Financials--Job Cost

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Size: 812 KB, Version:1.0, Publication Date:3/6/2014
In this article, Ross Copeland presents a solid business case for using Subcontract Management, then provides a demonstration through setup instructions, screen shots, and other illustrations to walk us through the process from contract through completion. You will see how to process holdbacks and holdback releases, and how to handle tax requirements along the way.  
Size: 970 KB, Version:1, Publication Date:2/10/2010
We all know that any project is subject to changes throughout its lifecycle. And those changes need to be made, approved, and tracked so that they provide a detailed audit trail. Fortunately, we have people, like Bob DeMartino, who can provide us with an approach to track such changes using the Change Management module. Bob steps us through what this module is capable of and how it can be applied to Job Cost budgets, including a sample scenario to illustrate the effectiveness of this approach.  
Size: 144 KB, Version:1.0, Publication Date:7/10/2008
Job Cost vs. Work Orders? Which of these methods is most likely to meet your project's reporting needs? To help you sort out the best solution, Hartley Farmer provides an overview of both methods, then lists the decision points you'll need to consider before you select. So whether your project is very large or very small, this article will help you determine which is right for you.  
Size: 288KB, Version:1.0, Publication Date:9/21/2006
When Richard Berry first wrote about Profit Recognition, he gave us a detailed view from the "normal" setup, which included charging project costs to the Balance Sheet. But for some users--"normal" just wasn't going to cut it; they needed a way to charge directly to the Income Statement. So, Richard's back, this time to compare both methods, and the when and where you'll want to use the "alternative" method.  
Size: 642KB, Version:1.0, Publication Date:5/20/2006
The Job Cost module generates projections automatically and dynamically. Projections are required for profit recognition; actual amounts are compared with projections to compute percent complete at the detail Job chart line and also for the Job as a whole. But projections can also be used as valuable management information. In this article, Richard explains in detail, using practical examples and illustrations, how the various methods of computation work and the situations in which they might be used.  
Size: 482KB, Version:1.0, Publication Date:3/14/2005
Continuing his series on Job Costing, Richard tackles the subject of Profit Recognition. The subject is broken down into sections covering accounting principles and legal requirements, the concepts that lie behind the PeopleSoft approach (whether you like their approach or not), the setup required, and the month-end profit recognition process.  
Size: 366KB, Version:1.0, Publication Date:1/11/2005
Although this subject may seem basic, it is one of those areas where many Job Cost users struggle. The concept of chart of accounts design may seem straightforward at first sight, but the PeopleSoft Job Cost module is capable of great sophistication. The Job Chart is the heart of the system and it is critical to get it right. There are many acceptable alternatives, but he main objective is to design a chart that will quickly display critical cost management information and be sufficiently succinct.  
Size: 316KB, Version:1.0, Publication Date:9/15/2004
This is the first of a series on Project Costing. In this article, you will learn about more than just the software. The approach is to present the concepts and business requirements surrounding Job Costing, then to explain how these are addressed by PeopleSoft EnterpriseOne. Whether you already use Job Costing or are just now considering its implementation, be sure that you will learn plenty from this installment.  
Size: 150 KB, Version:1.0, Publication Date:7/1/2002
What can you say about a consultant who is willing to share his Top 10? Thank you, Randall! Reading this will undoubtedly save clients a great deal of aggravation later. Do it right the first time.  

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