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  User Guide

Closing a Programme

Project in the

Business

End State

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Contents Page

1.

 

Pro cess Overv iew ............................................. ..................................................... .................................................................... ....... 3

 

1.1.  Overview.....................................................................................................................................................................................................3 

1.2.  Responsibility.............................................................................................................................................................................................3 

1.3.  Triggers.........................................................................................................................................................................................................3 

2.  Key Project Closure Activities to be Carried Out. ............................................................................................................5  

2.1.  Overview.....................................................................................................................................................................................................5 

2.2. 

The Project Closure Checklist (PCC)..........................................................................................................................................5 

2.3.  Process steps .............................................................................................................................................................................................6 

2.4.  Hand-offs.................................................................................................................................................................................................. 11 

3.  Appen dices...................... ..................................................... .................................................................... ......................................... 12 

3.1.  Glossary of Terms................................................................................................................................................................................12 

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1.  Process Overview

1.1.  Overview

This guide lists all the processes which should be considered in the final stages of the management of a

production. The Closure Checklist and the steps listed are for reference only and Project Managers can decide

which, if any, of the tasks to action.

1.2.

 

Responsibility

Production Management are responsible for informing the Production Accountant (PA) of project f inish

(forecast end date in SAP R/3) and Portfolio management are responsible for informing the Production

Accountant of the final delivery dates (including external deliveries), these dates determine the timing of the

closure routines, as highlighted below.

1.3.  Triggers

1.3.1.  Project Closure Reminder Sent

An auto generated e-mail will be sent to the Production Manager, Production Accountant and Portfolio

Manager (in SAP R/3 project master data being the Applicant, the Responsible Person and the Portfolio

Manager respectively) 14 days before its forecast end date to inform them of its impending closure.

The format of the mail is set out below:

SUBJECT HEADER: Programme “[PROJECT TITLE - PAE 1234]” is scheduled to be closed [dd/mm /yyyy].

“Programme [“PROJECT TITLE - PAE-1234”] is forecast to end [dd/mm/yyyy] therefore the closure of this

project is scheduled for [dd/mm/yyyy] (30 days later) after this date no further commitments (purchase

orders/artist requisitions) can be raised against this project.

  If [dd/mm/yyyy] End Date is correct the following steps should be considered/actioned before

project closure:

All commitments raised (purchase orders/artist requisition).

Final forecast reflected in BPS – including agency spend and other non-committed costs.

All goods and services have been receipted - GRN (internal & external).

A comprehensive checklist and process details can be found within mybusiness.gateway.bbc.co.uk

production management tab.

  If [dd/mm/yyyy] End Date is incorrect – Contact your Production Accountant [J Bloggs] (details

held in SAP R/3 project definition field) to amend.

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Should no action be taken then the project will automatically be closed by the Finance Centre

[dd/mm/yyyy] and should any new commitments be required after this date the Finance Centre need to

be contacted.”

1.3.2.  Project Status Changed To T ECO .

30 days after the project forecast end date the Finance Centre will change the status of the project to

TECO. This prevents any further commitments to be raised against the project, however already raised

commitments can be amended, GRN’d invoices, contracts, expenses continue to be paid. Agency spend

will also continue to be recorded against the project.

As a final warning the Finance Centre will send an auto generated e-mail reminder 5 days before changing

status to TECO. If the project end date is incorrect e.g. because the final delivery has happened in the

last 25 days or is still to happen, then Production management should contact their Accountant to amend

 the data in SAP R/3. The cycle will then begin again.

By exception the Finance Centre can re-open the project to allow the late/unknown commitments to be

assigned to the project e.g. to clear the diary queue items arising after TECO.

1.3.3.  Project Status Changed To CLOSE C LOSE.

60 days after project has been TECO’d the PFA will change project status to CLOSE CLOSE.

To enable project closure any outstanding commitments need to be moved to the balance sheet/profitcentre or will be written off. NB: Once status CLOSE CLOSE commitments cannot be amended or paid.

No new payments will be made to a project after CLOSE CLOSE, old charges arising that were not part

of the transfer to the balance sheet will be paid on a special late charges cost centre, the code of which is

available from your divisional Embedded Finance person.

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2.  Key Project Closure Activities to be Carried Out.

2.1.  Overview

Key project closure activities are the tasks which should be considered and where applicable be carried out by

Project Manager while the project is still in production usually during the period of post-production or clear up.

The aim of this is to encourage managers to complete all programme spend and raise commitments by the

 time that the project is set to close. NB: Other production team members e.g. Production Co-ordinator or in

exceptional circumstances Production Accountant can assist with these tasks.

2.2.

 

The Project Closure Checklist (PCC)

The Project Closure Checklist outlines the types of processes that need to be reviewed/actioned ahead of

project closure. It is worth noting that not all tasks listed are relevant for all projects therefore the Project

Manager will decide which, if any, will be actioned ahead of the project closure date.

The Project Closure Checklist can be found within mybusiness.gateway.bbc.co.uk production management tab.

Section 2.3 gives the detail of how to action and where applicable lists available helpcards or user guide.

Checklist Notes

FINAL FORECAST & COST REPORT:

PURCHASE ORDERS /REQUISITIONS:

DOWNPAYMENTS :

BBC TV LOCATIONS :

MANUAL PURCHASE ORDERS :

INTERNAL PURCHASE ORDERS (DPO) ;

ARTIST AND COPYRIGHT FEES (ACON) :

POST PRODUCTION PAPERWORK (P4A) :

STAFF & CASUAL RECOVERIES :

EXPENSES :

DIARY Q :

LOCATION BANK ACCOUNT :

CORPORATE CREDIT CARDS :

COMPUTER EQUIPMENT AND OTHER HARDWARE :

ARCHIVE MATERIAL :

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SALE OF PRODUCTION ASSETS :

LOSS & DAMAGE & INSURANCE CLAIMS :

FINANCE FILES:

2.3.  Process steps

The steps required in order to complete the Project Closure Checklist (PCC) above are explained in more

detail below, along with some useful links to applicable reference helpcards.

2.3.1.  Save Closure Checklist

The Project Closure Checklist can be found within mybusiness.gateway.bbc.co.uk production management

 tab.

This should be saved locally for reference or to record notes and actions against items on the checklist.

2.3.2.  Final Forecast Cost Report

Ensure all commitments are raised e.g. Purchase Requisitions, Manual Purchase Orders, ACON or known

costs are planned e.g. Agency Spend, internal spend and E-Expenses and zero all unwanted estimates to

complete within BPS.

User guide: Planning and Forecasting Programme Projects

Helpcards: 

Planning Prog Spend using Projects

Understanding the Prog Spend Planning Screen

Once Final Forecast completed a cost report can be compiled.

2.3.3.

 

Purchase Orders

Run detailed project analysis report ZR002 or the project actual/commitment report to identify all

outstanding purchase orders, purchase requisitions, non-GRN’d items and GRNI items and delete items

 that are no longer required.

Handout: Programme Project Reporting 

  Via mybusiness.gateway.bbc.co.uk BUY/CONTRACT and PURCHASING tabs unwanted

commitments should be removed (PO AMEND/CHANGE) and goods receipted actioned with

deliveries indicated as complete.

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  Helpcards – Managing Existing Orders and Managing Orders - Receipting and Commitments 

  For all purchase orders that are goods received not invoiced (GRNI), contact relevant vendor to

ensure all monies owed are settled and when required request final invoice.

  Outstanding credit notes should be requested from the vendor. The Estimate To Complete

should reflect credit notes, as a credit will only show as an actual once assigned to purchase

order. .

2.3.4.  Manual Purchase Orders

All manual purchase orders (MPO’s) which have been issued to devolved budget holders (e.g. Production

Designer, Production Buyer) by the Production Manager should be processed via the purchasing tab

within mybusiness.gateway.bbc.co.uk and any unused/void orders accounted for.

Report ME2J- Purchase Orders by Project lists manual purchase orders assigned to a project and this

should be cross referenced with the MPO log maintained by the Production Manager.

Handout: Programme Project Reporting

Helpcard : ME2J Purchase Orders by project report 

2.3.5.  Downpayments

Down-payments made to freelancers or suppliers need to be cleared by submitting supporting paperwork

 to the Outsourcer such as expense claims, vendor invoice and/or money returned and forms completed.

See Freelancer Forms web page.

In order to see if there are any outstanding down-payments on the project run report ZRP0P00.

2.3.6.  BBC TV Locations

 When BBC Television Locations Unit have been used to contract locations, the Unit is responsible for the

issuing of contracts and responsible for actioning payment upon receipt of the signed contract.

The Unit should be encouraged to raise purchase orders as soon as the contract is issued to ensure

commitment is known ahead of project close, if this isn’t possible then the Production Manager or

Location Manager can assist the unit by chasing the location for signed contract and invoice. The ‘Estimate

 to Complete’ should include all outstanding location fees. See the TV Locations website TV Locations

website. 

2.3.7.  Internal Purchase O rders (DPO ’s)

Internal Purchase Orders (Draft Purchase Orders - DPOs) are raised as sales orders by the supplier (e.g.

BBC Resources). Those that are not automatically approved (over £1k) require approval before they hit

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 the project as a commitment, orders awaiting approval are found in the authorisers SAP workflow inbox.

If known orders do not appear here then the supplier needs to be chased to raise the sales order or

confirm who they have sent it to for authorisation.

  DPOs over £1k that are not correct should be rejected back to the supplier with a reason for the

rejection. The supplier will then amend the DPO and resend it for approval by the business.

  If there is a query about a DPO under £1k after the invoice has been checked, this should be

followed up by e-mailing or phoning the supplier who is responsible for any corrections.

2.3.8.  Artist and Copyright Requisitions (ACO N)

Review all outstanding artist requisitions commitments.

Helpcard : A&C Requisition List Report 

Instruct the area of the Talent Rights Group to whom any invalid requisitions were sent to cancel these

e.g. artists not used for whom a requisition was raised.

  If an A&C commitment is still valid e.g. the artist completed the work but has not returned a signed

contract, chase the contributor/agent for the return of the signed contract and Talent Rights Group

will make payment when the contract has been returned.

Helpcard : Portal for A&C Requisition (inc. Workflow and Follow-On Functionality) 

Detailed information about these areas is listed on the BBC Gateway Intranet site in the Talent Rights

Group section. 

2.3.9.

 

Post Production Paperwork (P4A)

Although these are not finance related requirements it is included for completeness. On completion of

 the project, check that all post-production paperwork has been completed. This paperwork will be

completed by either Production Assistant, Production Co-ordinator or equivalent.

The guidelines, explanations and forms are all available through Gateway under P4A web page.

The Production Manager will then inform relevant areas of the Talent Rights Group that the paperwork

has been completed as this can trigger payment for some contributions that do not require a signed

contract. All Equity, Musicians Union and picture copyright contracts require a signature whereas

supplementary payments, extract fees and compilation fees do not. Detailed information about these

areas is listed on the BBC Gateway Intranet site in the Talent Rights Group section. 

2.3.10.  Staff and Casual Recoveries

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These are costs for staff and casual staff who have worked on the production, charged centrally to a

departmental cost centre and then recovered to the programme. Before removing any staff costs which

are left in the ‘Estimate To Complete’ column, all staff charges should be checked by comparing the

actuals report against timesheets, booking forms or other manual records of work that have been

completed by individuals. Any leave or sick reductions should be taken into account to ensure correct

recovery.

 When reviewing the actuals report the setting layout of the report needs to be amended to reflect the

 transaction that processed the staff recovery.

CATS recoveries are viewed using setting /Z_STAFFREC WBS Staff Recoveries

KB21 recoveries via setting /ZSAP Detailed line items.

 Wherever possible corrections should be made by the person and transaction used originally.

For further information see:

User guide Staff Recoveries in the Business 

Handout: Programme Project Reporting 

Helpcard : Cross ApplicationTime Sheets (CATS) 

RIG: Actuals and Commitment Report

2.3.11.

 

Expenses

All production team and crew should submit expenses as soon as incurred and reminders should be sent

 to the team/crew before disbandment of the team.

2.3.12.  Diary Q – Invoice Queries

Attempt to resolve any outstanding Diary Q issues which will be e-mailed to the person who raised the

purchase order. The majority of queries will be dealt with by the BBC Finance Centre and the ones that

you will see will only relate to items where there is a GRN missing which should be resolved before

project closure.

Report, ZAPDIARY should be run to display invoices in the Diary Q.

Helpcard : Handling Diary Queue E-mails – GRN missing 

Helpcards – Managing Existing Orders and Managing Orders - Receipting and Commitments 

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2.3.13.  Location Bank Accounts

Check that the Production Accountant has completed the bank closure forms, returned cheque books to

Treasury, completed P46 returns and returned these to Embedded Finance, cleared float balances and

banked petty cash.

Refer to ‘BBC GROUP TREASURY POLICIES AND PROCEDURES MANU AL’ found on the Treasury

web page. 

2.3.14.  Corporate Credit Cards

 Where credit cards have been issued to individuals these should be returned to Embedded Finance.

Should an individual retain the card Embedded Finance should be notified. They will continue to track the

card.

2.3.15.  Computer Equipment and Other Hardware

All BBC and non-BBC hardware which has been loaned to staff and freelancers for the duration of the

project must be returned to the hirer before the disbandment of the production team. A log of issued

equipment and to whom must be maintained by production e.g. production co-ordinator or Production

Manager.

2.3.16.  Archive M aterial

Ensure that all archive materials and loans have been returned to source to avoid overdue and loss fines

being incurred after project closure. Details of all loaned material will have been logged throughout

production with details of loan dates, storage locations during production and return dates.

2.3.17.  Sale of Production A ssets

 Where money or cheques have been collected through the sale of production assets such as props and

costumes, this money should be put into the location bank account or credited to a departmental cost

centre or profit centre by the Production Accountant. If large items are sold i.e. individual value of £250or above, credit will be planned on the project and the Production Accountant will notify the BBC

Finance Centre to raise a sales order.

User Guide : Sales Document Processing in the Business 

2.3.18.

 

Loss and Damage and Insurance Claims

 

Any outstanding loss and damage payments or insurance payments or credits should be planned on the

project and listed in departmental logs. Refer to Head of Production.

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2.3.19.  Financial Files

Financial information held by the PM will need to be held by the BBC Finance Centre after project

completion should be collated in a folder and/or electronically in a file. The content will vary from project

 to project but will consist of some or all elements of the following list:

  Cost reports

  Signed final cost report

  Bank statements

  Paperwork regarding outstanding insurance claims

  Location paid invoices

  Production Copy of Manual Purchase Orders

2.3.20.  Project Closure Meeting

The project closure meeting is held at the end of the production, present at this meeting is the current

designated budget manager i.e. Production Manager (if still working on the programme) and other staff

which may include Production Executive or similar and the Production Accountant, Senior Production

Accountant or a BBC Finance Centre Resource Manager. All aspects of the project will be discussed at

 this meeting including financial matters, an appraisal of how the project ran and points of action which

could be taken forward to similar projects in the future.

2.4.  Hand-offs

Financial Files, see section 2.3.19.

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3.  Appendices

3.1.  Glossary of Terms

Please refer to the glossary below for an explanation of the key terms used in this document.

Term Description

ACON Artists & Contributors contracting system (raised via an Artists Requisition

process)

AGENCY SPEND The term used for costs internally traded between Sender Cost Centres and

Receiver Cost Objects (Cost Centres/WBS Elements) within the BBC’s accounts.

Agency Spend costs are allocated using the 94*** series of cost elements (eg.

Taxi costs from BBC Transport services).

BPS Business Planning and Simulation. SAP module for planning and forecasting

CATS SAP transaction used to recover staff & casual activity.

DIARY Q The means by which queries relating to invoices are communicated.

DOWNPAYMENT Payment advance to freelancer to enable purchasing on behalf of the BBC. Can

also be a method of paying a deposit to a vendor.

DPO Draft purchase order – an internal purchase order such as ones raised by BBC

Post Production

ETC Estimate to complete

GRN Good receipts note

GRNI Goods received not invoiced

KB21 SAP transaction used to recover staff & casual activity.

Transaction restricted to Finance Centre.

MANUAL

PURCHASE ORDERS

(MPO)

Paper pads which are used by devolved budget holders to commit to purchase

goods when it is not possible to make this commitment in any other way. Filled in

forms are returned to production for creation into purchase requisitions

PORTAL mybusiness.gateway.bbc.co.uk – one stop shop for financial information and

applications for both finance and non-finance users

PORTFOLIO

MANAGER

Position in the business who is responsible for a strand of projects e.g. Production

Executive.

PA Production Accountant – Member of the BBC Finance Centre based within the

business.

PFA Programme Finance Assistant– Member of the BBC Finance Centre based in

Cardiff.

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Quick Order+ Also referred to as SRM - Supplier Relationship Manager, the means by which

goods are purchased which is accessed through mybusiness.gateway.bbc.co.uk.

RELEASE A project status on SAP R/3 which enables commitments and actuals to be

assigned to a project.

RESOURCE

MANAGER

Position responsible for the scheduling of Production Accountants and/or

Programme Finance Assistants.

SAP R/3 BBC’s finance system

SPA Senior Production Accountant – Member of the BBC Finance Centre based within

 the business.

TALENT RIGHTS

GROUP (TRG)

The BBC area that is responsible for the following tasks: negotiating terms of

engagement for actors, musicians and presenters; negotiating terms for the

commission of writers and composers; acquiring necessary contributor rights;

obtaining licences for the use of copyright works such as artistic works,photographs and commercial recordings; managing contracts and the payment of

engagement fees and repeat fees; managing secondary payments such as royalties

due to contributors from programme sales and other exploitation by BBC

 Worldwide and co-producers.

TECO Technically Complete, a project status on SAP where raising new orders to the

related TECOed cost object is blocked but GRN and Invoice processing is

allowed.

 WBS - WORK

BREAKDOWN

STRUCTURE

Element used to capture costs on projects.

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Document Version Control

Document File Name and Path

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Document Revisions

Date

of change

Document

version

Details

of change

Author’s initials

21st July 2006 V0.1 Initial draft JH/GD/KJ

10 th Aug 2006 V1.0 Final document JC