实施SAPR3软件中项目管理(1)14838.pdf

Project Management with SAP R/3 Teaching Material for the Department of Production Management Vienna University of Economics and Business Administration Andreas Mild Alfred Taudes V.1.0 1 Introduction.3 2 Basics&Keywords.3 3 Getting ready for the workshop.6 4 Case Study.12 4.1 Case description.12 4.2 Data for Project Realization.13 5 Planning the project structure.14 5.1 General.14 5.2 Implementation in SAP.16 6 Scheduling.25 6.1 General.25 6.2 Basic calculations.29 6.3 Implementation.31 6.4 The project planning board.42 7 Cost planning&Controlling.47 7.1 General.47 7.2 Implementation.48 8 Looking up the costs.61 9 Capacity Planning.64 9.1 General.64 9.2 Implementation in SAP.66 10 Earned Value Analysis.69 10.1 General.69 10.1.1 Measurement techniques.70 10.1.2 Calculation of Earned-Value and Deviation Analysis.74 10.1.3 Aggregation.75 10.2 Implementation.76 11 Execution.77 11.1 Implementation.78 11.1.1 Confirming network activities.78 11.1.2 Invoices.80 11.1.3 Material.84 12 Information System.86 12.1 Implementation.87 12.1.1 Cost reports.87 12.1.2 Earned-Value Analysis.92 13 Literature.97 1 INTRODUCTION This 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 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 Management 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 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 andreas.mildwu-wien.ac.at.2 BASICS&KEYWORDS SAP 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 munication.1 Although R/3 is designed for plete integration,it can also be used for a couple of business areas.2 SAP is the abbreviation for“Systeme,Anwendungen,Produkte”,the German words for“Systems,Applications,Products”.3 Information about the pany can be found at:.sap.Projects are tasks with special characteristics.Attributes of a project are the following issues:1 AFOS(Hrsg.)SAP Arbeit,Management.Braunschweig/Wiesbaden 1996 p.59 2 puterwelt No.13 of 13.3.1998,p.20 3 AFOS(Hrsg.)SAP Arbeit,Management.Braunschweig/Wiesbaden 1996 p.59 plexity,non-repetitivity,high risk detailed goals to be achieved time restrictions high cost and capital expenditure quality requirements often strategic significance To 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 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 description 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 activities bined to be assignable to a single organizational unit.”4 The 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 which are subdivided further work packages WBS can be structured according to object function 4 Chase R./Aquilano N./Jacobs R.Production and Operations Management:Manufacturing and Services,p.48 phase Which 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 organisation 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,cost and time constraints of the project.”5 The primary reason why projects fail is insufficient effort in the planning phase.6 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,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 capacity There 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.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 project manager breaks the project down into a set of activities.Then he also defines the relationships among these activities.The oute 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 network.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.5 Chase R./Aquilano N./Jacobs R.Production and Operations Management:Manufacturing and Services,p.48 6 Chase R./Aquilano N./Jacobs R.Production and Operations Management:Manufacturing and Services p.69 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.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 system 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 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 This chapter provides information on the first use of the system.Logging on R/3 Logging off SAP 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 Session Often 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 Help If 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 codes Match 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 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 wildcards After having pressed Enter you get a list with the search results.Then you can select one material,you can sort or cancel.Transaction Codes The 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.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 get confused.Key in the appropriate transaction code and the ment edit project structure.Then,if you open the bo box of the transaction codes after having entered more codes,you will find the appropriate one.The Standard Toolbar In many screens you will find the standard toolbar.Save button When 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 button If you click the back button you return to the previous screen without saving your data.Help Enter button When you have finished entering information on a screen,you press the Enter button which performs the same function as pressing the Enter key.Exit button Press it,if you want to leave the current application to go back to the previous menue.Cancel button Click 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 keys Find/Find next button Click on this button,if you want to perform a search for data required in the screen you are currently working in.4 CASE STUDY 4.1 Case description This 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 installation of an elevator.Physically,the Elevator consists of a cabine an engine mechanical parts a control unit In 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 30.6.2000.The pany 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 project for procurement.Installation is done by the Installation department.In particular,the activities are as follows:Activity Duration Work Work-center Specification of the cabine 10 20 Development Specification of the engine 10 10 Development Specification of mechanical parts 20 10 Development Specification of the control unit 2 10 Development Procurement of the cabine 20 Procurement of the engine 50 Procurement of mechanical parts 10 Procurement of the control unit 10 Installation I 15 100 Installation Installation II 20 100 Installation External Inspection 1 external,80.000 Specification activities can be performed in a consecutive order only.Specification starts with the cabine.After pletion,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 pletion 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 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 activities StructurePM_Elevator EngineFinished ProductExternal procurementPM_Control UnitFinished ProductExternal ProcurementPM_CabineFinished ProductExternal ProcurementPM_Mechanical_PartsFinished ProductInhouse ProductionElevatorTo assemble Parameters fr Earned-Value Analysis All 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 finished(20%),Installation finished(80%),Quality checked(100%).4.2 Data for Project Realization Activity Start End Work Specification of the cabine 24.1.2000 04.2.2000 20 Specification of the engine 07.2.2000 05.3.200 30 0 Specification of mechanical parts 06.3.2000 22.3.2000 20 Specification of the control unit Procurement of the cabine 06.3.2000 06.3.2000 Procurement of the engine 07.3.2000 07.3.2000 Procurement of mechanical parts 08.3.2000 08.3.2000 Procurement of the control unit 09.3.2000 09.3.2000 Installation I Installation II External Inspection External inspection had to be paid in advance at 3.2.2000(100000 ATS).All material was taken from stock at given time.5 PLANNING THE PROJECT STRUCTURE 5.1 General Each 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 structures of its own;it has to be incorporated into the existing structure by making assignments to the organizational units in Accounting and Logistics.7 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 7 SAP Online Documentation IDES Release 4.0B As mentioned above,the project must be incorporated into the existing structure by assigningorganizational units in Accounting and Logistics.Source:SAP Online Documentation IDES Release 4.0B This chart provides an overview of what can be assigned to a project and its ponents.We will define the SAP vocabulary later on.The work-breakdown-structure(WBS)defines the hierarchy of the tasks within a project and 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:Planning WBS elements for which costs can be planned Account assignment WBS elements to which costs can be assigned Billing WBS elements to which revenues can be posted 5.2 Implementation in SAP In this section we create a new project.We then will have a look at the control parameters.After that we enter the work brea