Journal Adjustment with enforced segregation of duties, powerful scheduling capabilities, role and data access rights

Ø  Integration : Built-in connectivity to core source systems, such as ERP and others, for consolidation and close needs.

Ø  Best Practice Consolidation Out-of-the-Box : Pre-configured consolidation model making it easy to meet global reporting requirements like IFRS and GAAP, helping drive significant cost and time savings

Ø  User Experience : Provide real-time insight and access to data with interactive process and financial dashboards

Ø  Transparent Reporting : Financial consolidation data with pre-built cash flow, balance sheet, and income statement lets you report with confidence.

FCCS Consolidation and Reporting Process


As FCCS support is all on my mind at the moment, here are high level steps. 

·       Daily Health Check report of EPM stack to EPM stakeholders before business hours begin.

The report will include all detailed tasks required like availability of FCCS environments, application status, backup status, any nightly schedule update etc.

We can start with the report we understand from initial requirement and it will then mature over next few days.

·       Application and System monitoring (Depending upon the support band, it can be 24/7 or 16/7 or 8/7 or 16/5 or 8/5)

·       All activities from above table for Corporate Activity and Joint Activity will be managed by FCCS support team under appropriate tickets and correct band SLA.

·       Troubleshooting in any of activities listed in above table.

·       Application and System backups apart from ones provided by Oracle.

 I guess the activities chart and list of support activities will enhance gradually as project proceeds further.


Wednesday, June 2, 2021

EPM LDAP migration to Microsoft Azure

 Recently faced issue in one of my colleague - friend's account on weekend. Thank you Apurv for including me in this issue and resolution process. 

Something new to learn 😃

Issue: Hyperion HFM workspace was only accessible with ADMIN credentials. Business users cannot perform any action within HFM.

Cause: Host Name for ‘LDAP Active Directory’ server changed due to Migration of server to MS-Azure cloud. (Note: Domain name kept same but Volvo HFM was using Host Name to connect Active directory).


  1. At first, this looks very easy to update the Host Name in current LDAP Active Directory. But this failed miserably. By updating Host Name, HFM workspace became inaccessible with any credentials (including Admin credentials though they are part of Native Directory).
  2. The solution keeping in mind that ‘No credentials allowed to log into HFM workspace’.
    1. Deactivate LDAP Directory connection from backend (Through CSSConfig method).
    2. Restart the EPM Services. Server reboot is mandatory.
    3. Then accessing env with admin credentials to add new LDAP connection.
    4. Restart the EPM Services. Server reboot is mandatory.
  3. CSSConfig Method:
    1. Go to Foundation server. Access ‘C:\Oracle\Middleware\User_projects\epmsystem\bin
    2. Execute command ‘epmsys_registry.bat view shared_services_product’. This will generate a fresh CSSConfig file which is containing LDAP connection details.
    3. Open CSSConfig file in Notepad Editor and here you can Deactivate the already present LDAP directory from <Search Order> section. (Note: Do not remove NATIVE directory from file).
    4. To check if you have done the changes correctly in CSSConfig file, rename it to CSSConfig.xml and check if changes are reflecting correctly while opening XML file in browser.
    5. After editing the CSSConfig file, execute ‘epmsys_registry updatefile shared_services_product/@CSSConfig CSSConfig.xml’ to upload the properties within Shared services.
    6. IMP Notes:

                                                               i.      Perform these actions while keeping EPM service running

                                                             ii.      If you are using clustered environment, you have to make changes only on 1 Foundation server & then it will reflect in the other servers too.

                                                           iii.      Reboot of Server is mandatory after this step.

                                                           iv.      After starting the EPM services, wait for Foundation_services & RA_Framework to produce log as ‘RUNNING MODE’. This is crucial because in some cases EPM service restart does not mean complete start of Shared Services. You can check ‘sysout’ logs to reflect ‘RUNNING MODE’.

Monday, May 24, 2021


After we tried to understand finance and budget basics in last blog, time to understand the budget process of any organization in general. 

The purpose of a budget process is to provide, in a consolidated form, the necessary guidelines for annual budget preparation and approval. This guideline will aid in the preparation of the annual budgeting cycle program that is prepared and circulated by the CFO.

1.    Key Stages of the Budget Process

·       Meeting of senior management chaired by CEO to gain a clear understanding of the strategic intent and direction of the Organization in the next year. Though the budget process is largely driven by the finance department, it is important for it to have the support of the top management in the Organization for it to be taken seriously.

·       Communication from the CEO to the HOD’s – Business Units (BU) heads on the strategic intent and key focus of the budget.

·       The Chief Data Officer – CDO will prepare economic assumptions.

·       HOD's and Business Units (BU's) have the responsibility for developing programs and coordinating the budgets within their area of responsibility. They will prepare performance analysis of past immediate period and develop individual annual business plans indicating clearly the objectives, targets, priorities, actions needed to achieve the targets, expected results/timelines (if any), and resources needed. A consolidated proposal will be submitted to Finance.

·       CFO will prepare a forecast for current period to year-end to form basis of comparison for next budget period.

·       The CFO will obtain management’s key financial and operational targets, review the plans and other submissions, and consolidate the overall Organization master budget.

·       Preparation by Finance of the budget instructions and models to capture the strategic direction from the EXCO meeting. The key information to be prepared by the CFO are as follows:

·       Detailed budget instructions

·       Budget preparation matrix

·       Budget resource matrix

·       Detailed departmental/BU budget model

·       Staff cost budget model

·       Capex BU and consolidation model

·       Guidance notes for budget models

·       Consolidation budget model

·       Budget reports format for management

·       Budget time table

·       Detailed budget instructions sent by the Management Accountant to Budget Holders. The budget instructions will include a time table and the note will emphasise the importance of meeting the submission deadline.

·       Through a separate note, the Management Accountant will send the blank detailed budget models together with guidance notes for the models. Note that models to each department/BU is slightly modified to suite their requirements.

·       BU Budget Holders to gather information and complete the required sections of the detailed budget model.

·       Budget Holders submit their draft budgets to the Management Accountant for review and inclusion of central costs (such as insurance) and allocation of shared costs from support Cost Centres.

·       The MAA sends back the complete models to the Budget Holders after inclusion of allocated shared costs so that they can have a final review of their department’s/BU's overall position.

·       Budget Holders submit the final budgets to the MAA after signed-off budgets by the HOD’s for overall Organization consolidation.

·       The MAA then uses the Income Statement budget to prepare the budgeted balance sheet in consultation with the business units.

·       During this phase, some Income Statement numbers such as interest and Organization charges may change due to budgeting on financing of the business. However, changes to the Income Statement are expected to be minimal.

·       Initially the opening balances used will be those of the latest balance sheet prepared (usually that of 30th September) to give a feel of the budgeted balance sheet position. However, the movement numbers are considered final.

·       The budgeted balance sheet is finalised after the financial year-end when the year-end balance sheet numbers can be used as opening balances in the budget balance sheet. 

·       The master budget is reviewed by the Executive committee (EXCO) for recommendation to the Board.

·       Once the Income Statement and balance sheet budgets are finalised, they are presented to the Board as draft budgets by the CEO and CFO.

·       Review and approval of the overall Organization budgets by the Board. Once the budgets have been signed-off by the Board, they cannot be changed for the rest of the new financial year.

·       Though the environment is not static, Budget Holders are expected to put a lot of thought in to their budgets and thus come up with realistic budgets.

·       Any changes to the environment that significantly alters the key assumptions and parameters used for preparation of the budgets will be used as explanations to the variances between actual and budgets. The reason for not allowing changes to the budgets in between the new financial year is meant to discourage budget holders from requesting for changes at the slightest excuse when they realise they may not meet their budget. It is also meant to ensure budget holders take the budget process seriously knowing their performance will be assessed against the budgets.

·       The budgets are important for operational control and are used as comparatives against actuals in the management accounts.

2.             Budget Consolidation

·       The CFO assisted by the Management Accountant (MAA) will perform the following:

·       Review submissions for consistency with company’s policy framework, objectives, strategies, goals and targets as well as contracts and approved maintenance plans, manpower plans, and capital expenditure plans.

·       Check and confirm that the departmental budgets have been prepared within set parameters and budget guideline earlier provided.

·       Check and confirm appropriateness of budget allocation costs submitted.

·       Seek any points of clarification or agree appropriate amendments of departmental/BU budgets as applicable with the Budget Holders.

·       Check and confirm consistency and accuracy of arithmetic computations where applicable.

·       Compare consistency with performance trends. 

·       Once reasonably satisfied with the departmental/BU budget submission the CFO consolidates all departmental budgets into a draft master budget that will be presented to the  Executive committee for  recommendation for submission to the Board.

·       Although it is the responsibility of CFO to present the draft consolidated budget, the particular division or department/BU is still accountable for figures presented and should defend their budget submission where required.

·       The CFO will engage the departmental/BU heads and agree on revisions so as to align the overall Organization’s Budget.

·       Where necessary, the CFO will make changes to the draft budget as agreed by management. Final acceptance and approval by management should not be later than one month preceding the beginning of the financial year being budgeted for.

·       The CFO then prepares a budget approval motivation paper for presentation to the Board Committee and the Board as applicable. The CFO will present the budget to the Board for approval not later than one month preceding the beginning of the financial year being budgeted for.

Once approved by the Board, the CFO will be responsible for ensuring the budget is uploaded on the accounting system. The upload will be done per budget line. 


Saturday, May 22, 2021


 Being a techie, I always felt understanding finance is supremely impossible. However, some help from experts over last few days made it possible to understand basic finance and budget and purpose behind Enterprise Performance Management.

As an individual, we do this planning and budgeting regularly. We plan some long term goal e.g. buy a home after 5 years.

Then plan annual savings around the long term plan.

Then allocate part of earnings to savings, to monthly expenses etc. 

An attempt to summarise the finance and budget.


Every Organization must prepare and maintain an annual budget, approved by the Board, to guide operations of the Organization for the year. Budgets and budgetary control are important operational control tools used by the Organization to achieve its strategic objectives.


To describe the systems and procedures to be followed in the preparation of budgets. The key objectives are as follows:

·       Planning - To assist Management in developing realistic financial plans and establish if the Organization has the resources required to accomplish the planned activities.

·       Funds mobilisation - To mobilise resources by showing projects, sources, results to be achieved, and the surplus or deficit, to form the basis of the Board's approval of funds.

·       Cost control/activity implementation - To control actual implementation costs against budgeted expenditure and enforce discipline in the management of funds.

·       Monitoring and evaluation - To evaluate the level of success at the end of the year.

·       Goal congruence - To ensure harmony and synergy in the achievement of the Organization 's set goals and targets.


The Organization will prepare and have in place a long-term strategic plan approved by the Board (mainly 5-year plans).

The Organization will break its long-term strategic plans in to annual activities by translating the plans in to annual budgets. The annual budget will be approved prior to the year in which it relates to. The Budget year will always coincide with the Organization’s financial year.

The Budget will be consistent with the approved strategic plan. There will be a responsibility/activity based budgeting system for each department/cost centre.

After the budget has been approved by the Board, it will be the responsibility of Head of Division (HOD) to administer/ implement his/her budget properly.

The annual budget will be broken into monthly budgets to facilitate comparison of actual results with the budget.

A monthly management report showing the Organization and departments performance, will be produced by Finance and made available at the end of the twentieth working day of the following month, comprising of:

·       Income statement with budget and prior year comparatives for the Organization - For the month

·       Income statement with budget and prior year comparatives for the Organization - Cumulative for the year to the reporting month

·       Income statement with budget and prior year comparatives for each department - For the month

·       Income statement with budget and prior year comparatives for each department - Cumulative for the year to the reporting month

·       Statement of financial position with budget and prior year comparatives for the Organization

The Executive committee of organization will hold a meeting to review the Organization’s performance (per the report) and respective unit managers/heads will provide explanations for variances and recommend corrective measures where necessary to management. The report will also be used by HOD's to control their expenditures and to identify possible overruns before they occur.

Budget overruns will not be allowed and this will be enforced by the CFO. In cases where they occur, there will be prepared a supplementary budget to be approved by the Board or a high level authorisation by the CEO will be obtained before the related expenditure is incurred as stipulated in the Authorities Manual (AM).

Each department will prepare work programme and budget proposals and submit to Finance  (CFO) / Management Accountant by second week of October for consolidation. The specific budget guidelines will be issued by Finance in the second week of August in line with the strategic plan. These guidelines will give an overall view on the priorities and the objectives to be achieved in the budget year. 

The Organization will adopt a zero budgeting approach that requires the HOD's (Budget Holders) to develop plans of activities in line with the strategic plan and justify allocation of resources.

The HOD‘s will develop goals and targets in form of Key Performance Indicators (KPIs) to be achieved in the concerned budget year. The targets should be provided in an easily understood and measurable framework adopting a Triple Bottom Line (“TBL”) approach and should include:

·       Financial KPIs: These will include the traditional profit measurement metrics of revenues, expense, and Income.

·       Social KPIs: These will include measuring metrics such as governance, fair operating procedures, and labour practices (for example proportion of women in the workforce, average wage rate per category of employees, and number of leave days taken per employee). These KPIs will be largely guided by the Organization’s HR policy.

·       Environment KPIs: These will include tracking of variables such as electricity usage, water usage, and fuel usage. The Organization’s  Corporate Social responsibility policy provides a guiding framework for these environment KPIs

The Capital Expenditure (CE) budget will be co-ordinated by Chief Human Resources and  Administration or delegated authority and it follows similar timeframe.

We will next understand about details of this budget approval process in organization.