实施sapr3软件中项目管理

1、.SAP R/3 - Project System管理资源吧glzy8，提供海量管理资料免费下载！：.；Page PAGE 99更多免费下载，尽在管理资源吧glzy8Project Management with SAP R/3Teaching Material for the Department ofProduction ManagementVienna University of Economics andBusiness AdministrationAndreas MildAlfred TaudesV.1.0 TOC o 1-3 1Introduction PAGEREF _Toc47

2、8467010 h 32Basics & Keywords PAGEREF _Toc478467011 h 43Getting ready for the workshop PAGEREF _Toc478467012 h 74Case Study PAGEREF _Toc478467013 h 134.1Case description PAGEREF _Toc478467014 h 134.2Data for Project Realization PAGEREF _Toc478467015 h 145Planning the project structure PAGEREF _Toc47

3、8467016 h 155.1General PAGEREF _Toc478467017 h 155.2Implementation in SAP PAGEREF _Toc478467018 h 176Scheduling PAGEREF _Toc478467019 h 266.1General PAGEREF _Toc478467020 h 266.2Basic calculations PAGEREF _Toc478467021 h 296.3Implementation PAGEREF _Toc478467022 h 306.4The project planning board PAG

4、EREF _Toc478467023 h 417Cost planning & Controlling PAGEREF _Toc478467024 h 477.1General PAGEREF _Toc478467025 h 477.2Implementation PAGEREF _Toc478467026 h 488Looking up the costs PAGEREF _Toc478467027 h 619Capacity Planning PAGEREF _Toc478467028 h 649.1General PAGEREF _Toc478467029 h 649.2Implemen

5、tation in SAP PAGEREF _Toc478467030 h 6510Earned Value Analysis PAGEREF _Toc478467031 h 6910.1General PAGEREF _Toc478467032 h 6910.1.1Measurement techniques PAGEREF _Toc478467033 h 6910.1.2Calculation of Earned-Value and Deviation Analysis PAGEREF _Toc478467034 h 7310.1.3Aggregation PAGEREF _Toc4784

6、67035 h 7410.2Implementation PAGEREF _Toc478467036 h 7411Execution PAGEREF _Toc478467037 h 7711.1Implementation PAGEREF _Toc478467038 h 7711.1.1Confirming network activities PAGEREF _Toc478467039 h 7711.1.2Invoices PAGEREF _Toc478467040 h 7911.1.3Material PAGEREF _Toc478467041 h 8312Information Syst

7、em PAGEREF _Toc478467042 h 8612.1Implementation PAGEREF _Toc478467043 h 8612.1.1Cost reports PAGEREF _Toc478467044 h 8612.1.2Earned-Value Analysis PAGEREF _Toc478467045 h 9213Literature PAGEREF _Toc478467046 h 98IntroductionThis script serves as a basis for the workshop Project Management with SAP R

8、/3. This workshop is part of a series of SAP-related workshops which are held by the Department of Production Management of the Vienna University of Economics and Business Administration, headed by Prof. Dr. Alfred Taudes. The workshop was developed by Andreas Mild. The goal of this Project Manageme

9、nt Workshop is that, after having attended it, each student should be familiar with the theoretical backgrounds and be able to plan and control a project. The project manager has the task of ensuring that the project is executed efficiently, on time, and within the budget - which he/she achieves by

10、making certain that the required resources and funds are available when needed. Every student should then be able to put his/her SAP knowledge into action.To make the continuous improvement of this script possible, please report mistakes found or ideas for further development to HYPERLINK mailto:and

11、dwu-wien.ac.at dwu-wien.ac.at.Basics & KeywordsSAP R/3 is an integrated and industry-independent standard software which covers, integrates and connects all functional areas in a business. SAP AG defines integration as defined communication. AFOS (Hrsg.) SAP Arbeit, Management. Br

12、aunschweig/Wiesbaden 1996 p.59 Although R/3 is designed for complete integration, it can also be used for a couple of business areas. Computerwelt No. 13 of 13. 3. 1998, p. 20 SAP is the abbreviation for “Systeme, Anwendungen, Produkte, the German words for “Systems, Applications, Products. AFOS (Hr

13、sg.) SAP Arbeit, Management. Braunschweig/Wiesbaden 1996 p. 59 Information about the company can be found at: HYPERLINK sap sap.Projects are tasks with special characteristics. Attributes of a project are the following issues:complexity, non-repetitivity, high riskdetailed goals to be achievedtime r

14、estrictionshigh cost and capital expenditurequality requirementsoften strategic significanceTo be able to plan, monitor, control, and carry out a project as a whole, the project goals must be precisely described and the activities to be performed have to be structured. A project can be described as

15、follows:according to how it is organized, i.e. by explaining the project structure,according to the processes involved.A project starts out as a statement of work which is either a written description of the objectives to be achieved and the desired rough schedule like start and end dates. In the de

16、scription one could include also performance metrics and budget constraints.A project is further subdivided into meaningful pieces, referred to as tasks. Tasks take usually less than a few months. The task can be further subdivided into subtasks.A work package can be defined as “a group of activitie

17、s combined to be assignable to a single organizational unit. Chase R./Aquilano N./Jacobs R. Production and Operations Management: Manufacturing and Services, p.48 The project tasks, subtasks, and work packages are brought into a hierarchy by defining a work breakdown structure.The individual element

18、s represent activities within the work breakdown structure and are called work breakdown structure elements (WBS elements). WBS elements can be:taskspartial tasks which are subdivided furtherwork packagesWBS can be structured according toobjectfunctionphaseWhich kind of structuring is used depends o

19、n the focus of the project. Objects orientation is often used, if the main part of the project is a physical object like a power plant. Functional organisation is preferred, if many different parts of an organisation or many organisations are involved.In practice, all three kinds of structuring are

20、used within one WBS.“Project Management can be defined as planning, directing, and controlling resources (people, equipment, material) to meet the technical, cost and time constraints of the project. Chase R./Aquilano N./Jacobs R. Production and Operations Management: Manufacturing and Services, p.4

21、8 The primary reason why projects fail is insufficient effort in the planning phase. Chase R./Aquilano N./Jacobs R. Production and Operations Management: Manufacturing and Services p. 69 Project Management thus is considered as very important.The SAP Project System enables close and constant monitor

22、ing of all aspects of a project by having constant access to data in all the departments involved.Project management can be subdivided into project planning, i.e. the task which will be undertaken before the project starts, and project controlling during the implementation of the project.Planning mu

23、st include:organization serviceprocess datescostscapacityThere are many possible project goals such as, for example, to realize a positive net present value, to achieve a high imputed interest, to minimize costs, to cover costs, to maximize gross profit, or simply to finish as early as possible. How

24、ever, it is important, that goals are defined operationally, thait is when it is possible to measure to which extent the goal has been achieved. The project manager breaks the project down into a set of activities. Then he also defines the relationships among these activities. The outcome is a guide

25、line regarding the activities that can be performed in parallel and those that have to be done in a sequential order. This task is done via planning by network.Now, there are activities that require capacities and resources like personnel and material. Such resources are limited and these requiremen

26、ts have to be considered in order to be able to develop a feasible, sound plan. Information from other modules as e.g. the material planning module is required.The system calculates the material requirements for each step of the project and organizes that materials are bought in time to avoid delays

27、. When purchasing material, the system takes into account order sizes, inventory policies as well as other information. To prepare the financial statements, the value of work in progress (including project work) has to be calculated. This also requires interaction of some R/3 modules.Thus, the syste

28、m needs information from all business areas simultaneously. And this is exactly what integration does.The project module is part of the integrated concept of SAP R/3 providing interfaces to other modules like Accounting, Distribution, Material Management and Production Planning and Control. Each are

29、a within the organization has its own structure and its own view of the project, but data has to be entered only once.Getting ready for the workshop This chapter provides information on the first use of the system. Logging on R/3Logging offSAP R/3 is a client/server application. Therefore, you have

30、to cancel the connection with the server by telling it that you want to log off. Create SessionOften it is useful to open more screens. You can do this by creating a new session, like a new document in a word processor.SAP HelpIf you want to get some basic information about a specific field, focus t

31、his field with your mouse and press .The dialog box indicates what the field is for. Sometimes even dependencies are explained.Match codesMatch codes are useful for finding data, because it is difficult to know/remember the identification number of a line position such as a material.Example:You want

32、 to edit the material master of a material. You dont know the number, but you know that the material description starts with something like “PM_If you press F4 you get a search-mask where you are able to search with wildcardsAfter having pressed Enter you get a list with the search results.Then you

33、can select one material, you can sort or cancel. Transaction CodesThe following screen will be often used during the workshop. Thus, we can use Transaction Codes for faster access.Then select Structure planning Change Project.Now, we want to “bookmark this screen.So, we look up the transaction code.

34、The status dialog box opens:Here we see a lot of information concerning important relevant technical details.Wherever you find yourself in the system, you can get to this screen by entering CJ20 in the Transaction screen.Let us refine this a little bit. If you have several transaction codes, you may

35、 get confused. Key in the appropriate transaction code and the comment edit project structure.Then, if you open the combo box of the transaction codes after having entered more codes, you will find the appropriate one .The Standard ToolbarIn many screens you will find the standard toolbar.Save butto

36、nWhen you press the save button, the system also validates your input. If there was an error, you have to correct the error first,before you can proceed.Back buttonIf you click the back button you return to the previous screen without saving your data. HelpEnter buttonWhen you have finished entering

37、 information on a screen, you press the Enter button which performs the same function as pressing the Enter key.Exit buttonPress it, if you want to leave the current application to go back to the previous menue.Cancel buttonClick on this button to exit the current task without saving. The Cancel but

38、ton performs the same function as Cancel in the Edit menu.Print button Paging keysFind/Find next buttonClick on this button, if you want to perform a search for data required in the screen you are currently working in. Case StudyCase descriptionThis case was developed in order to demonstrate the pro

39、ject system of SAP R/3 . All prices and data are pure fiction and held very simple.The object of the project is the specification and installation of an elevator.Physically, the Elevator consists of a cabinean enginemechanical partsa control unitIn the course of the project, these parts must be cons

40、tructed, procured and assembled.At the end, an external inspection of the entire system is prescribed.The project must be finished by 30.6.2000.The company consists of two work centers:Development (PROJ-RD)Installation (PROJ-INS)Specification activities are performed by the Development department. P

41、rocurement activities will be done outside the project organisation, and neither cost nor capacity considerations are planned within a project for procurement. Installation is done by the Installation department. In particular, the activities are as follows:ActivityDurationWorkWork-centerSpecificati

42、on of the cabine1020DevelopmentSpecification of the engine1010DevelopmentSpecification of mechanical parts2010DevelopmentSpecification of the control unit210DevelopmentProcurement of the cabine20Procurement of the engine50Procurement of mechanical parts10Procurement of the control unit10Installation

43、 I15100InstallationInstallation II20100InstallationExternal Inspection1external, 80.000Specification activities can be performed in a consecutive order only. Specification starts with the cabine. After completion, the specification of the engine can be done. Then, the mechanical parts can be designe

44、d. The last activity is the design of the control unit.After the completion of each specification activity, the procurement of the specific item can be effected.After the procurement of all parts the Installation can start and must be done in two consecutive steps (I + II).The final activity of the

45、project is external inspection.A 10% planning reserve on the baisis of planned cost is required. No actual cost should be posted to this WBS element.Corresponding materials assigned to the purchasing activitiesParameters fr Earned-Value AnalysisAll specification activities and Installation II use th

46、e 20-80 Method for performance measurement. Procurement activities use 0100 method.Installation I has 3 milestones, viz. Preparation finished (20%), Installation finished (80%), Quality checked (100%).Data for Project RealizationActivityStartEndWorkSpecification of the cabine24.1.200004.2.200020Spec

47、ification of the engine07.2.200005.3.200030Specification of mechanical parts06.3.200022.3.200020Specification of the control unitProcurement of the cabine06.3.200006.3.2000Procurement of the engine07.3.200007.3.2000Procurement of mechanical parts08.3.200008.3.2000Procurement of the control unit09.3.

48、200009.3.2000Installation IInstallation IIExternal InspectionExternal inspection had to be paid in advance at 3.2.2000 (100000 ATS).All material was taken from stock at given time.Planning the project structureGeneralEach project starts with the definition and classification of the structures requir

49、ed for processing and the incorporation of these into the existing enterprise structure.The Project System has no organizational structures of its own; it has to be incorporated into the existing structure by making assignments to the organizational units in Accounting and Logistics. SAP Online Docu

50、mentation IDES Release 4.0B After that, the project is broken down into meaningful pieces in a hierarchy reaching from tasks to the lowest level, the work packages.Datastructure in SAP As mentioned above, the project must be incorporated into the existing structure by assigning organizational units

51、in Accounting and Logistics.Source: SAP Online Documentation IDES Release 4.0BThis chart provides an overview of what can be assigned to a project and its components. We will define the SAP vocabulary later on.The work-breakdown-structure (WBS) defines the hierarchy of the tasks within a project and

52、 divides the project into useful steps.To control costs assigned to WBS elements, operative indicators are used.The following operative indicators can be assigned to a WBS element:PlanningWBS elements for which costs can be plannedAccount assignmentWBS elements to which costs can be assignedBillingW

53、BS elements to which revenues can be postedImplementation in SAPIn this section we create a new project. We then will have a look at the control parameters. After that we enter the work breakdown structure. Finally, the status concept of SAP R/3 will be explained.Create new project Thus, we get to t

54、he initial screen:We enter our project definition, a description of our project and select the standard profile for projects.In our case, we only set a finish date. When pressing Enter, a warning message that this date is not a working day might occur. One can pass the warning by pressing EnterWe th

55、en save our work and get the confirmation that the project has been created.Note: It is wise to save your work from time to time. We will not mention the save procedure in the rest of the manuscript!To continue, we have to choose to change our project.Make sure that the checkbox with activities is a

56、lways checked. Click execute to proceed.Now he have created a new project. Although we have not keyed in any data except the Project Profile Number, many parameters have already been assigned to our new project. General control parametersClick here to view the global parameters. This section should

57、provide you with a basic insight into which parameters are set. If you feel that the results calculated by R/3 are not logical, you should have an idea where to start searching the relevant customizing details.The project profile specifies general data like Controlling area, Plant, Factory calendar,

58、 Planning method etc. When creating the project, the profile is choosen.The network profile specifies general data like settings for the graphical representation, activity parameters, like the currency default of externally processed activities.In the WBS scheduling profile items like the scheduling

59、 type (forward, backward) are specified. The budget profile specifies items like budgeting currency, the valid time horizon for budgeting back in- to the past or into the futureThe planning profile specifies, e.g., costing variant and time horizon.Planning parametersIn the general parameter section,

60、 many parameters are set as discussed above. Naturally, one can override a part of them in the current project. However, we are not changing any parameters. Here you can specify if you want to use top-Down, bottom up, or open planning. Here we specify what the system should do if scheduling determin