Sankalp BBP- D&D PS Final

Business Blueprint Document

Project Systems

For

Research & Development

Genus Power Infrastructures Limited

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Preface

After the successful implementation of the core modules to support operations prior to start of

plant operations, GENUS has decided to extend the core SAP implemented to fully integrate

and support plant operations to achieve efficiency and effectiveness.

GENUS has awarded AgreeYa the project to carry out implementation of the following SAP

ERP modules for GENUS in line with the requirements specified in the scope of work:

Project Systems (PS)

Finance (FI)

Controlling (CO)

Sales & Distribution (SD)

Materials Management (MM)

Production Planning (PP)

Quality Management (QM)

The above mentioned modules will cover the broad business processes as mentioned in the

scope of work.

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Document Control

DOCUMENT INFORMATION

Title Business Blueprint - Project Systems (R&D Division)

Project Phase Business Blue Print

Author Bhavani Rao

Created on 04.10.2010

Last Edited on 09.12.2010

Reviewed by

REVISION HISTORY

Revision Initiator Effective

Date

Reasons for Change Section/Pages

revised

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Table of Contents

1 INTRODUCTION ........................................................................................................... 6

1.1 Project Objectives and Business Drivers ...................................................................................... 6

1.2 Document Purpose .......................................................................................................................... 6

1.3 GENUS Organization Overview ...................................................................................................... 6

1.4 Overview of SAP Project System ................................................................................................. 10

1.5 Project system Organization Structure ....................................................................................... 12

2 MASTER DATA .......................................................................................................... 13

3 NEW DEVELOPMENTS IN DESIGN DEPARTMENT ................................................ 18

3.1 New developments in design Department ......................................................................................... 18 3.1.1 Definition of the Process .................................................................................................................. 18 3.1.2 Purpose ........................................................................................................................................ 18 3.1.3 Scope ........................................................................................................................................... 18 3.1.4 AS-IS Process flow....................................................................................................................... 18 3.1.5 Explanation of AS-IS Process flow............................................................................................... 18 3.1.6 TO-BE Process flow ..................................................................................................................... 20 3.1.7 Explanation of the Process: ......................................................................................................... 20 3.1.7.1 Creation of Project/WBS Structure: ............................................................................................ 21 3.1.7.1.1 Proposed Structure. ................................................................................................................... 22 3.1.7.1.2 Project: ....................................................................................................................................... 22 3.1.7.1.3 WBS Structure: .......................................................................................................................... 23 3.1.7.1.4 Coding of Project Definition (Project Coding Mask): ................................................................. 24 3.1.7.1.5. Project Profiles: ......................................................................................................................... 24 3.1.7.1.6. Standard SAP Transactions/ Reports available for business process: .................................... 24 3.1.7.2 Creation of Activities / Networks: ............................................................................................... 25 3.1.7.2.1 Internal Activity: ....................................................................................................................... 25 3.1.7.2.2. External Processing Activity: .................................................................................................... 26 3.1.7.2.3. General Cost Activity: ............................................................................................................... 26 3.1.7.2.4. Relationships ............................................................................................................................ 26 3.1.7.2.6. Work Center: ............................................................................................................................. 29 3.1.7.2.7. Network Profile ......................................................................................................................... 29 3.1.7.2.8. Standard SAP Transactions/ Reports available for business process ..................................... 29 3.1.7.3. Schedule Planning .................................................................................................................... 32 3.1.7.3.1 Date Planning:- ........................................................................................................................ 32 3.1.7.3.2. Different types of dates ............................................................................................................. 33 3.1.7.3.3 Scheduling Type ........................................................................................................................ 34 3.1.7.4. Cost Planning............................................................................................................................... 39 3.1.7.4.1 Cost Planning Profile: ................................................................................................................ 39 3.1.7.4.2 Standard SAP Transactions & Reports available for business process: ................................... 39

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3.1.7.5. Revenue planning: ....................................................................................................................... 40 3.1.7.6 Material Planning ........................................................................................................................ 40 3.1.7.7. Service Planning .......................................................................................................................... 40 3.1.7.8 .Budgeting ..................................................................................................................................... 40 3.1.7.8.1 Budgeting Profile: ...................................................................................................................... 40 3.1.7.8.2 Original Budget: ......................................................................................................................... 41 3.1.7.8.3 Budget Updates: ........................................................................................................................ 41 3.1.7.8.4 Budget – Availability control:.................................................................................................... 41 3.1.7.8.5 Standard SAP Transactions/ Reports available for business process: ..................................... 42 3.1.7.9 Service Procurement:- ............................................................................................................... 42 3.1.7.10 Bill of Materials for Project: ....................................................................................................... 42 3.1.7.11 Confirmation of Activities & Networks: ...................................................................................... 43 3.1.7.11.1 Standard SAP Transactions/ Reports available for business process: ................................... 44 3.1.7.12 Status Management .................................................................................................................. 46 3.1.7.12.1 System status: ......................................................................................................................... 46 3.1.7.12.2. User status - Project: .............................................................................................................. 49 3.1.7.12.2.1 User status – WBS: .............................................................................................................. 50 3.1.7.13 Project Progress Monitoring: .................................................................................................... 52 3.1.7.14 Settlements ................................................................................................................................. 60 3.1.8 Changes and Improvements to the Existing Organization ........................................................... 60 3.1.9 Configuration data ........................................................................................................................ 60 3.1.10 Gaps/Issues Identified and Solutions: ...................................................................................... 60 3.1.11 Roles and Authorizations ......................................................................................................... 60 3.1.12 Reports ..................................................................................................................................... 60 3.1.13 Integration with other SAP modules ......................................................................................... 61

4 SUMMARY .................................................................................................................. 61

5 APPENDIX .................................................................................................................. 62

5.1 Report .............................................................................................................................................. 62 5.1.1 Standard Report ........................................................................................................................... 62 5.1.2 Customized Report....................................................................................................................... 63

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1 INTRODUCTION

1.1 Project Objectives and Business Drivers

Objectives for the implementation project are:

Implement SAP ECC 6.0 standard business processes

Adhere to business basic's and use SAP as a model for best business practices

1.2 Document Purpose

The business blueprint is a detailed documentation of different processes of R&D of Genus

Power Infrastructure Limited, which has facilitated the consultants in mapping the processes in

SAP system.

1.3 GENUS Organization Overview

Genus Power Infrastructures Ltd., an ISO 9001: 2000 Public Limited Company forms an

integral part of the reputed 300million USD Kailash Group. The company deals in manufacturing

and distribution of Electronic Energy Meters, Power Distribution Management Projects, Hybrid

microcircuits, Inverters, Batteries, Home UPS and Online UPS across India as well as globally.

Genus has launched IT enabled Distribution Transformer Metering System, Feeder Monitoring

and Management System, Smart Street Light Management System with value added software

application.

Product & Services:

Metering Solutions

o Residential Meters

Single Phase

Poly Phase

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o Industrial/Substation/Agricultural/Audit Meters

Whole Current

CT Operated

CT/PT Operated

o Grid Meters

Class 0.2S

Daksh

o Group Meters

LVDS

HVDS

o Special Meters

Prepayment

DIN/Rail Mounted

o AMR Solutions

GPRS/GSM

RF

PLC

o Software

"URJA" Server

o Reference Meters

Inverter / UPS

o Inverters

Standard Inverters

Compact Inverters

Higher KVA Inverters

High frequency inverter

Lift inverter

DSP Sine wave solar hybrid inverter

o UPS

Home UPS

Online UPS

http://www.genus.in/ABT_compliant.htm

http://www.genus.in/Metering_Solutions.htm

http://www.genus.in/Reference-Meters.htm

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High Frequency Online

Line Interactive UPS

o Solar products

Solar panel

Solar water heater

DSP Sine wave solar hybrid inverter

o Batteries

Lead Acid (Tubular)

Sealed Maintenance Free

Hybrid Microcircuits o Thick Film HMC

o Applications

o Process Flow Char

o Conversion of PCB to HMC

o Capabilities

o Download Catalogue

ECC (Engineering Construction & Contracts) is engaged in Turnkey projects and turnkey

execution technique is based on perfect planning, review and monitoring of the project at each

stage.

Engineering Construction & Contracts

o Substation Commissioning

o Transmission & Distribution Lines

o Electrification

o Distribution Transformer Metering

o Billing Solutions

o SCADA Solutions

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Genus Power

Infrastructures

Limited (GPIL)

Genus Innovation

Limited (GIL)

Kailash Group

GPIL JAIPUR

(HEAD OFFICE)

PLANT 1

GPIL JAIPUR

PLANT 2

Ramchandrapura

GPIL HARIDWAR

PLANT 1

GPIL

HARIDWAR

PLANT 2

GPIL KOTPUTLI

GIL JAIPUR

GIL HARIDWAR

ECC H.O

Site A

Site B

Metering

HIP

Metering

Depot 1

Depot 2

Ser Ctr 1

HIP

Metering

Transformers

Poles

Metering

HIP

Metering

ENTERPRISE STRUCTURE

Ser Ctr 2

ECC Division

(Projects)

D&D

Metering

D&D

HIP

Depot 1

Depot 2

Ser Ctr 1

Ser Ctr 2

Depot 1

Depot 2

Ser Ctr 1

Ser Ctr 2

GPIL Service

Ctr. Metering

Other Group Companies

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1.4 Overview of SAP Project System

SAP Project System is a project management tools that assists you throughout all phases of

project through the high level of integration between SAP PS and other SAP modules such as

Logistics, Accounting, and Human Resources. SAP PS ensures that the necessary business

processes are handled quickly and efficiently. SAP PS provides structure that allows mapping

project projects flexibly and appropriating structures. Using suitable tools and reports in SAP

PS, one can plan and monitor dates, costs, revenues, budget, resources, material and so on for

these structures.

Project Systems is a component module of the SAP system that can be used to plan, execute,

and account for complex orders as part of the business processes.

Project Systems provides a central point through which the procurement of materials and

services, the planning and scheduling of services and reporting of milestone dates can be

coordinated and tracked

SAP PS is the component of both my SAP Enterprise Resource Planning (my SAP ERP) and

my SAP Product lifecycle Management (my SAP PLM)

Depending on the project type and requirement of project monitoring, one can structure the

project. SAP Project System provided two type of structures for mapping of a projects which are

work breakdown structures called WBS and network and activity. One uses a work break down

structure to organize a project in form of a hierarchy, and so map the structure of project.

Network on other hands is used to represent the individual project activities together with their

logical relationships in other words, the flow of the project. One can map a project using just one

work break down or one network .However one can also illustrate a project using a work break

down structure and one or more networks in order to use the characteristics of both structure

together. Work break down structure consists of work break down elements (WBS elements)

that are arranged at various levels to produce a hierarchy model of project activities to be

carried out.

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Each individual WBS elements can act as controlling objects in which one can plan and monitor

costs, revenues, payments, budgets, and dates. A network represents the flow of work .the

individual tasks in project are mapped as activities in a network. Activities form the operative

basis for planning and controlling dates costs and resources. When activities are assigned to

WBS elements the dates and cost defined in the individual activities are totaled up at WBS level

and can be evaluated. One can analyze order costs for the WBS element and check them

against the WBS budget. With the help of progress analysis one can view progress values that

reflect the status of project relative to the individual WBS element or aggregate them according

to the project hierarchy.

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1.5 Project system Organization Structure

Organization structure (unit) is the elements of the logical structure of the SAP system. A

strategic unit assists in designing the SAP system in to an Enterprise.

The Project System Project System has no organizational structures of its own; you incorporate

it into the existing structure by making assignments to the organizational units in other modules

like Financial, Controlling, Material Management, Sales and Distribution, Production Planning

etc.

Project Definition

WBS Elements

Networks

Activities

Internally Processed

Service

General Cost

Controlling Area

Cost Center

Company Code

Profit Center

Plant

Profit Center

Plant

Plant

Work Center

Purchasing Organization

Purchasing group

Plant

Material Components

Purchasing Organization

Purchasing group

Plant

Storage Location

Externally Processed Purchasing Organization

Purchasing group

Service master record

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2 MASTER DATA

Master data is used to bring uniformity in the integrated database so that user can enter

transaction data with less effort. Master data is a pre-requisite for all business transactions.

Various departments viz. design, materials, projects and finance perform task of creating and

maintaining these masters. These master data records are updated or new records are created

as and when need arises while executing business transactions in SAP. Masters data created in

individual modules of SAP. For example, Material Masters are created in MM module. BOMs

are created in PP module. Standard WBS, Standard Network, Work Center are created in PS

module G/L account, Cost Centers, Cost Elements, Profit Centers are created in FI/CO module.

Genus will be using PS, MM, SD, FI, CO, QM, PP, and BIW modules of SAP E.C.C 6.0.

Masters that are required for these modules are already defined in the system.

Some important master data are given below:

Material master

Purchasing masters:

Vendor master

• Purchasing info-records

• Source List

Sales masters:

• Customer master

Production masters:

• BOM

• Work Center

• Resources

Plant Maintenance:

• Functional locations

• Equipments

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Finance & Controlling:

• G/L account

• Cost Centers

• Cost Elements

• Costing Sheets

• Profit Centers

In addition to the above, following master data will be used in Project System in this

implementation:

Templates:

1. Standard Work Breakdown Structure (WBS)

2. Standard Networks

3. Standard milestones

4. Work Center (Master Data)

Benefit of Standard Template - Standardization is one method of ensuring in the initial

phase that projects are structured efficiently and economically.

A further advantage of standardizing project structures is that it makes the processing of

projects more transparent, enables the comparison of projects and subsequently facilitates

project controlling. In the Project System there are several different standard structures that

you can use as templates to create operative structures

Standard Work Breakdown Structure – It is a neutral work breakdown structure that can

be used more than once and serves as a template for creating operative work breakdown

structures and helps in standardizing the project structure. It also saves the time and effort

of the users creating WBS structure manually.

Standard Networks: It is the neutral network structure, which can be used as a template

when creating other standard networks or operative networks.

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When one create networks from standard networks, one save time and you also increase the

consistency of business processes, if different projects consist of the same activities.

You can link standard networks with standard work breakdown structures in order to create

project templates, which contain both the project structure and the activities assigned to the

structure. When you use a standard network that is linked to a standard WBS to create an

operative network, an operative WBS is also created.

Standard milestones

Standard milestones are used exclusively in the Project System as a source for creating

milestones and other standard milestones.

You can combine different standard milestones in a milestone group. For example, you can

group together all milestones that are relevant for earned value analysis.

You can copy standard milestones to create milestones in activities and WBS elements. One

can do this in (standard) network maintenance, (standard) work breakdown structure

maintenance as well as in the project planning board and structure planning.

Work center

Work center is an organizational unit that represents a suitably equipped, physical location

where work can be performed.

The work center has an available capacity. The activities performed at or by the work center are

evaluated by charge rates, which are determined by cost centers and activity types. Work

centers can be:

Machines

People

Production lines

Groups of craftsmen

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Operative indicator

With operative indicators, you specify the attributes of a WBS element and determine which

tasks the WBS element can carry out in the project.

You can assign the following operative indicators to WBS elements:

Operative indicator for... Usage...

Cost planning If you want to plan costs for a WBS element, you have to

indicate that the WBS element is a planning element in

the WBS.

Account assignment If you want to post actual costs and commitments to a

WBS element, you have to indicate that the WBS element

is an account assignment element in the WBS. All objects

that can be assigned costs and commitments within a

project (for example, sales orders, and purchase orders)

can only be assigned to a WBS element if you have set

the account assignment indicator for the element.

In Customizing for the Project System, you can set an

indicator to specify that costs are planned for all WBS

elements or only for specific WBS elements.

Billing If you want to post revenues to a WBS element, you have

to indicate that the WBS element is a billing element in the

WBS.

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3 New developments in design Department

3.1 New developments in design Department

3.1.1 Definition of the Process

Investigative activities that a business chooses to conduct with the intention of making a

discovery that can either lead to the development of new products or procedures, or to

improvement of existing products or procedures. Research and development is one of the

means by which business can experience future growth by developing new products or

processes to improve and expand their operations.

3.1.2 Purpose

Genus is doing new research & development based on the market inputs received from

marketing / PMG department and on the new ideas of in-house team.

3.1.3 Scope

The complete research & development work will be mapped through SAP project system

module, so that the time and cost in respect of materials, service and manpower cost can be

captured against any research and development work.

3.1.4 AS-IS Process flow

N/A

3.1.5 Explanation of AS-IS Process flow

The following steps of Research and development activities in the design and development

department are listed below:

Design department do new developments on the basis of conceptual ideas as well as time

to time inputs received from marketing / PMG department.

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Management approve annual budget for R&D department for carrying out the new

development, however apart from the annual budget, D&D department has to take

approval for each new development before they start working on new development.

Design department also do new developments on the basis of conceptual ideas

It prepares strategic plans for new products

After that conceptual IDEA is evaluated

These ideas are then sent for approval to the management

Upon approval of the management, the marketing team starts research to make

detailed business case and prepare prelim RTT alignment with the mission and

strategic plan

On the basis of strategic plan the resource availability is sought out.

Then these ideas and the resources are reviewed with design and marketing HOD

Then the concept idea is distributed like circuit design, cad design, PCB, Software

etc.

CAD designs are further divided in to chassis design and mechanical design

On the basis of these designs DND do testing‟s like technical specifications,

destructive testing‟s, short circuit tests, type test etc

Now to prepare design for manufacturing, these designs are passed to engineering

department.

Engineering department prepares Engineering pilot and test reports.

On the basis of all above process, pre production pilot is released, but in the

R &D projects there is no MASS release for production

For detailed process flow, please refer the attached xls.

D&D Process Flow.xls

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3.1.6 TO-BE Process flow

3.1.7 Explanation of the Process:

The project planning contains data that affects the entire project. The major activities covered

under this are creation of the project structure like Work breaks down structure elements (WBS),

Networks, activities in the network and milestones of the project. With these structures we can

plan Costs, Dates, Material and Budget Planning for the project.

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In project systems we can bifurcate the planning stage of the project for fixe the goals

1) Structure Planning

2) Date Planning

3) Material Planning

4) Resource Planning

5) Cost planning

6) Budget Allocation & Release

3.1.7.1 Creation of Project/WBS Structure:

For new Research and Development work, Management sectioned a yearly budget to carry our

new development. A Project will be created for R&D for one new idea and the sanctioned

budget will be allocated to the project. Based on the conceptual ideas / input received from

marketing / PMG, D&D will evaluate and submit the same to Management for their review and

approval for each new concept. If Management approves the same, one new project structure

will be created for each new development under the main project created for the same. The

WBS can be further drilled down to other WBS and activities to carrying out the D&D work.

Duration and work along with the relationship will be defined for each activity. Work center will

be attached for these activities .Every employee having one work center and one Activity type

This will help in capturing the cost of the employee working in the new development work.

Cost estimate will be done based on the estimated materials and resources required to carry out

the particular R&D project. The cost estimate will be the basis of budget allocation and release.

BOM for new product will be created and the same will be transferred to R&D activity of the

project. Reference point will be used in BOM and network activity to have a logical relationship.

If during the design phase or based on the type test results, BOM gets updated; the extra

components of the BOM will be updated in project. Based on the same, a planned order will be

created in PP module which will be converted into production order. The manufacturing cost of

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The same will be taken care in PP module. In PS, time will be booked against R&D work done

by the D&D people. All the engineering drawings / documents will be attached to the respective

activity through the DMS, so that the people who are working in D&D can have access of the

drawings / technical specification from the SAP project system itself.Once the product is

produced in PP module, the same will be issued on network activity through

The production cost will be booked on the project. The system will check the budget availability

for the same and based on the available budget, system will allow issuing the product on the

project. Other cost like resource will be booked through activity confirmation.

Creation of Project/WBS structure is an efficient alternate solution for the existing system to

monitor & control costs of specific task in R & D. The WBS / Project structure represents a

responsibility oriented, hierarchical view of a project. The requirement for creation of WBS

hierarchy in R&D is to break the whole project into structural & hierarchical form for better

control and monitor of Cost, Resources, Budget, and Dates & Procurement for any Project.

WBS structure comprises of WBS elements, on which detailed project planning is done with

respect to schedule, costs & resources. Provision of standard WBS enables easiest & fastest

way of creating WBS structure.

Project Structure contains project definition, WBS and network activity with relationship. Project

will have user status which will control the creation of commitments or booking the actual cost

on the project, unless until budget availability control is activated in project.

3.1.7.1.1 Proposed Structure.

The Project structure for R&D project will be finalised with business during realization phase.

3.1.7.1.2 Project:

Project is a task which uses resources within a given timeframe and results in a unique process.

The projects are cross departmental plans and are structured hierarchically. Projects also

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require continuous supervision of cost, dates and resources .Project Structure consist of the

entire flow of the project including Work Breakdown Structure, Network and Activity elements.

It is extremely significant to recognize each of above mentioned objects to understand the

Project Structure in its entirety. Let‟s look at these with more details.

3.1.7.1.3 WBS Structure:

Work Breakdown Structure (WBS) is hierarchical representation of entire Project scope. It is

represented in the form of various levels of WBS elements and each WBS element represents

specific and detailed scope of project. WBS is the Organizational view of the Project. The work

breakdown structure (WBS) is a model of the project that organizes project tasks into a

hierarchy.

In SAP the Work Breakdown Structure is a representation of the project in a hierarchical format,

it is an important tool which helps you keep an overview of the project as it forms the basis for

organization and coordination in the project deliverables and provides the linkages with

Production order & POs

The WBS elements hold the structure for planning equipment and installation materials by

product grouping

It is the functional basis for further planning steps in a project, for example, for work planning,

cost planning, scheduling or costing, as well as project control. It gives a clear picture of the

project and facilitates the coordination and implementation of the project from a management

standpoint. It shows the work involved in a project.

In R&D WBS structure will be created based on the business requirement. Each WBS element

shall be detailed further to next levels based on the requirement. The WBS element carries the

cost of the activities, attached to it. The actual costs of all the activities of a WBS element are

compared with the budget allocated to the WBS element & are controlled as per the budget

availability.

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3.1.7.1.4 Coding of Project Definition (Project Coding Mask):

Genus Research and development executes Overhead projects for their respective clients.

The following coding structure is proposed to identify the project ID under the company code

GPIL.

RND-XXXX-00.XX.XX.XX.XX.

Here the project number will be like RND-2010- where RND will indicate the RND project, next

Four digits (XXXX) will indicate the year of project

„X‟ stands for the Number to represent the hierarchy of WBS element.

3.1.7.1.5. Project Profiles:

The project profile contains default values and other control parameters of project.

The project profile for R&D project shall be configured to meet the requirements of all R&D

projects.

GERND: This profile shall be used for Research & Development Project

3.1.7.1.6. Standard SAP Transactions/ Reports available for business process:

CJ11- WBS Creation with Project Definition

CJ20N- Creation of Project Structure

CN41 - Structure Overview (Report)

Project Profile

Description

GERND

Research & Development Project

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3.1.7.2 Creation of Activities / Networks:

Addition of network activities to the basic WBS structure completes the structure of a project. In

R&D; there are financial as well as logistical requirement for the execution of the project.

Network and activities covers all the logistical needs of the R&D.

i.e. i) Assign finished goods to network.

ii) Flow & sequencing of activities.

iii) Relationships of activities.

iv) Detailed control of components.

Detailed project planning for dates, costs & resources are planned to achieve timely completion

of the project. All the tasks of the project are to be well defined & form the process of entire

project.

The standard SAP describes activities as "components of a process " with the following

characteristics:

• They have duration.

• They have a defined start and a defined finish.

• Resources are needed to execute them.

• They incur costs.

• They are the smallest element which cannot be broken further.

The following type of activities shall be used in R&D projects.

3.1.7.2.1 Internal Activity:

This Activity takes care of internal requirement and work. We have to attach work centre with

each internal activity to calculate cost and time of the same. Resource will also be attached with

the activity / activity element to capture the resource cost involved in R&D project.

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3.1.7.2.2. External Processing Activity:

All external procurement of product and services comes under external activity. System

provides option to create purchase requisition or Services PR directly from the activity itself. As

PS is tightly integrated with Material Management module, it creates Reservation or PR

automatically and the same is accessed by the MM users to create Purchase Orders.

3.1.7.2.3. General Cost Activity:

Expenses incurred during the execution of the project can be posted to the project through Cost

Activities. All direct and indirect expenses are required to be booked under relevant project to

arrive on total cost of the project. Also any cost that is neither internal nor external can be

posted as cost activity with the relevant description.

Relationships determine the chronological sequence of activities in a network or a standard

network.

There is usually a reason for a specific sequence of activities in a network. For example, there

may be technical dependencies between individual activities. These dependencies are

represented by relationships in which one activity is the predecessor or the successor of

another activity.

3.1.7.2.3.1 Activity Element: Activity elements will be used to capture the resource time and

cost as per the employee band.

3.1.7.2.4. Relationships

Relationships can be maintained for all the three types of activities. Relationships Across

Networks can also be maintained

There are four type of relationship which can be used in the networks they are :

• Finish – Start (FS)

• Start – Start (SS)

• Finish – Finish (FF)

• Start – Finish (SF)

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1) Finish – Start (FS) Relationship

This is the relationship between the ends of an activity to the beginning of the following activity.

In the graphic, the "assembly" activity cannot start before the "production" activity has finished.

2) Start – Start (SS) Relationship:

This is the relationship between the beginning of an activity to the beginning of the following

activity.

In the figure, the "component procurement" activity cannot start before the "design" activity has

started.

3) Finish – Finish (FF) Relationship

This is the relationship between the ends of an activity to the end of the following activity.

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In the figure, the "work scheduling" activity cannot finish before the "design" activity has

finished.

4) Start – Finish (SF) - Relationship

Relationship from the beginning of an activity to the end of the following activity.

In the figure, the "start-up" activity cannot finish before the "inspection" activity has started.

SF relationships are seldom used in practice. You can usually change SF relationships to FS

relationships by changing the sequence of the activities.

A network represents the flow of a project or of a task within a project. During the life of a

project, networks are used as a basis for planning, analyzing, controlling and monitoring

schedules, dates and resources such as materials, documents. User can assign networks to a

project. Network contains activities and relationships. Network graphic represents the graphical

view of network activities & relationships.

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3.1.7.2.6. Work Center:

Each employee having one work center and one activity type This will help in capturing the cost

of the employee working in the new development work. Work center will be created with t. code

CNR1

3.1.7.2.7. Network Profile

Suitable network profiles shall be configured.

The network profile contains default values and parameters for controlling the processing of networks, such as control keys for activities.

The data which you enter here in the network profile is copied into the header, activities, and activity elements when one creates a network. One can overwrite these values in each new network.

All relevant activities will be controlled online. Plan Vs Actual reports will be generated for work

execution.

Network & Activity will be created in SAP system. All the activities will be linked through each-

other as predecessor or successor.

Network Profile

Description

GERND

Network Profile for R&D

3.1.7.2.8. Standard SAP Transactions/ Reports available for business process

CN21- Network entry with Activity(Transaction)

CJ20N- Project Builder (Transaction)

CN46N – Networks Overview

CN47N – Activities

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CN49N – Relationships

CN53N – Milestones

CN41N - Structure Overview

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3.1.7.3. Schedule Planning

Scheduling is the process of deciding how and when to commit resources between varieties of

possible tasks. Time can be specified or floating as part of a sequence of events.

Scheduled dates are the start and finish dates of activities calculated by the system in

scheduling based on relationship, time interval, duration etc. For WBS elements the scheduled

dates are determined from the scheduled dates of the activities that are assigned to the WBS

element.

The system calculates the dates for an entire project or a portion of the project with all

associated activities when you select the scheduling function

This is based on the duration entered in the activities, start & finish dates, relationship

maintained etc.

Scheduling determines the earliest and latest start and finish dates for carrying out activities in

the network.

Two types of scheduling possible, these are:

Date scheduling with WBS elements

Scheduling of Activities and Networks

3.1.7.3.1 Date Planning:-

Dates in a project play an important role. Planning of dates is the basis for execution of entire

project. At the beginning of the project itself, critical activities throughout the entire project

should be identified using dates planning and scheduling. Also during the execution of the

project, at any point of time, flexibility in planning is required in order to test different “what if”

scenarios for the selection of best scenario. Forecasting of the project dates at any point of time

considering the actual progress is expected.

The scheduling function calculates the dates for activities and networks.

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3.1.7.3.2. Different types of dates

Basic Dates

Forecast Dates

Constraints

Scheduled Dates

Earliest and Latest Dates

Actual dates

Basic dates are defined manually, and are often binding for lower-level objects.

Forecast dates are dates that you expect based on more detailed planning or on changes

during the course of the project. Forecast dates have no influence on reservations, purchase

requisitions, or current capacity requirements.

Time Constraints prescribe the start and/or finish dates restriction of the activity. When you

schedule a network, the system takes the constraints on the start and finish dates and times

that you specified into account.

Basic and forecast dates can be entered for WBS elements & Network header and constraints

can be entered in activities.

Earliest and latest dates are calculated in network scheduling and indicate the earliest or latest

data that an activity must start or finish on.

Actual dates provide with information on the state of the project. These are entered manually in

the WBS elements or through activity confirmation.

Scheduling can be done based on :

a) Scenario

- Bottom up

- Top down

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3.1.7.3.3 Scheduling Type

- Forward Scheduling

- Backward Scheduling

In Bottom up Scenario, The dates of the assigned activities are summarized to give the

scheduled dates of the WBS elements (thin time bars in the project planning board).

Bottom up scheduling will be followed in WBS dates planning in R&D projects

The dates scheduled in the WBS structure can be copied to the basic dates of the WBS

elements, for the purpose of extrapolating them up the project hierarchy.

Dates are passed on from the bottom of the hierarchy to the top.

The dates for activities determined in scheduling; are checked against the dates of the assigned

WBS element to see if the planning period of the WBS element includes all dates from the

activities. If it is different than the start date and the finish date, or both dates of the superior

WBS element is changed. This is repeated up the WBS hierarchy to the project definition.

If a WBS element does not have other WBS elements or activities assigned to it, the system

uses the basic dates of the WBS element as scheduled dates.

In Top- down scenario, in work breakdown structures with networks, top down can plan basic

dates for the WBS elements in order to specify that a certain part of the project has to be

completed within a fixed time period.

Networks are always scheduled forwards and backwards. The scheduling type determines the

direction in which scheduling is carried out. The system determines the earliest dates of the

activities by means of forward scheduling, and the latest dates by means of backward

scheduling.

Forward scheduling calculates the earliest start and earliest finish dates of the activities.

The date from which scheduling starts is the basic start date from the network header.

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All activities without predecessors in the network are the starting activities.

Activities with constraints dates do not take part in scheduling.

Backward scheduling calculates the Latest start and latest finish dates of the activities.

The date from which scheduling starts is the basic finish date from the network header

All activities without predecessors in the network are the target activities.

Activities with constraints dates do not take part in scheduling.

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A network is always scheduled forward and backward. The scheduling type specifies whether

forward scheduling or backward scheduling is carried out first.

Forward scheduling calculates the earliest start and finish dates for the activities (earliest dates).

A start activity is a network activity that does not have a predecessor. The start date is the start

date in the network header or the start date determined from backward scheduling.

Backward scheduling calculates the latest start and finish dates for all the activities (latest

dates). A target activity is a network activity that does not have a successor. The start date is

the finish date in the network header or the finish date determined from forward scheduling.

Activities with the smallest total float are called "critical".

The critical path in which the activities and their relationships are ordered. So that the total float

is minimum. The critical path is in general the longest way to carry out the network.

Scheduling provides the details about floats. Floats supply information on the time reserves

available for individual activities

A total float is the difference between the latest start and earliest start (LS - ES) or between

latest finish and earliest finish (LF - EF).

A free float is the difference between the earliest start of a successor activity and the earliest

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finish of the activity in question (ES successor - EF activity). Since the successors for the free

float are within their earliest dates, the time reserve is completely available to the current

activity.

Floats determine the activities that are critical in a project.

Note: Forward scheduling will be used in R&D project. Activities will determine the date of WBS.

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3.1.7.4. Cost Planning

Hierarchy cost planning will be used with unit costing using t. code CJ40. Based on the BOM,

unit costing will be done which will include the BOM items along with other cost like resource

cost and overhead if any.

If there is a major change in BOM, re-cost estimate can be done in new version.

Comparison can done using standard available SAP reports for the cost estimate between the

two versions.

SAP standard reports will be used for the same.

3.1.7.4.1 Cost Planning Profile:

There will be one Cost Planning profile created for Project /WBS. The Cost Planning Profile will

be for Overall planning type.

3.1.7.4.2 Standard SAP Transactions & Reports available for business process:

CJ40 – Cost Planning.

S_ALR_87013532 - Plan/Actual/Variance (Report)

S_ALR_87100190 - Plan/Actual/Variance for Each Project and Person Responsible

(Report).

Planning profile

Description

RNDPL

Cost Planning Profile for RND

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3.1.7.5. Revenue planning:

N/A

3.1.7.6 Material Planning

Final material (end product) will be attached with the network activity with the required quantity.

Material will be assigned through PS BOM interface (CN33), so that any change in BOM will be

taken care of by the system in next MRP run.

3.1.7.7. Service Planning

If some external service is required for the R&D work, than service purchase requisition can be

created from the project.

3.1.7.8 .Budgeting

Putting the budget against the WBS element in hierarchical form based on cost planning.

Budget will be distributed through top-down method. Cost planning would be finished prior to

budgeting and will form the basis for budget allocation and release.

Project cost and budget control will be done by availability control & tolerance limit and that

would be incorporated through Budget profile and relevant configurations.

Budget will become system controlled budget. Tolerance limit will be defined in system and

system will not allow creating commitments or book actual beyond the released budget.

Budget will become system controlled budget. Tolerance limit will be defined in system and

system will not allow creating commitments or book actual beyond the released budget. Annual

budget for the project will be used.

3.1.7.8.1 Budgeting Profile:

There will be one budgeting profile created for Project /WBS. The Budget Profile will be mapped

For the annual Budgeting

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The budget will be distributed to down level WBS elements.

The following different budget types will be used in SAP.

3.1.7.8.2 Original Budget:

The original budget is the originally allocated budget. After a point in time that user specifies,

this budget can only be corrected using budget updates.

3.1.7.8.3 Budget Updates:

Unforeseen events, additional requirements, for example, price rises and so on need to update

the original budget, in the form of:

Supplements

Returns

Transfers

If the funds available are not sufficient, one can create budget supplements, enabling to

continue work on the project.

3.1.7.8.4 Budget – Availability control:

Availability control enables you to control approved costs actively by issuing warnings and error

messages when costs are incurred.

• Availability control monitors budget allocation

• In the budget profile it can be determined whether/how availability control is to be

activated and which budget values should be checked by availability controls i.e.

Overall/Annual, Original Budget, Release budget.

• Tolerance limits can be specified for the following budget message

Budget profile

Description

RNDBG

Budget profile for RND

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• Warning with mail to Project Manager (at 80 %)

• Error message (at 100 %)

• The execution cost will be controlled directly by the system and system will not

allow to expense more than 100 % allocated budget for the relevant project.

3.1.7.8.5 Standard SAP Transactions/ Reports available for business process:

CJ30 – Original Budget

CJ36 – Post Supplements

CJ32 – Budget Release

CJ34 – Transfer Budget

CJ37 – Change Supplements

S_ALR_87013557 - Budget/Actual/Variance (Report)

S_ALR_87013558 - Budget/Actual/Commandment/Remaining plan /Assigned (Report)

3.1.7.9 Service Procurement:-

The service PR will be created from project service activities in case external service is required

for R&D job. These service activities will also be part of network scheduling. Budget will be

checked for the cost commitment of service activities and accordingly system will give generate

a warning mail or error message in case of insufficient budget. There will be no further release

strategy for these services PR which gets generated from release of project. The work order will

be created with reference to service PR

3.1.7.10 Bill of Materials for Project:

The BOM material (final product) will be attached with the NWA through BOM transfer.

Reference point in activity and BOM will be used to establish a logical relationship for BOM

transfer and for taking care of any future change in BOM.

CN33 - Bill of Material Transfer

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3.1.7.11 Confirmation of Activities & Networks:

As the work progresses goes, the status needs to be captured in project plan so that Planner /

Project Manager can compare the planned data with actual data. There has to be a provision to

enter network activity progress in SAP so that data would be utilised for project progress

monitoring.

As the work progresses at project, progress of work done is monitored by Planner in Project in

terms of confirmation parameters like percentage of completion, actual dates, Budgeted cost of

work scheduled (BCWS), Budgeted cost of work performed (BCWP), Actual cost of work

performed (ACWP), Estimated cost to complete the balance work (ETC), Estimated cost at

actual (EAC) etc.

Process:

Confirmation related to project activities:

Project execution department enters confirmation directly in network activity. There are two

methods of entering confirmation for a network.

Confirmation for individual activity (individual confirmation)

Simultaneous entry for a group of activities within network (collective confirmation).

Confirmation can be either in terms of quantity or work or in term of %age of work

completed.

Weight-age will be assigned to each and every activity in term of its importance / impact in

total project progress

Different progress method like estimate, time proportionality and Work will be used for WBS

and activity progress.

After the confirmations are entered, Planner / Project Manager can reviews these confirmations

through standard reports in SAP and can draw the progress curve for Plan vs. Actual progress

or

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The progress report in term of BCWS, BCWP and ACWP also known as Earn Value Analysis.

Earn value analysis gives the real picture to Management about the worth of the actual progress

in term of its value.

Standard SAP transactions are available for activity confirmation; i.e. CN25 for individual

confirmation or CN27 for mass confirmation.

Confirmation of activities would be reflected online after SAP system gets implemented.

3.1.7.11.1 Standard SAP Transactions/ Reports available for business process:

CN25- Activity Confirmation

CN27 – Mass confirmation

CN28 – Display Confirmation

CN29 – Cancel confirmation

CN48N – Confirmations (Report)

S_ALR_87015125 – Details

CNE1 – Run Project Progress

CNE5 – Progress Analysis Report and S-curve (for physical progress and EVA)

S_ALR_87015124 - Project Hierarchy

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3.1.7.12 Status Management

At any point of time Planner should be able to determine Project status as well as work package

status from Information available in SAP. System Status should restrict Users to make any

transaction based on the permissions given for that state of the project.

In SAP Project Systems provides option to maintain unique status of the Project / WBS /

Network. Status would facilitate the management to be acquainted with the status of project.

System status also provides unique functionality to control business transactions at status level.

Project Systems has two types of Status,

System status

User status

3.1.7.12.1 System status:

As per the name, System status is standard status created by SAP and cannot be changed.

Status for each object has got hard coded list of allowed and restricted Business Transactions.

Hence user can only carry out allowed transactions for respective Project Status.

The active system status determines which business transactions Users can perform for WBS

elements. System status is passed from the project definition to the WBS elements and from the

WBS elements to the subordinate WBS elements.

Certain statuses can be reverted in system, for instance Technically completed, Closed and

Deletion Flag. When cancel status is done, the previous status is set. Users can cancel system

statuses one by one, until it arrives at a status that cannot be cancelled. Cancellation of system

status is allowed only if that status is not set automatically (in the background by the system),

for example Partially released. If statuses like Technically completed or Closed are cancelled,

the system automatically cancels this status for the sub-ordinate WBS element.

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Few of the System Status are given below:

Status Name Description

CRTD Created

REL Released

TECO Technically Completed

CLSD Closed

DLFL Deletion flag

a. Created (CRTD) This is the initial system status for new WBS elements. In this status you structure the project

and plan dates, costs and revenues. The system sets this status automatically, when you create

a new WBS element. This status can be set for WBS element only if the superior WBS element

has CRTD status.

In CRTD status, you can create new WBS elements and change the work breakdown structure.

The status allows Users

• to assign networks, which do not yet have Released status

• to plan costs and revenues

• to budget

b. Released (REL):

In this status you can book costs and revenues to WBS elements. This can be set after CRTD

status.

In REL status Users can create new WBS elements and change the project hierarchy. The

status is passed on to subordinate WBS elements. The status allows Users,

• To assign networks, production orders or CO orders to the WBS element.

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• to post actual costs

• to transfer actual costs

Users cannot change the status from REL to CRTD

c. Technically completed (TECO)

This status can be used for WBS elements that are completed from a technical point of view,

but you still expect costs to accrue. The CRTD or REL status must have been set to set the

TECO status.

In TECO status, Users can create new subordinate WBS elements (with a warning). The status

is passed on to subordinate WBS elements. The status allows Users,

To assign networks, production orders or CO orders to the WBS element.

to post actual costs

to transfer actual costs

You can cancel the TECO status. In this case the system sets the Released status.

You can prevent the Technically completed status from being cancelled. Create a user status

that prohibits the Revoke technical completion business transaction. TECO status will prohibit

creation of PR or reservation.

d. Closed (CLSD)

Users can use this status for a work breakdown structure or WBS element that has been

completed from both a logistic and an accounting point of view. CLSD status can be set only if

the project definition or the WBS elements have either the REL or the TECO status. System will

allow to set the status to CLSD only if there is no commitments or actual cost in the project.

In the CLSD status you can no longer make any changes to the project hierarchy. The status is

passed on to subordinate WBS elements.

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e. Deletion flag (DLFL)

The Deletion flag status designates work breakdown structures or WBS elements that have

been flagged for deletion. This means that the objects are deleted logically, but not physically.

Users can set the Deletion flag if,

Assigned orders and activities also have Deletion flag status.

There are no commitments for the WBS element

There are no reservations or purchase requisitions that are account assigned to

the WBS element.

All the goods issues have been posted in the assigned sales orders and the

deliveries have been billed.

A deletion flag has been set in the appropriation request on which the WBS is

based.

No associated reservations, planned independent requirements or planned

orders exist

The completion indicator is set in assigned transfer price agreement

The status is passed on to subordinate WBS elements. It prohibits all business transactions.

The status

Deactivates assets in construction that are assigned to the WBS element.

Is the prerequisite for setting a deletion indicator?

As long you have not set a deletion indicator, you can cancel the Deletion flag status.

3.1.7.12.2. User status - Project:

Although SAP has given enough system status yet each business can have some unique status

which is not covered in System Status. PS provided facility to create user define status to

address unique requirement of project.

Even User status provides facility to define list of allowed transactions at that

status. Hence we can control business transactions at user status level as well.

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3.1.7.12.2.1 User status – WBS:

As per the standard functionality of the system, Project system Status used for the project would

default become WBS user status for entire project. User status will be used here to control

certainly business transactions through user status like probation of PR & PO creation unless

the status AVAC is activated for the project.. Management would initially leverage standard

functionality and use System Status and User status to control business transactions. User

status would facilitate the management to understand the status in business language used by

them. User status steps are created in the user status profile. While creating new project user

Will get copied from project profile.

Currently one standard profile will be created for RND project and the same can be used for all

types of RND projects.

Solution in SAP:

User Status Profile

Description

ZPS003

WBS user status

profile for RND

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User

Status Status Short text Business Transaction

Forbidd

en Set

ZPS003 CRTD Created

Material purchase requisition

Availability control

Budget Release

Budgeting

Project Release

Material purchase order

BUDG

Budget

Allocated

Budgeting SET


Material purch se requisition

Release

AVAC

Budget

Released


Material purchase requisition

REL

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3.1.7.13 Project Progress Monitoring:

Efficient, Project progress monitoring and reporting is essential requirement of Genus RND

division. System should give the status of the project in terms of date, cost, work completed

etc. This data then can be compared with project plan and necessary actions can be taken to

eliminate bottlenecks and to ensure that project is completed on or before time frame within

the given cost

Any project is successful till it is progressing as per plan. After spending huge time on the

project from inception to contract and then after from contract to completion, most of the time

is spent to create and submit reports. Hence it becomes extremely important and justified to

have comfortable automation of the reports.

Project systems provide facility to see entire reporting of the project with reference to total

cost and time spent on the project. Management would also be able to see total cost of the

project till date and the total completion of the project on percentage basis. System would

also show the percentage of completion with respect to total actual cost incurred at given

time.

For progress analysis, by default progress method for WBS will be Estimate / Estimate for

plan and actual and for activity, it will be time proportionality and work for plan and actual.

However based on the business requirement, user can change the progress method in

activity on case to case basis.

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Progress analysis is the tool, used to determine planned and actual project progress values,

and to compare the two sets of data. The system uses the overall planned costs to evaluate

the work done, meaning that the evaluation is not dependent on the costs planned or posted

by period. Planner can determine the relevant values at any time or as part of the period-end

closing work.

Progress analysis is best used on projects where:

Time is critical

Involves lot of work packages

Progress does not depend on the costs being incurred - that is, progress cannot be

derived from the costs being incurred

Concept of Project Progress Analysis in SAP:

Progress Calculation

Use You use the function to:

Determine the POC as of a particular point in time

Calculate the value of the work performed up to a particular point in time

Progress determination provides you with the key figures you need for this:

Percentage of completion (POC)

The POC describes the ratio of the services rendered up to a particular date to the

total work to be done in an activity or project.

The system distinguishes between three different uses:

o Non-aggregated values

The values are displayed per object.

00001827.chm::/3526C547AFAB52B9E10000009B38F974/content.htm

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o Aggregated values

The system shows the values aggregated according to the project hierarchy.

o For results analysis

The system determines the aggregated POC for the billing element. In carrying

out the aggregation, it takes account of the project elements subordinate to the

billing element in the billing structure.

The POCs are recorded under statistical key figures. You assign the statistical key

figures to value categories so that the system can display them.

Earn Value:

The earned value consists of the costs corresponding to the POC for an activity or project.

The earned value is calculated by multiplying the POC by the overall planned costs. "Overall

planned costs" is a synonym here for accumulated planned costs and the budget.

Budget Cost of Work Schedule (BCWS)

The BCWS is the value of the planned activity at a particular point in time. It is a realistic basis

for comparison with the actual POC. The system calculates the BCWS by multiplying the

planned POC by the overall value planned for the work to be carried out (base). In Project

System customizing, you stipulate which reference value the system should use to determine

the POC: You use either an approved cost plan or the budget. You use the same base for

both planned and actual values.

It is calculated as follows:

BCWS = Planned POC * overall costs

Budget Cost of Work Performed (BCWP)

The BCWP is the value of the work done up to a certain point in time.

It is calculated as follows:

BCWP = Actual POC * overall costs

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Actual Cost of Work Performed ( ACWP)

Costs incurred up to a particular date.

Work or Schedule Variance (SV)

The work/schedule variance represents the costs caused by a departure from schedule. It is

the difference between the BCWS and BCWP.

SV = BCWP – BCWS

Cost Variance (CV)

This is the difference between the BCWP and the ACWP.

CV = BCWP – ACWP

Value Index (CPI)

Key figure which shows the extent to which the project has departed from plan during its

execution. The value index represents the ratio of value flow to actual costs, expressed as a

percentage.

CPI = BCWP /ACWP

Estimated Costs At Completion (EAC)

This is an estimate of the total costs which will have been incurred when the project is

complete.

EAC = (BCWS - BCWP) / CPI

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Process:

Planner monitors progress of the project in terms of parameters such as percentage of

completion, dates, and material consumption. Planner executes key reports available in SAP

by specifying different selection criteria to view progress from multiple perspectives. This

process highlights the reports used for Progress monitoring.

Planner / Project Manager refers following inputs that are entered at various stages of project

execution:

POC weights – used to arrive POC of object one level up in hierarchy

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POC measuring method – method for calculation of POC

Activity confirmations

Goods receipts

Service entry sheet

Planner / Project Manager executes reports pertaining to parameters of progress such as:

Project schedule (Dates)

Percentage of completion

Status of networks and network activities

Costs (planned and actual)

Material procurement status

Budgeted Cost of Work Scheduled

Budgeted cost of work performed and Earn value analysis

Estimated balance cost to complete the project (ETC)

Estimated cost at actual (EAC)

Based on outcomes of these reports planner /Project Manager gets overall view of the

project. It initiates corrective actions well in advance to ensure that project progresses as per

plan and hold ups and bottlenecks are eliminated.

As the work progresses at project, progress of work done is monitored by Planner / engineer

in Project in terms of confirmation parameters like percentage of completion, actual dates,

Budgeted cost of work scheduled (BCWS), Budgeted cost of work performed (BCWP), Actual

cost of work performed (ACWP), Estimated cost to complete the balance work (ETC),

Estimated cost at actual (EAC) etc.

After the confirmations are entered, Planner / Project Manager can reviews these

confirmations through standard reports in SAP and can draw the progress curve for Plan vs.

Actual progress or the progress report in term of BCWS, BCWP and ACWP also known as

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Earn Value Analysis. Earn value analysis gives the real picture to Management about the

worth of the actual progress in term of its value.

Progress analysis can be implemented as follows:

Internally, to identify schedule and cost variances promptly. Appropriate action can be

taken to eliminate variances.

For example, capacity bottlenecks mean that your project is not keeping to schedule.

However, costs are lower than expected. It is now more important to keep to schedule

than to keep to budget, the project management can enlarge the project team, which

can then catch up.

Externally, to supply the business partners with the necessary reports on the

execution of the project. As the system generates the appropriate reports, everyone

involved in the project can keep track of its progress. Clear and real time information

and good communications thus become important factors in the project's success.

Progress analysis can be used as an objective-measuring instrument, comparing the

success of several projects. Compare the success of the projects using data from the

progress analysis.

POC measurement method & earn value basis needs to be defined in system.

Percentage of completion- POC and progress analysis would be online.

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3.1.7.14 Settlements

On day to day basis, actual cost will be booked through network activity and WBS which needs

to be periodically settled. The settlement is not mandatory, but if it is not carried out in a project,

the project cannot be closed.

Not all projects are subject to settlement. This is controlled by settlement profile. Settlements

transfer‟s actual costs from the project Object to external objects. All activity cost can be settled

to any valid receiver outside of the project, in which case the WBS will not need to be settled if it

does not carry cost of its own.

The settlement rule will be defined for WBS which will be the R&D cost center.

The R&D project will be settled to R&D cost center as the process of period end closing.

3.1.8 Changes and Improvements to the Existing Organization

N/A

3.1.9 Configuration data

Separate document will be provided at later stages of Sankalp project.

3.1.10 Gaps/Issues Identified and Solutions:

N/A

3.1.11 Roles and Authorizations

Roles and authorizations will be finalized during the realization phase.

3.1.12 Reports

CN41N-Project Structure Overview

S_ALR_87013532-Plan/actual/variance

S_ALR_8701358- Budget/Actual/Commitment/Rem. Plan/Assigned

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CJI3-Actual Cost/Revenues

CJID- Line Item Settlements

3.1.13 Integration with other SAP modules

SAP Project system is closely integrated with other SAP module like

Materials Management for material planning and procurement

Sales & Distribution related right from inquiry to delivery. Planned and actual

revenue will come through Sales & Distribution module

FI for account determination, profit center etc

Controlling for cost element, profitability

Production Planning for make to order production

4 Summary

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5 Appendix

5.1 Report

5.2 Standard Report

S.NO T.CODE Description

1 CN42N Overview of Project Definition

2 CN43N Overview of WBS Elements

3 CN41 Structure Overview

4 CN53N Overview of Milestones

5 CN52N Components Overview

6 ME5J Purchase requisitions for Project

7 ME2J Purchase Orders for Project

8 CNMM Project Oriented Procurement

9 CN60 Display change documents

10 S_ALR_87O13532 Plan/Actual/Variance

11 S_ALR_87100186 Planned Costs for Each Month (Current Fiscal Year)

12 S_ALR_87013533 Plan/Actual/Commitment/Rem.Plan/Assigned

13 S_ALR_87013537 Commitment Detail

14 S_ALR_87013534 Plan1/Plan2/Act/Commitment

15 S_ALR_87013542 Actual/Commitment/Total/Plan in Control Area Currency

16 S_ALR_87013557 Budget/Actual/Variance

17 S_ALR_87013558 Budget/Actual/Commitment/Rem Plan/Assigned

18 S_ALR_87013560 Budget Updates

19 CNE5 Project progress analysis

20 S_ALR_87013562 Annual Overview

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21 S_ALR_87013564 Plan/Actual/Variance

22 S_ALR_87013567 Quotation/Order/Plan/Actual

5.2.1 Customized Report

Apart from the above SAP standard reports, Zee report can be developed based on the business

requirement.

Sankalp BBP- D&D PS Final

Documents

Transcript of Sankalp BBP- D&D PS Final