Finance · Fusion · Intermediate

Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue

Twenty modules across two offerings most courses treat as one product

A practical implementation course for PPM functional consultants, project accountants, PMO leads inheriting a system, and finance staff in project-driven businesses. It opens with the distinction that decides everything after it: this domain is not one product. Project Financial Management is bought by Finance and ends at the general ledger; Project Execution Management is bought by the PMO and ends at the schedule and the people. Scoping the wrong one costs a week and a lot of credibility, and the course is built so either audience can take the path that is theirs. It then covers the three decisions you do not get to make twice — the organization structure, the project types, and the resource breakdown structures — the accounting seam where a project transaction becomes a journal line, and the reason invoicing and revenue recognition are two separate events. Every module ends with a failure segment and a diagnostic sequence.

Written by AbdAllah Mohamed

Live cohort · registration open

Live teaching starts 11 January 2027

One hour daily, Sunday to Thursday · 19:00 Riyadh, 18:00 Cairo · 10 weeks

Taught live by an Oracle consultant, with every session recorded for anyone who misses one. Places are limited — we teach these in small groups so questions get answered.

Your access starts the day you enrol, not the day the cohort starts. The written lessons, the quizzes and the final assessment open straight away, so you can come to the first session having already read the ground.

The sessions run online, and the joining details reach you by email before the first one.

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All free lessons in this course · 9 free lessons

EGP 11,500

198 lessons · 257 min

Fourteen-day refund · Full refund within fourteen days if you have completed fewer than a fifth of the lessons and not sat the assessment. Read the refund policy.

Buying for a team? See seat pricing.

Bundle · save 25%

Oracle Implementation Track

All 4 courses together for EGP 34,500 instead of EGP 46,000.

Includes

Implementing Cloud Financials: From Empty Pod to Go-Live
Implementing Global HR: From Enterprise Model to Live Workforce
Implementing Manufacturing and Materials Management: From Empty Plant to Costed Work Order
Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue

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Who this is for

PPM functional consultants, and project accountants who post cost to a ledger.
PMO leads inheriting a system somebody else scoped.
Finance staff in project-driven businesses, where a project transaction has to become a journal line.
The domain is two products. Project Financial Management is bought by Finance; Project Execution Management is bought by the PMO. The course is built so either audience can take the path that is theirs — scoping the wrong one is the expensive mistake.

What you will be able to do

Run the scoping conversation that decides which of the two offerings a client actually needs, and write a scope statement that names applications rather than a product
Trace any project transaction from a timecard to a journal line, and explain every hop to a controller
Model a project business as business units, project units and classified organizations — and defend a project unit design you only get to make once
Design a project type list that expresses behavioural difference, and recognise the far larger set of differences that belong in a classification instead
Design planning and reporting resource breakdown structures that a project manager can plan with and an executive can report from
Configure plan types, budgets, forecasts and progress so that a monthly cycle is fast enough that busy people actually complete it
Build burden structures and cross-charge so that indirect cost and cross-business-unit work land where Finance intends
Build the transaction account definitions that turn a project cost into an account combination — the most technically demanding setup in the catalogue
Configure contracts, bill plans and revenue plans, and explain why invoicing and revenue recognition are separate events that produce unbilled and unearned balances
Reconcile unbilled and unearned to the general ledger, and diagnose a break by naming the failing step
Configure the execution side — enterprise resources, pools, utilization targets and time entry — for an audience that uses it daily rather than a handful of times
Build the project templates that package every decision above into something a project manager can use in under two minutes

What you should know first

Project delivery and basic accounting literacy — you have seen a project budget and know what a journal line is
No prior experience of this platform is assumed
Access to a practice environment. Recommended rather than required — without one the hands-on segments are read-only, and nothing else in the course is affected
A ledger, legal entity and business unit must exist in that environment. This platform posts project cost to a ledger, so that structure is a hard prerequisite rather than a convenience.
ENTERPRISE CONTRACTS, for the billing modules. Project billing does not function without it: if your environment does not have it, Modules 14 and 15 are read-only for you. Stated here rather than discovered later — a configured contract ships in the Phase 4 checkpoint pack so the capstone remains completable either way.
Project costs normally arrive from timecards, expense reports, supplier invoices and procurement — four adjacent applications. The course ships expenditure import files so you can generate costs without implementing any of them, and labels which cost sources are simulated.

What you will cover

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1. Module 0 · Orientation

How the course works, how to get an environment, and where each later module sits in a real implementation timeline. It names the two tracks so you can decide early which half of this domain is yours, names the three modules that carry permanent decisions, and explains the checkpoint packs — which matter more here than anywhere else, because PPM configuration is unusually interdependent.

4 lessons9 min

2. Module 1 · The PPM Landscape

The distinction that decides everything after it: this domain is two offerings, not one product, bought by different people to solve different problems. The module covers both application families, the scoping conversation that determines which a client needs, and the cost-to-ledger map that traces a project transaction to a journal line.

8 lessons19 min

3. Module 2 · Security and Data Access

A fourth security shape. It leans on business unit data access like Financials, adds a project unit dimension, and introduces the object learners misunderstand most consistently: the project role, which governs team membership and is not a job role. Three data dimensions stack here, which means three things to check on every access question.

9 lessons17 min

4. Module 3 · Organization Structures

THE FIRST FLAGSHIP, and the first of three decisions you do not get to make twice. The project unit owns project numbering and the options that govern how projects behave, and moving projects between units after transactions exist is a migration rather than a change. The module's argument in two sentences: the project unit is not the business unit, and the organization that owns a project is not necessarily the one that spends money on it. Design longer than you build — the build is under two hours and the design is a week.

19 lessons38 min

5. Module 4 · Calendars, Schedules and Workday Patterns

The calendars that drive project scheduling and resource availability, and why there are two calendar concepts rather than one. This module looks trivial and is not: every duration and every availability figure in the system derives from these objects, and getting them wrong makes every date wrong in a way that looks like a scheduling bug.

7 lessons10 min

6. Module 5 · Expenditure Types, Nonlabor Resources and Project Roles

The taxonomy every other module references — expenditure categories, types, classes, nonlabor resources and project roles. It has no glamour and enormous reach: expenditure types are stamped on every transaction and referenced by costing, billing, burdening, rates, accounting rules, budgets, forecasts and every report. Restructuring after two years of history means a mass update or a permanently split reporting history.

9 lessons18 min

7. Module 6 · Rate Schedules and Pricing

The rate schedules that price every hour and every expense, and the derivation hierarchy that explains why a specific transaction priced the way it did — which is the question a PPM consultant is asked most often. The module also treats rate confidentiality as a design topic rather than an afterthought: cost rates reveal salaries, bill rates reveal commercial terms, and together they reveal margin.

9 lessons15 min

8. Module 7 · Project Types

THE SECOND FLAGSHIP. The project type is the behavioural template every project inherits at creation — burdening, capitalization, billing enablement, permitted transaction classes and classifications. Changing a project's type after costs exist is not practical, because it would retrospectively change how those costs should have been treated. The module's argument: project types express behavioural difference, and most of what clients want to put in one belongs in a classification or a report.

12 lessons22 min

9. Module 8 · Resource Breakdown Structures

THE THIRD FLAGSHIP, and the least understood object in the domain. The planning structure is embedded in plan types, and through them in project templates and every project ever created from one — restructuring after plans exist invalidates them. The module's argument: design the structure from the report the executive wants, then check that a project manager can actually plan against it. Both constraints matter and they pull in different directions.

14 lessons26 min

10. Module 9 · Project Plan Types and Financial Plan Types

The plan types that turn resource breakdown structures into working budgets, forecasts and project plans. The design question underneath the whole module is how tightly the schedule-and-effort view and the money view are linked: tight linkage means the forecast updates from the schedule, loose linkage means two things to maintain and two versions of the truth.

10 lessons16 min

11. Module 10 · Budgeting, Forecasting and Progress

The planning cycle as a project business actually runs it — baseline, progress, forecast, variance — and the exception thresholds that tell a programme director where to look. The honest framing the module opens with: you are not configuring a planning system, you are configuring a monthly routine that thirty busy people have to complete in three days. Judge every decision here against that.

10 lessons18 min

12. Module 11 · Burdening and Cross-Charge

Burden structures that load indirect cost onto projects so that project cost reflects the true cost of delivery, and cross-charge so that work delivered across business units lands in the right place. Both are Finance decisions you configure rather than decide: a wrong burden rate means the business bids badly for a year, and the cross-charge model has tax implications where legal entities differ.

9 lessons15 min

13. Module 12 · Project Costing: the Accounting Setup

The most technically demanding configuration in this course, and the one most often handed to someone else. A consultant records eight hours on a project; which account does the resulting cost hit, given that nobody typed one? The answer is rules that build an account combination from attributes of the transaction — abstract, dependent on the client's chart of accounts, and with failures that are silent until someone reconciles. The phase this module opens has a different audience: everything before it was a project conversation, and this is a finance conversation held in a project system.

11 lessons19 min

14. Module 13 · Project Costing: Capture and Processing

Costs from every source, processed, adjusted and where relevant capitalized — the full cost side of a project's life. The scoping fact this module makes concrete: every cost source is a separate integration and often a separate implementation, so a client wanting all of them is running several projects rather than one.

10 lessons20 min

15. Module 14 · Project Billing: Contracts, Invoice and Revenue Methods

The contract structures that turn project costs into invoices and revenue. The fact clients routinely do not know until you tell them: project billing runs through Enterprise Contracts, so no contract means no invoice and no revenue. And the concept this module exists to correct — invoicing and revenue recognition are two separate events, and the gap between them is unbilled and unearned.

11 lessons20 min

16. Module 15 · Project Billing: Formats, Events and Processing

The invoice a client actually receives, revenue recognized and accounted, and a billing period that closes and reconciles. The culminating deliverable is the reconciliation: unbilled and unearned are balance sheet accounts, the auditors will test them, and agreeing them to the ledger is the working paper every project accountant wants and few consultants provide.

10 lessons18 min

17. Module 16 · Project Performance Reporting

The reporting layer for a different audience from every other module: the person who oversees forty projects and has an hour a week, whose only question is which projects need their attention. The dependency is worth stating plainly — performance reporting is only as good as everything before it, and a wrong resource breakdown structure, unreliable progress or stale forecasts all surface here as confident nonsense.

8 lessons12 min

18. Module 17 · Project Execution Management

The delivery side — enterprise resources, resource pools, utilization targets, the enterprise project structure and time entry. This is the execution track's core module and can be taken directly after the foundations plus the calendars module. It also changes what "good" means: execution tools are used daily by dozens or hundreds of people, where financial configuration is used by a handful, so usability matters more here than anywhere else in the course.

12 lessons19 min

19. Module 18 · Project Templates and Workflows

The module that assembles the whole course. Almost everything configured in the preceding modules exists so that a project template can carry it — the template is what a project manager touches, and everything else is plumbing. It also covers the workflows and scheduled processes that keep the system running, and the operational runbook, which is the most valuable single deliverable you leave behind.