Re: Sap Fico Sample Projects Pdf 20
Garcia Miller
I would be extremely benefited if someone can send me some mock FICO implementation/support projects where I can learn how things are actually done in the corporate world. The mock projects can be of any industry.
BDC is a very good feature but for big projects, this is not recommended. Recording transaction, coding exercise, preparing FS and testing for each country is cumbersome. For small projects with one company code or less data this is a good option.
For Qualitative content, create checklist for each object. Below are checklists I have created for each object. Share this checklist to users to avoid basic mistakes while filling the templates. This is an example and can differ for readers in their projects. Some of the points are repetitive in different objects. Please ignore as this is for user awareness.
Sample uploads for few transactions for each object should be carried out before the final upload. User with the help of business support team should review the sample upload and give the confirmation for correctness. This step could prevent business from big blunder as well as big spoiler.
This is most sensitive area of DM activity. In Global/large projects, data migration for multiple countries are carried out simultaneously. Consultant will have to deal with different kind of users. Approach adopted for one country might not work for another country. There are different regions like EMEA, APAC, Africa, Middle east etc. Every location has their peculiar style of working. Sticking to standard Data migration plan and modifying the approach as per country culture/time zone or user working style is very important. Carrying over recent DM upload experience is good but need to be adapted as per their requirement.
Creating cost/Profit Center hierarchy is very easy for consultants. But for users its tedious task. In some projects, users are handed this responsibility. User will create each node one by one and this will be very time consuming. Work along with them for faster processing. Educate them with tricks of creating multiple nodes at same level. This will save lot of time.
Summary
- More than 1.5 years experience in project team lead that includes project planning of all phases of systems development life-cycle, time management, leading the project team, execution of the plan, Go-Live to roll-out implementation and more than 4.5 years' experience in core FICO consulting.
- 4.5 years of experience in FICO Consulting Environment, with total of 8 years experience in consulting, Finance (accounting) and audits. Consulting experience includes 3.5 years client facing roles across various projects, from client location.
- Has been involved in 4 SAP projects which were successfully implemented of which 2 full cycle SAP FICO-AR module implementations (for entire Asia region), 1 FICO support deployment (all sub modules) and 1 project which involved roll out of global template to specific country (with changes/enhancements w.r.t to statutory requirements). Also worked on an assessment project to check for possibilities of mapping Indian tax related process on to SAP for a media company. Currently working on global roll out of US based company the responsibilities of which include roll out of New GL module, FI-AR and FI-AP module.
- Worked on multiple RFP`s providing functional inputs to clients requirements in the RFP with objective of meeting requirements through "best practices" or standard SAP configuration with necessary enhancements arising due to statutory or critical business requirements.
- Hands on experience of working with Solution manager which was the primary tool used as document repository during project implementations.
- Hands on experience of working with Mercury test tool which was used across multiple roll out projects to create test cases, report and track defects effectively.
- Four and half years experience in Accounts/Finance and statutory audits. Work with a variety of cliental such as FMCG, IT, steel manufacturing company, and ITes provider.
- Experienced in identifying and documenting the business requirements and functional specifications of the clients.
- Experienced in formulating and documenting new processes, process re-engineering and process streamlining that includes new policies, guidelines, and controls.
- Experienced in leading the Team, development of Test Plan, creation of test documentations, and execution of testing activities.
- Experienced of conducting End-User training and documenting End-User Training Manual and Training Plan.
- Masters degree - Qualified Chartered Accountant
- Bachelor Degree in Commerce
- SAP FICO trained and certified by Keane
- Qualified in internal certification of SAP SD and WM modules (Infosys certification)
Client : Confidential, Diageo, Dentsu, Clorox
Country : India
Industry : Consulting
Duration : Apr 2008 - Present
Role : SAP FICO consultant
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As with any IT company , you move from one project to another in due course of time. All the hardwork you did to understand the functionality of AUT is obsolete in the new project. This is typically true if you are switching projects across domains say telecom to healthcare.
In case of SAP, the functional knowledge you acquire is portable and can be used in other projects. Suppose you are switching jobs. In your old company you were testing billing software for Vodafone. What is the likely hood that the same project is available in your new company ? Next to Zero.
testRigor has a record-and-playback functionality built-in, as well as autonomous test generation for new projects. Other aspects worth noting are great documentation and excellent customer support for all paid tiers.
This page provides you with Sap Fico Consultant resume samples to use to create your own resume with our easy-to-use resume builder. Below you'll find our how-to section that will guide you through each section of a Sap Fico Consultant resume.
The first is a portfolio-level dataset that reports, for each bank, granular monthly information on the balances, revenues, and expenses of the credit card portfolio, including interest income, interchange income, fee income by type of fee, interest expenses, noninterest expenses, and provisions for loan losses. The second is an account-level dataset that provides information on how the account is used, including balances, total purchases made during the month, finance charges, and fees accrued.6 We use a constant sample of 13 banks during our sample period. As the Y-14M data include all of the largest credit card issuers, our sample covers about 80 percent of credit card balances reported in the regulatory Reports of Condition and Income (Call Reports).
Note: Return on assets for Y-14 is calculated as the sum of interest income and noninterest income minus interest expense, noninterest expense and loan loss provisions, divided by average credit card balances. Y-14 reflects a constant sample of banks. Return on assets for Call Report is calculated as quarterly income divided by average quarterly assets. Prior to 2010, some credit card banks held large portfolios of credit-card-backed securities off-balance-sheet. Therefore, average quarterly assets prior to 2010 include on-balance sheet credit card securitizations.
Next, we turn to the NTM. Figure 3A plots NTM on the left axis, in red, and the share of purchases on the right axis, in gray. The share of purchases generally grew steadily during the sample period, apart from a sharp increase in 2021 driven by surging credit card purchase volumes and declining revolving balances. 15 At the same time, NTM declined significantly from 2014 to 2019, dropping from 0.6 to less than negative 0.6 in five years.16 Figure 3B decomposes NTM into rewards expense and the remainder of NTM. As the figure shows, the steady decline in NTM is due in large part to an increase in rewards expenses, which rose from a quarterly average of 3.5 percent in 2015 to around 4.4 percent in 2020, an increase of about 25 percent.
Finally, in figure 4, we turn to the last major component of profitability: late and other usage fees (in red). Late and other usage fees include overlimit fees, foreign exchange fees, cash advance fees, and other fees associated with using a credit card. As mentioned before, annual fees are included in NTM.18 On average, late and other fees comprise 16 percent of profitability.19 This makes fees the second largest driver of profitability, after the credit function. The decline in fees starting in 2020:Q2 was due to many lenders implementing fee waivers as part of the pandemic response. The Other component of credit card profitability (in gray), which includes balance transfer income, prepayments, and other miscellaneous factors, increased gradually during the sample period and comprises approximately 7 percent of profitability, on average.20
6. For computational simplicity, we use a 1 percent random sample of the account-level data, which corresponds to about 3 million accounts, and almost 280 million observations, for the January 2014 to December 2021 period. Return to text
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