實(shí)施sapr3軟件中項(xiàng)目管理

ProjectManagementwithSAPR/3

TeachingMaterialfortheDepartmentof

ProductionManagement

WIRTSCHAFTS

UNIVERSITAT

ViennaUniversityofEconomicsand

BusinessAdministration

AndreasMild

AlfredTaudes

v.1.0

1Introduction..............................................................4

2Basics&Keywords........................................................5

3Gettingreadyfortheworkshop...........................................8

4CaseStudy...............................................................15

4.1Casedescription........................................................15

4.2DataforProjectRealization.............................................16

5Planningtheprojectstructure..........................................18

5.1General..................................................................18

5.2ImplementationinSAP..................................................20

6Scheduling...............................................................31

6.1General.................................................................31

6.2Basiccalculations......................................................35

6.3Implementation..........................................................37

6.4Theprojectplanningboard..............................................47

7Costplanning&Controlling............................................53

7.1General.................................................................53

7.2Implementation..........................................................54

8Lookingupthecosts.....................................................67

9CapacityPlanning........................................................71

9.1General.................................................................71

9.2ImplementationinSAP..................................................72

10EarnedValueAnalysis...................................................76

10.1General................................................................76

10.1.1Measurementtechniques....................................................76

10.1.2CalculationofEarned-ValueandDeviationAnalysis..........................81

10.1.3Aggregation...............................................................82

10.2Implementation.......................................................83

11Execution................................................................85

11.1Implementation........................................................85

11.1.1Confirmingnetworkactivities..............................................85

11.1.2Invoices..................................................................87

11.1.3Material..................................................................90

12InformationSystem......................................................94

12.1Implementation.........................................................94

12.1.1Costreports..................................................................95

12.1.2Earned-ValueAnalysis.......................................................100

13Literature.................................................................................................................107

1INTRODUCTION

Thisscriptservesasabasisfortheworkshop"ProjectManagementwithSAPR/3〃.

ThisworkshopispartofaseriesofSAP-relatedworkshopswhichareheldbythe

DepartmentofProductionManagementoftheViennaUniversityofEconomicsand

BusinessAdministration,headedbyProf.Dr.AlfredTaudes.Theworkshopwas

developedbyAndreasMild.

ThegoalofthisProjectManagementWorkshopisthat,afterhavingattendedit,each

studentshouldbefamiliarwiththetheoreticalbackgroundsandbeabletoplanand

controlaproject.Theprojectmanagerhasthetaskofensuringthattheproject

isexecutedefficiently,ontime,andwithinthebudget-whichhe/sheachievesby

makingcertainthattherequiredresourcesandfundsareavailablewhenneeded.Every

studentshouldthenbeabletoputhis/herSAPknowledgeintoaction.

Tomakethecontinuousimprovementofthisscriptpossible,pleasereportmistakes

foundorideasforfurtherdevelopmenttoandreas.mild@wu-wien.ac.at.

2BASICS&KEYWORDS

SAPR/3isanintegratedandindustry-independentstandardsoftwarewhichcovers,

integratesandconnectsallfunctionalareasinabusiness.SAPAGdefines

integrationas“definedcommunication",.1AlthoughR/3isdesignedforcomplete

integration,itcanalsobeusedforacoupleofbusinessareas.2

SAPistheabbreviationforaSysterne,Anwendungen,Produkte,theGermanwords

foruSystems,Applications,Products”.’

Informationaboutthecompanycanbefoundat:http:〃www.sap,com.

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.

Aprojectstartsoutasastatementofworkwhichiseitherawrittendescription

oftheobjectivestobeachievedandthedesiredroughschedulelikestartandend

dates.Inthedescriptiononecouldincludealsoperformancemetricsandbudget

constraints.

Aprojectisfurthersubdividedintomeaningfulpieces,referredtoastasks.Tasks

takeusuallylessthanafewmonths.Thetaskcanbefurthersubdividedintosubtasks.

Aworkpackagecanbedefinedas“agroupofactivitiescombinedtobeassignable

1AFOS(Hrsg.)SAPArbeit,Management.Braunschweig/Wiesbaden1996p.59

2ComputerweltNo.13of13.3.1998,p.20

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

toasingleorganizationalunit.”

Theprojecttasks,subtasks,andworkpackagesarebroughtintoa

hierarchybydefiningaworkbreakdownstructure.

Theindividualelementsrepresentactivitieswithintheworkbreakdown

structureandarecalledworkbreakdownstructureelements(WBS

elements).

WBSelementscanbe:

?tasks

?partialtaskswhicharesubdividedfurther

?workpackages

WBScanbestructuredaccordingto

?object

?function

?phase

Whichkindofstructuringisuseddependsonthefocusoftheproject.

Objectsorientationisoftenused,ifthemainpartoftheprojectisa

physicalobjectlikeapowerplant.Functionalorganisationispreferred,

ifmanydifferentpartsofanorganisationormanyorganisationsare

involved.

Inpractice,allthreekindsofstructuringareusedwithinoneWBS.

“ProjectManagementcanbedefinedasplanning,directing,andcontrolling

resources(people,equipment,material)tomeetthetechnical,costandtime

constraintsoftheproject.wTheprimaryreasonwhyprojectsfailisinsufficient

effortintheplanningphase.ProjectManagementthusisconsideredasvery

important.

TheSAPProjectSystemenablescloseandconstantmonitoringofallaspectsofa

projectbyhavingconstantaccesstodatainallthedepartmentsinvolved.

Projectmanagementcanbesubdividedintoprojectplanning,i.e.thetask

whichwillbeundertakenbeforetheprojectstarts,andproject

4ChaseR./AquilanoN./JacobsR.ProductionandOperationsManagement:

ManufacturingandServices,p.48

5ChaseR./AquilanoN./JacobsR.ProductionandOperationsManagement:

ManufacturingandServices,p.48

6ChaseR./AquilanoN./JacobsR.ProductionandOperationsManagement:

ManufacturingandServicesp.69

controllingduringtheimplementationoftheproject.Planningmust

include:

?organization-service

?process-dates

?costs

?capacity

Therearemanypossibleprojectgoalssuchas,forexample,torealizeapositive

netpresentvalue,toachieveahighimputedinterest,tominimizecosts,tocover

costs,tomaximizegrossprofit,orsimplytofinishasearlyaspossible.However,

itisimportant,thatgoalsaredefinedoperationally,thaitiswhenitispossible

tomeasuretowhichextentthegoalhasbeenachieved.

Theprojectmanagerbreakstheprojectdownintoasetofactivities.Thenhealso

definestherelationshipsamongtheseactivities.Theoutcomeisaguideline

regardingtheactivitiesthatcanbeperformedinparallelandthosethathaveto

bedoneinasequentialorder.Thistaskisdoneviaplanningbynetwork.

Now,thereareactivitiesthatrequirecapacitiesandresourceslikepersonneland

material.Suchresourcesarelimitedandtheserequirementshavetobeconsidered

inordertobeabletodevelopafeasible,soundplan.Informationfromothermodules

ase.g.thematerialplanningmoduleisrequired.

Thesystemcalculatesthematerialrequirementsforeachstepoftheprojectand

organizesthatmaterialsareboughtintimetoavoiddelays.Whenpurchasingmaterial,

thesystemtakesintoaccountordersizes,inventorypoliciesaswellasother

information.

Topreparethefinancialstatements,thevalueofworkinprogress(including

projectwork)hastobecalculated.ThisalsorequiresinteractionofsomeR/3

modules.

Thus,thesystemneedsinformationfromallbusinessareassimultaneously.Andthis

isexactlywhatintegrationdoes.

TheprojectmoduleispartoftheintegratedconceptofSAPR/3providinginterfaces

toothermoduleslikeAccounting,Distribution,MaterialManagementandProduction

PlanningandControl.Eachareawithintheorganizationhasitsownstructureand

itsownviewoftheproject,butdatahastobeenteredonlyonce.

3GETTINGREADYFORTHEWORKSHOP

Thischapterprovidesinformationonthefirstuseofthesystem.

LoggingonR/3

Loggingoff

SAPR/3isaclient/serverapplication.Therefore,youhavetocancelthe

connectionwiththeserverbytellingitthatyouwanttologoff.

CreateSession

Oftenitisusefultoopenmorescreens.Youcandothisbycreatinga

newsession,likeanewdocumentinawordprocessor.

SAPHelp

Ifyouwanttogetsomebasicinformationaboutaspecificfield,focusthisfield

withyourmouseandpress<F1>.Thedialogboxindicateswhatthefieldisfor.

Sometimesevendependenciesareexplained.

Matchcodes

Matchcodesareusefulforfindingdata,becauseitisdifficulttoknow/remember

theidentificationnumberofalinepositionsuchasamaterial.

Example:

Youwanttoeditthematerialmasterofamaterial.Youdon'tknowthenumber,but

youknowthatthematerialdescriptionstartswithsomethinglike"PM_"

IfyoupressF4yougetasearch-maskwhereyouareabletosearchwithwildcards

AfterhavingpressedEnteryougetalistwiththesearchresults.

Thenyoucanselectonematerial,youcansortorcancel.

TransactionCodes

Thefollowingscreenwillbeoftenusedduringtheworkshop.Thus,wecanuse

TransactionCodesforfasteraccess.

ThenselectStructureplanning-ChangeProject,

Now,wewantto“bookmark”thisscreen.

So,welookupthetransactioncode.

Thestatusdialogboxopens:

Hereweseealotofinformationconcerningimportantrelevanttechnicaldetails.

Whereveryoufindyourselfinthesystem,youcangettothisscreenbyentering

CJ20intheTransactionscreen.

Letusrefinethisalittlebit.Ifyouhaveseveraltransactioncodes,youmayget

confused.Keyintheappropriatetransactioncodeandthecommenteditproject

structure.

Then,ifyouopenthecomboboxofthetransactioncodesafterhaving

enteredmorecodes,youwillfindtheappropriateone.

TheStandardToolbar

Inmanyscreensyouwillfindthestandardtoolbar.

Savebutton

Whenyoupressthesavebutton,thesystemalsovalidatesyourinput.Iftherewas

anerror,youhavetocorrecttheerrorfirst,beforeyoucanproceed.

Backbutton

Ifyouclickthebackbuttonyoureturntothepreviousscreenwithoutsavingyour

data.

Help

3

Enterbutton

Whenyouhavefinishedenteringinformationonascreen,youpresstheEnterbutton

whichperformsthesamefunctionaspressingtheEnterkey.

Exitbutton

Pressit,ifyouwanttoleavethecurrentapplicationtogobacktothe

previousmenue.

Cancelbutton

X

Clickonthisbuttontoexitthecurrenttaskwithoutsaving.TheCancelbutton

performsthesamefunctionasCancelintheEditmenu.

Printbutton

Pagingkeys

Find/Findnextbutton

用倒

Clickonthisbutton,ifyouwanttoperformasearchfordatarequiredinthescreen

youarecurrentlyworkingin.

4CASESTUDY

4.1Casedescription

ThiscasewasdevelopedinordertodemonstratetheprojectsystemofSAPR/3.All

pricesanddataarepurefictionandheldverysimple.

Theobjectoftheprojectisthespecificationandinstallationofanelevator.

Physically,theElevatorconsistsof

?acabine

?anengine

?mechanicalparts

?acontrolunit

Inthecourseoftheproject,thesepartsmustbeconstructed,procuredand

assembled.

Attheend,anexternalinspectionoftheentiresystemisprescribed.

Theprojectmustbefinishedby30.6.2000.

Thecompanyconsistsoftwoworkcenters:

?Development(PROJ-RD)

?Installation(PROJ-INS)

SpecificationactivitiesareperformedbytheDevelopmentdepartment.Procurement

activitieswillbedoneoutsidetheprojectorganisation,andneithercostnor

capacityconsiderationsareplannedwithinaprojectforprocurement.Installation

isdonebytheInstallationdepartment.

Inparticular,theactivitiesareasfollows:

ActivityDurationWorkWork-center

Specificationofthecabine1020Development

Specificationoftheengine1010Development

Specificationofmechanical2010Development

parts

Specificationofthecontrolunit210Development

Procurementofthecabine20

Procurementoftheengine50

Procurementofmechanicalparts10

Procurementofthecontrolunit10

InstallationI15100Installation

InstallationII20100Installation

ExternalInspection1external,80.000

Specificationactivitiescanbeperformedinaconsecutiveorderonly.Specification

startswiththecabine.Aftercompletion,thespecificationoftheenginecanbe

done.Then,themechanicalpartscanbedesigned.Thelastactivityisthedesign

ofthecontrolunit.

Afterthecompletionofeachspecificationactivity,theprocurementofthespecific

itemcanbeeffected.

AftertheprocurementofallpartstheInstallationcanstartandmustbedonein

twoconsecutivesteps(1+II).

Thefinalactivityoftheprojectisexternalinspection.

A10%planningreserveonthebaisisofplannedcostisrequired.Noactualcost

shouldbepostedtothisWBSelement.

Correspondingmaterialsassignedtothepurchasingactivities

Structure

ParametersfurEarned-ValueAnalysis

AllspecificationactivitiesandInstallationIIusethe20-80Methodfor

performancemeasurement.Procurementactivitiesuse0-100method.

InstallationIhas3milestones,viz.Preparationfinished(20%),Installation

finished(80%),Qualitychecked(100%).

4.2DataforProjectRealization

ActivityStartEndWork

Specificationofthecabine24.1.200004.2.200020

Specificationoftheengine07.2.200005.3.200030

Specificationofmechanical06.3.200022.3.200020

parts

Specificationofthecontrolunit

Procurementofthecabine06.3.200006.3.2000

Procurementoftheengine07.3.200007.3.2000

Procurementofmechanicalparts08.3.200008.3.2000

Procurementofthecontrolunit09.3.200009.3.2000

InstallationI

InstallationII

ExternalInspection

Externalinspectionhadtobepaidinadvanceat3.2.2000(100000ATS).

Allmaterialwastakenfromstockatgiventime.

5PLANNINGTHEPROJECTSTRUCTURE

5.1General

Eachprojectstartswiththedefinitionandclassificationofthestructures

requiredforprocessingandtheincorporationoftheseintotheexistingenterprise

structure.

TheProjectSystemhasnoorganizationalstructuresofitsown;ithastobe

incorporatedintotheexistingstructurebymakingassignmentstothe

organizationalunitsinAccountingandLogistics.

Afterthat,theprojectisbrokendownintomeaningfulpiecesinahierarchyreaching

fromtaskstothelowestlevel,theworkpackages.

DatastructureinSAP

Asmentionedabove,theprojectmustbeincorporatedintotheexistingstructure

byassigningorganizationalunitsinAccountingandLogistics.

7SAPOnlineDocumentationIDESRelease4.0B

Source:SAPOnlineDocumentationIDESRelease4.OB

Thischartprovidesanoverviewofwhatcanbeassignedtoaprojectandits

components.WewilldefinetheSAPvocabularylateron.

Thework-breakdown-structure(WBS)definesthehierarchyofthetaskswithina

projectanddividestheprojectintousefulsteps.

TocontrolcostsassignedtoWBSelements,operativeindicatorsareused.

ThefollowingoperativeindicatorscanbeassignedtoaWBSelement:

PlanningWBSelementsforwhichcostscanbeplanned

AccountWBSelementstowhichcostscanbeassigned

assignment

BillingWBSelementstowhichrevenuescanbeposted

5.2ImplementationinSAP

Inthissectionwecreateanewproject.Wethenwillhavealookatthe

controlparameters.Afterthatweentertheworkbreakdownstructure.

Finally,thestatusconceptofSAPR/3willbeexplained.

Createnewproject

Thus,wegettotheinitialscreen:

Weenterourprojectdefinition,adescriptionofourprojectandselectthestandard

profileforprojects.

Inourcase,weonlysetafinishdate.WhenpressingEnter,awarningmessagethat

thisdateisnotaworkingdaymightoccur.Onecanpassthewarningbypressing

Enter

Wethensaveourworkandgettheconfirmationthattheprojecthasbeencreated.

Note:Itiswisetosaveyourworkfromtimetotime.Wewillnotmentionthesave

procedureintherestofthemanuscript!

Tocontinue,wehavetochoosetochangeourproject.

SUucturePlanning:Change

ProjectEditfiotoDetailsSettingsEybasSystemHglp

yI3Wg&X［「M疏社''r句犀111

Projeddef.|MILDELEV10

WBSelement

Selection

Makesurethatthecheckboxwithactivitiesisalwayschecked.Clickexecuteto

proceed.

Nowhehavecreatedanewproject.Althoughwehavenotkeyedinanydataexcept

theProjectProfileNumber,manyparametershavealreadybeenassignedtoournew

project.

Generalcontrolparameters

Clickheretoviewtheglobalparameters.Thissectionshouldprovideyou

withabasicinsightintowhichparametersareset.Ifyoufeelthatthe

resultscalculatedbyR/3arenotlogical,youshouldhaveanideawhere

tostartsearchingtherelevantcustomizingdetails.

TheprojectprofilespecifiesThenetworkprofilespecifiesIntheWBSschedulingprofile

generaldatalikeControllinggeneraldatalikesettingsitemslikethescheduling

area,Plant,Factoryforthegraphicaltype(forward,backward)are

calendar,Planningmethodrepresentation,activityspecifieti.

etc.Whencreatingtheparameteri,likethecurrency

project,theprofileisdefault\ofexternally

choosen.processedActivities.

ChangeProject:Projectdefinition_______________________________■國(guó)畫

ProjectEditfioto^BSelementRetailsEjjlrasSystemHglpV7

I,II二館加后婦到電上窗:

津居品ASbuctueSettlementiule\

Projectdef.|jlILD_ELEV_1O國(guó)|El”atorProject

■

BasicdataControldata|Admtmstfation

Projectprofiler,Transfertomoi.def

AccountingTimescheduling

BudgetprofileNetwcxkprofile|。0。00。2

PlanningprofileWBSschedulingpd]O(3BOOeOOGCIB1

Paymentplanprofile

lnl.c*.p(dile■C^lc.withact.

InvestmentprofilePlanrT>U^ba$icOpenpiarwiing

1

ResultsanalysiskeyPfenmeth/fAOpenplanning

SimulationptoiileNetwakasstFaptojeddefinition

Thebudgetprofilespecifiesitemslikebudgeting',Theplanningprofilespecifies,

currency,thevalidtimehorizonforbudgetingbacke.g.,costingvariantandtime

in-tothepastorintothefuturehorizon.

Planningparameters

Inthegeneralparametersection,manyparametersaresetasdiscussed

above.Naturally,onecanoverrideapartoftheminthecurrentproject.

However,wearenotchanginganyparameters.

Hereyoucanspecifyifyouwanttousetop-Down,bottomup,oropenplanning.

HerewespecifywhatthesystemshoulddoAnimportantparameteristhescheduling

ifschedulingdeterminesdateswhicharetype.Hereyouspecify,ifyouwanttouse

notwithinthebasicdates.Incase,theforward,backwardorotherscheduling

scheduleddatesshouldbetakenoverasnewtypes.

dates.

Startenteringthedatagiveninthescreenshotbelow.Ifyouarefinished,press

Enter.

Then,yourscreenshouldlooklikethis:

ChangeSUuctuiePlanning:BasicdatesHQBl

ErojectEditGotoRetailsSettingsEjjbasSystemHfilpK

曠I;30中畬xaa畫翁t3心燈百團(tuán)曾

局13回身DQ"包母國(guó)置盹三品必困咚由AComponentoverview圖Displayassignment人PStexts

Rrc^eddef.DesoiplionStartFinishDotationTimCal

|MILD_ELEV_1Q|ElevatorProject||3006.001O[DAY|AU

WBSbasicdataBasicdates|Forecastdates|Activitydata|

SAcLevWBSelementActIEtemDesaiptionStrtdatFin.datInE>Se：G(AZD

■f1MILD_ELEV_1OElevatorProject

聽(tīng)2MILD_ELEV_10-10QConstruction

0101Constructionofthecabinerrc

0102Constructionoftheengine(SCcc

0163Constructionofthemechanicalparts(Sc「r

0104Constructionofthecontrolunit9rcc

聽(tīng)2MILD_ELEV_10-200Procurement

0201Procurementoftheengine(9rrr

0202Procurementcabineccc

■1MILD_ELEV_1G-300Installation

0301InstallationI④crjr

0302InstallationIIrC￡

1arrr

acc-c

Levelingup/downWBSElements

Thereisamistake.WBSElementELV_000-300shouldhavelevel2.

SelecttheWBSElementtoleveling