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AIM

BP.080.3 FUTURE PROCESS MODEL Office of Shared Services Build Stage 1Note: This document is current as of Build Stage 1 (26th October 2005) and willbe updated further during the Build Phase.

Author: Creation Date: Last Updated: Document Ref: Version:

Oracle Consulting September 15,2005 October 19, 2005 5.00 3.0


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BP.080.3 Future Process Model

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Document ControlChange Record4

Date 15-Sep-05 15-Sep-05 22-Sep-05 27-Sep-05 12-Oct-05 19-Oct-05

Author Oracle Consulting Mark Price Mark Price Mark Price Glyn East Mark Price

Version

Change Reference No Previous Document Baseline version Added Payroll InformationIssued Updated Payroll information - Issued Included AR, updated after Build Stage 1 - Issued

0.1 0.2 1.0 2.0 3.0

Reviewers

Name Dean Cunnane Stan Toohey Phil May

Position Oracle Solution Architect Business Processes Lead, HR and Payroll Business Processes Lead, Finance

Distribution

Copy No. 1 2 3 4

Name Library Master Glyn East Ian Grundy/Jason Pentony

Location 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 yourname 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

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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 ................................................................................................... 10Taxation......................................................................................................................... 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....................

............................................................................. 33Execution 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 Equityand 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


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...............................................................................97 Payroll .................................................................................................................................. 98 Time Collectionto Payroll.......................................................................................... 98File Ref: BP080 OSS Future Process Model v3.0.doc (v. 3.0) Company Confidential- For internal use only Page iii


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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

File Ref: BP080 OSS Future Process Model v3.0.doc (v. 3.0) Company Confidential- For internal use only

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IntroductionThe 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 counting 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 toconsider 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 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 largenumber of segments is not recommended. Typically, a chart of account structurecontaining 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. 1 2 3 4 5 6 Segment Name Entity Cost Centre Account Fund Project Agency Defined Example Length 3 7 6 3 8 6


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Multiple OrganisationsThe 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 structurewithin the Oracle Applications but does not represent the final solution.


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Sets of BooksWithin the Oracle Applications, the set of books is considered to be the highestlevel for financial reporting. It partitions and secures GL accounting information such as journal entries and account balances and is defined by:1. 2. 3. Calendar Currency 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 solutionwill have a single chart of account structure to be used for all entities. Youhave 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 requiredifferent functional/base currencies and report in another base currency

Only one Set of Books is proposed.


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Accounting to Financial ReportsSubledger Journals to PostProcess 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 ata 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 ApprovalProcess Summary For the Whole of Government (WoG), agencies are responsible forthe development of their budgets, complying with all Department of Treasury andFinance (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. Asthe 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 mayhave their own budgeting criteria, or budgeting perspectives for modeling theirbudget. External data or non-financialBP080 OSS Future Process Model v3.0.doc Company Confidential Page 10 of 117


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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 withbudget responsibilities within an agency to have direct access to the system. Line Managers will be able to prepare budgets and submit their budget informationdirectly into the OFA budgeting system for consolidation, analysis, review andapproval. Within each agency, there is an internal review and approval process during the budgeting cycle. Management at differing levels will review the budgetdata submitted by subordinates, then approve or reject the budget data. Once th

e 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 willalso be generated by the Agency for upload into the ATM of TIMS, satisfying DTFbudgetary 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 Linkfor 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. Oncethe extraction from GL is complete, using the OFA loading processes the data isloaded 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 distributedwithin 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 TopDown, 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 businessoriented 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 reporton this approval log can be generated and published to the portal page for review by the Agency's Budgeting Officers and Approvers of the submitted budgets. TheApprovers 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 Agency's approved budget needs to be submitted to OSS shared data set.The diagram above depicts the process for submitting a budget from an Agency tothe 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. Thisprocess is required to align the budget to the CoA structure within the GeneralLedger. 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 theapproved budget data from OFA into the GL system. This write back process will commerce after agencies have submitted their finalized approved budget to the OSSshared 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 writtenback to specific budgets defined in the GL. During the write back process, CoAaccount combinations for the budget data will be created in GL. As part of thisprocess 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 budgetorganisation. 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 validatingthe 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 Agency's 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 TrackingModule (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 willmap the TIMS accounts to the Counter Party Identifier (CPID). Most Accounts canbe mapped to a single CPID. However for accounts that have to be mapped to sever

al CPID, the amount for these accounts can be split based on a ratio defined byeach agency. The Agency Administrator will be required to review and adjust themapping prior to exporting the budget data. The Agency Administrator will submita 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 developedwithin OFA will need to be interfaced back to the Project Costing for reportingpurposes. 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 mappingtable will be used to correlate the projects defined within Project costing against the projects defined within OFA. Agencies will be responsible for reviewingand 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 functionalityfor publishing reports to the portal page.BP080 OSS Future Process Model v3.0.doc Company Confidential Page 17 of 117


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Variations can occur by: Incorrect coding of expenditure Unplanned expenditure Delays in posting expenditure Delays in Agency programs Incorrect budget amountsestablished. Variations to expenditure if proven can be corrected by completinga journal using the Web ADI functionality. amendments to budget are performed within OFA and an updated Budget will be uploaded to the GL. All

TaxationProcess Summary The Taxation (GST Reporting) business flow consists of three stages. 1. 2. 3. GST Governance: Ad Hoc compliance checks during the processing period. BAS Reconciliation: Reconciliation of BAS as per ASG/ASSIST GST Toolkit recommended methodology. BAS Lodgement: OSS and Agencies' review of BAS and subsequent OSS lodgement of BAS returns.

Process Flow


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Period End Close to Financial ReportsProcess SummaryPeriod 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 AssetsProcess SummaryReceipt 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 DepreciationProcess SummaryThe Assets to Depreciation business flow demonstrates the business processes formaintaining fixed assets and calculating depreciation. This flow enables usersto perform maintenance for individual assets or a range of assets. The businessflow 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 ReconciliationProcess SummaryAs 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 bankcharges etc. Whenever transactions are not reconciled, a user would investigateand manually reconcile the unreconciled lines on the bank statement.

Process Flow


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Credit to CashProcess Summary Credit Approval to CustomerAs part of the Credit Management process, there is a need to ensure that customer's credit limits are set up. The end user can set up credit limits while creatingthe 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, thecredit 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. OrderManagement is not in scope for the detailed design and build/test stages of thisimplementation.

Process Flow

Process Summary Customer Master Data Creation & MaintenanceCreation 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 customersneed to be updated. OSS has a requirement to create and maintain customers andcustomer 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 CashAs 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 throughcredit card/cheques/B-Pay /EFT. These need to be captured and recorded into thesystem 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 Oraclesystem, either through Accounts Receivables or directly into the General Ledger


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Process Flow

Statement to CollectionsProcess SummaryAs 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 caseof 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 areto 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 CostingPlan to Project BudgetProcess SummaryPlan to Project Budget demonstrates the business process flow covering the creation and maintenance of a project, as well as, the addition and maintenance of abudget 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 initialbudget. 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 FlowOSS Draft Future Business Flow : Plan to Project Budget External Project ManagementEnterprise Roles OSS Project Manager Agency ApproverPM5801 PM5801

Extract & Extract & Maintain Maintain Project Plan Project Plan

Project manager maintains the work plan for the project.

Export Project Plan? No END

Yes

PM5802 PM5802

Export Export Project Project Plan Plan Project manager Exports project work plan from external system.

External Project Management

Project Definition, Creation & MaintenancePM5815 PM5815 PM5818 PM5818

Yes No Export Project Plan?PM5824 PM5824 PM5800 PM5800

Select Project Select Project Template & Work Template & Work Breakdown Structure Breakdown Structure PM selects appropriate project template which defines work breakdown structure

Define Define Project Project Details Details Project manager defines and sets up the project.

Approve Approve Project Project The project is approved.

Import Import Project Project Plan Plan

Yes Yes Ext. Plan Update Req.? No

PM5819 PM5819

Maintain Maintain Project Project Details Details


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Project manager maintains the project.

Project Execution to Asset

Projects, Financials

Project BudgetingPM5840 PM5840 PM5827 PM5827 PM5841 PM5841 PM5828 PM5828

Import Import From From OFA OFA

Import Import Project Project Budget Budget

Export Export To To OFA OFA

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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Doc Ref: 5.00OSS Draft Future Business Flow : Select Project Template & Work Breakdown Structure PM5815

PM5815.1 PM5815.1

Need to Need to create create Project Project Identified Identified

Project template available ?

PM5815.2 PM5815.2

Yes

Is Agency Supported by OSS ?

No

Select Select Project Project Template Template

No

Yes

PM5815.3 PM5815.3

Create and Maintain Project Template

Select Select Project Project Template Template

PM5818 Define Project Details

Enterprise Roles OSS Agency Member Project Manager


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

Complete Complete Required Required Project Project Details Details

Project WBS & Details Complete

No

Template Requires Permanent change


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Yes

YesPM5818.2 PM5818.2

Yes

NoPM5818.3 PM5818.3

Complete Complete Required Required Project Project Details Details


Yes

PM5824 Approve Project

Amend Amend Required Required Project Project Details Details

No


PM5818.4 PM5818.4

Amend Amend Required Required Project Project Details DetailsCreate & Maintiain Project Tempates


Yes


The define project details flow demonstrates the business process flow covering

the population of project related details, for newly created projects. This flowalso takes into account that under certain circumstances the details required for a newly created project may not exist within the template structures.BP080 OSS Future Process Model v3.0.doc Company Confidential Page 34 of 117


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In addition, this flow identifies if the existing templates are suitable for theproject, or if changes are required to project template(s), to support a shiftin the Agency business requirements.OSS Draft Future Business Flow : Define Project Details PM5819PM5819.1 PM5819.1

Identified Identified Need to Need to Amend Amend Project Details Project Details

PM5819.2 PM5819.2


No



No


YesPM5819.3 PM5819.3

Yes

NoPM5819.2 PM5819.2



Yes

Approve Project Execution to Asset


Yes

No


PM5819.3 PM5819.3

No


Create & Maintain Project Templates


Yes


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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, orif 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


No

Effect Effect Project Project Status Status Change Change

Maintain Project Details

Yes

No

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 of Review of Workflow Workflow

Approved ?

YesPM5824.3 PM5824.3


Notify Notify Agency Of Agency Of Projects Projects Availability Availability

Execution to Asset


Project Approval demonstrates the business process flow covering the approval ofa created project, enabling the project to incur expenditure.


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This sub flow supports the use of a project approval workflow, in the event thatthe 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 agentand create the project, on behalf of the agency. In this case where the projectis 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

Correct Correct Interface Interface Rejection Rejection

PM5827.2 PM5827.2

Review Review Rejection Rejection Reason Reason


Yes

Rejection is Interface Related

No

OFA Budget Tool Maintain Project Details

Copyright 2005, Oracle Corporation. All rights reserved. August 25, 2005 Release11i.10 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 PM5827PM5828.1 PM5828.1 PM5828.2 PM5828.2 PM5828.3 PM5828.3 PM5828.4 PM5828.4

Identified Identified Need to Need to Amend Amend Project Budget Project Budget

Is Agency Supported by OSS ?

No

Maintain Maintain Project Project Budget Budget

Submit Submit Project Project Budget Budget Change Change


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Review Review Project Project Budget Budget Change Change

YesPM5828.8 PM5828.8 PM5828.7 PM5828.7

YesPM5828.5 PM5828.5

Submit Submit Project Project Budget Budget Change Change

Maintain Maintain Project Project Budget Budget

Budget Correction Required

Review Review Rejection Rejection Reason Reason

No

No

Approved

NoPM5828.9 PM5828.9 PM5828.6 PM5828.6

Advise Advise Agency of Agency of Budget Change Budget Change Completed Completed

Identify Required Identify Required Correction for Correction for Rejection Rejection Reason Reason

YesMaintain Project Details

PM5828.10 PM5828.10

Review Review Changed Changed Budget Budget

No CorrectOFA Budget Tool Execution To Asset

Yes




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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 toenable the change to be effected within the GL.

Execution to AssetProcess SummaryProject Execution to Asset process flow demonstrates the business process flow covering the creation and maintenance of expenditure transactions, as well as thepassing of costed expenditures to the Oracle Fixed Assets application. The subflow supports the manual entry of expenditure batches, processing of integratedtransactions 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 ExpendituresPM 5857 PM5857 PM5848 PM 5848 PM 5851 P M5851

Plan to Pr oject Bud get

Process Process Project Project E xpe nd itures E xpe nd itures O SS periodic ally im port an d pr oc ess trans actions.

Ma nage Ma nage Project Project Com m itm ents Com m itm ents Create project r elated purch as e requisition an d purch as e orders.PM5862 PM 5862

Process Project Process Project Supp lier Supp lier Invo ice Invo ice E xpe nd itures E xpe nd itures Su pplier invoic es m atch ed an d proc ess ed in O S S..PM5863 PM5863

PM5858 PM 5858

Enterprise Roles O SS Agenc y M em ber Pr oject M anager

Process Process Project Project Allocatio ns Allocatio ns Project alloc ations pr oc ess, bas ed on agreed alloc ation schedules.

Ma nage Ma nage Project Project E xpe nd iture E xpe nd iture Adjustm ents` Adjustm ents` Project m an ager reviews project ch arges an d advis es of nec ess ary adjustments.

Process Process Project Project E xpe nd iture E xpe nd iture Adjustm ents Adjustm ents Project expen diture adjustm ents proc ess in O SS as r equired

P rojects, P urchasing, F ina ncia ls


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Project ExpendituresPM 5860 PM5860 PM5864 P M5864 PM5865 PM 5865

Generate G enerate Fina ncia l l Fina ncia Tra nsactio ns Tra nsactio ns Th e proc ess es required to gen er ate financial trans action to G en eral ledger are su bm itted.

Ma nage Ma nage Project Project Assets Assets 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.

Process Process Project Project Assets Assets Th e proc ess to transfer ass ets plac ed into s ervic e in subm itted.

Analysis to Project Closure Receipt to Assets

P rojects, F inancials

Copyright 2005, Oracle C orporation. A ll rig hts reserved. A ugust 25, 2005 R elease 11i.10 Slide 1


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Doc Ref: 5.00O SS D raft Future B usiness Flow : P roject E xecution to Asset P M 5857

Pr ocess L abor Ho urs

Pr ocess L abor Costs

Pr ocess Burde n C osts

Pr ocess M isc. Expe nditures

P M 5857.1 P M 5857.1

P M 5 857 .2 P M 5 857.2

P M 5857.3 P M 5857.3

Project Expe nd iture Project E xpe nd iture Source :: Source Labor Labor H oursH ours

Project Expe nd iture Project Expe nd iture Source :: Source Labor Labor C ost $C ost $

Project E xpe nd iture P roject E xpe nd iture Source :: S ource Burde n C osts

Burde n C osts

P M 5 857 .4 P M 5 857 .4

Project Expe nd iture Project Expe nd iture Source :: Source M isc. M isc. E xpend itures E xpe nd itures

Enterprise Roles O SS Agenc y M em ber Pr oject M anager PM 5857 Pr ocess Project Expen ditures

P M 5857.5 P M 5857.5

P M 58 57 .6 P M 5 857 .6

P M 58 57.7 P M 5 857 .7

Project E xpe nd iture Project E xpe nd iture Source :: Source Project Project Allocatio ns Allocatio ns

P roject Expe nd iture Project Expe nd iture S ource :: Source GL GL A llocations A llocatio ns

P roject Expe nd iture Project Expe nd iture S ource :: Source U sage U sage Transactio ns Tra nsactio ns

P M 58 57.8 P M 58 57.8

P roject Expe nd iture P roject Expe nd iture S ource :: S ource R eve nue S o urces R eve nue S o urces

Pr ocess Project A llocations

Pr ocess G L Project A llocations

Pr ocess Usage T ransactions


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Pr ocess Re ven ue So urces

C opyr ig ht 2005, O racle C orporation. A ll rig hts rese rved. A ug ust 25, 2005 R elease 11i.10 S lide 1

Process Project Expenditures demonstrates the business process flow covering thecreation and maintenance of project related expenditures. The details providedshow the numerous sources and transactions that may be incurred against a project. Each of these processes is described in detail and illustrated below, withina 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 5857PM 5857 Pr ocess L abor Ho urs PM 5860 G e nerate Financial Transactions

NoP M 5857.1.1 P M 5857.1.1 P M 5857.1.2 P M 5857.1.2 P M 5857.1.3 P M 5857.1.3 PM 5857.1.4 P M 5857.1.4

Prepare Prepare Project Project R elated R elated Labor H ours Labor H ours

U pload U pload Project Project R elated R elated Labor H ours Labor H ours

Subm it Subm it E xpe nd iture E xpe nd iture Batches Batches

R ejected R ecords

Yes

Ide ntify Ide ntify R eason R eason For For R ejection R ejection

P M 5857.1.8 P M 5857.1.8

P M 5857.1.7 P M 5857.1.7

P M 5857.1.5 P M 5857.1.5

C orrect C orrect D ata D ata On On Age nc y Ad vice Age nc y Ad vice

Ad vise of Ad vise of C orrectio ns C orrectio ns R equired R equired

N otify N otify Age nc y of Age nc y of R ejections R ejections

Yes

H ours D ata Error

No

P M 5857.1.6 P M 5857.1.6

Application Set Up M aintain Project Details

N otify N otify Age nc y of Age nc y of R ejection R ejection R eason R 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


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Process Labor costs demonstrates the business process covering the creation andentry 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 outsideof the Oracle application and entered as a charge against the project, as a precosted transaction. It is perceived that Agencies will either use this processto 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 CostsPM5857 Process Miscellaneous Expenditures PM5857 Process GL Balance Project Allocations PM5857 Process Project Allocations PM5860 Generate Financial Transactions

NoPM5857.3.1 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 Maintain Project Details

Notify Notify Agency of Agency of Rejection Rejection Reason Reason



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 BurdenCost schedules will be entered as part of the Agencies original configuration.


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Doc Ref: 5.00OSS Draft Future Business Flow : Process Miscellaneous Expenditures PM5857PM5857 Process Misc. Expenditures PM5860 Generate Financial Transactions

NoPM5857.4.1 PM5857.4.1 PM5857.4.2 PM5857.4.2 PM5857.4.3 PM5857.4.3 PM5857.4.4 PM5857.4.4

Prepare Prepare Misc Costs Misc Costs Expenditure Expenditure Batches Batches

Upload Upload Misc Costs Misc Costs Expenditure Expenditure Batches Batches

Submit Submit Expenditure Expenditure Batches Batches

Rejected Records

Yes


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 Advice Agency Advice

Advise of Advise of Corrections Corrections Required Required

Notify Notify Agency of Agency of Rejections Rejections

Yes

Batch Data Error

No

PM5857.4.6 PM5857.4.6





Process Miscellaneous Expenditures demonstrates the business process covering th

e 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

PM5857 Process Project Allocations

PM5860 Generate Financial Transactions


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NoPM5857.5.1 PM5857.5.1 PM5857.5.2 PM5857.5.2

Submit Submit Project Project Allocations Allocations

Rejected Records

Yes


PM5857.5.3 PM5857.5.3






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Process Project Allocations demonstrates the business process flow covering thecalculation of allocation amounts to be attributed against projects from a source of an existing project. This process relies upon maintenance and availabilityof 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

PM5860 Generate Financial Transactions

NoPM5857.6.1 PM5857.6.1 PM5857.6.2 PM5857.6.2

Submit Submit GL Balance GL Balance Project Project Allocations Allocations

Rejected Records

Yes


PM5860.6.3 PM5860.6.3





Process GL Allocations demonstrates the business process flow covering the calculation of allocation amounts to be attributed against projects from a source ofa balance in a General Ledger account. This process relies upon maintenance andavailability 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.


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Doc Ref: 5.00OSS Draft Future Business Flow : Process Usage Costs PM5857PM5857 Process Usages PM5860 Generate Financial Transactions

NoPM5857.7.1 PM5857.7.1 PM5857.7.2 PM5857.7.2 PM5857.7.3 PM5857.7.3 PM5857.7.4 PM5857.7.4

Prepare Prepare Usage Usage Batches Batches

Upload Upload Usage Usage Batches Batches

Submit Submit Expenditure Expenditure Batches Batches

Rejected Records

Yes


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 Advice Agency Advice

Advise of Advise of Corrections Corrections Required Required

Notify Notify Agency of Agency of Rejections Rejections

Yes

Batch Data Error

No

PM5857.7.6 PM5857.7.6





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

NoPM5848.1 PM5848.1


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Review Review Project Project Commitments Commitments

Action Required

Yes

Enterprise Roles OSS Agency Member Project Manager Requisition and Purchase Order Process Accounts Payable Invoice Process

PM5848.2 PM5848.2

Advise Advise Of Of Resolution Resolution



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Manage Project commitments demonstrates the business process flow covering the identification and analysis of committed expenditure against a project. The flowdoes 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

NoPM5857.1 PM5857.1 PM5857.2 PM5857.2

PM5857 Process Supplier Invoice Expenditures

Import Import Supplier Supplier Invoice Invoice Transactions Transactions

Review Review Import Import Output Output Report Report

Rejected Records

Yes

PM5857.3 PM5857.3

Maintain Project Details Amend Application Set Up




Process Supplier Invoice Expenditures demonstrates the business process flow cov

ering the transfer of Supplier Invoices from the Accounts Payable module, wherethe 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.


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Doc Ref: 5.00OSS Draft Future Business Flow : Generate Financial Transactions PM5860Process 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 General To General Ledger LedgerProcess Usage Transactions

Review Review Interface Interface Output Output Report Report

Rejected Records

Yes

Revenue TransactionPM5860.4 PM5860.4 PM5860.3 PM5860.3

Correct Correct Transactions Transactions source or amend source or amend Auto Accounting Auto Accounting




Generate Financial Transactions demonstrates the business process flow for the transfer of financial amounts from the Project module to the General Ledger. Eachof 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 PAmodule to generate the appropriate General Ledger account to effect a financialposting.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 PM5858 Process Project Allocations 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


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Manage Project Assets demonstrates the business flow for the identification andcollation 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 PM5865PM 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 AssetsPM5865.1 PM5865.1 P M5865.2 PM5865.2 PM5865.2 PM5865.2

Generate Generate Project Project Asset Asset Lines Lines

Review Review Project Project Asset Lines Asset L ines

Allocate Allocate Unassigned Unassigned Asset Asset Costs Costs

PM5865.1 PM5865.1

PM5865.2 PM5865.2

Fixed Assets Post M ass Additions

No

Rejected Lines

Interface Interface Asset Asset Lines Lines To F A To F A

Yes

Prepared for Capitalisation

Confirm Confirm W ith OSS W ith OSS Capitalisation Capitalisation Readiness Readiness

Yes

PM5865.1 P M5865.1

No

Review Revie w Rejected Rejected Lines Lines

PM5865.1 PM5865.1

PM5865.1 PM5865.1

Project Data Related YesPM5865.2 PM5865.2 PM5865.1 P M5865.1

No

Review Review Projects Projects And F A And F A Configuration Configuration

Prior Period Prior Period Asset Lines Asset Lines Interfaced Interfaced to FA toFA

Enterprise Roles OSS Agenc y M em ber Pr oject M anager

Review Review Asset Asset Rejections Rejections


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Notify Notify Agency Agency Of Of Rejections Rejections

PM 5864 M ana ge Project Assets

Next Period Processing

Copyright 2005, Oracle C orporation. A ll rights reserved. Septem ber 2, 2005 Release 11i.10 Slide 1

Process Project Assets demonstrates the business process covering the generationof amounts to be capitalised, for capital projects. These amounts are then transferred to the Fixed Assets module, for capitalisation.

Analysis to ClosureOSS Draft Future Business Flow : Analysis to Project ClosureProject Execution to Asset Project Execution to Asset Period End Close to Financial Reports

Project ExecutionPM5833 PM5833 PM5863 PM5863 PM5839 PM5839

Project Close OutPM5873 PM5873

Manage Manage Project Project

Manage Project Manage Project Expenditure Expenditure Adjustments Adjustments Project manager advises of all necessary expenditure item adjustments to the project prior to the period end close.

Review Review Project Project Performance Performance Project performance information is gathered and disseminated. This includes status reporting, progress measurement and forecasting.

Close Close Project Project Project manager gathers and disseminates all pertinent project information prior

to project completion. Project manager closes and archives the project.

Project manager analyzes budget to actual variances by project, task or resource. Review Capital Projects

Project Costing, Project Billing Option, Project Management

Project Costing, Project Billing Option, Project Management

Enterprise Roles Project Manager



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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 projectthrough the project lifecycle. This sub flow supports the changing of project statuses and review and adjustment of expenditures and budgets contained within aproject. 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 ResourcesHRMS FoundationProcess SummaryThe 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 involvedrepresentatives of the Office of Shared Services (OSS) and Oracle Consulting. Initiatives have included: Daily interactions between OSS staff and Oracle consulants, An initial conference room pilot (CRP 2.1) based on the Request for Tenderand initial understandings, Workshops following the CRP2.1 to clarify requirements, demonstrate functionality and prepare the subsequent CRP, CRP 2.2 to refineOSS business flows and functional needs

The Oracle modules covered were Human Resource Management (Core), Human Resources Self-Service, Oracle iRecruitment, Oracle Learning Management and PerformanceManagement. 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 FlowDepicted 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 / NewPage 47 of 117 Company Confidential

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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 whena 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 aposition 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 isthe 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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RecruitmentDepicted below is the Whole of Government Office of Shared Services Human Resources High Level Recruitment Process. This is the process that is followed when aposition becomes vacant and is required to be filled. The High Level Recruitmentprocess is broken down into more detail in the following processes: cancy Posting a Vacancy - Open Posting a Vacancy Closed `EntryLevel' 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 allthe 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 therecruitment 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 whenRAMS 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 thistype of vacancy is only used where the opportunity is of a finite periodnot to beused for permanent appointments.

Depicted below is the Whole of Government Office of Shared Services Human Resources `EntryLevel' 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 orexternal 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 anapplicant 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 managergoes 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 ManagementThe high level business flow depicted below is the Whole of Government Office ofShared Services Human Resources High Level Learning Management Process. This isthe process that is followed when a Manager or employee initiate a developmentprogram for the employee. The High Level Learning Management process is broken down into more detail in the following processes: Identify and Prioritise skaps 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 OfferingCreate 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 orother 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 processthat is followed when a Manager and Employee search for an appropriate Class within Learning Management and cannot find one. After approval an external course canbe 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 intothe Learning Management system after they've identified a learning activity in the OSS System, contacted the learning administrator and enrolled in a class. Thelearner's 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 ManagementThe 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 intomore detail in the following processes: Employee Performance Planning EmployeePerformance 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 completePlanning Meeting.

Government of WA

Internal Transfer of Person at GradeNew EmployeeHRPMPP01

Employee Performance Management Internal HAD (Temporary) of Person Promotion ofPerson PlanningManager & Employee Manager Prepare for meeting: Check JDF Check Agency Policy andGuidelinesHRPMPP06

New AssignmentHRPMPP02

Set up meetingHRPMPP05

Secondary AssignmentHRPMPP03

Planning Meeting Agree on: Objectives Competencies Performance Indicators Learning aths Career Development Other employee interestsHRPMPP07

Learning ManagementHRPMPP08

Manager & Employee Agree on meeting outcomes and set next meeting dateHRPMPP09 Yes

Move onto Progress Meeting ProcessHRPMPP10

No

Escalate for resolutionHRPMPP11

Process Key: Oracle Performance Mgt External system Office of Shared Services Agency

Depicted below is the Whole of Government Office of Shared Services Human Resour

ces Performance Management Employee Performance Planning Process. This is the process that is followed when a Manager and an existing employee set and completesa 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. Thisis the process that completes the Performance Management cycle. The employee andmanager 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 processthat 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 & SafetyDepicted 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 in

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