Findings about financials

Our attempts to trace what is going on in the Hardware Repair area of the service center have revealed some systemic gaps that undermine our ability to actually establish relevant metrics.  The main ones are summarized here:

1. Isolating the Hardware Repair business within the SAP cost object is difficult as revenues from the Software side are mixed in as well.   (This would be less of an issue if the RT-ticket-to-SAP-transaction link were more clear and consistent).
2. Clarity is absent from the RT-ticket-to financial-transaction relationship for repairs.  SAP DTR transactions generally do not record the ticket number that matches it.  There are five different ways to receive payment, some of which create a trail automatically and some that just don't.  Cases generally do not record the amount expected to accrue back to IS&T, so we don't have much record of what we ought to be taking in from the work done.
3. Staffing model is a muddle.  Payroll expenses that occur in 1637500 are only for Hardware Service, but an uncertain amount of Help Desk staff also contribute effort to tickets that end up in Hardware; that time is difficult to document.   
4. The use of clarifying fields in RT is inconsistent at best.  These fields are the ones that power our ability to tell what kind of work is what.  These fields are the ones that power management reporting and metrics.