Scope
5 areas implies 13 topics across 4 modules
Started from the Standing up project and portfolio management recipe — see the full worked plan. Add or drop anything below; it is a starting point, not an answer.
The end-to-end
Plan-to-Deliver (Project)
Projects and Portfolio (PPM)
Bill-to-Recognise
Projects and Portfolio (PPM) → Financial Accounting
Acquire-to-Retire (Assets)
Financial Accounting → Enterprise Asset Management
Acquire-to-Retire (Physical)
Enterprise Asset Management → Financial Accounting
Procure-to-Pay
Supply Chain Management → Financial Accounting
- 01Source-to-Contract
- 02Requisition-to-Receipt
- 03Invoice-to-Payimplied
Data in and out
What actually crosses the boundary, which way, how often, and what it costs when it stops.
Crosses your scope boundary
Sub-ledger postings←Accounts Payable
Continuous
General Ledger · without it: Payables detail and the control account disagree.
Depreciation journal←Asset Management
Monthly
General Ledger · without it: Asset carrying values drift from the ledger.
Net pay file→ABA
Per pay run
Payroll · without it: Staff are not paid.
Depreciation journal→General Ledger
Monthly
Asset Management · without it: Carrying values drift from the ledger.
Interfaces outside the ERP
Supplier invoices←Supplier e-invoicing, email and portals
Continuous
Accounts Payable · without it: Invoices arrive by exception and are keyed by hand.
Remittance advice→Suppliers
Per payment run
Accounts Payable · without it: Suppliers cannot reconcile and call the finance team instead.
Purchase orders→Suppliers, EDI and supplier portals
Continuous
Procurement · without it: Suppliers work from email and there is no commitment record.
Integration points
Every module boundary a stream crosses is an interface. The ones marked straddle your scope — you are changing one side and not the other, which is the interface most often missed at scoping and found during testing.
Projects and Portfolio (PPM)→Financial Accounting
Bill-to-Recognise
Financial Accounting→Enterprise Asset Management
Acquire-to-Retire (Assets)
Enterprise Asset Management→Financial Accounting
Acquire-to-Retire (Physical)
Supply Chain Management→Financial Accounting
Procure-to-Pay
Supply Chain Management→Financial Accounting
Requisition-to-Receipt
The order to do it in
Procurement, Asset Lifecycle, Project Planning
Nothing in scope blocks these — they can start together.
Accounts Payable, Project Costing
Unblocked once the phase above is standing.
Project Billing
Unblocked once the phase above is standing.
Sequence is a delivery judgement rather than a fact about the taxonomy. These are proposals from common tier-1 ordering — argue with them.
Assumed already in place
This scope depends on General Ledger, Accounts Receivable without including them. Fine if they are already standing and staying as they are — a gap in the plan otherwise.
Concerns raised
Australian obligations in scope
Everything in scope — 13 topics
The ones you chose, and the ones they brought with them. An implied topic cannot be dropped on its own — it is here because of a pick, and the pick is named.
You picked these — 5
Came with them — 8 you did not pick
Next
This is a diagnosis, not a plan
Build takes the same scope and turns it into the documents somebody has to write — the investment brief, the business case, the plans — starting with what each one needs as an input before its headings can be answered honestly.
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