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1、Project Management with SAP R/3Teaching Material for the Department ofProduction ManagementVienna University of Economics andBusiness AdministrationAndreas MildAlfred TaudesV.1.01Introduction32Basics & Keywords43Getting ready for the workshop74Case Study134.1Case description134.2Data for Project Rea
2、lization145Planning the project structure155.1General155.2Implementation in SAP176Scheduling266.1General266.2Basic calculations296.3Implementation306.4The project planning board417Cost planning & Controlling477.1General477.2Implementation488Looking up the costs619Capacity Planning649.1General649.2Im
3、plementation in SAP6510Earned Value Analysis6910.1General6910.1.1Measurement techniques6910.1.2Calculation of Earned-Value and Deviation Analysis7310.1.3Aggregation7410.2Implementation7411Execution7711.1Implementation7711.1.1Confirming network activities7711.1.2Invoices7911.1.3Material8312Informatio
4、n System8612.1Implementation8612.1.1Cost reports8612.1.2Earned-Value Analysis9213Literature981 IntroductionThis script serves as a basis for the workshop Project Management with SAP R/3. This workshop is part of a series of SAP-related workshops which are held by the Department of Production Managem
5、ent 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 Management Workshop is that, after having attended it, each student should be familiar with the theoretical backgrounds and b
6、e 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 making certain that the required resources and funds are available when needed. Every student should then be able to
7、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 andreas.mildwu-wien.ac.at.2 Basics & KeywordsSAP R/3 is an integrated and industry-independent standard software which covers, integrates
8、 and connects all functional areas in a business. SAP AG defines integration as defined communication. AFOS (Hrsg.) SAP Arbeit, Management. Braunschweig/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 1
9、3. 3. 1998, p. 20 SAP is the abbreviation for “Systeme, Anwendungen, Produkte”, the German words for “Systems, Applications, Products”. AFOS (Hrsg.) SAP Arbeit, Management. Braunschweig/Wiesbaden 1996 p. 59 Information about the company can be found at: .Projects are tasks with special characteristi
10、cs. Attributes of a project are the following issues: complexity, non-repetitivity, high risk detailed goals to be achieved time restrictions high cost and capital expenditure quality requirements often strategic significanceTo be able to plan, monitor, control, and carry out a project as a whole, t
11、he project goals must be precisely described and the activities to be performed have to be structured. A project can be described as 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 wh
12、ich is either a written description of the objectives to be achieved and the desired rough schedule like start and end dates. In the description one could include also performance metrics and budget constraints.A project is further subdivided into meaningful pieces, referred to as tasks. Tasks take
13、usually less than a few months. The task can be further subdivided into subtasks.A work package can be defined as “a group of activities combined to be assignable to a single organizational unit.” Chase R./Aquilano N./Jacobs R. Production and Operations Management: Manufacturing and Services, p.48 T
14、he project tasks, subtasks, and work packages are brought into a hierarchy by defining a work breakdown structure.The individual elements represent activities within the work breakdown structure and are called work breakdown structure elements (WBS elements). WBS elements can be: tasks partial tasks
15、 which are subdivided further work packagesWBS can be structured according to object function phaseWhich kind of structuring is used depends on 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 organisatio
16、n is preferred, if many different parts of an organisation or many organisations are involved.In practice, all three kinds of structuring are used within one WBS.“Project Management can be defined as planning, directing, and controlling resources (people, equipment, material) to meet the technical,
17、cost and time constraints of the project.” Chase R./Aquilano N./Jacobs R. Production and Operations Management: Manufacturing and Services, p.48 The primary reason why projects fail is insufficient effort in the planning phase. Chase R./Aquilano N./Jacobs R. Production and Operations Management: Man
18、ufacturing and Services p. 69 Project Management thus is considered as very important.The SAP Project System enables close and constant monitoring 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,
19、 i.e. the task which will be undertaken before the project starts, and project controlling during the implementation of the project.Planning must include: organization service process dates costs capacityThere are many possible project goals such as, for example, to realize a positive net present va
20、lue, to achieve a high imputed interest, to minimize costs, to cover costs, to maximize gross profit, or simply to finish as early as possible. However, 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 proj
21、ect manager breaks the project down into a set of activities. Then he also defines the relationships among these activities. The outcome is a guideline 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 n
22、etwork.Now, there are activities that require capacities and resources like personnel and material. Such resources are limited and these requirements 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 re
23、quired.The system calculates the material requirements for each step of the project and organizes that materials are bought in time to avoid delays. When purchasing material, the system takes into account order sizes, inventory policies as well as other information. To prepare the financial statemen
24、ts, the value of work in progress (including project work) has to be calculated. This also requires interaction of some R/3 modules.Thus, the system needs information from all business areas simultaneously. And this is exactly what integration does.The project module is part of the integrated concep
25、t of SAP R/3 providing interfaces to other modules like Accounting, Distribution, Material Management and Production Planning and Control. Each area within the organization has its own structure and its own view of the project, but data has to be entered only once.3 Getting ready for the workshop Th
26、is 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 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
27、 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 this field with your mouse and press .The dialog box indicates what the field is for. Sometimes even dependencies are explained.Match codesMatch codes a
28、re 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 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
29、 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 can select one material, you can sort or cancel. Transaction CodesThe following screen will be often used during the workshop. Thus, we can use Transa
30、ction Codes for faster access.Then select Structure planning Change Project.Now, we want to “bookmark” this screen.So, we look up the transaction code.The status dialog box opens:Here we see a lot of information concerning important relevant technical details.Wherever you find yourself in the system
31、, 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 get confused. Key in the appropriate transaction code and the comment edit project structure.Then, if you open the combo box of the transaction code
32、s after having entered more codes, you will find the appropriate one .The Standard ToolbarIn many screens you will find the standard toolbar.Save buttonWhen 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 proc
33、eed.Back buttonIf you click the back button you return to the previous screen without saving your data. HelpEnter buttonWhen you have finished entering 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 l
34、eave the current application to go back to the previous menue.Cancel buttonClick on this button to exit the current task without saving. The Cancel button 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
35、 search for data required in the screen you are currently working in. 4 Case Study4.1 Case descriptionThis case was developed in order to demonstrate the project 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 installat
36、ion of an elevator.Physically, the Elevator consists of a cabine an engine mechanical parts a control unitIn the course of the project, these parts must be constructed, procured and assembled.At the end, an external inspection of the entire system is prescribed.The project must be finished by 30.6.2
37、000.The company consists of two work centers: Development (PROJ-RD) Installation (PROJ-INS)Specification activities are performed by the Development department. Procurement activities will be done outside the project organisation, and neither cost nor capacity considerations are planned within a pro
38、ject for procurement. Installation is done by the Installation department. In particular, the activities are as follows:ActivityDurationWorkWork-centerSpecification of the cabine1020DevelopmentSpecification of the engine1010DevelopmentSpecification of mechanical parts2010DevelopmentSpecification of
39、the control unit210DevelopmentProcurement of the cabine20Procurement of the engine50Procurement of mechanical parts10Procurement of the control unit10Installation I15100InstallationInstallation II20100InstallationExternal Inspection1external, 80.000Specification activities can be performed in a cons
40、ecutive order only. Specification starts with the cabine. After completion, the specification of the engine can be done. Then, the mechanical parts can be designed. The last activity is the design of the control unit.After the completion of each specification activity, the procurement of the specifi
41、c 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 project is external inspection.A 10% planning reserve on the baisis of planned cost is required. No actual cost should be posted to this W
42、BS element.Corresponding materials assigned to the purchasing activitiesParameters fr Earned-Value AnalysisAll specification activities and Installation II use the 20-80 Method for performance measurement. Procurement activities use 0100 method.Installation I has 3 milestones, viz. Preparation finis
43、hed (20%), Installation finished (80%), Quality checked (100%).4.2 Data for Project RealizationActivityStartEndWorkSpecification of the cabine24.1.200004.2.200020Specification of the engine07.2.200005.3.200030Specification of mechanical parts06.3.200022.3.200020Specification of the control unitProcu
44、rement of the cabine06.3.200006.3.2000Procurement of the engine07.3.200007.3.2000Procurement of mechanical parts08.3.200008.3.2000Procurement of the control unit09.3.200009.3.2000Installation IInstallation IIExternal InspectionExternal inspection had to be paid in advance at 3.2.2000 (100000 ATS).Al
45、l material was taken from stock at given time.5 Planning the project structure5.1 GeneralEach project starts with the definition and classification of the structures required for processing and the incorporation of these into the existing enterprise structure.The Project System has no organizational
46、 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 Documentation 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 in Accounting and Logistics.Source: SAP Online Documentation IDE
