实施SAP R3软件中项目管理

实施SAPR3软件中项目管理

TeachingMaterialfortheDepartmentof

ProductionManagement

WIRTSCHAFTS

UNIVERSITAT

ViennaUniversityofEconomicsand

BusinessAdministration

AndreasMild

AlfredTaudes

v.1.0

1Introduction3

2Basics&Keywords4

3Gettingreadyfortheworkshop7

4CaseStudy12

4.1Casedescription12

4.2DataforProjectRealization13

5Planningtheprojectstructure14

5.1General14

5.2ImplementationinSAP16

6Scheduling25

6.1General25

6.2Basiccalculations28

6.3Implementation.^30

6.4Theprojectplanningboard39

7Costplanning&Controlling45

7.1General.45

7.2Implementation..46

8Lookingupthecosts58

9CapacityPlanning61

9.1General.61

9.2ImplementationinSAP62

10EarnedValueAnalysis66

10.1General66

10.1.1Measurementtechniques66

10.1.2CalculationofEarncd-ValueandDeviationAnalysis70

10.1.3Aggregation71

10.2Implementation71

11Execution74

11.1Implementation74

11.1.1Confirmingnetworkactivities74

11.1.2Invoices76

11.1.3Material79

12InformationSystem83

12.1Implementation83

12.1JCostreports83

12.1.2Earncd-ValueAnalysis88

13Literature94

1INTRODUCTION

Thisscriptservesasabasisfortheworkshop"ProjectManagementwithSAPR/3”.

ThisworkshopispartofaseriesofSAP-relatedworkshopswhichareheldbythe

DepartmentofProductionManagementoftheViennaUniversityofEconomicsand

BusinessAdministration,headedbyProf.Dr.AlfredTaudes.Theworkshopwas

developedbyAndreasMild.

ThegoalofthisProjectManagementWorkshopisthat,afterhavingattendedit,each

studentshouldbefamiliarwiththetheoreticalbackgroundsandbeabletoplanand

controlaproject.Theprojectmanagerhasthetaskofensuringthattheprojectis

executedefficiently,ontime,andwithinthebudget-whichhe/sheachievesby

makingcertainthattherequiredresourcesandfundsareavailablewhenneeded.

Everystudentshouldthenbeabletoputhis/herSAPknowledgeintoaction.

Tomakethecontinuousimprovementofthisscriptpossible,pleasereportmistakes

foundorideasforfurtherdevelopmenttod@wu-wien.ac.at.

2BASICS&KEYWORDS

SAPR/3isanintegratedandindustry-independentstandardsoftwarewhich

covers,integratesandconnectsallfunctionalareasinabusiness.SAPAGdefines

integrationas"definedcommunication".1AlthoughR/3isdesignedforcomplete

integration,itcanalsobeusedforacoupleofbusinessareas.23

SAPistheabbreviationforSysterne,Anwendungen,ProduktetheGermanwords

fbr"Systems,Applications,Products”.'

Projectsaretaskswithspecialcharacteristics.Attributesofaprojectarethe

followingissues:

•complexity,non-repetitivity,highrisk

•detailedgoalstobeachieved

•timerestrictions

•highcostandcapitalexpenditure

•qualityrequirements

•oftenstrategicsignificance

Tobeabletoplan,monitor,control,andcarryoutaprojectasawhole,theproject

goalsmustbepreciselydescribedandtheactivitiestobeperformedhavetobe

structured.

Aprojectcanbedescribedasfollows:

•accordingtohowitisorganized,i.e.byexplainingtheprojectstructure,

•accordingtotheprocessesinvolved.

Aprojectstartsoutasastatementofworkwhichiseitherawrittendescriptionof

theobjectivestobeachievedandthedesiredroughschedulelikestartandenddates.

Inthedescriptiononecouldincludealsoperformancemetricsandbudgetconstraints.

Aprojectisfurthersubdividedintomeaningfulpieces,refenedtoastasks.Taskstake

usuallylessthanafewmonths.Thetaskcanbefurthersubdividedintosubtasks.

Aworkpackagecanbedefinedas“agroupofactivitiescombinedtobeassignableto

asingleorganizationalunit."4

Theprojecttasks,subtasks,andworkpackagesarebroughtintoahierarchyby

definingaworkbreakdownstructure.

Theindividualelementsrepresentactivitieswithintheworkbreakdownstructureand

arecalledworkbreakdownstructureelements(WBSelements).

WBSelementscanbe;

•tasks

•partialtaskswhicharesubdividedfurther

AFOS(Hrsg.)SAPArbeit,Management.Braunschweig/Wiesbaden1996p.59

2ComputerweltNo.13of13.3.1998,p.20

3AFOS(Hrsg.)SAPArbeit,Management.Braunschweig/Wiesbaden1996p.59

4ChaseR./AquilanoN./JacobsR.ProductionandOperationsManagement:

ManufacturingandServices,p.48

•workpackages

WBScanbestructuredaccordingto

•object

•function

•phase

Whichkindofstructuringisuseddependsonthefocusoftheproject.Objects

orientationisoftenused,ifthemainpartoftheprojectisaphysicalobjectlikea

powerplant.Functionalorganisationispreferred,ifmanydifferentpartsofan

organisationormanyorganisationsareinvolved.

Inpractice,allthreekindsofstructuringareusedwithinoneWBS.

“ProjectManagementcanbedefinedasplanning,directing,andcontrolling

resources(people,equipment,material)tomeetthetechnical,costandtime

constraintsoftheproject.'"Theprimaryreasonwhyprojectsfailisinsufficient

effortintheplanningphase.*6ProjectManagementthusisconsideredasvery

important.

TheSAPProjectSystemenablescloseandconstantmonitoringofallaspectsofa

projectbyhavingconstantaccesstodatainallthedepartmentsinvolved.

Piqjectinaiiagemeiilcanbesubdividedintoprojectplanning,i.e.thetaskwhichwill

beundertakenbeforetheprojectstarts,andprojectcontrollingduringthe

implementationoftheproject.Planningmustinclude:

•organization-service

•process-dates

•costs

•capacity

Therearemanypossibleprojectgoalssuchas,forexample,torealizeapositivenet

presentvalue,toachieveahighimputedinterest,tominimizecosts,tocovercosts,to

maximizegrossprofit,orsimplytofinishasearlyaspossible.However,itis

important,thatgoalsaredefinedoperationally,thaitiswhenitispossibletomeasure

towhichextentthegoalhasbeenachieved.

Theprojectmanagerbreakstheprojectdownintoasetofactivities.Thenhealso

definestherelationshipsamongtheseactivities.Theoutcomeisaguideline

regardingtheactivitiesthatcanbeperformedinparallelandthosethathavetobe

doneinasequentialorder.Thistaskisdoneviaplanningbynetwork.

Now,thereareactivitiesthatrequirecapacitiesandresourceslikepersonneland

material.Suchresourcesarelimitedandtheserequirementshavetobeconsideredin

ordertobeabletodevelopafeasible,soundplan.Informationfromothermodulesas

e.g.thematerialplanningmoduleisrequired.

、ChaseR./AquilanoN./JacobsR.ProductionandOperationsManagement:

ManufacturingandServices,p.48

6ChaseR./AquilanoN./JacobsR.ProductionandOperationsManagement:

ManufacturingandServicesp.69

Thesystemcalculatesthematerialrequirementsforeachstepoftheprojectand

organizesthatmaterialsareboughtintimetoavoiddelays.Whenpurchasingmaterial,

thesystemtakesintoaccountordersizes,inventorypoliciesaswellasother

information.

Topreparethefinancialstatements,thevalueofworkinprogress(includingproject

work)hastobecalculated.ThisalsorequiresinteraclionofsomeR/3modules.

Thus,thesystemneedsinformationfromallbusinessareassimultaneously.Andthis

isexactlywhatintegrationdoes.

IheprojectmoduleispartottheintegratedconceptofSAPR/3providinginterfaces

toothermoduleslikeAccounting,Distribution,MaterialManagementandProduction

PlanningandControl.Eachareawithintheorganizationhasitsownstructureandits

ownviewoftheproject,butdatahastobeenteredonlyonce.

3GETTINGREADYFORTHEWORKSHOP

Thischapterprovidesinformationonthefirstuseofthesystem.

LoggingonR/3

Loggingoff

SAPR/3isaclient/serverapplication.Therefore,youhavetocanceltheconnection

withtheserverbytellingitthatyouwanttologoff.

CreateSession

Oftenitisusefultoopenmorescreens.Youcandothisbycreatinganewsession,like

anewdocumentinawordprocessor.

SAPHelp

Ifyouwanttogetsomebasicinformationaboutaspecificfield,focusthisfieldwith

yourmouseandpress<F/>.Thedialogboxindicateswhatthefieldisfor.Sometimes

evendependenciesarcexplained.

Matchcodes

Matchcodesarcusefulforfindingdata,becauseitisdifficulttoknow/rcmcmbcrthe

identificationnumberofalinepositionsuchasamaterial.

Example:

Youwanttoeditthematerialmasterofamaterial.Youdon'tknowthenumber,but

youknowthatthematenaldescriptionstartswithsomethinglike“PM”

IfyoupressF4yougelasearch-maskwhereyouareabletosearchwithwildcards

AfterhavingpressedEnteryougetalistwiththesearchresults.

HitList□

MaterialdescriptionLanguage^Material

ii

XX

PM_CABINEEN1008000000000001105I

|PMCONTRniUNITFN

PMELEUATORENGINEEN^8000000000000011041

PMENGINEENi800000000000091101j

PMMECHANICALPARTSEN^000000000000001106

“I哈|四词阴|x|

Thenyoucanselectonematerial,youcansortorcancel.

TransactionCodes

Thefollowingscreenwillbeoftenusedduringtheworkshop.Thus,wecanuse

TransactionCodesforfasteraccess.

ThenselectStructureplanning-ChangeProject.

Now,wewantto“bookmark“thisscreen.

So,welookupthetransactioncode.

Thestatusdialogboxopens:

Hereweseealotofinformationconcerningimportantrelevanttechnicaldetails.

Whereveryoufindyourselfinthesystem,youcangettothisscreenbyenteringCJ20

intheTransactionscreen.

Letusrefinethisalitllebit.Ifyouhaveseveraltransactioncodes,youmaygel

confused.Keyintheappropriatetransactioncodeandthecommenteditproject

structure.

Then,ifyouopenthecomboboxofthetransactioncodesafterhavingenteredmore

codes,youwillfindtheappropriateone.

TheStandardToolbar

Inmanyscreensyouwillfindthestandardtoolbar.

Savebutton

Whenyoupressthesavebutton,thesystemalsovalidatesyourinput.Iftherewasan

error,youhavetocorrecttheerrorfirst,beforeyoucanproceed.

Backbutton

Ifyouclickthebackbuttonyoureturntothepreviousscreenwithoutsavingyour

data.

Help

丁

Enterbutton

Whenyouhavefinishedenteringinformationonascreen,youpresstheEnterbutton

whichperformsthesamefunctionaspressingtheEnterkey.

Exitbutton

Pressit,ifyouwanttoleavethecurrentapplicationtogobacktothepreviousmenuc.

Cancelbutton

Clickonthisbuttontoexitthecurrenttaskwithoutsaving.TheCancelbutton

performsthesamefunctionasCancelintheEditmenu.

Printbutton

H

Pagingkeys

U打站幻Q

Find/Findnextbutton

M埔

Clickonthisbutton,ifyouwanttoperformasearchfordatarequiredinthescreen

youarecurrentlyworkingin.

4CASESTUDY

4.1Casedescription

ThiscasewasdevelopedinordertodemonstratetheprojectsystemofSAPR/3.All

pricesanddataarcpurefictionandheldverysimple.

Theobjectoftheprojectisthespecificationandinstallationofanelevator.

Physically,theElevatorconsistsof

•acabine

•anengine

•mechanicalparts

•acontrolunit

Inthecourseoftheproject,thesepartsmustbeconstructed,procuredandassembled.

Attheend,anexternalinspectionoftheentiresystemisprescribed.

Theprojectmustbefinishedby30.6.2000.

Thecompanyconsistsoftwoworkcenters:

•Development(PROJ-RD)

•Installation(PROJ-INS)

SpecificationactivitiesareperformedbytheDevelopmentdepartment.Procurement

activitieswillbedoneoutsidetheprojectorganisation,andneithercostnorcapacity

considerationsareplannedwithinaprojectforprocurement.Installationisdoneby

theInstallationdepartment.

Inparticular,theactivitiesareasfollows:

ActivityDurationWorkWork-center

Specificationofthecabine1020Development

Specificationoftheengine1010Development

Specificationofmechanicalparts2010Development

Specificationofthecontrolunit210Development

Procurementofthecabine20

Procurementoftheengine50

Procurementofmechanicalparts10

Procurementofthecontrolunit10

InstallationI15100Installation

InstallationII20100Installation

ExternalInspection1external,80.000

Specificationactivitiescanbeperformedinaconsecutiveorderonly.Specification

startswiththecabine.Aftercompletion,thespecificationoftheenginecanbedone.

Then,themechanicalpartscanbedesigned.Thelastactivityisthedesignofthe

controlunit.

Afterthecompletionofeachspecificationactivity,theprocurementofthespecific

itemcanbeeffected.

AftertheprocurementofallpartstheInstallationcanstartandmustbedoneintwo

consecutivesteps(I+II).

Thefinalactivityoftheprojectisexternalinspection.

A10%planningreserveonthebaisisofplannedcostisrequired.Noactualcost

shouldbepostedtothisWBSelement.

Correspondingmaterialsassignedtothepurchasingactivities

Structure

ParametersfiirEamed-ValueAnalysis

AllspecificationactivitiesandInstallationIIusethe20-80Methodforperformance

measurement.Procurementactivitiesuse0-100method.

InstallationIhas3milestones,viz.Preparationfinished(20%),Installationfinished

(80%),Qualitychecked(100%).

4.2DataforProjectRealization

ActivityStartEndWork

Specificationofthecabine24.1.200004.2,200020

Specificationoftheengine07.2.200005.3,200030

Specificationofmechanicalparts06.3.200022.3,200020

Specificationofthecontrolunit

Procurementofthecabine06.3.200006.3.2(X)0

Procurementoftheengine07.3.200007.3,2000

Procurementofmechanicalparts08.3.200008.3.2000

Procurementofthecontrolunit09.3.200009.3.2(X)0

InstallationI

Installation11

ExternalInspection

Externalinspectionhadtobepaidinadvanceat3.2.2000(100000ATS).

Allmaterialwastakenfromstockatgiventime.

5PLANNINGTHEPROJECTSTRUCTURE

5.1General

Eachprojectstartswiththedefinitionandclassificationofthestructuresrequired

forprocessingandtheincorporationoftheseintotheexistingenterprisestructure.

TheProjectSystemhasnoorganizationalstructuresofitsown;ithastobe

incorporatedintotheexistingstructurebymakingassignmentstothe

organizationalunitsinAccountingandLogistics.7

Afterthat,theprojectisbrokendownintomeaningfulpiecesinahierarchy

reachingfromtaskstothelowestlevel,theworkpackages.

DatastructureinSAP

Asmentionedabove,theprojectmustbeincorporatedintotheexistingstructureby

assigningorganizationalunitsinAccountingandLogistics.

7SAPOnlineDocumentationIDESRelease4.0B

Projectdtfinition

-Cortrollingarea

—Companycode

WBSdements

-Businessarea

—Profitcerter

—Companycode—PIG

—Busnessarea

Networks

—Plart

—Proftcenter

-Profitcartar—Teutniudloudtiuit

-Businessarea-Responsivecosteerier

Activities

—Captalirvestmertprogram

一Jcrisdctioncode

—JLTisdctioncoda

Plart

Jdrtvertire

Internally-processed

activities

—Plart—Businesssrea

-Vtorkeerier—Prefitcenter

—Juisdicticncode

Ext9nally-precessed

activities

—Purchasingerganization—Plant

—Purchasinggxxp—Businessarea

一Profitcerter

-Jurisddicn8色

Generalcostsactivities

।—Plart—Businessarea

—Profitcerter

—Jurisddicncoda

Materialconponenls

—Pixchasingerganization

—Pirchasinggioip

—Plart

—Stcogelocation

Source:SAPOnlineDocumentationIDESRelease4.0B

Thischartprovidesanoverviewofwhatcanbeassignedtoaprojectandits

components.WcwilldefinetheSAPvocabularylateron.

Thework-breakdown-structure(WBS)definesthehierarchyofthetaskswithina

projectanddividestheprojectintousefulsteps.

TocontrolcostsassignedtoWBSelements,operativeindicatorsareused.

ThefollowingoperativeindicatorscanbeassignedtoaWBSelement:

PlanningWBSelementsforwhichcostscanbeplanned

AccountWBSelementstowhichcostscanbeassigned

assignment

BillingWBSelementstowhichrevenuescanbeposted

5.2ImplementationinSAP

Inthissectionwecreateanewproject.Wethenwillhavealookatthecontrol

parameters.Afterthatweentertheworkbreakdownstructure.Finally,thestatus

conceptofSAPR/3willbeexplained.

Createnewproject

Thus,wegettotheinitialscreen:

Weenterourprojectdefinition,adescriptionofourprojectandselectthestandard

profileforprojects.

Inourcase,weonlysetafinishdate.WhenpressingEnter,awarningmessagethat

thisdateisnotaworkingdaymightoccur.Onecanpassthewarningbypressing

Enter

Wethensaveourworkandgettheconfirmationthattheprojecthasbeencreated.

Note:Itiswisetosaveyourworkfromtimetotime.Wewillnotmentionthesave

procedureintherestofthemanuscript!

Tocontinue,wehavetochoosetochangeourproject.

Makesurethatthecheckboxwithactivitiesisalwayschecked.Clickexecuteto

proceed.

Nowhehavecreatedanewproject.Althoughwehavenotkeyedinanydataexcept

theProjectProfileNumber,manyparametershavealreadybeenassignedtoournew

project.

Generalcontrolparameters

Clickheretoviewtheglobalparameters.Thissectionshouldprovideyouwithabasic

insightintowhichparametersareset.IfyoufeelthattheresultscalculatedbyR/3are

notlogical,youshouldhaveanideawheretostartsearchingtherelevantcustomizing

details.

TheprojectprofilespecifiesThenetworkprofilespecifiesIntheWBSscheduling

generaldatalikeControllinggeneraldatalikesettingsforprofileitemslikethe

area,Plant,Factorythegraphicalrepresentation,schedulingtype(forward,

calendar,Planningmethodactivityparameters,likethebackward)arespecified.

etc.Whencreatingthecurrencydefaultofexternally

project,theprofileischoosen.processedactivities.

ChongcProjccrProjectdefinition

❷ogyQCdA&&oWBS•UmerAEMII*:System\

v।3@中含/住第菖君*不:也与

fl晶dShuctueSetttemenlwte

Rwcidel.|r1ILD_ELEV_1O[^lElevatorProject

B&itc必aContid(Adnmsljatnn

一10000001r

AccountingTfneschedj%ng

Budgetptc6leNetwxkprolie|01^p0002

Planmgprc6leWBSschediingprof|OGBOOO03OOO1

Paymentplanprolier

IhLcakproIteCX^jthacl.F

Phrvmc^b^iF

Invotmonip，061crOpenpUmng

Retuh4n必?rkey000001Phame<h/fctlOpenpUmng

Smdabonp*/NeMakat饮Forjxoyecl(felnbon

ThebudgetprofilespecifiesitemslikebudgetingTheplanningprofilespecifies,e.g.,

currency,thevalidtimehorizonforbudgetingbackin­costingvariantandtimehorizon.

tothepastorintothefuture

Planningparameters

Inthegeneralparametersection,manyparametersarcsetasdiscussedabove.

Naturally,onecanoverrideapartoftheminthecurrentproject.However,wearenot

changinganyparameters.

Hereyoucanspecifyifyouwanttousetop-Down,up,oropenplanning.

HerewespecifywhatthesystemshoulddoifAnimportantparameteristhescheduling

schedulingdeterminesdateswhicharenottype.Hereyouspecify,ifyouwanttouse

withinthebasicdates.Incase,thescheduledforward,backwardorotherscheduling

datesshouldbetakenoverasnewdates.types.

Startenteringthedatagiveninthescreenshotbelow.Ifyouarefinished,pressEnter.

Then,yourscreenshouldlooklikethis:

ChangeStructurePlanningBASICBI3D

PtogeclEd*GotoDe4afcSellngsExbasSyrtemHelp

心厂39Bccee均组

同旧30Q80式盹名品能巴］听口AComponentovezew臣Ditplayawgnmert4*te拗

Projectdef,StortFrwhDiroftonTinCol

“ILD_ELEV_10(ElevatorProject|300600|0,0|DAY^U

WBSBosedates|F.cgdjix|ActwMydataI

SAc|LevWBSetemertActElernDe$ciip!bnSttdar|Fn<tet|InE>G(A/DS

听MILD_ELEV_1OElevatorProject.

吒2MILD.ELEV.10-100Construction—

0101ConstructionofThecabineyrrr

0102Constructionoftheengine9rcc

0103Constructionofthemechanicalpartsyrrr

0104Constructionofthecontrolunitsrrr

)W2MILD_ELEV_10-200Procurement

0201Procurementoftheengine9crc

0202||

Procurementcabineerrr

叱1MILD_ELEV_10-300LJHInstallation

0301InstallationI$rcr

0302匚InstallationII9ccc

1

I—I

——accc

Levelingup/downWBSElements

Thereisamistake.WBSElementELV_000-300shouldhavelevel2.

SelecttheWBSElementtolevelingitdown.

InsertingWBSElements/activities

WehaveforgottenloenterenterActivity203,Procurementofthemechanicalparts

andActivity204,Procurementofthecabine.

・ChangeStructurePUnningBoticdatci

，：3a♦盘x|昌置i蔺电七归羽曾

ClfKOOTK，

Q]\$!如，，乳6国£吐2品熬臼°?。幺Component-V即Ditplayaw9nmert4为匕拗

Selecttherowabovewhichyouwanttoinsertarowandadditbymenueorsimply

bypressingF6.Proceedwiththesecondrowinthesameway.Donotforgetthat

theseactivitiesdonothavealevel.

Afterthesechangesyourscreenshouldlooklikethis:

"ChangeStructurePliinningBasicdotes

PlooectEdAGotoDetais$ellr)9sE)dra:SyrtemHdp

，IJa♦x昌M同cooe也幻曾

旧殡IdBOQ◎起©国商"品必任］*?DdCc<nponentoveiviest•Disp.sgnmE幺PS匕融

Prcwt<fetDe$c<iptknStartFir^hDira(onTimCai

hILO.ELEV.1O(ElevatorProjectI|3006oo|O7O|DAY|AU

WBSbaticda13Baacdates|Foteevd«w|Actwtydale|

Strt3|Fndat

sAcLevWBSetemeriActElemDexiptnnInE>Sc61A4)

1W2MILD.ELEV.10-100Construction

Constructionofthecabine9rr

—019-

0102Constructionofth©engine3rrc

0103Constructionofthemechanicalparts•rrr

—

0104Constructionofthecontrolunit•rrr

耳2MILD.ELEV.10-2001Procurement

0201Procurementoftheengine$rrr

0202Procurementcabine9rrr

0203Procurementofthenechanicalparts3crr

0204Procurementofthecontrolunit*rrr

0312ExternalInspectionrr(5

耳2MILD_ELEV_10-300Installation

—r

0301InstallationI9rrr

0302InetollotionII3rrr

0322Externa