SAP Time MGMT C

SAP Time Assessment and Future Model
Prepared for <Client X>

by Deloitte Consulting
August, 2006
1/23/2016
Business Transformation - <Client X> Confidential
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Table of Contents
1. Introduction............................................................................................................................ 3
1.1 Executive Summary......................................................................................................3
1.2 Current State and Future Requirements Assessment...............................................5
1.3 Guiding Principles........................................................................................................6
2. Current State Analysis.......................................................................................................... 7
3. Future Requirements...........................................................................................................11
4. Global Time Conceptual Model...........................................................................................13
4.1 Overview of the Global Time Conceptual Model......................................................13
4.2 Critical Focus Areas...................................................................................................14
5. Moving Forward................................................................................................................... 20
5.1 RoadMap and Sequencing.........................................................................................20
5.2 Change Management, Training and Capability Transfer Plan.................................23
5.3 Governance................................................................................................................. 24
Exhibits..................................................................................................................................... 28
Exhibit A: Current State Analysis....................................................................................28
Exhibit B: Requirements..................................................................................................61
Exhibit C: Future State Recommendations....................................................................67
Exhibit D: Change Management, Training and Capability Transfer Plan.....................71
Exhibit E: Time Best Practices........................................................................................75
Exhibit F: SAP Time Process...........................................................................................82
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1. Introduction
1.1 Executive Summary
In mid-2005, <Client X> HR and Finance departments partnered with Deloitte Consulting to assess the
HR, Time and payroll processes globally. One of the findings of this assessment was that there were
multiple systems and processes being used across the company to gather and use worker time data, and
that these systems were not linked or coordinated. This forced many employees to enter the same time
data into more than one system and created potential gaps and inconsistencies between systems.
Policies for collecting time varied greatly throughout the company, causing the meaning and reliability of
labor cost information to be inconsistent. At that time, <Client X> developed the following statement to
describe its challenges:
Problem Statement
Lack of consistent global source or methodology to generate access and report on worker-related
information, including Payroll, Time & Attendance and HR.
When <Client X> made the decision to proceed with the Business Transformation Project (including the
transition to SAP HR, SAP Time, and a global Payroll Outsourcer) it asked for an assessment of its
current time collection processes, its future requirements for time data, and the changes needed to meet
these requirements using SAP Time as the single source of time collection and time evaluation across the
organization. This SAP Time Assessment and Future Model document describes the results of this
assessment. It is intended as a key preparation step for the Global Design Workshops planned to begin
on September 11, 2006.
This document covers:
A description of the approach and methods used for this assessment in Section 1.
A review of current state time software and processes at <Client X> in Section 2. Current state plots that illustrate
the time and leave related applications for each <Client X> country location are included in Exhibit A.
A summary of future requirements identified by key global users of Time in Section 3. A full list of <Client X>
requirements, with draft ratings and prioritization for discussion during the Global Design Workshops, is also included
in Exhibit B.
An overview of the recommended Global Time Conceptual Model along with a list of important SAP Time design
issues, assumptions, and decisions needed for global SAP design are described in Section 4.
A 90-day schedule is included in Section 5.1 to describe the activities planned for the global design phase of the
project. The roadmap for the rollout of SAP Time is explained in Section 5.
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Achieving the support of employees and managers for these changes is often the greatest challenge in implementing
a new time collection system. It requires strong advanced communications, thorough end-user training, and the
visible and consistent support of management. Exhibit D - Change Management, Training, and Capability Transfer
Plan, describes some of the change assessment, communications, and end user training recommended for the Time
project.
Because SAP Time will provide data to so many other applications (such as Project Systems, Service Management,
Finance, and ESS {Employee Self Service}), careful coordination with other teams and strong, timely decision making
and issue resolution during its implementation is critical. Section 5.3 Governance describes a governance plan
recommended for the implementation phase of SAP Time including roles for the Time Users Group, the Core Time
Implementation Team, the HR/Payroll/Time PMO, and the HR Steering Committee for the coordination and support of
the implementation. The following chart illustrates some of these roles and responsibilities described in this section.
Time Steering Committee
Establish time
data requirements
based on costing
and billing needs
Define processes
consistent with
local business
practices and client
commercial terms
Time Implementation Mgrs (PMO)

Gail Hilstrom
Shawn O Connor
Operating Units
Op Unit
Op Unit
Operating
g Units
Time Core Implementation Team
Time Users Group

Configure
application,
interfaces,
reports, and
forms
BT
Team
Country Owners
All
Israel
Countries
s North
America
Confirm that local statutory

payroll requirements are
addressed
Maintain Time approval
workflow, train workers,
enforce time entry policies
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Functional Time Users

Purchasing
Audit
Finance
HR
Others
Engineering
R&D
Operations
eBis
Assist in developing time

entry policies, forms, and
access
Support implementation
and policy development
Provide infrastructure
necessary for automated
time entry access
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Best practice recommendations about how SAP Time can be used to improve the integrity of Time data and Time
processing are included in Exhibit E. Some of the recommendations include:
Use of SAP Time as the single source of time entry in future.

Standardize Time policies, processes, and approval workflow to obtain consistent reliable labor
cost and billing data.
All employees should enter time in SAP Time.
Time should be entered on a daily and/or weekly basis to support weekly costing to SAP Project
Systems and SAP Service Management.
Temporary workers, contractors and consultants who are on projects and/or services should be
able to enter their time in SAP. The requirements for temporary worker time entry should be
standardized across the organization so that costing of outside labor is consistent.
Exhibit F provides an overview of SAP Time functionality as background information about some of the
concepts and issues referred to in this document.
Conclusion: A successful implementation starts with a thorough understanding of requirements, a
realistic design, and a solid action plan. This document is intended as a first step in the design and
planning process. It lists understandings about the current state of <Client X>s time usage and
assumptions about its future requirements that need to be carefully reviewed and challenged before
Global Design. We recommend that each participant in the Time Users Group review the document and
provide either correcting comments or verification of accuracy of the document before the start of Global
Design Workshops.
1.2 Current State and Future Requirements Assessment

The evaluation of how SAP Time should be designed and configured began with an assessment of how
Time & Attendance information is currently collected and used across <Client X> Materials global
operating units. This assessment included:
Documentation of Time collection tools and processes during the Global Payroll Process Design Workshops
in May and June 2006.
Distribution of a Time Requirements Questionnaire to key Time users who were unable to participate in the
design workshops.
Follow-up interviews with various Time users beginning in July 2006.
Development of Current State models for Time Usage for each country where <Client X> has its
operations/business.
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After completing the Current State assessment, a high level conceptual model was prepared to illustrate
how SAP could be designed to meet <Client X>s future business requirements. The Current State was
then compared with the future conceptual model to identify gaps and the steps needed for <Client X> to
meet its future requirements.
At the same time, the team conducted a review of current best practice thinking regarding key decisions
needed for the design and configuration of SAP Time Collection and Evaluation.
Lastly, this document was developed to verify our understanding of the Current State of <Client X> time
usage, its future requirements, and key design considerations and assumptions for <Client X> review and
comment prior to the start of global design.
1.3 Guiding Principles

Achieving a successful transition to efficient and reliable global Time Collection processes begins with a
clear statement of the goals and objectives for the change. The following Guiding Principles were recently
established by the HR, Time, and Payroll Steering Committee, stating that SAP Time will:
Be the Single point of entry for worker time data.
Eliminate duplicate time entry.
Support global consistency and reporting.
Account for all workers including contractors, consultants, and temporary workers.
Enable global mobility of time data.
Comply with all legal and regulatory requirements.
Be scalable to facilitate future growth and M&A expansion.
Provide standardized entry processes, policies, approval workflow, and adjustment processes.
Be easy to use and maintain.
These guiding principles will provide the framework for global design decisions.
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2. Current State Analysis

The processes and systems for collecting and analyzing worker time data vary greatly
throughout <Client X>. The following table lists the applications used to capture time data by
global locations and operating units. This information was collected in a Payroll and Time
assessment conducted in September 2005 and confirmed in the Global Payroll Process
Design Workshops in May and June 2006.
Countries
Belgium
<Client X>
<CLIENT X>
<Client X>
eTrack
Excel Spreadsheet
eVacation
China
eTrack
OTL
Excel/Manual
Oracle (Apertum PZE)
Excel/Manual
Time and Attendance

France
eTrack
Excel Spreadsheet
eVacation
Time and Labor
ETT (at European Refurb
Center)
Germany
eTrack
eVacation
ETT - Lotus Notes
Accenon
ZICOM (ICT Overtime)
Ireland
Time and Labor Peoplesoft
Excel/Manual
eTrack
excel
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Countries
Israel
<Client X>
<CLIENT X>
Lavie
<Client X>
email to payroll to record
leaves taken
Excel
ETT- Lotus Notes
e-track
Italy
email
Paper forms for leave

request
Excel Spreadsheet
Japan
eTrack
Overtime and track oncall shifts
Legal Paper based manual

register to track absence
Legal Register (Absence

tracking)
<Client X> WEB Time card
OTL
Excel/Manual
OTL
Excel/Manual
Lotus Notes (Leave)

eTrack
Korea
eTrack
Lotus notes for OT and
leaves
Netherlands
Arie
Excel/Manual
eTrack
Excel
eVacation
North America
Edify
Edify
Edify
e-Track
Oracle Time and Labor
Manual/Custom Web
Application
Contractor
Temp Time card system
VDI
Clockware
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Countries
<Client X>
<CLIENT X>
<Client X>
Manual entry (time in and
out)
Scotland,
Paper timesheets for

overtime
Timeware
Singapore/
Malaysia
eTrack
Production Operator
(manual/form)
e-Leave
Excel for Leave balances
Manual entries of OT
Taiwan
Time and Attendance

eTrack
Excel/Manual
Time and Attendance
FSR
UK
Oracle Time and Labor

(OTL)
e-timesheet (Horsham)
Excel Spreadsheet (AUK)
Excel Spreadsheet
except for overtime
e- Track
Lotus Notes
<Client X>
Films
SAP Time
Excel/Manual
A detailed review of the processes, approaches and applications used for time collection
across <Client X> is shown in Exhibit A Current State Analysis. Some of the significant
findings of this analysis are listed below.
Time is entered as total hours worked, in-and-out times, and % of normal working schedule (some North
American labor cost applications).
Some locations use badge swiping time capture systems to capture in-and-out time.
Holiday schedules are not standardized between operating units within the same countries. These
holiday schedule differences involve holidays exceeding local statutory requirements.
Time related policies and processes vary between operating units.
Not all employees are required to enter time.
Approval is not always required for hours worked, overtime, retroactive entry, or adjustments.
Approval processes vary among those operating units requiring approvals.
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Most operations do not require temporary workers, contractors or consultants to enter time. Temporary
worker and contractor hours are usually not included in project/services cost data.
Time adjustment processes for payroll and costing systems are typically not integrated. Thus,
project/services labor costs may not match hours used to produce payroll.
Positive time entry is generally required for costing and non-exempt (hourly) payroll, while negative time
entry (exceptions to normal work schedules such as overtime or leaves), is typically used for exempt
(salaried) payroll.
Standard costing (hours worked multiplied by pre-established rates) is used to calculate labor costs for
nearly all <Client X> operations. A possible exception to this rule is <Client X> Films, which may have
some reimbursable costing requirements in Germany.
Duplicate time entry is frequently required because payroll and project/services costing applications are
not linked.
Many locations still rely on paper or Excel spreadsheets for entering employee time and payroll data.
Few locations offer web-based time reporting. Employees in several locations are required to go to an
<Client X> office to enter time because they have no remote access.
In some locations, overtime is only approved for payment after clients acceptance is received. In those
cases, it can take as many as 4 to 6 weeks for the employee to receive payment for the overtime.
Statutory requirements in several of the countries require that any overtime that was worked, but not
approved for payment, be converted to additional time off (Time for Time).
Several locations have automated leave request systems, but most still use manual processes that are
not linked to time or payroll applications.
A number of locations use employee time data to support customer billings.
Inter-company cross charges of shared labor are not integrated with other payroll or costing systems.
Current State plots have been created for each <Client X> country to illustrate how time collection and
leave tracking processes are currently integrated
with PeopleSoft
HR and local payroll processing
Singapore
/ Malaysia
applications. These plots are attached in Exhibit A Current State of Time Usage Plots. An example of
the plot developedFSRfor
Singapore and Malaysia is illustrated below.
Chargeable
Field Service
Report Document for
Clients (External
Clients )
There is no direct interface

with E -track. Its manual entry
International
Projects Billings
Documents for
Internal Clients
E-Track (Time
entered weekly )
CE -Reporting
I&W charges
AGS line of business (service agreements , paid services etc )
E- track handles Cost Allocation of Indirect and Direct Hours
Staff exceptions
(OT etc )
Paper Manual
entries
Global Loaned
Labor Database
(Lotus Notes )
Provides tracking for all

international loaned labor
Assignments up to 3 months
Bills hours worked via inter
company charges
Validated Hours used to

adjust cost allocations
Staff International , Paper
Excel Extract
<Client X> Payroll

Overtime Hours /Stand -by/Shift
- Produced in excel format (suitable for
uploading to payroll )
- Evaluated for max 65 hours OT /mo
- Separates 2X and 1.5X hours
Approvals : 1st Level Manager
: Regional /Field Ops
- Budget is cause for disapproval
Singapore /Malaysia <Client X> Employees
Singapore /Malaysia <Client X> Employees
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Singapore : approx. 355 total employees
Malaysia : approx. 45 total employees
Validated /Approved File /To Payroll for upload
(exception based
payroll )
Manual /OT hours ,

Soft Copy Mass Upload
Payroll
Outsourcer
Monthly (Exceptions )
Monthly Transmittal
HR
E-Leave
Only unpaid leave

(exceptions )
- Hospitalization
-Compassionate Leave
- Paternal Leave
- Sick
- Vacation
- Child Leave
Maintains Leave Balances and
Tracking
<Client X>
Production
Operator
Manual /Form
- Working Hours
- Exception Hours
- Allowances
- Site Allowances
(<Client )X>
Excel
Leave Balances
Matched Excel with Legacy / Inhouse system for cost allocation
Business Transformation - <Client Production

X> Confidential
<Client X> Malaysia includes
incentives
Planning tool
Supervisor Entry
Compare with
actual in Excel
Personnel Leave
System
(Singapore Only )
Excel
<Client X> requires in

and out hours by
policy and for
customer billings
3. Future Requirements
A list of <Client X>s Future Time Usage Requirements is attached (Exhibit B Time
Requirements Assessment). This document consolidates the requirements statements of a
number of key <Client X> time users taken during the global payroll process design sessions,
requirement questionnaire responses and follow-up interviews. Some of the requirements
identified by <Client X> respondents include:
Time and data collection
Allow Time to be entered in hours, in-and-out, and by badging.
Allow Time to be entered daily and weekly.
Allow off-line, on-line, and internet entry.
Allow tracking of the physical location worked.
Capture Time for contractors, consultants, and temporary workers.
Provide a different view of the time entry form for workers entering time to projects, purchase orders,
services orders, contractors, etc.
Restrict visibility to projects, tasks, POs, etc. only within workers organization.
Interface with Project Systems and Services Management.

Support weekly costing to projects and services.
Provide supporting documentation required for customer billings.
Time Evaluation
Accommodate various local work schedules and calendars.
Must be able to handle both positive pay and negative pay requirements.
Allow leave rules and types to vary by country and employee group.
Allow negative leave balances.
Allow transfer of unapproved overtime to additional leave (Time for Time).
Maintain leave balances.
Calculate overtime over varying periods, such as daily, weekly, multiple weeks, etc. (requirement in
France to compare overtime worked over six week periods).
Accommodate overtime caps.
Other
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Support employees temporarily working in foreign countries.

Allow prior period adjustment of time to correct payroll and hours transferred for costing. (Prior period
adjustments must be identifiable.)
There are a few requirements which have been identified and are currently out-of-scope.
Decisions will need to be made on how to proceed with these requirements. For example:
Off-line entry - This capability has been requested in some Time requirements questionnaire
responses from <Client X> participants. It is not included in the initial rollout plan for SAP Time
because it would require technology that <Client X> currently does not own along with
substantial additional work.
Languages - SAP offers time entry forms in various languages. Requirements beyond SAP
standard language capability could require significant extra work. <Client X>s language
requirements will be reviewed during the Global Design Workshops.
Duet SAP offers integration of Microsoft Outlook calendars with SAP Time to automate some
time recording. This is not yet available for LotusNotes.
The requirements are listed according to the type of Time functionality requested (i.e. whether
they impact Time Collection or Time Evaluation) and what other application areas might be
driving the requirement (e.g., Payroll, Service Management, Finance, Project Systems, etc.).
The criticality of each requirement has been assessed according to the following criteria:
Mandatory (M): Results from legal/statutory/or critical business requirements for which there
are no reasonable workarounds. This includes essential data or calculations required by other
application areas, such as Payroll, Projects, or Service Management. It also includes guiding
principle requirements established by the project Steering Committee.
Important (V): Supports key business processes, streamlines existing time processes, or
adds important new functionality. There may be workarounds or alternatives available, but this
is the recommended approach.
Optional (O): Functionality may be valuable, but is not necessary for other application areas
and/or reasonable workarounds are available
Exhibit B lists these requirements in detail.
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4. Global Time Conceptual Model

4.1 Overview of the Global Time Conceptual Model
Based on the analysis of the Best Practice and Current State findings, a Global Time
Conceptual Model was designed. This model is illustrated below.
The diagram depicts a process where SAP Time will allow entry by Workers and Supervisors
through SAP HR self-service applications. In some operations, badging time collection tools
are used to collect in-and-out times. In the future state, these badging systems will provide
total hours worked and time allocation data to SAP Time CATS (Cross Application Time
Sheets).
Time will be routed for approval using standard SAP workflow. The specific requirements and
approach for workflow will be determined during global design. Approved hours and effort
allocation information (projects, tasks, P.O. numbers, Service Order numbers, work types,
etc.) will be distributed to SAP Project Systems and Service Management weekly to support
weekly costing.
CATS will provide time and pay type data to Time Evaluation for leave balance tracking and
the calculation of overtime based on localized calendars, work schedules, and overtime rules.
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Validated hours, pay types, and payroll related employee data will then be forwarded to the
Payroll Outsourcer for payroll calculation.
As illustrated in the chart below, SAP Time will provide data to multiple SAP applications
including Payroll, Project Systems, and Service Management.
Although some future requirements will be challenging, SAP Time has the capability to
address these requirements as the single source of time entry for <Client X>. However, some
requests by <Client X> participants may not be achieved with standard SAP functionality or in
the initial rollout. Examples of these include:
Allowing time entry based on percentage of work schedule.
Allowing time to be entered monthly.
Allowing for some local languages.
Linking time entry to scheduling in LotusNotes.
Allowing managers to pre-approve overtime.
Off line time entry.
4.2 Critical Focus Areas

A number of important business and technology issues were highlighted at the Global Payroll
Process Design Workshops and in the conceptual design requirements analysis. These
include key assumptions, policy issues, process requirements and integration of Time with
other business systems/processes.
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Time Evaluation: All employees will use time recording as defined during current state analysis.
Collection and approval of worker time: The time recording process includes four steps and the
options are managed using a data entry profile specific to the type of worker and type of time being
collected.
The worker records Time into SAP through the ESS interface (step 1) and saves time
The recorded Time is released manually by employee (step 2)
The responsible Manager Approves or Rejects the recorded Time (step 3, 5)
The Approved Time Data is transferred to the local Payroll System or the Project
Systems and/or Service Management modules in SAP (step 4)
Project Sys
Svc Mgmt
1. Record time
2. Release time
3. Approve
Approve time
time
Yes
4. Transfer time
No
5. Time rejected
HR Payroll
Leave Administration: Use of SAP Time for Leave administration could eliminate several applications
currently used at <Client X> to route and approve leave requests.
Time Approval Workflow: SAP provides standard workflow strategies for SAP Time. <Client X> will
need to make decisions on the approval process.
CATS: (Cross Application Time Sheet) is a standard functionality in SAP. CATS will be accessed through
Employee Self-Serivce. Time is entered in a time sheet and is transferred to other modules for further
processing. Other workforce types (non-employees) will enter time using CATS. There is no need to
maintain payroll information for these non-employees, however there will be some setup and
maintenance required in SAP HR for these resources.
ESS (Employee Self-Service): will be used for recording time both in project and HR
(attendances/absences) for payroll processing for <Client X> employees. Specific requirements for the
setup of CATS are defined and delivered as part of the Payroll and Time Transformation project.
MSS (Manager Self-Service): The employees manager must approve all recorded time (both payroll
and project time) in MSS before transferring data to SAP Time. Time approval in MSS will be developed
to support the approval and workflow process.
Accruals, Quotas, Absences and Attendances: Absence quotas and overtime calculation will be done
automatically in the SAP Time system. Employees will record all attendance hours against attendance
types and the system will calculate the applicable overtime rate according to established rules.
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Integration (i.e. Payroll, Project Systems, and Service Management etc.): Hours and cost allocation
data will be transferred to the Project Systems (PS) and Service Management (SM) modules in the SAP
system. This data will also be transferred to Time Evaluation for leave tracking, overtime calculation,
and eventually payroll processing.
A number of key focus areas will need to be considered during Global Design phase to ensure
successful implementation of global Time conceptual model. The details are listed below.
4.2.1 Time Evaluation

Details
Action Required
Time-for-Time leave adjustment statutory requirements will have to

be accommodated in Time Evaluation and overtime adjustment
processing.
To be reviewed during the

Time Global Design
Workshops
Time Evaluation rules for holiday calendars and leave accruals will be
standardized by country.

Time Global Design
Workshops
Holiday schedules should be standardized on a country level. This

will significantly reduce the configuration and on-going maintenance
of SAP Time.
To be coordinated with
HR/Policy team
4.2.2 Collection and approval of employee time

Details
Action Required
All non-exempt (eligible for overtime) and exempt employees (not

eligible for overtime) who are subject to cost allocation requirements
will enter regular hours and exceptions (leaves, overtime, etc.).

Time Global Design
Workshops
Entry could be limited to exception hours for some staff and

management employees not subject to cost allocation requirements.

Time Global Design
Workshops
<Client X> will establish a standardized approach to the approval of

employee time.

Time Global Design
Workshops
Contractors and consultants working at <Client X> facilities and

billing work on an hourly basis will be required to enter hours worked
in SAP Time.
A standard definition of
contractors and
consultants will be
developed by the Core
Implementation Team.
Time Global Design
Workshops
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Details
Action Required
Contractor costing and time approval requirements should consider

the trend toward large contractor workforces in some areas. In India,
for example, there are approximately 700 contractors in their
workforce and just over 100 direct employees.

Time Global Design
Workshops
Employees will enter time in hours.

Time Global Design
Workshops
Employees should be able to enter total hours worked without having

to identify which of those hours are overtime

Time Global Design
Workshops
An adjustment process will be needed for the recording and

approval/rejection of delayed overtime approvals.

Time Global Design
Workshops
Overtime is frequently approved after owner acceptance in some

countries, and is often paid in the month following.
Badging time collection systems in use at several European
locations will be accommodated with a link to SAP Time for total
hours based upon a single start and stop time per day. Any
evaluation of breaks or schedules will have to occur in separate
badging time collection system before total hours are moved to SAP.

Time Global Design
Workshops
Standardize overtime approval requirements, payment timing, and

maximum allowable overtime caps wherever possible. This will
simplify SAP Time configuration and on-going maintenance.
HR/Policy team
4.2.3 Leave Administration

Details
<Client X> uses various systems and approaches to administer
Leave requests and approvals. Several <Client X> respondents
asked that SAP provide this functionality.
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Action Required
SAPs Leave
Administration functionality
will be reviewed with
Global Design Workshop
attendees to determine
whether it would meet
<Client X>s needs.
4.2.4 Time Approval Workflow

Details
Action Required
SAP provides three standard workflow strategies for SAP Time. The
options can be summarized as:
The need for workflow and

the specific routing
strategy needed for <Client
X> will be reviewed and
defined during global
design. Standard SAP
workflow will be used in
the design.
1.
Approved by primary supervisor - Employees time is

automatically routed to primary supervisor (maintained in
SAP HR).
2.
Approver specified by employee - Employee can redirect

time approval to an authorized alternative to his primary
supervisor. This may be useful for employees on temporary
assignments.
3.
Approval by time administrator - A time administrator is

designated for approval of employee time.
4.2.5 CATS
Details
Establish a standardized security policy regarding cross
organizational access to data. For example, should an employees
view of drop-down menus be limited to their chargeable organization?
Security restrictions will affect the setup and complexity of SAP Time
(dropdown menus, report development, queries). Establishing a
consolidated security approach will reduce the complexity of SAP
Time setup and maintenance.
Action Required
HR/Policy team
4.2.6 ESS
Details
Access to CATS will be provided for employees and managers
through ESS
Action Required
Time Global Design
Workshops
4.2.7 MSS
Details
Action Required
The Payroll Department will be given mass timecard approval

capability outside ESS and normal approval workflow.

Time Global Design
Workshops
Global Time entry and approval policies should be established. This

will improve Time related controls and provide more consistent labor
cost data.
HR/Policy team
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4.2.8 Accruals, Quotas, Absences and Attendances

Details
Action Required
Leave Policies should be standardized on a country level. This will

significantly reduce the configuration and on-going maintenance of
SAP Time.
HR/Policy team
Leave policies should define carry-over rules, personal days, accrual

rates by job categories, conversion of unapproved overtime to
additional leave time, etc.
HR/Policy team
A standardized leave request and approval process would be needed

if SAP Leave administration functionality is used.
HR/Policy team
The statutory requirement for unique country level leaves should be

reviewed to confirm that these variations are mandatory.
HR/Policy team
Establish standardized treatment for holidays during temporary

international assignments.
HR/Policy team
4.2.9 Integration (i.e. Payroll, Project Systems, and Service Management

etc.)
Details
Standard costing will be used by Project Systems and Service
Management.
Only total hours information will be required for project and services
costing.
Action Required
Time Global Design
Workshops
Categorizing overtime hours by rate will not be required for projects

and services costing. This will allow total hours to be passed from
CATS to Project Systems and Service Management.
Actual gross payroll cost (typically required for government cost
reimbursable contracts) will not be required by Project Systems or
Services Management.
Note: providing actual gross payroll amounts would

require a significant change to planned Time and
Payroll design.
Define the process for reactivating terminated employees in HR and
Payroll to process retroactive adjustments such as payment of
overtime where there is a procedural delay in overtime approval. This
process typically requires coordination between HR and Payroll. It
can add confusion to the rollout if it isnt planned up front.
To be coordinated with HR
team
Determine infrastructure requirements for worker time entry access to

ESS and MSS. Employees and contractors will have access to ESS
to enter their own time.
To be coordinated with IT
team
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Details
Determine the process for administering and tracking plant shutdown
days between HR & Time. For example, how will this affect negative
Leave balances?
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Action Required
HR/Policy team
5. Moving Forward
The implementation of SAP Time will require careful planning and execution. Detailed global
design will begin in September. By the end of the global design sessions a number of key
decisions/issues about the design and configuration of SAP Time will be needed (as
discussed in the previous section).
5.1 Roadmap and Sequencing

Rollout - Interface and Application Replacement Strategy
The replacement of existing Time and Leave applications and the establishment of new
interfaces to downstream applications that depend on time and leave data are two key parts
of the rollout strategy for SAP Time. This includes planning for the decommissioning of
existing applications while retaining access to any required historical data and functionality.
Existing licensing, maintenance, and outsourcing agreements will need to be reviewed by
<Client X> for cancellation terms and conditions. This information will then be incorporated
into a decommissioning transition plan for each application.
At <Client X>, the approach for Time related application decommissioning and interface
replacement will depend on the launch sequencing of Payroll Outsourcing and related
components of the overall Business Transformation (BT) Project. The initial launch of Payroll
Outsourcing will require SAP HR and Time, as will the launch of any SAP project or services
costing applications. This means that SAP HR and Time will need to be available when
Payroll, Project Systems or Service Management is launched. SAP HR is required because it
will be the system of record for all <Client X> employee data, organizational structures and
hierarchy needed for workflow, and the roles and responsibilities required for SAP security.
SAP Time is required as the source for worker hours and cost allocation data.
At this point, it is not certain that the Payroll Outsourcer implementation and BT rollout will be
concurrent, so three alternative approaches have been considered. The following chart shows
the impact of Payroll and BT launch alternatives on the strategy of payroll/leave applications,
downstream applications, and interfaces.
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Sequencing Strategy Based on Payroll Outsourcing and BT Launch
Payroll Launches
Before BT
Payroll Launches
With BT
BT Launches
before Payroll
HR and Time
SAP HR, Time and Payroll
Launched
HR and Time
SAP HR, Time and Payroll
Launched
HR and Time
Only SAP HR and Time are
Launched.
Payroll & Leave :

All country level Payroll
and Leave Administration
applications replaced with
Payroll Outsourcer and
SAP HR and Time
Payroll & Leave :

All country levell Payroll
and Leave Administration
applications replaced with
SAP HR, Time and
Outsourced Payroll
Provider
Downstream
Applications
Legacy applications
temporaily retained.
Duplicate time entry in
HR and Time may be
required.
Downstream
Applications
Use SAP Projects and
Services Management
applications launched with
HR and Time
Payroll & Leave :

Legacy payroll and leave
applications are left in
place temporarily.
Duplicate entry in SAP HR
and Time may be required
temporarily until Payroll is
launched.
Downstream
Applications
Use SAP Projects and
Services Management
applications launched with
SAP HR and Time
Interfaces
Use standard SAP
interfaces no temporary
customized interfaces
Interfaces
Use standard SAP
interfaces - no temporary
customized interfaces
Interfaces
No temporary customized
interfaces will be used
As the chart indicates, no temporary interfaces are planned for development under any of the three
alternatives. This could mean that duplicate Time entry continues temporarily in payroll and costing
applications in the early waves of the Payroll Outsourcer rollout. However, should the timing difference
between the implementation of BT and SAP Time become significant, the need for temporary interfaces
will have to be reexamined.
In the above chart, BT Launch refers to any applications that would require SAP HR and Time other than
payroll. It is possible that SAP Project Systems could launch on a different timetable than Services
Management. If so, SAP HR and Time would be required for the earliest of these launches and would
use standard SAP interfaces to the newly implemented SAP applications. If either Project Systems or
Service Management launch before the Payroll Outsourcer, the SAP Time implementation would be
limited to providing the hours and allocation data needed for project and services costing. Time
evaluation would not be required.
Conversion Approach
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The conversion of data associated with the SAP Time rollout will be limited to current leave balance and
accrual information necessary for Leave Administration. The extent and approach for this Leave balance
and accrual conversion will be assessed during detailed design by rollout wave.
No prior time entry history will be converted.
Rollout Risks and Considerations
Several potential risks to the implementation schedule for SAP Time will be reviewed during the Global
Design Workshops and considered in the detailed planning and scheduling following global design.
These include:
BT Schedule Rollout Changes SAP HR and Time are required for many of the applications
included in the overall BT project. Acceleration or delays in the BT rollout could directly impact
the schedule and approach for the Time rollout, as illustrated in the chart above.
Payroll Outsourcer Launch Schedule Changes Calculating payroll requires employee and time data.
Changes in the Payroll Outsourcers implementation schedule would directly impact the Time rollout.
Standardization of Payroll and Time policies and processes Configuration of SAP Time Collection and
Time Evaluation will require significantly more work in each country if there are 2 or 3 variations in the rules
and calculations for the same pay items due to operating unit inconsistencies. Payroll related rules and
calculations need to be standardized within each country wherever possible.
The graph below depicts the immediate 90-day schedule for the Time effort.
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Activities
Internal PMO
Review of
Conceptual Design
8/21
8/28
9/4
9/11
9/18
9/25
10/2
10/9
10/16
10/23
10/30
11/06
11/13
Presentation to the Time Core Team

Conceptual Design signoff
Workshop Prep
Workshop Wk 1- Time
Collection (Payroll and
Non- Payroll) 9/11 - 15
Design Workshop:
Global Time
Collection
Week 1
Documentation
Workshop Wk 2
Time Evaluation
(Payroll Only) 9/18
Design Workshop
Global Time
Evaluation
-21
Week 2
Documentation
Design Sign-off by
Workshop Participants
Road Show Prep
Road Show and

Country Level
Design Sign-off
Pilot
Road Show
Time Design Review
Time Evaluation
Design Israel &
North America
Implementation Considerations
The Time team will provide the initial setup for CATS time entry forms and data based on global design
documentation. Changes to these time entry forms required for new applications, acquisitions, or design changes in
Project Systems or Service Management will be handled as on-going Time maintenance.
A mechanism for converting unapproved overtime to leave (Time for Time) will have to be accommodated in the
initial rollout of Time.
Standard SAP functionality for Leave administration (request and approval) will be established as a replacement for
existing leave administration applications.
The statutory reporting requirements for leave and overtime tracking will have to be identified for each country. For
example, Belgium reportedly requires statutory Leave taken to be distinguished from company granted time off. Italy
also has unique Work Missed tracking requirements. Current practice should be distinguished from statutory
requirements before Time Evaluation is configured to accommodate these exceptions.
Determine legal requirements at country level for various Time related processes. For example, a legal requirement
exists stipulating the maximum number of Overtime hours an employee can work per month.
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Determine whether SAP time can track units along with hours for countries where people are required to work a
specific number of days irrespective of number of hours.
Determine how SAP time will account for on call/on site time.
Determine the requirements for blocking certain work codes when employees are working outside their home country.
Determine what interfaces will be required for VDI, a third-party short-term and long-term disability administration
provider used in North America.
5.2 Change Management, Training and Capability Transfer Plan

The implementation of SAP Time will impact more people, more often than any other SAP application.
Employees, temporary workers, consultants, and contractors will be asked to enter time daily or weekly,
most managers will review and approve time, and time data will be used by SAP HR, Payroll, Projects
Systems, Service Management, and Financial applications. Obtaining the support of this large number of
application users is often as challenging as any of the technical issues faced during implementation and
rollout. Exhibit D of this document outlines the steps recommended for the positive management of enduser communications and training during the rollout of SAP Time. This plan includes 3 key elements.
5.2.1 Change Readiness Assessment, Communications, and Change Plan

Successful Change Management is about getting individuals and groups to do things differently, to
change the way they behave and to implement the changes associated with new systems and processes.
This process considers:
The impact of change on individuals, teams, leaders and organizations.
New roles, behaviors, capabilities and skills required.
Potential sources of resistance from individuals and groups.
Enrollment strategies to facilitate individual and organizational transition.
Positive communications about the change.
5.2.2 End-User Training

Strong End-User training will be needed to explain the new tools and time entry and approval processes
at rollout affecting all <Client X> employees, supervisors, and contractors entering or approving time. The
training will have to address various skill levels and local language requirements. It will have to provide
quick but thorough training to a widely dispersed diverse audience. Establishing this training plan will
require the following steps:
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Thorough assessment of End-User training needs including audience, language and infrastructure
requirements.
Design the End-User plan how best to address the changing technology, policies, and processes in a
positive, efficient, and thorough manner for such a large and diverse audience.
Build the Training content developing course outlines, preparing instructional materials including online
materials, conducting focus group tests for effectiveness, training the trainers, and establishing feedback and
training evaluation tools.
Continuous improvement establishing a process for gathering lessons learned from the training efforts and
applying these to future programs.
Effectiveness measurement establishing quantitative and qualitative measurements of the learned

behavior (are workers doing what they were trained to do?), and then filling any gaps in the training process.
5.2.3 Capability Transfer

<Client X> needs to be capable of maintaining and building on the success achieved in the initial rollout of
SAP Time. This will require a capability transfer from outside technical and functional resources
throughout the rollout to <Client X> internal staff to allow <Client X> to maintain and build the SAP Time
system after the implementation is completed. Planning this process and monitoring its progress will be
an important part of managing the overall change to SAP Time.
5.3 Governance
Introduction
To implement SAP time successfully, a governance plan is required to control the design, configuration,
testing, and on-going maintenance of the application for multiple users. This is particularly important
where significant changes to existing policies and approaches will be required. <Client X> is a large and
diverse organization with significant variations in existing time collection and processing practices.
Various Time Team participants currently received invitations to the Global Time Collection and Evaluation
Design Workshops. These members are needed to represent the requirements of this diverse
organization. Smaller working teams will be involved with more detailed review and analysis of important
policy and design decisions. The governance structure described below includes both a broad global
design representation team and a smaller working team for detailed design and implementation support.
a) Functional Time Users:
Represent diverse requirements of all Product Business Groups (PBGs).
Incorporate strategic business thinking in design analysis.
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Provide comprehensive global representation.
b) Technical Time Users: SAP Time will provide critical information to other SAP applications. The
down-stream users of Time data and technical support organizations need to be represented in design
and change decisions.
Payroll
Project Systems
Services Management
Finance
HR
eBis
c) Country and Regional Users: Represent local business and statutory requirements and assure that
Time design, implementation, and change management address local user requirements.
d) Key Support Organizations:
Audit
Labor and legal
Others
e) Core Time Implementation Team: Represents <Client X> Functional, Technical, Support, and
Country/Regional time user requirements in the detailed design, configuration, testing, and rollout of SAP
Time.
Provide detailed configuration, testing, and rollout support.
Coordinate communications, training, and logistical issues within <Client X>.
Support each wave of implementation.
f) PMO: Provides leadership and direction to the Time implementation.

Assures appropriate representation by <Client X> KPCs (Key Process Chain), functional, technical, and support
organizations in the design and implementation.
Conduct Time Users Meetings.
Approve detailed design plans.
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Approve most policy and procedure changes.

Set clear and realistic strategy and targets.
Direct and support the Core Time Implementation Team.
Monitor team performance and results.
g) Steering Committee
Approve global policy and design recommendations.
Authorize changes to design, scope, and budget.
Resolve conflicting requirements.
Goals for Governance Plan

Secure appropriate representation in the design and implementation for all KPCs / Functional/ and groups affected by
the Time design and implementation.
Resolve conflicts between business vision and standard design and implementation realities.
Expedite decision making, resolve policy and design issues, and support the Time implementation team.
The Time governance structure must provide leadership and oversight.
Establish a realistic design and implementation plan for SAP Time.
Secure appropriate involvement in design and review supplement existing KPC/Functional design review processes.
The following chart illustrates recommended Time Governance roles and responsibilities.
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Time Governance Organization

In general, Governance is about bringing the right people to the table to have the right conversation with
the right process and best information available. Functional workflow owners are responsible for the quality
of workflow designed in their span of control.
Role
Provide high level decision-making,
Approve/Make final decision on
project team recommendations
Monitor project status and assist in
high level issue resolution
Steering Committee
Conduct Time User Group Meetings

Recommends Global Time Policies and key Design
Decisions
Resolve conflicting requirements and evaluates change
requests
Update the PMO with major milestones achieved
Discuss any major scope changes
Discuss any issues from the design sessions
Facilitate consistency between various operating units and
countries (where applicable)
Coordinate day-to day project activities
Time Owners (PMO)
<Personnel name>
Time Core Implementation Team
Personnel Names
Invited to participate in Global Design Workshops

Help define requirements and reviews design documents
Advise Time Core Implementation Team
Europe
Asia
Time Users Group
Israel
North America
Personnel Names
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Exhibits
Exhibit A: Current State Analysis
An assessment was recently conducted of the various applications, approaches, processes and policies
used at <Client X> to collect and use worker time related data. The aim was to identify:
The tools currently used to collect worker time and leave data.
The other applications that rely on this data.
Interfaces between these applications.
Unique data or processing requirements.
Practices and policies regarding who entered time, how it was approved, overtime processing rules, etc.
This review was conducted using three primary methods of information collection: global payroll process
workshops where current and future time collection processes were reviewed (see Attachment X Time
Collection Future Processes), distribution of a time data requirements questionnaire (see Attachment X
Time Usage Questionnaire), and interviews with key time users (see Attachment X List of <Client X>
Time Participants).
Based on interviews and questionnaires, a current state analysis was done for the Time Management
Process at <Client X>. The analysis has been divided into following categories:
1. General Time Requirements: This covers general time management issues.
2. Time Entry and Collection: This category was aimed at collecting information on time entry
processes - how time is entered and what are its approval processes.
3. Payroll: This category covers payroll related requirements.
4. Projects: This category deals with time data requirements needed for project costing.
5. Leave: Tracking, administration, and accrual for leaves.
6. Reporting: Extract, query, and report related requirements.
7. Service: This category covers the cost and data required for services related costing.
8. Others: Includes workflow and interface requirements.
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The following is a detailed review of the responses by <Client X> area to specific questions.
1. General Time Requirements

a) Type of Time Entered
Findings
Based on the responses received, <Client X> currently uses both positive and negative (exceptionbased) time recording. Generally, positive time is required for non-exempt employees and where hourly
cost allocation is used. Exempt, staff, and managers are typically only required to enter exception hours
for payroll.
Hours are entered against project numbers, tasks, purchase orders, and service orders.
The table below shows examples of responses from various regions, operating units, and functions.
Location/Region
Operating
Unit/Function
Response
North America
Finance
Exception based time recording
North America
PLC Finance
Negative time recording
North America
<Client X>
Positive time recording into Clockware web based time card is done on
weekly basis for costing.
North America
<Client X>
All CEs, TSPs, PSEs (whether they are RFT or contractors) who work on
I&W and service related work have to enter time.
Asia
<CLIENT X>
Japan, Korea and
Taiwan
For <CLIENT X>, those who work on the Direct projects are required to
enter their time in Oracle Time and Labor (OTL) for time collection. This
time data serves dual purposes - Project costing and Overtime calculations.
Indirect people are not required to enter time data in OTL. <CLIENT X>
Korea and Japan track the "Leave" manually, while <CLIENT X>-Taiwan
uses <Client X> Time and Attendance for Leave purpose. Only Direct
people (including Temps and contractors) are required to enter time. The
challenge is that OTL doesn't track Leave balance. Therefore, each region
has to do this manually.
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Location/Region
Asia
Asia
Operating
Unit/Function
Response
<Client X> Korea

Field Operations
I&W Fact base in eTrack is based on Start time and End time.
<Client X>
Hours/Days entered for positive time recording in TimeAttendance and

downloaded into payroll for monthly payroll calculations
OT is for all employees except people managers. It is captured in Lotus

Notes dB and is based on Start time and End time. It is only for Payment not
for employee utilization measurement.
I&W, FSR (Field Services Report) are the source databases for
Direct/Engineer employees. The time data from FSR supports customer
billing documentation
Negative (exceptions based) calculations are also used for payroll
calculations
Indirect or exempt employees request OT through TimeAttendance
Leave are entered for all employees in TimeAttendance (a LotusNotes
database)
Integrated data from TimeAttendance, I&W, and FSR is used for employee
utilization reports
Positive time recording and exceptions recording
Israel
Europe
France
Hours or days depending on the employee status are entered in excelplanning (for overtime calculation),
in time and labor (for payroll premium calculation). T&L is automatically
downloaded into payroll,
in E-Track (for I&W forecasted and actuals recovery),
in the e-vacation (for vacation follow up and manager pre-approval).
Europe
Italy
There are no negative entries.

There is one legal book where all worked days are tracked (file is
maintained by one admin by location).
Employees enter hours worked on shift and overtime to get paid.
Vacation request are done on email, approved by the manager and
centralized by the site admin.
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Location/Region
Europe
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Operating
Unit/Function
Germany (ICT)
Response
Positive recording
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b) Who enters Time?

Findings
Today, there is no overall policy or practice regarding time entry requirements at <Client X>.
Requirements vary between operating units and countries. In North America, most non-exempt
employees are required to enter time (although they are paid without approved time), while most exempt
employees are only required to enter exceptions (overtime, leaves, etc.) except where their hours are
used for costing or client billings. Time entry and approval is required in Asia, Europe, and Israel, but it
generally is based upon costing/customer documentation and for exception reporting.
Contractor time entry is generally not required. Where contractor entry is required, it generally only
extends to those working at <Client X> for more than 2 weeks.
Examples of responses are shown below:
Location/Region
Operating
Unit/Function
Response
North America
PLC
All employees enter exception time
North America
Global Operations
Exempt employees report on timecard any adjustments to the default

like sick/vacation etc.
Non-exempt employees are required to complete time cards on a regular
basis.
Contactors fill in timecards in the form of their agency, such as Adecco,
TCS etc and get their approval from their <Client X> Manager.
North America
All CEs, TSPs, PSEs (whether they are RFT or contractors) who work
on I&W and service related work have to enter time.
<Client X>
There is no policy/approach to deal with short term (less than 2 weeks

contractors). Therefore the hours are either entered under
RFT/Contractors name or not accounted in the application at all.
Asia
<CLIENT X> Japan,

Korea and Taiwan
Only direct employees (including temps and contractors) are required to

enter time.
Asia
<Client X> Korea

Field Operations
eTrack is used for all CEs and PSE
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Overtime is for non-managers RTF (Regular Full Time) only
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Location/Region
Asia
Operating
Unit/Function
<Client X> Taiwan
Response
Leave is entered for all Regular Full Time (RFT) employees
Overtime is entered for none-exempt employees
Most employees enter time - non-exempt, <Client X> CE's, scientists,
R&D, Contractors, etc.
Israel
Europe
France
All CE and PSE use eTrack.

For payroll purpose, there are non-exempt and CE under hours regime
(cadre integre) who enter all of their hours worked.
There are CEs under days regime (cadre au forfait) who enter only the
days worked on shift (not regular).
Top management (cadre dirigeant) are exempt but have lower vacation
days.
Europe
Italy
All CEs and non-exempt
Europe
Germany (ICT)
All employees have to enter Time. It is automatic when logging in and

out.
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2. Time Entry and Collection

a) Do employees enter time themselves? Is there duplicate entry?
Findings
Most <Client X> employees enter their own time, although there are some locations where payroll and
administrative staff re-enter time from manual timesheets on their behalf. There are a number of examples
of time or leave being kept in a system that isnt linked to payroll, then being re-entered manually by
payroll. There are many examples of duplicate time entry in separate unconnected systems. In some
cases, employees may have to enter time and leave data in as many as 4 separate applications.
Examples of responses are shown below:
Location/Region
Operating Unit/Function
North America
PLC
Response
By employees themselves
For PR exceptions, it is at the employee level. For project, excel
sheets are sent to KPU, GPM, Operations Heads for inputs
All time card adjustments for non-exempt employees are entered by
payroll. This represents a substantial amount of entry.
Asia
<Client X>
Part of <Client X> uses administrative staff to enter hours
Asia
<CLIENT X> Japan,

Korea and Taiwan
Typically by employees themselves, but there are some cases of

administrative support for entry.
Asia
<Client X>
Time is entered by employees through self-service

Exceptions are entered by Local administration
Duplicate entry identified for I&W is deleted by system services
By employees themselves
Israel
Time sheet Administrator

Europe
France
The admin enters time in hours in T&L and the Manager approves
the T&L
Europe
Italy
Local Administration
Europe
Germany (ICT)
Manual data entry only by Payroll personnel or authorized IS&T

person against approved form.
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b) Time Entry Applications

Findings
Most employees enter time on-line, although there are many cases of manual paper entry in the
organization. Many of the on-line locations report occasional delays in entry and approval processing
during peak entry periods. Many have requested off-line entry capability that could be up-loaded during
non-peak periods.
Several locations in Europe use time collection badging systems to capture employee in-and-out time.
At some locations, time can be entered through internet connections (Global Operations in NA). In a
number of locations, time is captured in excel sheets, then re-entered or uploaded into payroll outsourcer
systems.
Examples of responses are listed below.
Location/Region
Operating
Unit/Function
Response
North America
PLC, Finance, <Client

X>, <Client X>
Time is entered online.
Asia
<CLIENT X> Japan,

Korea and Taiwan
Time is entered online.

Time entry requires local network connection Badging required.
Israel
Europe
France
Time is captured in excel sheet that is shared and saved on <Client X>
server - T&L needs intranet connection
Europe
Italy
Time is captured in excel sheet that is saved on <Client X> server and
printed on a monthly basis as a legal requirement
Europe
Germany (ICT)
The employee badge at ICT is used for both access control and time
recording. Therefore, a badge is only handed out to an employee if the
employee is registered as an <Client X> employee (PeopleSoft).
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c) Time Verification and Approval

Findings
Although approval is required at most <Client X> locations, it is usually not required as a pre-condition for
payment. Approval is most strictly enforced with overtime and adjustments. Because cost allocation
tracking applications and payroll are frequently not linked, hours costed often vary from hours paid.
In North America, approval of overtime is not required for payroll. Approvals are strictly enforced for
manually submitted timecards and all manually submitted adjustments.
Globally, there are examples of time approvals via email, which then prompts manual entry of the Time.
Examples of responses to verification and approval questions are listed in the chart below.
Location/Region
Operating
Unit/Function
Response
North America
PLC, Finance,
<Client X>, Product
Operations
No verification.
North America
PLC Finance
For projects, there is no tracking.

For Non-exempt employees, Managers approve PR time input.
North America
Global Operations
There are vacation calendars in excel that indicate vacation scheduled

and approval is through email.
For hourly employees, timecard must be approved by Manager through
HR Intranet site.
North America
I&W labor has to be approved before it is sent to finance for billing (except
Implant, who doesn't get I&W credit). The entered time is available for
manager approval real-time. Site manager and authorized others
approves timecard. There is no auto approve function, however, we offer
functions for manager to "select all" and approve them.
<Client X>
All non I/W labor is automatically approved.

Asia
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<CLIENT X> Japan,

Korea and Taiwan
One level of approval (manager) is required on all time entry. They go to

the authorized approvers when submitted. There is no auto approval of
time data.
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Location/Region
Asia
Operating
Unit/Function
Response
Leave requires prior approval
<Client X>
Overtime is approved through FSR

Approval routing depends on the type of leave and situation
Asia
<CLIENT X> Korea

Field Ops
I&W There is one level approval from the Field Manager required.
For <Client X> CE's, managers approve time via e-mail.
Israel
There is no approval requirement for exempt employees.

Europe
France
Managers approves time sheet once per month on T&L.
Europe
Italy
Managers approves time sheet once per month by email.
Europe
Germany (ICT)
There are three authorized approvers:

Head of Operations,
Head of RD&E and
Head of F&A
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3. Payroll
a) Overtime Entry and Processing
Findings
The collection and treatment of overtime varies greatly across <Client X>. In North America, overtime is
typically entered with regular hours and paid at the next pay period. In Asia, it is common for payment of
overtime to be delayed into the following month to allow customer acceptance of overtime prior to
employee payments. In both Europe and Asia, locations have delayed overtime acceptance which
requires overtime hours to be converted to additional Leave if rejected (Time for Time). In these cases,
overtime is often reported separately from regular hours and follow and manual routing for approval.
Examples of responses are listed below:
Location/Region
North America
Operating
Unit/Function
Response
Overtime is not captured for exempt employees.
PLC
Non-exempt employee OT input is captured through net work time sheet.

North America
Product Operations
Online version of time card is used.
North America
Global Operations
Online version of time card is used.
North America
<Client X>
User indicates manually if it is overtime.
Asia
<CLIENT X> Japan,

Korea and Taiwan
OTL provides overtime information.
Asia
<Client X>
Overtime entered in I&W and FSR for engineers and TimeAttendance for
indirect employees
Payroll overtime submitted to HR for final review
Engineers overtime goes through Division/Business Unit approval

Asia
<CLIENT X> Korea

Field Ops
Automatically - through time system based on number of hours worked

every day.
Israel
Europe
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Notice by HR to Payroll after OT approval.
France
Overtime is calculated on excel and is entered in T&L to follow the

overtime balance.
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Location/Region
Operating
Unit/Function
Response
Europe
Italy
Overtime hours are provided to the external vendor which applies

differentiated rates (daily hours, night hours, Saturday and Sunday) as
per requirements.
Europe
Germany (ICT)
The overtime schemes are documented in a Shop-Floor Agreement with

the Workers' Council. These hours are manually calculated based upon
the lists from the time data system and then processed into Payroll.
b) Cross Validation Rules for Dual Time Entry

Findings
Only a few locations validate the time entered in separate systems.
The table below shows examples of the <Client X> responses to this topic.
Operating
Unit/Function
Location/Region
Response
No cross validation.
North America
<Client X>
Asia
<CLIENT X> Japan,

Korea and Taiwan
Europe
France, Italy
Europe
Italy
Europe
Germany (ICT)
Only one application used.
North America
PLC
Done by Manager on quarterly basis (PLC).

No (PLC).
Payroll Function (PLC Finance).
Taiwan
<Client X>
A local system was developed to validate entry in eTrack and FSR so

that the same hours will not be duplicated in costing or customer
documentation.
Taiwan
<Client X>
There is duplicate entry. A local application is used for cross

validation of time entered in I&W and FSR to remove duplicate
entries.
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Location/Region
Asia
Israel
1/23/2016
Operating
Unit/Function
<CLIENT X> Korea
Field Ops
Response
Manual input by employee in Lotus Notes dB.
CE's enter to ETrack and Excel. These are cross checked manually.
43 of 95
c) Projects
Is standard cost or actual cost <Client X> to projects?
(Projects include discrete efforts with estimated start and end dates, defined work breakdown structures,
budgets, and resources. At <Client X>, these are often internal projects, not covered by client Purchase
Orders or Service Agreements.)
Findings
Except for North America PLC, standard costing is used. Overtime is generally not separated into different
rate types for costing.
Location/Region
Response
Standard Cost
North America
Finance
North America
Global Operations
North America
<Client X>
North America
<Client X>
Asia
<CLIENT X> Japan, Korea and Taiwan
Israel
Europe
1/23/2016
Germany (ICT)
44 of 95
d) Allocation of Time to Projects

Findings
Approaches to project costing vary between operating unit and functional area, but it generally follows
project and task level allocations.
Examples of project allocation methods are described in the table below.
Location/Region
Response
North America
PLC
Projects PVD/CVD and machine size.
North America
PLC
Development Program and Projects.
North America
PLC Finance
At project level only.
North America
Global Operations
Time is not captured in any of these databases or projects.
North America
<Client X>
Time is categorized by project/activity/type of activity.
Asia
<CLIENT X> Japan,

Korea and Taiwan
Time is categorized by different functions - CE, PSE, CIM, etc.
Asia
<CLIENT X> Korea Field

Ops
OT by HR and I&W by Global <Client X>.

For <Client X> - by tasks (i.e., Project Managers troubleshooting,
installation tasks, technical meeting with customer).
Israel
Europe
1/23/2016
Germany (ICT)
Mostly time is allocated on a gross basis by project.
45 of 95
e) Is Time data used for customer billings?

Findings
Several locations use Time data to support customer documentation and billing information.
Location/Region
Response
Yes, indirectly.
North America
<Client X>
North America
PLC
North America
<Client X>
North America
Global Operations
Asia
<CLIENT X> Japan, Korea

and Taiwan
Asia
<Client X> Taiwan
No.
Yes, for the time and dates services were provided and for special
hours charges.
Yes, for paid service. In addition, <Client X> CE's enter time into
ETrack to support I&W budget utilization.
Israel
Taiwan
<Client X>
Yes, hours and times are used in customer documentation.
Europe
Germany (ICT)
There is no automation of customer billings.
1/23/2016
46 of 95
f) Project Costing
Findings
There are various approaches used in the application of labor to project cost.
Location/Region
Operating
Unit/Function
Response
North America
Synopsis
Manpower (percentage) is entered for each project.
North America
PLC
Manually through excel spreadsheet.
North America
<Client X>
Projects are costed in the current system. Labor time data is collected and
BLE is allocated to each project based on weighted percentage of labor
time spent on project to total labor time. Materials costs are collected via
Lotus Notes PR database and charged to associated product or project.
BLE labor rate is total BLE minus Materials spend divided by total labor
time.
North America
Global Operations
Only material costs for System projects are maintained in Oracle. Period,
Burden, and MFG overhead costs are assigned to the PBG's in SAP
through Internal Commerce methodologies based on various cost drivers.
New Product project costs are manually estimated.
North America
<Client X>
Installation project budget is pre-negotiated by account team and Sold

PBGs.
Asia
<CLIENT X>
Japan, Korea and
Taiwan
Labor cost is calculated per pre-set standard rates.
Asia
<CLIENT X>
Korea Field Ops
<Client X> use project as the base for installation and warranty activities.
Each <Client X> tool installation has a unique project behind it.
By tasks (i.e., Project Manager's, troubleshooting, install tasks, technical
meeting with customer).
Israel
Europe
1/23/2016
Germany (ICT)
Time valued at cost of total C&B plus indirect materials, services and
allocations.
47 of 95
4. Leave
a) Leave Tracking and Accrual
Findings
Approaches to the administration and tracking and reporting leave accruals for employees vary. Leave
balances are maintained in LotusNotes applications, manual leave records, outsourced payroll provider
systems, and Excel leave tracking.
Examples are listed in the following chart.
Location/Region
Operating
Unit/Function
Response
North America
Synopsis
Maintained on Pay Stubs.
North America
Global Operations
Balances are available in corporate timecard system.
Asia
<CLIENT X>
Japan, Korea and
Taiwan
Leave records maintained manually.
Asia
<Client X>
Leave balances are refreshed after monthly payment completion. Balances

and accrual information are available for employees through self-service.
Prior approval is required for leaves.
Asia
<Client X> Korea

Field Ops
Vacation accrual is calculated by payroll system. There is no sick leave

accrual.
Israel
Europe
France
Europe
Italy
Europe
Germany (ICT)
1/23/2016
Auto calculation by Notes dB based on internal calculation methodology.
Maintained by the payroll outsource software and booked by <Client X>.

Unapproved leave is deducted from payroll within the same month. For all
other categories (sick-leave or vacation) the related regulations or policies
apply. For instance, for sick-leave, salary is continued up to max 6 working
weeks according to German Social Sec Code provided that there is a valid
sick-leave confirmation that must be issued by a MD. Leave times/days are
verified against those sick-leave confirmation forms.
48 of 95
5. Services
(Services typically include resources allocated to efforts involving customer purchase orders or service
orders.)
a) Service Related Cost and Billing Support

Findings
Like project costing, approaches to services tracking vary. Labor cost is sometime used in services
customer billing documentation.
Location/Region
Operating
Unit/Function
Response
North America
Synopsis
On PO requisition.
North America
PLC
Workcard time collection application is used.
Asia
<Client X> Korea

Field Ops
Operating group informed the billing information include CAR, other backups to <Client X> and Finance.
The back-up data includes labor hours.
Manual billing.
Europe
1/23/2016
Germany
Time data is used to verify the contractor-invoices. The contractor invoices

themselves are processed through PRS, PO, Receiver, invoice voucher
into A/P.
49 of 95
Time Plots for each Country

North America
1/23/2016
50 of 95
Israel
Israel
Monthly non-exempt employees

(eligible for overtime) up to grade 33
that receive a global salary
Badge, In and Out times
Form is sent to employees for
correction of missing information
(badging errors, absence type
updates) then routed for manager
approval. Corrections are manually
entered by Payroll
Excel
LAVIE
Hours and Exceptions

company charges
Global Loaned
Labor Database
(Lotus Notes)
Used by AGS CEs only

CEs also enter Time into e-Track
Leave balances are maintained in Payroll

System
Time Data
In House Payroll
Peoplesoft HR
Global employees, exempt employees

(Not eligible for OT) above grade 33
Scientists are required to enter their
time daily against projects
Government reimburses portion of
scientists wages. Time is audited by
Government twice a year
The time entry tool had to be
approved by the Government
.
Lotus Notes
Time Sheets
(for exempt
employees above
grade 33)
E-Track
RealTime
(<Client )X>
Israel: approx. 1032 total employees
1/23/2016
AGS CEs do duplicate entry of Time in

Excel and e-Track
CE-Reporting
I&W charges
AGS line of business (service
agreements, paid services etc)
Some <Client X> employees badge in and

out, some pass badge daily, others dont
badge, but update absences via e-mail
Monthly reports prepared with all working
hours
51 of 95
Europe
Germany
People Soft HR
(interfaces to
OTL and e-Track)
CE-Reporting
I&W charges
AGS line of business
(service agreements, paid
services etc)
Excel
e-Track
Used by <Client X>

Excel sheet is then
transmitted to the payroll
outsourcer
E-Vacation
Main system for time capture

Tracks hours in system
Used for tracking vacation, sick time,

bereavement, and special leaves ((birth,
exam, marriage, removal, unpaid leave)
Time for Time is used in Germany
Payroll
Time Data
Lotus Notes
ETT
Approval
and
Validation
(Level 1
manager)
Receives time data from ETT

Feeds into Payroll with manual
interface
Used for shift tracking

company charges
Manual Interface
Accenon
Global Loaned
Labor Database
(Lotus Notes)
ZICOM
<CLIENT X> Oracle

(Apertum PZE)
Used for AKT

Entered into Payroll manually
Provides overtime report
Used by ICT
ICT Approved overtime hours
entered here
ICT leave hours manually
tracked here
Germany: approx. 472 total employees
1/23/2016
52 of 95
Ireland
Main Time capture system

Web based
Used for overtime and
vacation tracking
Time and Labor

PeopleSoft
Approval
and
Validation
(Level 1
manager)
Hours combined in
separate systems
to validate total
hours claimed
Payroll codes and Time are extracted

from Time and Labor into excel for
import.
Excel file provides codes required for
processing
Excel Spreadsheet
Time Data
Payroll
E-Track
I&W charges
(service agreements
,
paid services etc)
Global Loaned
Labor Database
(Lotus Notes)
Excel Spreadsheet
CE-Reporting
<Client X>
-Overtime
taken from Time and
Labor and put into
spreadsheet before
being sent to Payroll
Leave balances are
maintained in Excel (for
)
<Client X> and <Client
X>
Used for time tracking
at <Client X>

Assignments up to3 months
company charges
People Soft HR
(interfaces to
OTL and e-Track)
Ireland: approx. 169 total employees
1/23/2016
53 of 95
Netherlands
Online sick time and maternity leave

reporting(Employee calls Manager and
Manager enters time into system
)
Goes to HR for
entry into
outsourcers
Payroll system
Arie
People Soft HR
(interfaces to
OTL and e
-Track)
E -Vacation
(LotusNotes )
Used for vacation tracking

.
- e
Employees request leave through
Vacation
-vacation
Leave is entered manually into
e
Main system for tracking time

Service labor costs allocation
(Service Agreements
,
Product Enhancements
, Paid Service
, I&W)
Used for overtime entry
CE-Reporting
I&W charges
Time Data
Payroll
E-Track
Approval
and
Validation
Global Loaned
Labor Database
(Lotus Notes )
Manual Interface
Excel Spreadsheet
Used for overtime hours and tracking

Assignments up to
3 months
company charges
Excel
Used by <Client X>

Excel sheet is then
outsourcer
Netherlands
: approx
. 98 total employees
1/23/2016
54 of 95
Belgium
CE-Reporting
I&W charges
(service agreements, paid
services etc)
People Soft HR
(interfaces to eTrack)
E-Track
Approval
and
Validation
Time Data
Excel Spreadsheet
Global Loaned
Labor Database
(Lotus Notes )
E-Vacation
Used for vacation tracking.

Employees request leave through eVacation
Leave balances tracked in e-Vacation
Tracks special vacation bonus (37 hours
standard week)
E&Y
(sent to E&Y for
Payroll)
Time and Labor

PeopleSoft
Used for personal leave tracking
Used for overtime hours and tracking

Used for tracking parental and
bereavement leave
Belgium: approx. 16 total employees
1/23/2016

company charges
55 of 95
1/23/2016
56 of 95
Italy
Filled out by Employees and handed

to Manager in <Client X> for leave
requests
Used for overtime at <Client X>
Used to track on-call shifts at <Client X>
People Soft HR
(interfaces to eTrack)
Paper Forms
E-Track
CE-Reporting
I&W charges
AGS line of business(service
agreements, paid services etc)
Leave requests are sent by

Employees to Managers.
Managers enter leave into
the Legal Register
Time Data
Payroll
E-mail
Excel Spreadsheet
Manual registration of overtime hours

,
shift hours and on call days and
.
worked hours during weekends
Sheets sent to Outsourcer
Global Loaned
Labor Database
(Lotus Notes)
Legal Register
Paper based manual register

required by law for absence only
(both <Client X> and <Client
)
X>
Sent to outsourcer

company charges
Italy: approx. 107 total employees
1/23/2016
57 of 95
Used bydirect manufacturing

/
installation employees and vendors
Includes exceptions(Leave, OT,
Holidays)
OT ratesvary by time of the day
(straight time
, 1.5 X, 2X)
Badging is used for time
entry for
direct employees- manufacturing CE
/
Installationengineers
Vendors (consultants
, temp
employees
, etc.) enter time for
capacity planning
and automated
generation of vendor payments
Provides OT hours for direct
employees for Capacity Planning and
Payroll. OT is paid in the following
month for anything entered after
7th of
the month.
UK
E -Timesheet
Lotus Notes
ETT
For AME UK only

.
Excel spread
sheet for all time
and leave to
payroll
E -Track
CEs in UK use this for some projects

Has limited use in UK
- Horsham
(approximately35 to 40 employees
currently
CE-Reporting
I&W charges
(service
agreements
, paid services etc
)
Payroll data is re
-entered by Payroll
Project cost allocation
Capacity Planning
HR Data(Employee adds and

leaves, etc.) manually entered in
Payroll Outsourcers system
Time Data
Payroll
Outsourcer
Payroll
HR communicates to Payroll once a month to

inform about new hires .etc
This is required since HR
currently uses PeopleSoft and there is no automatic
feed into Payroll system to update them
of any changes
/additions
.

Assignments up to
3 months
company charges
Global Loaned
Labor Database
(Lotus Notes )
Usedfor requesting leaves

by all
)
employees(including direct
Employees useLotus notes to get
leave approval
. However once
approved
, it is submitted manually and
HR enters it intoOutsourcersPayroll
system.
HR
E-vacation
(Lotus Notes
Leave Tracking )
Excel
Exceptions Only
(Indirectemployees(i.e.,
staff, HR, Facilities
,
engineering
)
Excel
Flexible Working
Schedule
Flexible Working by full time

employees timesheets are
used
to trackvariations fromscheduled
work hours
. Extra hours worked
result in additional leave
allocation(EU Working Time
Directive)
Doesnt include any direct
employees(Eligible for OT
)
UK: approx
1/23/2016
58 of 95
Scotland (UK ), Livingston and Glenrothes
Overtime Paper Timesheet

entries which are
submitted
manually
Employees sign a book to

record time in and .out
People Soft HR
(interfaces to
Timeware)
Manual entry
<Client X> Payroll

company charges
Global Loaned
Labor Database
(Lotus Notes)
: 19 employees
Glenrothes
Employees 'clock' in
and out using
'Timeware' system
The system keeps
overtime entries as
backup
Leaves are all
recorded manually
<Client X> Payroll

(exception based
payroll)
Payroll Outsourcer
Timeware system
Livingston: 37 employees
1/23/2016
59 of 95
Asia
Taiwan
Used by <Client X>

This is a small group of
employees in Taiwan
People Soft HR
(interfaces to
OTL and e-Track)
Excel
Activity Reporting
CE-Reporting
I&W charges
(service agreements
, paid
services etc)
<Client X> Payroll

E-Track
Hours combined
from e-Track and
FSRto validate
total hours claimed
Feeds Employee Time Oracle Projects

for AKT employees
Payroll
Monthly
payments to
employees.
Exceptional
based Payroll
Approval
and
Validation
FSR
Time Data
OTL
Local Service System in Taiwan

In operation approximately10 years
Source for In/Out informationincluding
Workflow
Necessary for
: Statutory Compliance
with Overtime Calculations and
Service Statements to Clients
Global Loaned
Labor Database
(Lotus Notes)
Time and
Attendance
Maintains leave balances for

all employees
, including
AKT, and overtime tracking
for non-engineering
employees.

company charges
Taiwan: approx. 705 total employees
1/23/2016
60 of 95
China
Used by <Client X>

employees in China
Excel
People Soft HR
(interfaces to
OTL and e -Track)
OTL
<Client X> Payroll
Payroll
Exception based
monthly Payroll
Time Data
Any other AMC Activity

reporting
CE-Reporting
I&W charges
(service agreements,
paid services etc )
E-Track
Global Loaned
Labor Database
(Lotus Notes )
Time and
Attendance
China: approx. 358 total employees
1/23/2016
Feeds Oracle Projects for AKT

- Ces in AKT and <Client X> uses this to report
I&W hours
Used by all employees to

track overtime and Leaves

company charges
61 of 95
Korea
Used by <Client X>

employees in Korea
People Soft HR
(interfaces to
OTL and e-Track)
Excel
OTL

for AKT employees
<Client X> Payroll

Payroll
Time Data
Not Payroll Related

Any other <Client X> Activity
Reporting
CE-Reporting
I&W charges
AGS line of business (service
agreements, paid services etc )
E-Track
Global Loaned
Labor Database
(Lotus Notes )
Lotus Notes
Used by all <Client X> employees

to track overtime and Leaves

company charges
Korea: approx. 527 total employees
1/23/2016
62 of 95
Japan
Used by <Client X>

Excel sheet is then
outsourcer
CE-Reporting
I&W charges
(service agreements
,
paid services etc
)
Used by <Client X> employees

Installation and Warranty
Activity Reporting
<Client X> Payroll

for AKT employees
OTL
Payroll
outsourcer
Separate Payroll Outsourcer for

, <Client X>
AKT and <Client X>
Web Time
1/23/2016
Time Data
E-Track
Japan
: approx
. 665total employees
People Soft HR
(interfaces to
OTL)
Excel
Global Loaned
Labor Database
(Lotus Notes )
Lotus Notes
(Leave Tracking )
Usedfor requesting leaves

by all
employees(including direct
)

Assignments up3tomonths
company charges
63 of 95
Singapore / Malaysia
FSR Chargeable
Field Service
Report Document for
Clients (External
Clients )
International
Projects Billings
Documents for
Internal Clients
There is no direct interface

with E-track. Its manual entry
E -Track (Time
entered weekly )
CE-Reporting
I&W charges
(service agreements
)
, paid services etc
E-track handles Cost Allocation of Indirect and Direct Hours
Staff exceptions
(OT etc )
Paper Manual
entries
Global Loaned
Labor Database
(Lotus Notes )

Assignments up to
3 months
company charges
Validated Hours used to

adjust cost allocations
Staff International
, Paper
Excel Extract
<Client X> Payroll
Overtime Hours /Stand -by /Shift
- Produced in excel format
(suitable for
uploading to payroll )
- Evaluated for max 65 hours OT /mo
- Separates 2X and 1 .5 X hours
Approvals : 1 st Level Manager
: Regional /Field Ops
- Budget is cause for disapproval
/To Payroll for upload

Validated/Approved File
Singapore
/Malaysia <Client X> Employees
Singapore/Malaysia <Client X> Employees
Singapore
: approx
Malaysia
: approx
1/23/2016
(exception based
payroll )
Monthly Transmittal
HR
E -Leave
Payroll
Outsourcer
)
Monthly(Exceptions
Only unpaid leave <Client X>

(exceptions)
Production
Operator
Manual /Form
- Hospitalization
-Compassionate Leave
- Paternal Leave
- Sick
- Vacation
- Child Leave
Maintains Leave Balances and
Tracking
Manual/OT hours,
Soft Copy Mass Upload
- Working Hours
- Exception Hours
-Allowances
- Site Allowances
(<Client )X>
Excel
Leave Balances
Matched Excel with Legacy

/ Inhouse system for cost allocation
<Client X> Malaysia includes

incentives
Production
Planning tool
Supervisor Entry
Compare with
actual in Excel
Personnel Leave
System
(Singapore Only )
Excel
<Client X> requires in

and out hours by
policy and for
customer billings
64 of 95
Participants list for Current State Analysis
Purpose of this document is to provide an overview

of the team members interviewed across <Client
X> from where the current state analysis was
conducted
Purpose
Names
1/23/2016
Group
Country
Finance
Finance
<Client X>
Finance
Finance
<CLIENT X>
<CLIENT X>
Finance
HR
Finance
Engineering
Engineering
Engineering
<Client X>
<Client X>
U.K.
North America
North America
North America
North America
North America
Global
North America
Global
North America
North America
North America
North America
North America
North America
France and Italy
U.K. and Ireland
Israel
Israel
Israel
Germany
Germany
Germany
China
China
Singapore/Malaysia
France, Germany, Italy and Netherlands
North America
Europe
North America
65 of 95
Names
Group
Country
Global (<Client X>)
North America
North America
North America
Exhibit B: Requirements
<Client X> global Time data collection and evaluation requirements were gathered from key users of
worker Time data within <Client X>. This information, gathered through global payroll workshops,
interviews, and questionnaires, is summarized in the charts below.
The requirements are listed according to the type of Time functionality requested--whether they impact
Time Collection or Time Evaluation--and what other application areas might be driving the requirement
(e.g., Payroll, Service Management, Finance, Projects, etc.). The urgency of each requirement has also
been assessed according to the following criteria:
Priority
Description
Mandatory
(M):
Results from legal/statutory/or critical business requirements for which there is no reasonable
workaround. This includes essential data or calculations required by other application areas, such as
Payroll, Projects, or Service Management. It also includes guiding principle requirements established
by the project Steering Committee.
Important
(V):
Supports key business processes, streamlines existing time processes, or adds important new
functionality. There may be workarounds or alternatives available, but this is the recommended
approach.
Optional
(O):
Functionality may be valuable, but is not necessary for other application areas and/or reasonable
workarounds are available.
1. General Time Requirements

The following section of the table is a summary of Guiding Principles and general functionality
requirements for Time.
Requirements Identified
Single point of entry for worker time data
1/23/2016
CATS/Time
Evaluation
CATS
Functional Area or
Technical Requirement
Guiding Principle
66 of 95
CATS/Time
Evaluation
Functional Area or
Technical Requirement
Eliminates duplicate time entry and approval
CATS
Guiding Principle
Eliminates manual time entry (can provide paper docs

where required)
CATS
Guiding Principle
Accommodates various work schedules and calendars
CATS/Time
Evaluation
Payroll
Accommodates local language requirements
CATS
Payroll
Supports utilization and capacity planning data
CATS
Projects
Allows tracking of physical location where work

occurred for applicable tax and overtime calculations
CATS
Payroll
Automated interfaces to other SAP applications
CATS
Projects and Service

Management
Captures the Time and cost for contractors,

consultants, and temporary workers
CATS

Management
Can be implemented consistent with the overall BT

rollout schedule
CATS/Time
Evaluation
All
Standardized entry processes, workflow, and

adjustment processes practices
CATS
Guiding Principle
Meets statutory requirements (including SOX),

government contract requirements, and best practice
standards
CATS/Time
Evaluation
Guiding Principle
Supports future growth and M&A expansion
CATS/Time
Evaluation
Guiding Principle
Easy to use
CATS
Guiding Principle
Supports employees working in foreign countries
CATS/Time
Evaluation
All
Allows prior period adjustments of time to correct

payroll and cost
CATS/Time
Evaluation
All
1/23/2016
X
X
X
X
X
X
X
X
X
X
X
X
X
X
67 of 95
2. Time Collection
The following table is a summary of the how time is entered, validated within CATS, and approved.
Allows Time to be entered in:
CATS/Time
Evaluation
CATS
Functional/Technical
All
Hours
in and out (start and stop) times
Badging in and out
By percent of time worked
Allows Time to be entered:
CATS
All
Daily
Weekly
Monthly
Allows payroll to enter time on behalf of employees
CATS
Payroll
Accepts interface from badging (time entry) system to

accept employee identification and in and out hours
necessary for SAP Time Collection completion and
submittal.
CATS
All
Allows managers to enter time on behalf of employees
CATS
Payroll
Allows on-line access through the internet for time entry
CATS
Technical
Allows off-line entry
CATS
Technical
Time entry accessible through Employee Self Service

(ESS) and Manager Self Service (MSS)
CATS
Technical
Can be configured to require manager approval of

worker Time prior to payroll processing and costing
CATS
Workflow
Allows re-routing of approval for workers temporarily

assigned to other projects
CATS

Management
Validates entry for multiple work schedules (40 hrs, 44

hrs, 4-10s, etc).
CATS
Payroll
Accommodates non-standard work task entry and

payment rules, such as on-call and late shift.
CATS and Time

Evaluation
All
Links time entry to scheduling in Lotus Notes
CATS
Technical
1/23/2016
X
X
X
X
X
X
68 of 95
CATS/Time
Evaluation
Allows time to be entered as in and out time for (1)

calculation of applicable OT rates that vary by time of
day, and (2) supporting documentation for customer
billings
CATS
Allows different view of the entry screen for workers

entering time to projects, POs, and staff employees
CATS

Management
Automatically considers local holidays in the calculation

of holiday pay and overtime
CATS/Time
Evaluation
Payroll
Allows advance entry of vacations, holidays, and leaves
CATS
Payroll
Payroll and Projects

X
X
X
X
3. Payroll
The following table lists requirements related to the calculation of payroll and taxes.
CATS/Time
Evaluation
M
X
Able to handle both positive pay and exceptions-based

pay requirements
CATS/Time
Evaluation
Payroll
Allows managers to pre-authorize overtime
CATS
Payroll
Allows retroactive adjustment and approval of Overtime
CATS/Time
Evaluation
All
Calculates applicable shift and overtime rates
Time Evaluation
Payroll
Allows entry of Overtime hours for exempt employees

(including zero cost OT hours)
CATS/Time
Evaluation
Payroll
Allows manager to change employees work schedules

on-day-to-day basis
Time Evaluation
Payroll
X
X
4. Projects
The following table is a summary of the Projects related requirements.
CATS/Time
Evaluation
Weekly transfer of cost to projects
CATS
Projects
Uses standard hours based costing (no requests for actual

costing were received)
CATS
Projects
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CATS/Time
Evaluation
Provides a validation in CATS that limits time entry to open

projects and tasks
CATS
Projects
Supports production of manpower utilization reports
CATS
Projects
Off-cycle payroll will not result in project costing
CATS
Payroll, Projects
Allows time charges by authorized workers to projects in

other operating units and/or countries (supporting automated
labor cost tracking of internal <Client X> cross charges).
CATS
Projects
Restricted visibility in time entry drop-down lists to projects

and tasks outside workers organization.
CATS
Projects
X
X
5. Leave
The following table deals with Leave Management related requirements.
CATS/Time
Evaluation
Maintains Leave balances in Time
Time Evaluation
Payroll/ESS
Allows leave rules and calculations to vary by country,

employee group, etc.
Time Evaluation
Payroll
Makes Leave balances visible in ESS
Time Evaluation
Payroll/ESS
Multiple types of leaves tracked based on local

requirements
CATS/Time
Evaluation
Payroll
Allows negative leave balances (for employees during

shutdowns)
Time Evaluation
Payroll
Allows conversion of unapproved OT worked to additional

leave balances (Time for Time - statutory requirement in
some countries)
Time Evaluation
Payroll
Provides administrative vehicle for advance leave requests

and approvals that automatically populates Timesheet as
Leave
CATS/Time
Evaluation
Payroll
Allows managers to enter leave on behalf of employees
CATS
Payroll
Supports Flexible Working variation identification and

tracking of exceptions to scheduled hours that require
conversion to leave balances
CATS/Time
Evaluation
Payroll
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X
X
X
X
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6. Reporting
Report, inquiry, and extract related requirements.
CATS/Time
Evaluation
Missing Timesheet Report to track time entry,

submittal and approval status. This would provide a
view of what timesheets require entry or approval.
CATS
All
Overtime status reports to track OT submittal and

approval status (for locations with imposed delays in
OT approval process).
Time
Evaluation
Payroll and Projects
Provides paper based manual register of absences

(statutory requirement in Italy)
Time
Evaluation
Payroll
Provides system-wide consistency in the definitions,

calculations, and content of key global reports
CATS/Time
Evaluation
Guiding Principles
Provides supporting documentation for customer

billings and internal <Client X> cross-charges
CATS
Projects, Service
Management
Shift tracking report to identify premium or overtime

hours worked
Time
Evaluation
Projects, Service
Management
Contractor hours report showing total contractor

hours, billing rate, and estimated invoice amount by
location and cost center for validation of contractor
invoices.
CATS
Projects, Service
Management, and Accounts
Payable
X
X
X
7. Service
The following table is a summary of time requirements on Service
CATS/Time Evaluation
Track service labor hours by PO or Service Order
CATS/Time Evaluation
Service Management
Supports client billing documentation
CATS
Service Management
8. Approval Workflow
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CATS/Time
Evaluation
M
X
Approval workflow standardized across the organization
CATS
Guiding Principle
Employee receives notification of any changes made to

their timesheets after submittal
CATS
Payroll
Changes allowed to Timesheet by employee after

submittal. All changes require re-submittal and reapproval.
CATS
Payroll
X
X
Exhibit C: Future State Recommendations

Based on the current state analysis, the following are recommendations intended to meet <Client X>s
future requirements, consistent with industry best practice processes and approaches.
Time entry and collection
Category
Time Recording
Definition
Positive or negative
(exception based) time
recording
Recommendation
<Client X> should continue with positive time recording for
costing purposes and negative (exception based) for purposes of
calculating payroll. Hours and cost allocation data will be
transferred to projects/services applications while exceptions will
be transferred for payroll processing.
All hours worked and leave taken should be recorded either daily
or weekly. This will allow weekly costing to project and services
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Time entry and collection

Category
Definition
Recommendation
applications.
Category of
employees
entering time
Who are required to enter

time in <Client X>
All employees will be required to enter time. In some cases, this

may consist of exceptions to regular hours, such as leaves and
overtime.
All time will be entered in hours. The specific increment for hours
(quarter hours, tenths, etc.) will be determined in the design
workshops.
All employees will enter leaves, overtime, etc. in SAP Time.
Locations worked will be entered wherever this information is
required for tax local calculations.
All employees will enter their own time.
Time Input
Do the employees input

their time directly to a
system/a paper form or
certain team(s) enters
time?
Manager should have capability to enter time on behalf of their

employees when they go on leave, vacation etc.
Payroll/ Time Administrators will need to have the ability to enter
Time on behalf of employees.
Time will be accessed through Employee Self Service (ESS).
Online/Manual
Entry
How is the time entered? Is

it done manually or on-line?
If it is done online, does it
have off-line capability?
Approvals will be accessed through Manager Self Service (MSS).

Access will be provided for remote, internet based time entry.
Off-line entry capability will not be available at launch.
Managers should approve workers time.
Time Approval
Requirements
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Verification of Time.
All project allocations, overtime worked, and leaves taken should

be visible to managers. Reports can be used to provide some of
this visibility.
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Payroll
Category
How is
Overtime
Captured
Definition
Recommendation
Time will be entered through SAP time.
Is the overtime
captured online or
manually?
It can be entered through Internet and intranet.

Streamline and standardize Overtime policy to reflect same levels of
approval requirements across various operating units and globally.
How is
Overtime
Calculated
How is overtime
calculated? What tools
are used to calculate
Overtime excel,
online etc
Overtime will be calculated as per statutory and legal requirements for each
country.
Standardize overtime policy for overtime treatment across all operating
units. For example, currently in some countries like Singapore, there is a
cap on the amount paid for overtime and that amount varies for <Client X>
and AMS. This type of differences needs to be standardized to the greatest
extent possible.
Determine process of managing different start and end dates based on
country specific requirements and Overtime rules and dates of when
Overtime will be paid (which payroll period).
Retroactive changes of time - Standardize the policy for accepting over-time
hours posted in the past (that is cut-off policy for over-time hours).
Cross
Validation
for dual
entry
Project
Category
Dual entry of time should be eliminated in the future. This will make the
validation between different systems unnecessary.
Is there any cross

validation available to
spot errors if there is
dual entry of time
entered?
Definition
Recommendation
Standard or
Project Cost
Standard costing uses

set rate schedules
multiplied by the hours
worked for the
calculation of cost.
Costing interfaces will be designed with the assumption that standard

costing is the only method of costing required by <Client X>.
Time
categorization
for projects
How does time get

allocated to each
project?
The team implementing SAP Projects Systems will define standard project
numbering systems, tasks, descriptions, and data requirements. This will
help determine what data is included in CATS for project employees time
entry.
Customer
Billing
Is the time captured

used to bill the
The system should be capable of providing billing supporting

documentation. The specific requirements for this should be determined
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Project
Category
Definition
Recommendation
customers in <Client
X>?
Leave
Category
Leave
Accruals
Definition
during global design and country specific wave design. .
Recommendation
How are the leaves

accruals calculated and
tracked?
Leave balances will be maintained in SAP Time.

Leave policies should be standardized wherever possible.
SAP time will be configured to accommodate variations in leave and
holiday schedules wherever required by statutory requirements. This will
increase configuration and maintenance effort, so exceptions should be
avoided.
Service
Category
Service
Tracked
Service
related billing
1/23/2016
Definition
Recommendation
SAP Service
Management will
allocate service related
cost to POs and
Service Orders
The team implementing SAP Service Management will determine the cost
allocation methodology and data requirements for service labor. CATS will
accommodate these requirements and transfer hours and allocation data
to Service Management weekly.
How is service
provided billed?
Will need to define time that will be used to bill the customers.
The data requirements, costing methods, and transfer interfaces will be

consistent across the organization and timesheets will be built around
these requirements.
Will need to work with project and service management team to define the
reports required to support costing and billing requirement Documentation (copy of timesheets, payroll register etc).
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Exhibit D: Change Management, Training and Capability Transfer Plan

Change Management Plan
The implementation of SAP Time will involve policy, process, and technology changes impacting nearly all
employees and contractors working at <Client X>. Because this change touches so many people,
Change Management will play a major role in ensuring the success of this transition.
Successful Change Management involves getting individuals and groups to do things differently, to
change the way they behave and to implement the changes associated with new systems and processes.
The successful Change Management plan considers:
The impact of change on individuals, teams, leaders and organizations.
New roles, behaviors, capabilities and skills required.
Potential sources of resistance from individuals and groups.
Enrollment strategies to facilitate individual and organizational transition.
Communications is a key to the success of the Time Project. Therefore, communication tools will be
tailored to the various audience groups to keep them up-to-date on the progress of the project and
informed about the changes that they can expect.
To help manage change & communications successfully, BT Change Management resources will join the
Time Implementation team to help design and implement a communications, training, and capability
transfer plan that encourages positive acceptance of the changes and addresses concerns and
challenges that might arise during the project life cycle.
1.1 Change Management Activities Next Steps
The purpose of change management revolves around three goals:
1.
Minimize negative impacts on productivity.
2.
Eliminate any adverse impact on customers.
3.
Achieve the desired business outcomes as soon as possible.
The following activities aim to accomplish these goals. The details of the activities are listed below.
Activities
Change Management
Survey for Time
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Purpose
Understand concerns and specific issues from individuals through a change
management survey.
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Activities
Purpose
Develop and execute

Change Management
Plan
Use the data collected from the survey to plan change management activities
and training.
Develop Stakeholder
Analysis
Determine specific stakeholder audiences and information needs for change

management and communication activities
Workshop discussion
of Change
Management
Utilize design workshop time to include Change Management activity to

discuss relevant concerns and issues to incorporate into planning
These activities will mitigate some of the significant people-related risks of implementing Time by raising
awareness among employees, managers, and contractors regarding the upcoming changes. In addition,
these activities will help the affected individuals understand why these new tools are important to the
company, while assisting them in preparing for the transition.
1.2 Communication Activities Next Steps
To help manage change successfully, a communication plan has been outlined. The plan lists the key
activities and the frequency in which they occur. The table below lists the key activities in the plan.
Activities
Key Messages
Frequency
Weekly Meetings
Weekly updates and discussion forums for new

issues
Weekly
Weekly Emails
Summary of updates, key dates, invitation to voice

concerns
Weekly
Community of
Practices (CoP)
Main vehicle for information pull about Project ACT-Library resources, FAQ, Blog
Ongoing
Brown Bags
Milestone Updates and open forums for questions
Once in a month
Formal Communication
Plans in "<Client X>
Matters"
Major Milestone and Decision Updates, training

opportunities, etc.
As needed
Training
This training outline attempts to capture a training plan specific to the End-Users. This is a high level
overview, which will be discussed and developed further during the global design workshops scheduled in
September.
The Training plan will:
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Define training needs.

Determine a successful training strategy.
Build a training curriculum.
The objective of this approach is to ensure that everyone affected by the change understands why the
change is being made and to help them gain the appropriate knowledge and skills to effectively perform
their roles using the new system and processes.
The training approach includes various steps as outlined below.
Step 1: Assess Training needs by identifying the required skill sets of the End-Users and develop a
training strategy based on the assessment. This step involves following activities:
Identifying gaps between the current and required skill sets of End-Users.
Outlining training courses based on the Training Needs Assessment. The training curriculum will include the
development of the overall master curriculum and individual learning paths for the impacted individual list.
Defining a strategy that addresses the training needs of the End-Users over the life of the project based on the
analysis and development of the team training curriculum. The strategy will include training goals and objectives, the
training curriculum, cost and resource estimates, as well as any assumptions and open issues.
Step 2: Provide focus and direction for the End-User training and performance support effort by
developing an overall strategy for the learning program. This involves:
Assessing the Organizations training infrastructure.
Identifying End-User audiences who will be the focus of the training and performance support effort.
Identifying End-User learning needs where broad areas of user learning and performance support needs are
identified.
Developing End-User Learning Scope Statement where high level scope information for the End-User learning
package is defined.
Estimating costs and resources for End-User learning program.
Developing End-User learning work plan where team activities for package projects are developed.
Developing End-User learning program where the instructional content, learning systems, and tools are coordinated.
Step 3: Develop the Training plan by:

Conducting Training Developer Orientation to ensure that the training content developers use predefined standards
and formats when creating training materials.
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Developing End-User training course where each course identified for development is outlined.
Developing End-User instructional materials to support those portions of the training curriculum that require
development.
Developing Performance Support System including identification of train-the-trainer participants and Super-Users
who can provide local, ongoing training support.
Developing End-User learning program evaluation processes and tools.
Step 4: Deploy instructional content, learning systems and tools to End-Users while conducting training
classes and providing on-the-job performance support. This step involves:
Training site trainers where they are prepared to deliver the End-User learning program.
Establishing training environments for package and third-party software package functionality training.
Conducting each End-User training class identified on the End-User Training Schedule.
Establishing evaluation and feedback vehicles for gauging the effectiveness of training.
Step 5: Monitor and improve the system, conduct post-implementation reviews to ensure that the project
objectives and business benefits were achieved. In addition, a continuous improvement plan needs to be
developed to realize benefits from the current project and to identify new opportunities for improvement.
Capability Transfer Plan

The aim of Capability Transfer Plan is to ensure that the <Client X> is equipped with the skills to continue
building on the success of the Time rollout. This plan outlines how the capabilities will be transferred from
Deloitte / SAP to <Client X> internal staff so that the personnel responsible for maintaining the Time
system have ongoing support with the new processes, system and policies post-implementation. This
plan will be discussed and refined during the Global Design workshop sessions scheduled for September.
The plan includes following steps:
Step 1: Establish a strong foundation for the Capability Transfer Plan and to develop an evaluation plan
that will provide:
Developing capability transfer goals and objectives.
Identifying key competencies for capability transfer.
Developing capability transfer evaluation process and measures.
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Step 2: Complete a gap analysis of the current and future knowledge and skills the company needs to
sustain the project after Deloitte's involvement ends. In addition, this phase serves to develop an
Individual Capability Transfer Plan for each participating organization team member.
This step involves:
Identifying Capability Transfer Partners from the Time Group who will help in the transition of the entire plan.
Conducting a Capability Transfer Gap Analysis where the capability requirements are determined for the
organization team members. This analysis results in the baseline for the development of Individual Capability
Transfer Plans.
Developing individual capability transfer plans for each client team member participating in the capability
transfer program. The compilation of the individual plans defines the Capability Transfer Program.
Step 3: Adjust the Capability Transfer Plan when necessary and conducting final transition workshops.
These activities assist in the transfer of all key competencies and a smooth transition of project
responsibilities from Deloitte practitioners to the organization. The progress of the capability transfer is
then monitored. When the plan is complete, the organization should be able to successfully maintain all
new processes implemented during the project.
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Exhibit E: Time Best Practices

Time Entry process recommendations are based on the recent time entry processes implemented at companies running successfully on
SAP. The information gathered is primarily focused on Time collection for Projects, Services and Payroll.
Problem Statement:
Lack of consistent global source or methodology to generate access and report on worker-related Time information.
Examples of Best Practices:

Problem
Costing of Time worked for

Several Projects
No data to track growth and

performance every proceeding
fiscal year
Solution
Time Entry through CATS for

Project Networks and Activities
Capture absences through
CATS (Cross Application
Timesheet)
Complexity for
Solution
Medium
Low
Lack of true Utilization Reports
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Industry/Client
Demographics
Easy actual cost booking for

projects
Utilization rates reporting for
employees
Billable hours reporting for
revenue projects
Industry: Automation
Approx. number of Employees
10,000
Solution for 7 countries
Industry: Pharmaceutical
Efficient reporting of
overtime
Lack of accurate data to

compare the different
organizational unit to measure
productivity
Lack of data integrity
Impact
Time entry using Oracle time

entry system
Regular and overtime

recorded for more than
Actual costs booked to

Finance
Medium
Improved billing process

Efficient reporting
Industry: Global Engineering/

Architectural
Medium
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Problem
to do Capacity Planning
Solution
Complexity for
Solution
50,000 projects.
Positive time for employees
assigned to projects, negative
for managers and staff in
global operations
Medium
Impact
Industry/Client
Demographics
OT recorded to compare
budgeted hours with
actual hours and OT cost
to determine impact of
premium hours on project
results.

22,000
Global solution
Regular and overtime recorded
Thorough training plan and

good documentation for
change management
Medium
Standardization of time
units across organization
utilizing CATS
Generating standard
reports on employee time
data (e.g., work schedules,
attendances/absences,
quotas, time statements,
etc.)
3rd party vendor and noninvoice payment for
contractors
High (Change
Management)
High
Monthly view of selected

time and labor data for
any year, broken down
into months, or for
calculations of quarterly
and annual summaries
Industry: Telecommunication
Meets government and

commercial requirements

11,000
Consolidated and
streamlined disparate
Time systems
Industry: Manufacturing
Reduction in time entry

process and check on
duplicate time entry

6,500
Industry: High Tech

Manufacturing
State Agency
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Problem
Solution
Complexity for
Solution
Impact
Industry/Client
Demographics
Industry: Utility
High
Online time entry
Self time entry by

employees at locations
where network was
accessible
Medium
Reduction in missing time

cards
Industry: Global Engineering/

Architectural
22,000
Global solution
All employees use single

CATS screen to record
client hours and non-client
hours through ESS
Industry: professional Services

Approx. number of employees
33,000
Medium
Industry: Forest, paper &
recycling
40,000
Solution for sites in US,
Canada
Time recording for Internal

Orders, Controlling and Payroll
Employee time entry using

CATS for Internal Order,
Contractor Time entry against
purchase orders
High
Appropriate costing for

internal orders, purchase
orders
Time Entry against wage types

for payroll
1/23/2016

recycling
40,000
Canada
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Problem
Solution
Complexity for
Solution
Impact
Industry/Client
Demographics
Industry: Manufacturing
6,500
Integration for costing with

Services Management System
Time recording for Field

engineers & mobile employees
Interface with third party

Service Management system
for time transfer to CATS
Database
High
Offline Time sheets using

CATS notebook for field
engineers
High
Confirmations for service

orders
Costing hours for service
orders
Accessible anywhere to
mobile employees
Accurate time entry
10,000
10,000
33,000
Multiple instances of HRMS

(one Continent for each
continent)
No Integration between time

recording system and HRMS
1/23/2016
Roadmap for SAP Payroll

implementation to get on to
single application platform
(SAP)
High
Interfaces built between SAP

and Peoplesoft payroll
High
Less maintenance
10,000
Hours worked including

regular and overtime easily
accounted for payroll
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10,000
Problem
Additional Data maintenance

in third party time collection
systems
Solution
Integration through interface

between two systems
Complexity for
Solution
Impact
Industry/Client
Demographics
Less Maintenance
High
recycling
40,000
Canada
Missing time entries from

people on projects
Absence monitoring for

projects
Automated missing time card

reports to cost center
managers
Hours for absences booked on

Internal projects using CATS
Low
Improved project costing and

billing
Follow ups with employee
for time entry
Low
Accounting for employee

absences
10,000
10,000
Issues with some managers

failing to approve time on
paper
Automatic approval in SAP,

with reports available to
managers and time
administrators for review
Auto Approve regular time for

project key team members
Time approval through MSS

Auto approval for regular hours
1/23/2016
Medium
Medium/Change
Project managers can focus

more on project work rather
than doing routine
administrative work
Convenience for Managers

to approve time
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Industry: Oil & Gas

Solution for United States
Problem
Solution
booked on projects for key

team members using SAP
User Exits (Custom
Enhancements)
No Approval required
Complexity for
Solution
Management
Impact
Industry/Client
Demographics
Project manager has to

dedicate less time on
approval. They can also
monitor overtime closely
No Time approval required
recycling
40,000
Canada
10,000
33,000
Non-exempt employees not

entering overtime
Overtime entry for nonexempt employees using

CATS
Process change for
employees
Mass Time entry for Hourly

employees
Time administrator entering

time for hourly employees
using CATS
Medium/
High (Change
management)
Low
Utilization rates reporting for

employees
Industry: Oil & Gas

Better budgeting for future

projects
Convenience for employees
10,000
Industry: Oil & Gas
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Problem
Solution
Complexity for
Solution
Impact
Industry/Client
Demographics
Retroactive time entry
Retroactive time correction

up until the beginning of the
fiscal year
High
Time Adjustments could be

made to time recorded and
already paid and accounted
for
Industry: Oil & Gas

recycling
40,000
Canada
Inaccurate employee PTO

(Paid Time Off) balances
Absences tracked through

CATS
PTO balances & deductions
maintained in SAP
1/23/2016
Medium
PTO balances available for

employees

40,000
Medium

recycling

Canada
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Exhibit F: SAP Time Process

Introduction
1. Objectives
This document is intended to provide a basic background of SAP Time, key SAP Time processes, and
associated workflow as a resource for the <Client X> Time Users Group. Understanding these principles
may help members of the Time Users Group in evaluating the SAP time process design at <Client X>.
2. SAP Time Processes and Workflow

2.1 SAP Time
2.1.1 SAP Time Management Overview
SAP Time Management provides a comprehensive approach to time and labor tracking including the
recording of worker time data and validation of time entered against pre-established work schedules,
overtime rules, holidays, and employee classifications to identify items for correction early in the workflow
submittal and approval process. It validates the work data entered by both <Client X> employees and
contractors/consultants to ensure that the data (open projects, tasks, POs, etc) is valid and that it is in
accordance with preset work and processing rules. SAP Time provides automated interfaces to other
SAP applications, such as Project Systems, Service Management, and Financials to deliver hours and
work allocation data necessary to support processes including:
Allocating internal labor costs as well as contractor and consultant costs.
Providing supporting documentation for client and customer billings.
Tracking resource utilization.
Administering leave tracking requests, approvals, and balances.
Validating overtime and exception costs against local statutory requirements, schedules, work-rules, and calendars.
Routing approvals.
Time Management is directly and indirectly linked with various internal components in human resources
and external applications, as displayed in the picture below.
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2.1.2 Introduction to Recording and Evaluating Time Data

SAP Time Management has user-oriented interfaces that support both centralized and decentralized entry
and administration of time and labor data. Employees record time and labor data online or using selfservice applications. The self-service applications range from time recording subsystems to Web
applications and mobile business applications. Employees can use these applications to request leave,
record working time for orders or projects, and view approval status of submitted time.
Time data submitted by employees can be processed and approved either centrally by the Human
Resources department, or by employees in individual departments such as supervisors, administrative
staff, and workers themselves.
Multiple systems and processes can be used for recording time and labor data and evaluating recorded
time data within SAP Time.
The picture below outlines the high level processes for recording and evaluating time data.
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2.2 SAP CATS

2.2.1 Introduction to SAP CATS
CATS (Cross-Application Time Sheet) is a tool used for recording working times, tasks, and pay types
across SAP Applications. It allows for the control of key payroll related tasks such as tracking time
worked, validating time entered against preset rules, and routing time sheets for approval.
CATS is often accessed by more people in an organization than any other SAP application. Hence, the
time sheet has easy to use and easily configured data fields including, in some cases, mileage, travel
expenses, and physical location worked. It allows time sheet views to vary, depending on entry fields and
local language requirements. Users enter time worked against Projects, POs, Service Orders, Network
Operations, Work Breakdown Structure Elements, Attendance/Absences, and Wage Types. Users
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release time sheets for approval after employees submit their entries, or time sheets can be configured to
auto release upon saving.
The CATS time entry process involves three basic steps:
1
Time recording.
Time Approval.
Time transfer to respective component.
Picture below explains the details including all type of users involved and their roles in completing CATS
process flow.
2.3 Approval Options and Workflows in SAP

There are three approval options for time sheet approval within SAP. They include:
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Approver specified by employee: Employees who have entered time data and want to have time
approved must specify a recipient for the work item when they release the time sheet for approval.
Approval by supervisor: Supervisors are defined by role assignments in SAP Organizational
Management for time sheet approval, and approve worker time on either a weekly or bi-weekly basis.
Approval by time administrator: Similar to groups of employees assigned to supervisors for time sheet
approval, group of employees can also be assigned to time administrators for time sheet approval. Time
administrators can be notified using the workflow option for time sheet approval.
Supervisors or time administrators can search for their direct reports time sheets by name, employee ID,
cost center, projects, networks, or business unit. In the Time Approval screen, the approver can see all of
the critical data from the workers time sheet, including hours, pay types, and charge codes used to
allocate time. If approved, the workers hours and allocation data is provided to Time Evaluation for leave
and exception validation for payroll and other applications for project costing.
The flow diagram below outlines basic time data entry, and approval workflow in SAP.
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2.4 Time Evaluation in SAP

The SAP Time Evaluation component valuates employee working times. Time Evaluation calculates
planned working time and overtime, administers time accounts and forms wage types, updates time
quotas, and is used to check working time specifications.
The Time Evaluation process includes steps listed in the following picture.
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Time Evaluation determines overtime wage types and automatically takes into account holidays,
weekdays, weekends, or conditions that effect the time and calculated cost of the work performed.
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SAP Time MGMT C

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SAP Time Assessment and Future Model

Prepared for <Client X>

Business Transformation - <Client X> Confidential

Business Transformation - <Client X> Confidential

Business Transformation - <Client X> Confidential

Time Implementation Mgrs (PMO)

Time Core Implementation Team

Time Users Group

Confirm that local statutory

Functional Time Users

Business Transformation - <Client X> Confidential

Assist in developing time

Use of SAP Time as the single source of time entry in future.

1.2 Current State and Future Requirements Assessment

Follow-up interviews with various Time users beginning in July 2006.

Business Transformation - <Client X> Confidential

1.3 Guiding Principles

Be the Single point of entry for worker time data.

Eliminate duplicate time entry.

Support global consistency and reporting.

Enable global mobility of time data.

Comply with all legal and regulatory requirements.

Be scalable to facilitate future growth and M&A expansion.

Be easy to use and maintain.

Business Transformation - <Client X> Confidential

2. Current State Analysis

Oracle (Apertum PZE)

Time and Attendance

Time and Labor Peoplesoft

Business Transformation - <Client X> Confidential

Paper forms for leave

Overtime and track oncall shifts

Legal Paper based manual

Legal Register (Absence

<Client X> WEB Time card

Lotus Notes (Leave)

Oracle Time and Labor

Business Transformation - <Client X> Confidential

Paper timesheets for

Excel for Leave balances

Time and Attendance

Time and Attendance

Oracle Time and Labor

Business Transformation - <Client X> Confidential

There is no direct interface

Provides tracking for all

Validated Hours used to

<Client X> Payroll

Singapore /Malaysia <Client X> Employees

Singapore /Malaysia <Client X> Employees

Validated /Approved File /To Payroll for upload

Manual /OT hours ,

Only unpaid leave

Matched Excel with Legacy / Inhouse system for cost allocation

Business Transformation - <Client Production

<Client X> requires in

Interface with Project Systems and Services Management.