Budget Monitoring (2 of 3) – Understanding Focal Points and Rules

Entity Diagram for Budget Monitoring

We’ll start the second page by understanding the data structures for Budget Monitoring.

The first four objects/tables are what you see in the Budget Monitoring application:

The next four objects/tables are probably only going to be reviewed by the Maximo Administrator who is setting up your system for you. The first is viewed from the Manage Focal Points action, the other three from the Manage Rules action.

The final table/object is called BUDGETFLAG. You do not see this anywhere in Maximo, but it is populated when you use the Update Budget Lines action or the Cron Task runs. It stores the individual transaction values that make up the summed values you see in the budget line details. Maximo reads this table as the Update Budget Lines action starts, presumably to see whether it needs to evaluate the transaction records again, which it wouldn’t need to do if the Rowstamp has not changed.

Overview of the Budget Rules

The next part of this page will examine each budget rule. We’ll do this in sections which correspond to the columns in the details section of a budget line or the row in the budget details report.

There are 66 cost, hour and percentage fields. The 12 fields in the budget column are either manually entered or are calculated totals. There are 18 fields in the two percentage columns which are calculated based on the entry in other fields. There are also 12 other total fields calculated from other fields. This leaves 24 fields which are actually calculated by looking at the Maximo transaction tables, like the four each involved in work planning (labor, materials, services and tools) and work actuals. Some of these 24 sets of calculations are a little complex as they need to take into account that you may cancel a work order, PR or PO. The 24 fields that are calculated from transaction records are held in an ALN domain called RULE_TYPE. 

The above diagram was provided when Budget Monitoring was first released. This is how I would explain the three sections of estimated, committed and actual that you can see, starting from the top.

The other rules are interesting:

A few points to bear in mind

Having studied the budget rules on Maximo 7.6.1.1 I have a few points to mention before we get into the details:

An interpretation of the 24 Budget Rules

I am going to follow an order that looks at estimates first, then commitments and lastly actuals. Within each of these I’ll tackle labor, materials, service, tools and then labor hours in that order. I’ll start by trying to explain in words how each of the 24 fields are calculated, which is valid only for Maximo 7.6.1.1, and please bear in mind that I have put into words what I read as SQL, and so I could have made mistakes.

ESTINTLABCOST – Estimated internal labor cost

This is the sum of work plan labor costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost for all work orders without a vendor code and then subtracts the line cost for cancelled work orders.

ESTOUTLABCOST – Estimated external labor cost

This is the sum of work plan labor costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost for all work orders with a vendor code and then subtracts the line cost for cancelled work orders.

ESTDIRMATCOST – Estimated material cost

This is the sum of work plan material costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost where it is marked as direct requisition and there is no PR, this will be for all work orders. It then subtracts the line cost for direct requisition lines which are on cancelled work orders whether there is a PR (or not).

It adds to this sum the total PR line cost in the organization’s base currency using the asset, location or GL Account on the PR line. The financial period is determined from the PR’s Required Date or Requested Date. The PR lines totals are not those with an associated PO or destined for a storeroom and it excludes lines with a line type of Service or Standard Service. It then subtracts from this the amount associated with cancelled PRs.

It adds to this sum the total PO line cost in the organization’s base currency using the asset, location or GL Account on the PO line. The financial period is determined from the PO’s Required Date or Order Date. The PO lines totals are not those destined for a storeroom and it excludes lines with a line type of Service or Standard Service. It then subtracts from this the amount associated with cancelled POs.

Finally, it takes into account the POs with an associated PR. It subtracts from the sum the total PR line cost in the organization’s base currency for all PR lines excluding lines with a line type of Service or Standard Service that are on a PO which are at a synonym status of waiting to be approved or approved and adds back the amount associated with cancelled PO’s.

This rather complex formula involving 8 budget rules might be summarised as adding work plan material, PR and PO lines without double counting the same records or counting work orders, PRs or POs that have been cancelled. Phew!

ESTSTOMATCOST – Estimated stored material cost

This is the sum of work plan material costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost where it is not marked as direct requisition and there is no PR, this will be for all work orders. It then subtracts the line cost for records where it is not marked as direct requisition and there is no PR, and which are on cancelled work orders.

ESTSERVCOST – Estimated service cost

This is the sum of work plan service costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost where there is no PR, this will be for all work orders. It then subtracts the line cost which are on cancelled work orders whether there is a PR (or not).

It adds to this sum the total PR line cost in the organization’s base currency using the asset, location or GL Account on the PR line. The financial period is determined from the PR’s Required Date or Requested Date. The PR lines totals are not those with an associated PO or destined for a storeroom and only includes lines with a line type of Service or Standard Service. It then subtracts from this the amount associated with cancelled PRs.

It adds to this sum the total PO line cost in the organization’s base currency using the asset, location or GL Account on the PO line. The financial period is determined from the PO’s Required Date or Order Date. The PO lines totals are not those destined for a storeroom and only includes lines with a line type of Service or Standard Service. It then subtracts from this the amount associated with cancelled POs. 

Finally, it takes into account the POs with an associated PR. It subtracts from the sum the total PR line cost in the organization’s base currency for all PR lines with a line type of Service or Standard Service that are on a PO which are at a synonym status of waiting to be approved or approved and adds back the amount associated with cancelled PO’s. 

This rather complex formula involving 8 budget rules might be summarised as adding work plan service, PR and PO lines without double counting the same records or counting work orders, PRs or POs that have been cancelled. Phew!

ESTTOOLCOST – Estimated tool cost

This is the sum of work plan tool costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost for all work orders and then subtracts the line cost for cancelled work orders.

ESTINTLABHRS – Estimated internal labor hours

This is the sum of work plan labor hours for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the total labor hours for all work orders without a vendor code and then subtracts the total labor hours for cancelled work orders. Note. Total Labor Hours is a hidden field on Work Order Tracking application in the Planned Labor tab.

ESTOUTLABHRS – Estimated external labor hours

This is the sum of work plan labor hours for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the total labor hours for all work orders with a vendor code and then subtracts the total labor hours for cancelled work orders. Note. Total Labor Hours is a hidden field on Work Order Tracking application in the Planned Labor tab.

APPINTLABCOST – Committed internal labor cost

This is the sum of work plan labor costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost for all work orders except those at a synonym status of WAPPR without a vendor code and then subtracts the line cost for cancelled work orders.

APPOUTLABCOST – Committed external labor cost

This is the sum of work plan labor costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost for all work orders except those at a synonym status of WAPPR with a vendor code and then subtracts the line cost for cancelled work orders.

APPDIRMATCOST – Committed direct material cost

This is the total PO line cost in the organization’ base currency using the asset, location or GL Account on the PO line. The financial period is determined from the PO’s Required Date or Order Date. The PO lines totals are not those destined for a storeroom and excludes lines with a line type of Service or Standard Service, the POs included are those at a synonym status of approved, on hold, pending revision, in progress or closed – it excludes waiting to be approved status. It then subtracts from this the amount associated with approved direct requisition lines that are on cancelled or revised POs. 

APPSTOMATCOST – Committed stored material cost

This is the sum of work plan material costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost for all work orders except those at a synonym status of WAPPR and then subtracts the line cost for cancelled work orders.

APPSERVCOST – Committed service cost

This is the total PO line cost in the organization’ base currency using the asset, location or GL Account on the PO line. The financial period is determined from the PO’s Required Date or Order Date. The PO lines totals are not those destined for a storeroom and only includes lines with a line type of Service or Standard Service, the POs included are those at a synonym status of approved, on hold, pending revision, in progress or closed – it excludes waiting to be approved status. It then subtracts from this the amount associated with approved services that are on cancelled or revised POs. 

APPTOOLCOST – Committed tool cost

This is the sum of work plan tool costs for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the line cost for all work orders except those at a synonym status of WAPPR and then subtracts the line cost for cancelled work orders.

APPINTLABHRS – Approved internal labor hours

This is the sum of work plan labor hours for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the total labor hours for all work orders except those at a synonym status of WAPPR without a vendor code and then subtracts the total labor hours for cancelled work orders. Note. Total Labor Hours is a hidden field on Work Order Tracking application in the Planned Labor tab.

APPOUTLABHRS – Approved external labor hours

This is the sum of work plan labor hours for the asset, location or GL Account on the work order. The financial period is determined from the reported date, target start date or scheduled start date. It first totals the total labor hours for all work orders except those at a synonym status of WAPPR with a vendor code and then subtracts the total labor hours for cancelled work orders. Note. Total Labor Hours is a hidden field on Work Order Tracking application in the Planned Labor tab.

ACTINTLABCOST – Actual internal labor cost

This is the sum of actual labor costs for the asset, location or GL Debit Account on the actual labor transaction record. The financial period is determined from the entered date. It totals the line cost excluding those records marked as for external labor. It includes transactions linked to work orders that are not at a status of cancelled. It excludes ticket time, and other time records not linked to a work order and assumes the time will be approved. 

ACTOUTLABCOST – Actual external labor cost

This is the sum of actual labor costs for the asset, location or GL Debit Account on the actual labor transaction record. The financial period is determined from the entered date. It totals the line cost for those records marked as for external labor. It includes transactions linked to work orders that are not at a status of cancelled. It excludes ticket time, and other time records not linked to a work order and assumes the time will be approved.

ACTDIRMATCOST – Actual direct material cost

This is the sum of line costs for the PO line asset, or the location or GL Debit Account on a direct issue material receipt transaction record. The financial period is determined from the actual date. The receipt is at completed status; it is not a receipt into a storeroom.

The direct issue receipts are added to actual direct requisition materials. This is the sum of line costs for the asset, location or GL Debit Account on a material use transaction record where the PO number is null and there is no storeroom. The financial period is determined from the actual date.

ACTSTOMATCOST – Actual stored material cost

This is the sum of line costs for the asset, location or GL Debit Account on a material use transaction record that has been issued or returned from a storeroom. The financial period is determined from the actual date. Note. A return has a negative line cost.

ACTSERVCOST – Actual service cost

This is the sum of line costs for the asset, location or GL Debit Account on a service receipt record that has been marked as completed. The financial period is determined from the transaction date.

ACTTOOLCOST – Actual tool cost

This is the sum of actual tool costs for the asset, location or GL Debit Account on the actual tool transaction record. The financial period is determined from the entered date. It includes transactions linked to work orders that are not at status of cancelled.

ACTINTLABHRS – Actual internal labor hours

This is the sum of actual labor hours for the asset, location or GL Debit Account on the actual labor transaction record. The financial period is determined from the entered date. It totals the regular hours only excluding those records marked as for external labor. It includes transactions linked to work orders that are not at status of cancelled. It excludes ticket time, and other time records not linked to a work order and assumes the time will be approved. It does not include premium pay hours.

ACTOUTLABHRS – Actual external labor hours

This is the sum of actual labor costs for the asset, location or GL Debit Account on the actual labor transaction record. The financial period is determined from the entered date. It totals the regular hours only for those records marked as for external labor. It includes transactions linked to work orders that are not at status of cancelled. It excludes ticket time, and other time records not linked to a work order and assumes the time will be approved. It does not include premium pay hours. 

Details of the 24 Budget Rules

Estimated Costs

Committed Costs

Actual Costs

Estimated Labor Hours

Committed Labor Hours

Actual Labor Hours 

Budget Rule Conditions

The budget rules use a condition which will be found in the Conditional Expression Manager application

One response to “Budget Monitoring (2 of 3) – Understanding Focal Points and Rules”

  1. Chase Hassold avatar
    Chase Hassold

    Dude….IBM should hire you to write their documentation. Thank you for your service.

Leave a Reply


%d bloggers like this: