Oracle Project Management Cloud 2026 Implementation Professional cheat sheet

Enterprise Structures define the primary ledger, legal entity, and business unit that a project-owning organization uses; a project business unit can own projects across multiple legal entities.

Project Types are the central configuration object: they control cost, billing, revenue, and burdening options plus the task/team/control defaults inherited by every project created from them.

Project Role setup determines which job roles can be assigned to a project team and which role the application treats as project manager for workflow and approval routing.

Reference data (project statuses, expenditure types, burden structures, rate schedules, and transaction types) must be defined and enabled before it can be attached to a project type.

Key profile options govern default project type, currency, calendar, and whether project costs are summarized; these are set at site, product, or user level in Functional Setup Manager.

Setup and Maintenance task lists should be completed in dependency order: enterprise structures, then reference data, then project types, then transaction controls.

Document sequencing and approval management are configured per business unit; project-related transactions such as expenditure batches and invoices inherit these rules.

Period close configuration and the open/closed status of accounting periods directly control whether project cost and billing transactions can be accounted and transferred to the ledger.

Project structure is hierarchical: project, then tasks (WBS), optionally with subtasks; rollup of cost, budget, and revenue follows the task hierarchy.

A project can be created as a standalone project or as a program/contract project that contains multiple child projects; financial rollup and reporting differ accordingly.

Financial Plan Types define whether a plan is a budget or forecast and control which plan versions are approved; only one baseline plan per project type is typically used for budget.

Budget and forecast amounts are entered at the task level and rolled up; total project cost equals the sum of raw cost plus burden, and the plan captures both.

Burdening applies overhead to raw cost via burden structures and cost bases; the burdened cost is what appears in cost reporting and billing calculations.

Multi-currency projects store amounts in the project currency and the ledger currency; currency conversion uses the rate schedule assigned to the project or ledger.

Project and task dates drive scheduling and cost distribution; financial plans can be spread by cost or by period depending on the plan configuration.

Cross-charge and intercompany rules govern how costs incurred in one legal entity are billed or transferred to another when a project spans entities.

Expenditure items are the atomic unit of project cost; each expenditure item carries an expenditure type, organization, and optionally a task and cost burden.

Cost distribution runs against expenditure items to generate cost distribution lines; only distributed cost is eligible for capitalization, billing, and revenue recognition.

Transaction controls on the project type determine which expenditure types are allowed and whether transactions are billable or non-billable by default.

Time cards and expense reports flow into project costs through labor and non-labor expenditure types; approval of the source transaction is required before costing.

Burdening is applied during cost distribution when the project type and burden structure dictate; burden cost codes classify the overhead components.

Adjustments and reversals are handled by creating adjusting expenditure items rather than editing posted costs, preserving audit trail.

Capitalization of project costs uses the project cost to asset transfer process, generating asset lines and transferring to fixed assets.

Period close for projects requires that all costs be distributed, accounted, and transferred to the general ledger before the accounting period can be closed.

Bill plans define the billing method (for example, rate-based, amount-based, or percent-complete) and the billing cycle; a project can have multiple bill plans.

Bill rates come from rate schedules attached to the bill plan; rate overrides at the project or task level take precedence over the schedule default.

Revenue recognition methods include percent complete, percent spent, and amount-based; the revenue plan must be generated before revenue can be recognized.

The percent-complete method derives earned revenue from the ratio of actual cost to total estimated cost at completion, so the estimate must be maintained.

Invoices are generated from billable transactions by running invoice generation; the invoice is then reviewed, approved, and transferred to receivables.

Unbilled receivables arise when revenue is recognized before billing; billed-but-not-revenue items arise when billing precedes revenue recognition.

Retainage and holdback rules withhold a percentage of billing until release conditions are met; retainage is tracked separately from normal receivables.

Intercompany and cross-charge billing use provider and receiver business units to route costs and revenue between legal entities correctly.

Resource management uses resource pools and resource organizations; resources are assigned to projects via project team roles and staffing requests.

Staffing requests capture demand (role, dates, effort) and are matched against resource availability; fulfillment creates the assignment on the project.

Resource calendars and availability determine whether a resource can be booked; over-allocation is flagged when assigned hours exceed capacity.

Project team members and their roles determine which users can enter time, view costs, or approve transactions based on role-based security.

Reports and analytics use subject areas for project cost, billing, revenue, and resource utilization; these are built on the project transactional data model.

Real-time and historical reporting differ: OTBI provides near real-time operational reporting, while BI Publisher supports scheduled and formatted outputs.

Key metrics include budget versus actual, cost variance, earned value (CPI and SPI), utilization, and unbilled revenue aging.

Security for reporting follows the project and organization data roles assigned to the user; row-level access restricts reports to authorized projects.