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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_______________________________■国画
ProjectEditfioto^BSelementRetailsEjjlrasSystemHglpV7
I,II二馆加后妇到电上窗:
津居品ASbuctueSettlementiule\
Projectdef.|jlILD_ELEV_1O国|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
旷I;30中畲xaa画翁t3心灯百团曾
局13回身DQ"包母国置盹三品必困咚由AComponentoverview图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
听2MILD_ELEV_10-10QConstruction
0101Constructionofthecabinerrc
0102Constructionoftheengine(SCcc
0163Constructionofthemechanicalparts(Sc「r
0104Constructionofthecontrolunit9rcc
听2MILD_ELEV_10-200Procurement
0201Procurementoftheengine(9rrr
0202Procurementcabineccc
■1MILD_ELEV_1G-300Installation
0301InstallationI④crjr
0302InstallationIIrC£
1arrr
acc-c
Levelingup/downWBSElements
Thereisamistake.WBSElementELV_000-300shouldhavelevel2.
SelecttheWBSElementtoleveling
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