Change Documents in SAP Project
In the Customising for Create Project Profile (OPSA) there are 2 fields for "Change Documents".
Where and how is this useful during implemenation?
There are 2 outcomes for change documents and they should both be implemented if it's important that you keep track of changes made to a project:
General changes (the one at the top)
- any field content changes made to a project WBS after it was first saved will be recorded in a file. eg. if you changes the WBS description, the old value and the new value will be recorded, or if you changed a person responsible, it would also be recorded etc. This information can be reviewed in Info Systems report CN60 to old/new values and who/when.
Status Managment (the one checked in Status Management)
- any changes to System and User Status will be recorded, including the status history and who/when. Changes can be seen in any project maintenance transaction (eg. CJ02, CJ20N) by clicking on the "i" icon for a PD or WBS, then following the internal pull-down menu path: Extras>Change Documents> For Status/All.You can then drill-down on the satus to see its history.
SAP PS Interview Questions
Q1. For raising Client billing, is there any possibility of linking line items in SD module with Activities / WBS in PS module?
A1. It can be linked through DIP Profile and do Resource Related Billing for raising billing.
Q2. Can Revenues be linked with Activities?
A2. No, it can be done at WBS level with 'Billing' operative indicator.
Q3. Can progress be updated in WBS elements?
A3. Yes, You can use Progress Analysis (EVA) for this.
Q4. We would like to compare the planned cost, actual cost & revenue for line items in SD module. For this as what object should we consider the line item in PS module.
A4. You can use Billing level WBS in PS module.
Q5. In easy cost planning/ cost models, the resource requirement details (quantity and rate) are given to get the cost of each line item. But to get planned cost of each activity, the consultant is asking us to assign resources separately again in activities. If we consider the line items as activities, should we assign the resources again or the same in easy cost planning / cost models can be linked to get the resources assignment in a simpler method.
A5. Instead of this, you can use costing variant for Easy Cost Planning (not for the activities)
Is there any way by which we can lock two specific wbs elements say overheads and other expenses, so that the user cannot release PR?
The easiest way would be to define the project release process in the bottom-up fashion. That means, you will only release the activities/WBS elements that you need from time to time during the course of the project. That way, charges won't be accrued on a WBS element until it's released (so, don't release it until it's ready for collecting costs).
Is there any way by which we can stop the network from attaching further materials after it is released?
This is controlled through the change profile, which is assigned to the network profile. In the change profile, under the Component tab, you can define the release status of the activity at which you can create/change/delete material components.
How can we set the options for capacity reports CM01?
This will possible depend on your config, but the options I use are:
Settings>General>
Tick, Cumulation of reqmts, Dyn. capacity cumul. and then select the hierarchy you have set up.
I then select the financial year (as we are budget driven) using Entry type A and the start/finish of the financial year.
I select period Month.
Then click tick.
I then select the work centre I require. or arm of the hierarchy.
You can then select standard overview and also select graphs or if you need a detailed list press that button. *-- Jim Carter
Short Interview Q& As on SAP PS
Project Calculations
When we confirm activities and see it in cns41 report we can see that the POC is aggregated at the Network,WBS and project level.
How does the system calculate this.. i.e on what factors and criteria?
PS, like, other Projects Programs used the Pondered advance has a project and structural (WBS) phisical advance.
IF you have a Project with only 1 activitie. The 100% phisical advance of the activitie is passed to the Project.
If you have a Prj. with 2 activities and both had 100% phisical advance. The project has 200%? NO!, PS calculated this
Percent complete Activity A = 100 = A-POC
Percent complete Activity B =100 B-POC
Weigth or contribution of A = 30% A-Wgt
Weigth or Contribution of B =70% B-Wgt
(The sum of the weigth need to be 100%)
The Project Advance will be A-POC*A-wgt + B-POC*B-Wgt
This implies = 100*30% + 100*70% = 30 + 70 =100
The weigth is a function of Men-Hours, Cost or Special-Weigth.
User Status Report
In the business scenario used here a status profile containing different User statuses with authorisation controls has been set up in the Project Definition for controlling the process of Project creation & approval. The process flow is as follows - The project is created by the design team, after which it is sent to pre-audit team for approval, the pre-audit team approves it, on approval the project is released and the rest of the process flows on. Each of the above phases is marked by an user status and on completion of a phase the user sets the next user status for the object.
Requirement : An ABAP report is required to be developed which shows the date and time at which each of the user staus was set and released.
Go to transaction SE38, and enter RBSVCDOC in the field "Program". Select the Execute button. Insert your WBS's object number, and select the tick box "SHOW_ALL" Execute the program.
If the results is what you are looking for, then follow these steps to have your required report on User Status Change Log:
1. Ask your ABAP program to copy function RBSVCDOC to a Z-Program, and 2. assign a Z-transaction code this copied Z-program. 3. You can also ask the programmer if he is able to design a user defined input screen to this program.
Creating an Internal Activity at the Network Level
Trying to create an internal activity at the network level and whenever I go to the menu to add an internal activity, the level moves up to the project level instead of remaining at the nework level. This of course prevents me from creating the internal activity. Why this is happening?
Work out the following path :
1) Go to "Structure Tree" (Top-left pane of Project Builder), click on Network Header.
2) In "Work Area" (Right pane) click on "Activities Overview" icon. Go to "Int. Processing Tab" and define activity with relevant field details and Confirm.
This will create Int activity in the selected Network only. *-- Nabada More
Time calculation in work Center
My requirement is to calculate the time taken for a component which contains 4 Operations. Using Work Centers in PS Module.
Details of the Operations:
1. Chain cutting
2. Soldering
3. Lock fitting
4. Assembly
Time taken for soldering operation = 15 sec/soldering operation
One component contains = 20 soldering operation
Total time taken to finish one component = 300 sec
In one day we can make = 8 hr(28800sec)/300sec=96 nos.
How we can calculate this in the system
You need to do folowing....
1) Define 4 activity type with these names and give the unit of operation as second - and assign it to a cost center in kp26
with cost
2) Define a work center in CNR1...using usage project management 0006
3) Assign formulae SAP004 in the other formulae in scheduling tab and SAP008 in capacity Tab.
4) Assign working hours for your WC in capacity tab header data as 8 hours and put number of available capacity
(no.of people in Work center)
5) Assign all the activity types in the Work center costing tab
6) Give duration for all these activity in your project
7) Schedule the project and do costing.... *-- Ritesh Bhushan
FAQ on SAP PS
Workforce Planning and Project Status
When a project status is set back to REL from TECO or CLSD status, the work force planning done is getting deleted completly at the activity.
Run cmp9(Evaluation again) and you will have workforce planning back.
WorkForce Planning
We are using CMP2 for doing workforce planning in our Org, we attach reources to activities, now the issue is we want to put an end date to the resource attached so that the particluar resource does not appear in cmp2 .
P.S - we have tried by attaching resource to WBS too, it doesn't work.
In CMP2 - mark the relevant line - press the bottom with the pencil - make a new end date and save.
Next time you enter CMP2 the start date has to be after the end date you entered.
Be aware that the end date affect the work list for the person in CATS.
Table for System status (wbs)
I am trying to create one query to find out wbs status assigned Open
The table names are JEST, TJ02T
Pass the OBJNR to the table JEST you will get System Status Number.
Once you get System Status Number pass it to table TJO2T you will get System Status text.
WBS and company codes
Is it possible to have two different company code within the same WBS structure?
For a single WBS element - NO
Within the structure - YES provided company codes belong to same controlling area
ISBD system status
Does anyone know if system status ISBD should be set if a budget tolerance with action "warning" is exceeded, however the total budget is not exceeded. We have the following set up:
80% Warning
90% Warning with mail
100% Error message
At 80% the system status ISBD (Insufficient budgeting) is set; is this correct.
You are right. The status ISBD (Insufficient budgeting) is set once the tolerence limit 1 is exceeded.
Project version: Can I go back to a previous version?
Can I go back to a previous version of a project? For instance, a new project version is created automatically on release of the project. Is it possible to go back to the previous version in order to "undo" the release?
Project versions are used as snapshots of projects at different status or manually triggered points. You would not be able to go back to versions because the version is not the operative project.
You will not be able to undo a REL status.
Close the Project
How can I close the project, after closing any PRs and
Open the project in CJ20N. Go to menu bar path: Edit-> status-> Close. Save project. Please note that you must first have gone through the normal progression of status moves from CRTD to REL to TECO before you will be able to close.
List Of SAP PS Reports
No.Transaction 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_87100185 Actual Costs for Each Month (Current Fiscal Year)
11. S_ALR_87100186 Planned Costs for Each Month (Current Fiscal Year)
12. S_ALR_87100187 Commitments for Each Month (Current Fiscal Year)
13. S_ALR_87013532 Plan/Actual/Variance
14. S_ALR_87013533 Plan/Actual/Commitment/Rem.Plan/Assigned
15. S_ALR_87013534 Plan1/Plan2/Act/Commitment
16. S_ALR_87013537 Commitment Detail
17. S_ALR_87013542 Actual/Commitment/Total/Plan in Control Area Currency
18. S_ALR_87013557 Budget/Actual/Variance
19. S_ALR_87013558 Budget/Actual/Commitment/Rem Plan/Assigned
20. S_ALR_87013560 Budget Updates
Project Functionality of SAP-PM (Plant Maintenance)
| The SAP Plant Maintenance module (PM) is designed to handle the management and execution of integrated maintenance processes. Such processes include preventative, routine and turnaround maintenance, all fully integrated with purchasing, MRP, controlling and financial accounting performed in SAP. The main objects used in PM are work orders, a series of which (often grouped by revisions) are what typically is thought of as a "project". Such maintenance projects are planned by describing the estimated work effort per "operation" (activity) and work center performing that work effort. By linking operations inside work orders or across them a generic project schedule is created. Unfortunately SAP-PM has only limited scheduling capabilities. Therefore effective enterprise project scheduling for maintenance purposes requires either the use of the SAP PS module, the integration with external scheduling tools like Primavera or MS Project, or for less complex projects the use of external tools like GWOS (for more information about these tools please search this web site). The basic master records used by Plant Maintenance are: - Maintenance Notifications; - Maintenance Orders; - Functional Locations; - Equipments; - Materials; and - Work Centers (Resources). Functional Locations and Equipments contain fields that allow grouping by units, locations, or plant locations. |
Project Functionality of SAP-CO (Controlling)
| There are several important touchpoints between SAP projects and the SAP Controlling module (CO). All SAP cost planning and budgeting (in SAP terminology: budget = approved cost plan) functions are handled using standard CO functionality. Objects relevant to project management in SAP are cost objects. This means that planned, committed and actual costs can be charged to them like to a cost center or an internal order in CO. Among these cost objects are WBS elements, networks, activities, activity elements, maintenance orders, operations and suboperations. Costs may be planned on many levels and in many ways, starting as investment management (IM) level or WBS structure level cost planning, through primary cost element planning, and going on to purchase requisitions, planned allocations, planned hourly use of resources with associated standard cost rates, and many more. Actual costs may be charged to SAP project objects in many ways, typically through goods or service receipts, accounts payable invoices, general ledger (GL) postings, cost allocations or settlements. The SAP system will automatically perform the relevant controlling postings in the background so that CO plan-actual or plan-commitment-actual reports can be run in PS or PM. Standard costing using standard cost rates associated with work centers (resources) are defined in Project Functionality of SAP-PP (Production Planning)
Project Functionality of SAP-SD (Sales & Distribution)
Project Functionality of SAP-IM (Investment Management)
The Process Building Blocks for Projects with SAP
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Accounting :
Budget Exceeded Even When There is Amount Available
WBS element budget exceeded even when there is amount available. Is there any percentage between the amount available and amount to be paid that the system determines before paying an invoice. Where is this configuration made?
Check your budget profile in the IMG (trx. OPS9).
Select the F1 help function on the following fields:
1. "Total values" in the Timeframe block
2. "Annual values" in the Timeframe block
3. All five fields in the "Availability Control" block
Verify then if any conflict exist in the logic of your settings.
Secondly, go to your configuration settings in the IMG regarding the Tolerance limits for Availability control.
Check your SPRO setting under Project System>Costs>Budget>Define Tolerance Limits.
As per the setting in spro for budget tolerance limit, system gives you the message. Here you set at what %age of releases budget, system will give you message and the type of message also like warning or error along with the area where you want to put this budget check.
The column "Activity" stipulates the action to be taken by the system when you reach the percentage of expenditure as stipulated in the column "Usage".
Example:
Activity = 1 (Warning)
Usage = 95 (percentage)
In this example, the system will issue a warning when your total expenditure (actual costs) reach 95% of the budget amount. This is checked by the system, based on the settings in the budget profile as stated above.
CLOSING A PROJECT
Subject: CLOSING A PROJECT
I tried to close a project # 2600000089. I am getting an error message " There is still WIP for WBS 2600000089 ".
The long text suggests that " Calculate the WIP for WBS 2600000089 so that it can be cleared. Then settle WBS 2600000089, including the cleared WIP in the settlement ".
I am not clear with this information. What should I do for this ??
We went from 3.1H to 3.1I about 20 days back. In 3.1H I have never come across like this..
-----Reply Message-----
Subject: RE: CLOSING A PROJECT
Typically this occurs for one of two reasons:
- You have costs on the WBS that need to be settled to a cost center or other WBS
- You have RA that still needs to be run and settled
This can get comlicated if you are not doing full settlement as you will have to open up the past periods to fix it.
-----Reply Message-----
Subject: RE: CLOSING A PROJECT
You cannot close the project if you have a WIP value in it. It's because:
1. No invoice has been generated for that project. (fully invoiced status hasn't been reached). If you generate the invoice, the WIP value will be transferred to cost of sales.
2. Invoice has been generated but the WIP value is not yet settled fully due to some provision as provided by the difference between your plan values and actual values. Have both values equal and run the RA and settlement again. Once WIP is zero, then change the status to CLOSED.
Investment Management
Subject: Investment Management - Urgent! Urgent !
We wish to incorporate monthly spending plans in IM(Investment Management). Has anybody had any success in
implementing this in conjunction with having Annual and Overall Budget Management.
-----Reply Message-----
Subject: Re: Investment Management - Urgent! Urgent !
Have not tried using monthly plans in IM, but have used multiple plan versions in PS (all IM measures in my co. are linked to
projects). PS reporting allows selection of the plan version for comparison to budget.
Most effective use is for cumulative monthly cost plans. Also suggest that you would want to use a unique identifier for monthly
plans vs. overall project plans in your naming/numbering conventions.
Settlement Rule For a WBS Element
What is meant by WBS element and in what scenario, PM orders settlement rule created with category as WBS?
Budget: Amount of resources allocated under a particular head in a financial year.
Budget Control: Having/ creating a control on the resources allocated in a financial year.
Original Budget: The initial budget that you have allocated to a WBS element.
Supplement of Budget: One time/ discrete increment in the original budget.
Return of Budget: Taking out the unutilized portion of the budget.
Transfer of Budget: Transferring the budget among two or more expense heads.
Project Definition: A framework for a business undertaking with a fixed goal to achieve with given resources. The project definition contains dates and organizational information that are binding for the entire project. WBS Element: Individual structural element in a work breakdown structure (WBS) representing the hierarchical organization of an R/3 project. Describes either a concrete task or a partial one that can be further subdivided.
Proposed Business Process : Assume there are seven expense heads in maintenance department. There may be addition of expense head in near future. Based on the maintenance heads, maintenance department will create a project in project system. This project will be used for statistical purpose only & will not have any financial implication.
Upon creation of a project, WBS elements will be created as per the expense heads. So for each expense head, there will be one top level WBS element. Again these WBS elements will be divided in twelve WBS elements. These twelve WBS elements represent twelve calendar months. Budget will be allocated to each WBS element & the WBS element will be released from the project.
Maintenance department will create maintenance orders as per their work requirements. These orders will be settled to cost centre, which is maintained in the settlement rule. Also WBS element will have to be mentioned in each order so that the budget control can take place. So as to capture cost from each maintenance order, the WBS element field will be made ?mandatory field? in maintenance order.
So when a maintenance order is released, system will do a budget check against the WBS element mentioned. If the budget check status is OK, order is released or else it will stopped from release. If the order is stopped from release, maintenance department will have to supplement the budget. Upon supplementing, the order is released again & the maintenance cost such as, labour, material costs can be booked on the order. Again the order cost is settled to cost centre & at the same time, budget is consumed from the respective WBS element.
Every year, maintenance department will copy the previous years project so as to save time & efforts to create project & WBS elements. And the maintenance department will assign the budget allocated to each WBS element in a financial year. It is also possible to return the unutilised budget or, transfer of budget from one WBS element to another.
- Create a project CJ20N
- Create WBS element CJ20N
- Assign Budget to WBS elementsKO22
- Display assigned Budget KO23
- Supplement Budget KO24
- Display Supplement budget KO25
- Return Budget KO26
- Display Return budget KO27
- Transfer of budget CJ34
Settlement From WBS to AUC that was created from other WBS
How can make a settlement from a WBS to an AUC that was created from other WBS ?. The system send me a message AA 311 You cannot posted to the AUC ( Investment Support Measure ). The Help told me that I need flag a WBS like a Capital Investment Measure, I search in all fields of the structure but I dont found nothing.
Go to the WBS element Control data tab and enter the investment profile field. Then it will allow you to create an AUC.
What is the correct procedure for settling the WBS element costs to an AuC & then to as asset? For settlement to AUC settlement rule is not required. Follow the steps:
1) For WBS element where the asset has to be created, AUC willbe created automatically when the WBS element is in release status to get this investment profile should be assigned to WBS element in Control Tab
2) You can see in the syatem status show as AUC to see the AUC number follow the path
EDIT---> WBS element ----> Investment program----> Asset under Construction where you can see the AUc which is created automatically
3) Once the above two steps are throughfor settlement to AUC goto transaction CJ88 give the WBS element number select the processing type as partial captalization and execute all the costs pertaining to that WBS elements will be automatically settled to the AUC which is created for that WBS element
Project Objects
Subject: Project Objects
We have found that there are more than one WBS for an object. This is
supposed to be a unique relationship i.e. one to one.
On doing an object find for a Project Characteristic you obtain the
object numbers (that is WBS elements internal numbers) of the objects
that contain the characteristics. Using T.code SE16 you can find the WBS
element number of the object. On doing this search we have found
multiple WBS elements for the same object number. On investigating the
situation, we found that in most instances the "other" object another
WBS element in the same structure or one created shortly after the
correct WBS element.
We have not yet found out why this happens, what the solution is or if
we have found all occurrences.
-----Reply Message-----
Subject: RE: Project Objects
In PRPS, there is 4 fields that refer to an SAP object:
POSID is the WBS element identifyer the user see on the screen
PSPNR is the internal SAP project item number (which IS unique)
OBJNR is the SAP object number (made out prefix 'PR' and the internal
project item number. It is also the number that is stored in the Costs tables.
PSPHI is the internal current number of the project the WBS element belongs
to.
All these numbers are absolutely unique. But all WBS elements in the same
project will share the same PSPHI, which indicates the project (from the
PROJ database).
The reason why you have an internal SAP number (PSPNR) and an external
number (POSID) is to allow the user to change the WBS element identifyer
without losing all the history.
Check to make sure you were looking at the right object number.
Various Cost Planning Methods in PS
I have come across various cost Planning methods like:
(1) Easy Cost Planning
(2) Unit Costing
(3) Detailed Cost Planning
(4) Network Costing
When do we go for each of these methods, practically.
In general implementation, which Cost Planning would be used?
Here is a very brief overview for you:
Easy Cost Planning(ECP) is really Unit Costing with a pretty face (MysapCom). It is used in Transaction CJ20N (Project Builder) only.
You can set up 'Cost Models' in ECP using Characteristics which can be used to calculate values and automatically create Cost Plan Line Items - this is useful for companies who have pre-set planning methods (eg. Planning costs for building a bicycle, or a chemical test that requires known materials, labour, services and general costs.). It is a very flexible tool.
An extention to ECP is Execution Services, which allows you to automatically generate Material Reservations, Purchase Requisitions and Activity Allocations. Its disadvantages (versus Networks) is that the planned costs are all aggregated to one WBS (unless you split your WBS's up to reflect the work you are doing - Labour, Materials, Equipment etc).
Therefore, actual costs hit the WBS itself, not the line-item to which you planned. Disadvantages of ECP is that it does not distribute planned costs across time (no distribution rule). Also, there is no scheduling (start-finish, dependencies). Configuration for ECP is relatively straight forward. Costs for ECP can be planned against any Plan Version (default is Plan Version 0).
Networks allow you to plan costs via objects called Network Activities. They can be maintained not only in CJ20N, but also in CJ2D. They are a little more complex to use, but they allow you to have a networked structure. Each Network Activity can have planned costs for Work Centre/Activity Type, Stock/Non-stock Materials, Services and General Costs by Cost Element. Activities can have a list of Material Components.
Networks will generate Material Reservations and/or Purchase Requisitions automatically. Configuration can be very complex. All costs for Networks are sent to Plan Version 0. Distribution of costs across time is supported.
Detailed Cost Planning is used when you simply want to plan your costs via Cost Elements. You can plan these costs against any Plan Version.
For a quick, easy planning method, ECP cannot be beaten as long as you don't want complex scheduling.
It is impossible to list all the feature/advantages/disadvantages to the planning methods in this.
Asset Value Date in Settlement
We are doing line item settlement in our system. As the settlement is done at the WBS level, all the assets capitalized would have the same asset value date. Is it possible to have different asset value date for different line items?
Yes, provided you do the settlement run on different dates. Also check the FI settings for settlement strategy.
SAP Standard defaults the following scenario:
An asset can only be capitalized when the asset is in use/productive. This means the deliverable/asset must be completed.
This is the same as the status TECO (technically complete). When you capitalize (settle to asset), then the system takes the date when the WBS status changed to TECO, and defaults this date as the asset value. All the line items in the WBS will therefore assume the TECO date of the WBS and that is why all the line items in the WBS have the same asset value date.
All the individual line items contributes together to one unique asset, and all have the same value date of the unique asset, which was derived, from the TECO date of the WBS.
This can be adjusted and changed in the FI-AA module, but make sure you understand the implications. The asset value date is used to derive the start date for depreciation, and depreciation is normally governed externally by a governmental institution, and your company must adhere to this external requirements. Consult with your company's auditor/financial executive to get the applicable rules and make sure your settings faals within this requirements.
Logistics :
PS Substitutions
We have configured Partner funcitons to used at PD and WBS element level. We want to enter the 'customer number' as partner at the PD level and then want to copy it automatically in all the WBS elements under the project.
Is it possible to do such a thing? We are unable to use substitutions coz Partner fields do not occur in the substitution fields.
This is reasonably easy to achieve with substitution exit, where you can retrieve data from any logically linked objects and use these as substitution source data. This is described in note 440186, chapter 4.
However, with this technique you can only maintain the fields of PRPS, e.g. user fields USR*.
If your intention is to substitute corresponding Partner role in each level of WBS, I think that will not be possible with this technique directly.
You should additionally check if there is a user exit at partner maintenance to complete the scenario.
Normally you can use user exit RGGBS00 to insert a user specific into subsititution.
But in your case, it's a little complex, because the partner is in another table (not in PRPS). however you can try to insert your own field into table GB01 and regenerate with program RGUGBR00 (note 42615).
Progress Analysis to measure EVA
Q- I am currently working on a Chemical industry Re-implementation. My client wants to implement Progress Analysis to measure EVA. They current use WBS elements (No Networks). I have been trying to find an instance where progress analysis (EVA) has been implemented for WBS so I can decide what needs to be in place. Anyone who has some imformation on these should please give me an insight or documentation. This would be greatly appreciated.
Tony
A-Unfortunately, from my experience, I can say that Progress analysis/ EVA Earned Value Analysis in PS cannot be done without the activities and of course withouth the networks. We had the same problem, as in our company as we had before only WBS and we needed EVA. For EVA PS has the Transaction CNE5 and in this kind of reports (see also CN41) values of rhe the field "actual work" will be "built up" on basis of activities confirmations. As I can suggest you, if the company does not want to change the current structure of the projects, a soulution would be to i! ntegrate PS with BW, if they have BW there, and to generate the needed reports for analysing the EVA in BW.
Otherwise I have not heard to be possible to have Progress Analisys without activities in SAP Standard.
Elena Manole
Thanks for the reply. It is very helpful. It confirms what I thought.
Tony
Progress analysis at WBS level is also possible., Use estimation method and put the ACTUAL WORK DONE.
Mukesh
I agree with Mr Mukesh. We are using the EVA method estimation and actual work done for WBS.
Please create a new "Z" method of EVA which will allow confirmation of WBS in a similar way as being allowed for activities. You can then confirm the WBS for actual progress of work and enter the % completion of actual work to get schedule vs actual curve.
Salim Mohsin Shakir
Using the Estimation method with WBS means you are not really doing EVM in SAP. You would need to calculate the percentage using another tool. Also, since your WBS schedule dates are not dynamic, the forecasts would be very difficult to create. If the company is re-imiplementing, have them implement Networks Activities, at a minimum of one Activity per WBS.
Sequence Of Operations To Get EVA
In my project system I want project progress analysis on the basis of only time proportionality. Cost will not be consider for progress andtheir are different units used like m, m3, km & hr for work in internal & external activities, so is it possible to do such setting on the basis of confirmation in customisation?
Yes it is possible do through activity confirmation. It all depends on EV basis, their you need to set time proportionality.
You need to perform sequence of operations to get EVA. for time prop. you need to maintain scheduling, activity confirmation etc.
Define default meas method as Time prop for objects in customising.
You need to do customization settings for EVA for progress version, statistical key figures, value catagories, progress cost element etc.
You can go the following customizing steps... this will help you to configure as per your needs. This is not as per your need, as only you can understand what all the customizations you need to do........
1. Create Progress Version 101 with exclusive use 'Progress Analysis'. I have selected Plan & Actual check boxes.
2. Settings for Progress Version-
a) Plan version - '0'
b) EV basis - Cost plan (active project, annual values)
c) POC weighting - Cost plan (active project, annual values)
d) Planning type - Basic dates
e) Early / Late - earliest possible
f) Both reference boxes selected
3. SKFs- I created three SKFs 10 (Non-Aggregated POC), 20 (Aggregated POC) and 30 (POC for RA) with unit of measure '%' and selected the Key value category 'Total values'.
4. I need to assign these SKFs to different value categories. I created three value category 10, 20 & 30 with selection 'SKF with total values' and unit of measure '%'. Then I assigned SKF 10 to VC 10, SKF 20 to VC 20, SKF 30 to VC 30
5. I assigned measurement method as default value:
a) WBS (Plan) - Cost Proportional
b) WBS (Actual) - Cost Proportional
c) Internal Activity (Plan) - Cost Proportional
d) Internal Activity (Actual) - Degree of Processing
c) Exernal activity(Plan) - Cost Proportional
d) Exernal Activity (Actual) - Degree of Processing
6. I made progress cost element '6511100' (Secondary cost element) with Cost element category as 61.
7. I maintain a value catagory 6511100 with Cost radio button selected.
And assigned the progress cost element to the value catagory. i.e Cost element 6511100 to value catagory 6511100.
8. I maintain the assignment of cost element group. ie. I assigned progress cost elemnt to cost element group with default radio button selected. In the cost element group, I have selected certain cost elements which we regularly used (cost elements for project materials, project manhours, project contracts, spares etc)
Run CJEN first then CNE1 and CNE5
Milestones
Subject: Milestones
We don't use networks and activities.
The same time we want to use milestones only with WBS-elements for basic POC evaluation.
For instance for WBS we can attach several milestones with different POC, like 10%, 50%, 80%.
What is the tool in the system to confirm that particular milestone is reached? How can I change milestone status?
-----Reply Message-----
Subject: RE: Milestones
each milestone attached to a WBS element will have an actual date field open for entery when u release the WBS element. this will determine if the milestone has been achieved or not.
the %age entered in the milestone for POC will be considered in the progress analysis.
Project profile
-----Original Message-----
Subject: Project profile
We have decided not to allow creation of projects with certain project profiles.how can we prevent using the project
profiles.
If we delete the project profiles will it affect the existing projects or completed projects made of those profiles.
-----Reply Message-----
Subject: RE: Project profile
Hi there,
Have you ever used validations rules. That may work well in such a situation. You could use a rule like this : "If profile ID is
ABC then error message 333". If you heve not used these rules before tell us about that and we may help you.
-----Reply Message-----
Subject: RE: Project profile
You can delete the profiles but you may encounter problems creating new WBS elements in the old projects. The profile is
only used to provide defualts to these elements, so you will have to enter the values manually (e.g. Project Type).
The other probelm area that comes to mind are any reports that use the profile as part of dynamic selections.
Capacity Planning in PS module; Calendar like in MS Projects
With Pool Capacity we can generally define capacity for a group of expertise in a given
If the demands from activities in my various projects using that
However if I decide to go for Individual Capacity planning using HR module; then from what I read the individuals already defined in HR as employee number; will be tied to the Work Center and automatically taken and represented in Gantt's chart individually.
The link is to tie them as employee number to the Work Center in HR.
My question is; likewise in MS Projects; where we can define availability via the calendar; we can grey out days when an individual is on vacation or not available.
And that will reflect in the overall availability...
In PS is there a way to get an ''equivalent'' calendar !!!!
I did not see anything in PS itself to lock individual's dates !!!!!
Would this be in HR ???
Mainly when I want to reserve vacation time ahead for indivial labour resources..!!!!
I am not an expert in this area but I know a bit about it (I made it in a customer, but at the end I had to undo it). Actually I cannot work with networks so all I have it is my memory.
The pool capacity works as you say, but it seems that you are using the capacity availabality feature. I understood that if you use that, the system only checks if there is capacity avalibale, but not makes a capacity "commitment", it means, other networks can plan that capacity as own (this is made in the "levelling" section). At last, I only used the first feature so only had a look on the second.
I do not know how to plan people from HR module but:
- In CMP9 you can assign people to networks in basis to its
- In the activity tag "Personal Assignment" you can assign people to an activity. This uses the HR information (working start time, absences, substitutions...). But this is not a capacity check or plan (at the end, I used that information to make a customer-specific report).
- The function "HR_PERSON_READ_WORK_SCHEDULE" can be used to know the exact avilabilty of a person (it will show you working hours, if that day is holiday, if there is a planned absence or substitution... everything). But you need to report previously that data to the system. (if you use it, take a look to the HR_PERSON_INIT_WORK_SCHEDULE too).
- The working factory calendar of the activity it is used to plan the capacity ==> maybe you would need to make a calendar for each employee (too much work I think).
Note that in MS project when you "gray" days is for all the activities, to make that in PS you should make a factory calendar with those days as no working days. I have talking to "gray" those days for each activity.
Sorry if this is not very clear (it has taken me an hour with several interrupts).
I very much agree with Guillermo, and I would suggest to go for his ideea. In my opinion using personal capacity planing in PS-HR is very inflexible and deficitary.
However, the link PS-HR you are asking for,
1. In work center (Transsaction: change work center) you will have to assign the persons from HR, you will have to be carefull as in the transaction there are 2 methods/buttons to assign persons to a work center. now I cannot tell you by heart which one is effectively linking the HR with PS, as only one works, you will have to try both of them (swich to capacity view and you'll see one button sth. "Link to HR" and then the other option is in the menu bar)
2. In HR - you will have to work with your HR colleagues maybe, should be maintained some HR Infotypes: Transaction PA61,
Infotype 0007 - planned working time (e.g. 8 hr. a day)
Infotype 0005 - vacation
Infotype 2001, type pf Infotype 0100 - absences
For the infotype 0007 - you will have alreadythe Arbeitszeitplanregel "rule to plan the working time", if I translate correct from german, which will set the calender for you. This is made with another HR transaction for the HR calender ....this calender(e.g. factory calender) has to be then generated/activated for every month (separate transaction). I do not remember all the transactions codes now, but is pretty much intuitiv, as the system will give you the steps while maintaining the Infotypes.
3. Then you plan the persons in the Activities for a determined period of time. In CMP9 you'll see the availability with the standard working hours (8Hr/day, as set in HR in calender) and the absences (as planed in HR in infotypes) with empty cells (Nota Bene: these cells have in transactions CMP2 and CMP3 a change modus, are not grey or inactive !!!!!) You can change the planing then with the transactions CMP2 or CMP3, one is from project, the other from workcenter point of view . If you make changes in CMP2 or 3 you will not see the changes in Project builder for example. With CMP9 you can only view the personals planing for a workcenter, a project...
I remember there is another transaction to see the personal availability somewhere in the Infosystem> PS>capacity. You'll have to look for it and generate it from Mandant 000.
Unfortunately, there are some more constraints, which you will discover while testing.
Project Status set to TECO
When I set a project on status TECO. We can still do confirmations on the project.
Is there a setting or a way in which we can set the project to TECO and not be able to do confirmations on that particular project?
There is no link between TECO and actual confirmation. It might possible that the project is technically completed but non technical activities are still pending..
All WBS elements, networks and activities are set on status TECO in the project. I have set the status over a week ago and yet am still allowed to do confirmations to the activities in the project.
We did not experience this problem before. It is the first time and it happens for all projects that are set to status TECO.
If you have networks and activities involved your best bet is to use project builder to make a status change at the project definition level which will cascade down to wbs elements, network header and network operations.
You may try setting a DLFG flag and see if it prevents confirmations from occurring on the activities. If you need to undo the deletion flag the sequence is as follows:
Using CJ02 undo DLFG at project definition level then select all wbs elements and perform the same. using CN22 undo DLFG at network header level then select all activities and perform the same.
Project builder allows status set downwards but not undo on all components, therefore requiring CJ02 and CN22 to undo.
List of RA caculated values
In the part of "Result Analysis data" in the result screen after RA operation, there is a field named L(r).
List of RA caculated values:
R(p) = Planned revenue for valuation
C(p) = Planned costs for valuation
M(p) = Planned costs for complaints and commissions for valuation
S(p) = Planned special costs (cost of sales = actual costs) for valuation
L(real) = Realized loss
N(p) = Planned values not taken into account
R(a) = Actual revenue
C(a) = Actual costs
M(a) = Actual cost of complaints and commissions
S(a) = Actual special costs (cost of sales = actual costs)
N(a) = Actual values not taken into account
D(a) = Down payt
C(c) = Calculated costs
R(c) = Calculated revenue
C(av) = Valuated actual costs
M(av) = Valuated cost of complaints/commissions
POC = Percentage of completion
C(r) = Reserves for unrealized costs
R(r) = Revenue surplus
C(z) = Work in process (capitalized costs)
R(z) = Revenue in excess of billings
M(r) = Reserves for cost of complaints and commissions
COS = Cost of sales
R(n) = Revenue aff. net income
Project System Status -Deletion Flag Active
One problem with the network triggered by a SO with CN08 linkage. The network appears in display mode with system status -deletion flag active. How to change the system status and delete the network?
Here is the deletion flag behavior I have observed.
We are using assembly order processing and also use CN08.
Using CN22 or CJ20N to create DLFG you set the status on the network header Edit>status>deletion flag this rolls the status down to the activity level.
To reverse the deltion flag you must first:
cancel the deletion flag on the network header, then select all activities in the activity overview and cancel deletion flag.
Now some people believe that when the deletion flag is set that it removes all of the activities from the network.
This is false, users who do not see the activities after the deletion flag is set must use the following menu path to "reveal" the activties:
Edit> Object> Display Deleted>On
Which table is the system storing the Project Def, WBS, NW and NWA system and User status?
Check these tables:
PROJ : Master data for project definition
PRPS: Master data for WBS
PRHI: Master data for project Jerarquie
TJ02 - a list of all System Status'. You can use transaction BS23 to see these, or SE16n via normal enquiry
JEST - current System/ User Status by object number (WBS and Network)
JCDS - history of System/ User Status by object number (WBS and Network)
Needless to say, you have to get the object number first by looking at PROJ, PRPS for Projects and AUFK, AFKO, AFVC, AFVU or AFVV for Networks.
Use SE16n to see the contents.
PS: Status "code" contained in JEST for particular object number, after selecting object number of choice from JEST to obtain status text simply join JEST to TJ02T linking JEST-STAT to TJ02T-ISTAT and finally pick language TJ02T-SPRAS .
Stop Commitments Before Release Of Projects
We are creating projects via Appropriation requests. The theory is that no commitments should be created before the project is released. However, we have proven that users can change the Res./Purc. indicator to 'immediate' before the project has been released. If the approver does not pick up that the project is not released yet, they can even create a Purchase order.
You can not remove authorisation for the "immediate" indicator, because the indicator changes when you release the project from "from release" to "immediate".
How can we stop ANY committments from being created until the project has been released?
In OPSC make sure the Release immediately has been unmarked.
In transac OPUA (field selection network header) go to influencing choose network profile or controlling area depending on which you want to customize. Set the field "Reservation/Purc.req" CAUFVD-AUDISP make it to only displauy.
Go to transac OPUC (field selection network details) go to influencing, choose network profile or contolling area to which you want to customize the setting. Set it to change and in the field "Reservation/Purc.req" - AFVGD-AUDISP make it to only display.
This would prevent the users from changing it to display when they create and assign activities to networks/projects.
One more customization, in transac OPUU in the network tab make sure the setting is for 2 (from release)
or
A very effective way to handle this is using User status management .go to tcode bs02 and define a status profile which can be defaulted in the project profile, in the status profile define proj definition,WBS,network header and network activity as the infulenced object types.
Create a status "blck" as an initital status and in the business transaction field block PR and PRQ creation.
Next create a status"allw" which will be set after project is released and allow PR and PRQ creation after status is set
What is WBS element?
1) What is WBS element?
2) What is the Tcode to get to that screen?
3) What is the need and pupose of WBS element?
4) Do we happen to work on Functional module during our implementaion project?
5) In what scenario/situation we will be working on WBS?
WBS is nothing but Work Breakdown Structure. It is mainly used in Project System (PS) module. Tcode : CJ20N
For any project defined we must have atleast one WBS. Within this WBS we can have networks. Networks are nothing but the series of activities. Material are used to perform the activities.
To explain in detail just consider one example:
Govt of
WBS can be roads within different states like Roads for
We can define different networks for these WBS like Road Between Ahmedabad to
For this network we can have many activities like Land selection, Land Preparation,
Hemal's example was a good example. Project Systems comes into play only when the industry's business is based on projects like... Construction companies, Engineer to Order scenarios. You may not see anyone using PS module for retail business. As Hemal explained in that example, you have a main project which is broken down into WBS elements. You can use the TC CJ20N to create the project and the WBS elements. Each WBS may have mutiple Networks associated and each Network may have multiple Network Activities as explained in the example by Hemal.
On the Sales Order, if your client is implementing PS module, you may have to attach the Sales Order to the WBS element it belongs to. WBS element is nothing but a bucket where all the activities belonging to that particular part of the project are captured. In the example, WBS Gujurat will tell you how many Sales Orders were created for the Gujurat sector, howmuch was spent on raw materials, what's the currect stock ([roject stock) available. How many Production Orders have been confirmed and howmany of them are getting confrmed in the future. How many invoices have been generated or how much revenue has been generated for that particular sector. How many deliveries have been made, what deliverables are still not accomplished.
So as you can see, PS is the center stage for all the modules that are being implemented like FI/CO, SD, MM, PP in this example. You can have cost centers and work centers defined. You can also have profit centers assigned at the plant level and get reports on varius selection criteria.
In a complete cycle of PS, like in reality, you initiate a project, you confirm/release the WBS/activities as per requirement, you execute the project and you close it.
One cannot initiate an activity unless it has been released by the project manager. Everything is accountable here and every dime is counted and at the end you know howmuch did you spend or make on each sector (WBS). Dont get confused with the term sector here... I am using it just for the explaination purposes. :)
In one typical example, the company I was working with until not too long ago, had Deliveries from the Project (TC: CNS0). We never used VL01N. We used CNS0 to create a delivery and then used VL02N for confirming the picking quantity for the already created delivery document.
I hope this should help you at least a bit. I'm not a PS consultant so I may not know a whole lot but trying going to CJ20N and you will see a lot yourself.
PS concultants are one of the highest paid consultants. Their supply is less and so is the demand. They are expected to understand real world business processes very well and they are generally the center stage of a project.
Aggregate POC Calculation
When we confirm activities and see it in cns41 report we can see that the POC is aggregated at the Network,WBS and porject level. How does the system calculate this.. i.e on what factors and criteria?
Result analysis determines the costs & revenues belong to the period, along with the Work in progress (WIP) or Reserves.
Result analysis calculation is based on the planned / actual Cost & Revenue.
POC (Percentage of Completion) determines by the valuation method you opt …
The formula for POC :
POC = R (a) / R (P) Revenue Proportionate
POC = C (a) / C (p) Cost Proportionate
Result Analysis Determines:
- Calculated Costs C(c) = POC X C (p) Same for Revenue
- WIP (If C(a) >C (c) ) WIP = C(z)= C(a) - C(p)
- Reserves for unrealized costs (if C(a) < C(c) )
C( r ) = C (c ) – C(a)
- Revenue Surplus (if R (a) > R(c) )
R (r) = R(a) –R(c)
E.g.
Revenue Proportionate RA:
In some project you have R(p) =3000$
C (p) = 2000$
R (a) = 1200$
C (a) = 1000$
Then POC = 1200 /3000 = 40 %
C(c) = POC X C(p) = 40 % X 2000 = 800$
WIP = C(z) = C(a) –C(c) = 1000-800 =200$
Dynamic Selection on Report Not Working
I have several reports on which the dynamic selection is not working. For instance, the report CN43N. The report is outputting all data in a year i.e it is disregarding the condition I specified in the dynamic selection fields.
Is there some configuration to make to this report so that the dynamic selection works?
Include field are only possible for fields are realte to PS table:
1. Execute Transaction SE36.
2. Logical Database Builder: PSJ
3. Choose "Extras -> Selection views".
4. Copy selection view "SAP" to "CUS".
5. Change view "CUS".
6. Go to "Tables", select the correct table, for example table ACT01 for object type "Activity".
Here, you must ensure that this table is also listed under "Extras -> Dynamic selections" - only these tables can be used.
7. Double-click on the table name.
8. In the "Fields of the table", select the fields desired and allocate them to one of the "Functional groups".
9. Save. http://www.sap-img.com/sap-ps.htm
The Project System has no organizational structures of its own; you incorporate it into the existing structure by making assignments to the organizational units in Accounting and Logistics. It is this which enables the Project System to present data clearly and in many different ways.
Q ; My company is contemplating the implementation of SAP Project Systems (PS)this year. But having already implemented CO (internal orders) and IM, which covers some aspects of the life cycle of capital projects, to what extent will there exists duplicity in the SAP system, and what aspects of the installed modules will be subject to change/modifications to accommodate PS? Also, what kind of implementation time can we expect?
Answer : SAP PS is designed to work well with both CO and IM. The PS module will allow better management of your projects. Allow adequate time in your project to review your requirements and understand the impact this new module will have on your existing setup. Also include time for testing and training so that you can ensure the new features work properly and your clients understand how to achieve the benefits.
What parameter is used to extend the maximum number of GUI sessions in a 4.6C environment?
RESPONSE
The parameter is "rdisp/max_alt_modes" and its default value is 6 sessions. The minimum is 2 and the maximum is 16. Use transaction RZ11 to get additional information about the parameters and use RZ10 to implement the parameters. also, you might want to look into these other parameters:
login/multi_login_users
login/disable_multi_gui_login
What are those standard project system tcodes? No Transaction Code Description
1. CJ20n Creation of Project
2. CJ20n Creation of WBS Elements
3. CJ20n Creation of Activities
4. CJ20n Assigning relationships to activities
5. CJ20n Assigning of milestones to activities/WBS Elements
6. CJ20n Assigning of materials of activities
7. CJ40 Planning of costs to project
8. IMCCP3 Copy Planned cost to budget
9. CJBV Availability Control of budget
10. CJ30 Assigning Budget to Project
11. CJ20n Release of Project/WBS Elements/activities
12. CN25 Confirmation of activities
13. CJ20n Maintain actual dates to milestones of WBS Elements/activities
14. CJ37 Supplement in project
15. CJ38 Return in project
16. KB21n Direct Activity Allocation
17. CNL1 Create Delivery Information
18. CNL2 Change Delivery Information
19. CNS0 Delivery from project
20. CNL3 Display Delivery Information
21. CJ2c/CJ20N Display Project
22. CJ41 Display cost planning
23. CJ31 Display Budget
24. CN28 Display Confirmations
25. CJ3B Display Document (BUDGET)
26. CN29 Cancel/Reverse of Confirmations
27. CN41 Structure Overview
28. CN42N Overview of Project Definition
29. CN43N Overview of WBS Elements
30. CN46N Overview of Networks
31. CN47N Overview of Activities
32. CN55N Overview of Sales Document items
33. CN53N Overview of Milestones
34. CN52N Components Overview
35. CN42 Enhanced Overview of Project definition
36. CN43 Enhanced Overview of WBS Elements
37. CN44 Enhanced Overview of Planned Orders
38. CN45 Enhanced Overview of Orders
39. CN46 Enhanced Overview of Networks
40. CN47 Enhanced Overview of Activities
41. CN48 Enhanced Overview of Confirmations
42. CN52 Enhanced Overview of Components
43. CN53 Enhanced Overview of Milestones
44. CNS54 Enhanced Overview of Sales and Distribution Documents
45. CNS55 Enhanced Overview of Sales Document items
46. ME5J Purchase requisitions for Project
47. ME2J Purchase Orders for Project
48. CNMM Project Oriented Procurement
49. CN60 Display change documents
50. S_ALR_87013542 Actual/Commitment/Total/Plan in Control Area Currency
51. S_ALR_87013557 Budget/Actual/Variance
52. S_ALR_87013560 Budget Updates
53. S_ALR_87013532 Plan/Actual/Variance
54. S_ALR_87013533 Plan/Actual/Commitment/Rem.Plan/Assigned
55. S_ALR_87013534 Plan1/Plan2/Act/Commitment
I want to validate the customer number in one of the user fields in WBS. The formula builder in the validation screen, it seems, does not support table fields other than fields from PRPS. Can this be done thru some user exits ?? If yes how ?? Can you guide me in this ??
Answer :
To use a user exit in validations, you have to perform following steps;
- copy SAP standard program GGBS002 to ZGGBS002
- create a user exit in this program (such as U902, U903 etc)
- the user exit you defined in the above mentioned program will be visible in validations on screen tab 'Exits'
- configure your validation with 'User exit' as option
How To Create a Multilevel BOM
How To Create a Multilevel BOM and How Does It Work
{mosbanner:id=23}
Multi level bom is a Bom which it has different components at different level..for example:
- A ( finished material)
- B ( semi finished)
- C ( Raw material)
When you run the MRP, Bom will explode upto last level and it will plan the requirement of each individual material.
What ever may be the kind of BOM to be created transaction codes are as below:
- CS01 : BOM create
- CS02: BOM Change
- CS03: BOM display
Pre requisites are material master record for the materials.
What you have to keep in mind is:
1. BOM creation is through CS01 only.
2. When you have to create multilevel BOM, you have to carry craetion of BOM level by level.
3. First create BOM for assemblies (means materials which are produced inhouse, means materials with procurement type "E" in the material master MRP 2 view).
4. Finally create BOM for the finished product using these assemblies as components.
5. When you see the BOM of finished part after creation through CS03, you can find these assemblies with a tick mark in the field "Assembly". When you double click you can see the susequent BOM of these assemblies.
6. Example would be for a vehicle suppose engine, front wheel, back wheel are the "E"parts. Create BOM first for these engine, front wheel and backwheel with respective material components.
Then create BOM for vehicle with these three "E".
When you see the BOM of vehicle after creation, you can see a tick mark against these E parts which shows that they have BOM furtehr down and you can double click and see the components of these
am trying to use validation in the Project. Can any one tell when are the call up points 110 and 120 trigerred ?
I want to validate one of the user defined fields in WBS.
Everything is working fine when I simulate the validation. But when I enter a value in the user defined field and save the project then I do not get the error message as expected.
Does anybody have an idea what could be wrong ??
Answer :
Please see if you have checked the check box for Automatic validation in the relevant project profile.
1. What is WBS element?
2. What is the Tcode to get to that screen?
3. What is the need and pupose of WBS element?
4. Do we happen to work on Functional module during our implementaion project?
5. In what scenario/situation we will be working on WBS?
WBS is nothing but Work Breakdown Structure. It is mainly used in Project System (PS) module. Tcode : CJ20N
For any project defined we must have atleast one WBS. Within this WBS we can have networks. Networks are nothing but the series of activities. Material are used to perform the activities.
To explain in detail just consider one example:
Govt of
WBS can be roads within different states like Roads for
We can define different networks for these WBS like Road Between Ahmedabad to
For this network we can have many activities like Land selection, Land Preparation,
Hemal's example was a good example. Project Systems comes into play only when the industry's business is based on projects like... Construction companies, Engineer to Order scenarios. You may not see anyone using PS module for retail business. As Hemal explained in that example, you have a main project which is broken down into WBS elements. You can use the TC CJ20N to create the project and the WBS elements. Each WBS may have mutiple Networks associated and each Network may have multiple Network Activities as explained in the example by Hemal.
On the Sales Order, if your client is implementing PS module, you may have to attach the Sales Order to the WBS element it belongs to. WBS element is nothing but a bucket where all the activities belonging to that particular part of the project are captured. In the example, WBS Gujurat will tell you how many Sales Orders were created for the Gujurat sector, howmuch was spent on raw materials, what's the currect stock ([roject stock) available. How many Production Orders have been confirmed and howmany of them are getting confrmed in the future. How many invoices have been generated or how much revenue has been generated for that particular sector. How many deliveries have been made, what deliverables are still not accomplished.
So as you can see, PS is the center stage for all the modules that are being implemented like FI/CO, SD, MM, PP in this example. You can have cost centers and work centers defined. You can also have profit centers assigned at the plant level and get reports on varius selection criteria.
In a complete cycle of PS, like in reality, you initiate a project, you confirm/release the WBS/activities as per requirement, you execute the project and you close it.
One cannot initiate an activity unless it has been released by the project manager. Everything is accountable here and every dime is counted and at the end you know howmuch did you spend or make on each sector (WBS). Dont get confused with the term sector here... I am using it just for the explaination purposes. :)
In one typical example, the company I was working with until not too long ago, had Deliveries from the Project (TC: CNS0). We never used VL01N. We used CNS0 to create a delivery and then used VL02N for confirming the picking quantity for the already created delivery document.
I hope this should help you at least a bit. I'm not a PS consultant so I may not know a whole lot but trying going to CJ20N and you will see a lot yourself.
PS concultants are one of the highest paid consultants. Their supply is less and so is the demand. They are expected to understand real world business processes very well and they are generally the center stage of a project.
1) What is WBS element?
2) What is the Tcode to get to that screen?
3) What is the need and pupose of WBS element?
4) Do we happen to work on Functional module during our implementaion project?
5) In what scenario/situation we will be working on WBS?
WBS is nothing but Work Breakdown Structure. It is mainly used in Project System (PS) module. Tcode : CJ20N
For any project defined we must have atleast one WBS. Within this WBS we can have networks. Networks are nothing but the series of activities. Material are used to perform the activities.
To explain in detail just consider one example:
Govt of
WBS can be roads within different states like Roads for
We can define different networks for these WBS like Road Between Ahmedabad to
For this network we can have many activities like Land selection, Land Preparation,
Hemal's example was a good example. Project Systems comes into play only when the industry's business is based on projects like... Construction companies, Engineer to Order scenarios. You may not see anyone using PS module for retail business. As Hemal explained in that example, you have a main project which is broken down into WBS elements. You can use the TC CJ20N to create the project and the WBS elements. Each WBS may have mutiple Networks associated and each Network may have multiple Network Activities as explained in the example by Hemal.
On the Sales Order, if your client is implementing PS module, you may have to attach the Sales Order to the WBS element it belongs to. WBS element is nothing but a bucket where all the activities belonging to that particular part of the project are captured. In the example, WBS Gujurat will tell you how many Sales Orders were created for the Gujurat sector, howmuch was spent on raw materials, what's the currect stock ([roject stock) available. How many Production Orders have been confirmed and howmany of them are getting confrmed in the future. How many invoices have been generated or how much revenue has been generated for that particular sector. How many deliveries have been made, what deliverables are still not accomplished.
So as you can see, PS is the center stage for all the modules that are being implemented like FI/CO, SD, MM, PP in this example. You can have cost centers and work centers defined. You can also have profit centers assigned at the plant level and get reports on varius selection criteria.
In a complete cycle of PS, like in reality, you initiate a project, you confirm/release the WBS/activities as per requirement, you execute the project and you close it.
One cannot initiate an activity unless it has been released by the project manager. Everything is accountable here and every dime is counted and at the end you know howmuch did you spend or make on each sector (WBS). Dont get confused with the term sector here... I am using it just for the explaination purposes. :)
In one typical example, the company I was working with until not too long ago, had Deliveries from the Project (TC: CNS0). We never used VL01N. We used CNS0 to create a delivery and then used VL02N for confirming the picking quantity for the already created delivery document.
Hierarchical Structure of the Project definition
A few Definitions of the terminologies used in the above diagram:
Project:
The project definition is the binding framework for all organizational elements within a project.
Work Break down Structure:
With a work breakdown structure you can divide the project into useful steps, specify fixed or
"basic" dates, specify the work involved, and determine project costs. The individual levels of
the hierarchy in a work breakdown structure enable you to organize a project into steps.
Work Break down Structure Element (Sub WBS):
You can further break down these steps into individual elements. Maximum steps supported
are 99.
Network:
It is a special type work order on which cost can be planned, controlled and monitored.
Activities:
These are the actual tasks that are to be executed for the completion of the project
The SAP PS consultant is responsible for the analysis, design, configuration & support of the SAP PS area to meet the business needs of company. Knowledge and min. End-to-End Implementations and at least two Support Projects ,· 2 years Project Management or work scheduling experience. Working closely with our customers to deliver, maintain and troubleshoot and enhance SAP functionality and through knowledge of the FI module and knowledge of its integration with other modules.
SAP R/3 is based on a three tier client/server technology. Typically, it is made up of three functionally distinct layers namely: the user interface, business logic and database.
The user interface, which is otherwise known as the presentation server displays the interface for users' communication with the SAP system. It is often referred to as the SAP GUI. As a matter of fact, it is a program called sapgui.exe. The application server is where the business logic and data manipulation takes place. Data processing, SAP administration tasks and client request/feedback management are handled within the business layer. The database layer is synonymous to the database server and it typically acts as a data repository for tables and other database objects and structures
Ideally, an R/3 system is composed of one database server, one or more application servers and one or more presentation servers. SAP Business One on the other hand is composed of a database server and one or more presentation servers.
the difference between SAP Business One and SAP R/3. The non technical answer to this question is that; SAP Business One is SAP's offering for small and mid size companies, while R/3 is SAP's offering for large companies.
Procedure: What to Do in Case of Power Failure in SAP Project.
The procedure to be followed in case of a power failure in the power sources of either the productive or backup server.
- Check the UPS Make sure the UPS is functioning properly, and check the remaining time. You should have approximately XX minutes to shut down the system.
- Log onto SAP and check for users and processes If any users are still on SAP, send a system message for them to log off immediately. Check for background processes, interrupted user processes, and other processes that may need attention before shutting down, and record them in the Power Failure Log.
- Stop SAP and Shut Down the Database Refer to Starting/Stopping the Database and SAP for detailed instructions on shutting down SAP and the database.
- Shut down the Server Refer to Powering On/Off the Server and the UPS for detailed instructions on powering off the server
- Power Off the UPS Refer to Powering On/Off the Server and the UPS for detailed instructions on powering off the server
cProjects ( Capital Projects ) :
cProjects (Collaboration Projects) is the SAP web-based application built on the Web Application Server (WAS). cProjects is a component of the cProjects Suite. cFolders is another component of cProject Suite.
cProjects was designed for organizations that need to manage multi-phase projects with high quality control can benefit from cProjects. cProjects supports flexible project management and team collaboration.
cProjects provides project structuring capabilities (project definition, phases, checklists and tasks), roles-based resource management, flexible authorization control and scheduling functionalities, in conjunction with broad project management and monitoring features.
cProjects requires WAS 6.2 and cProjects Suite prior to deploying cProjects.
SAP Project System - A ready Reference ( Part 1 ) |
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https://www.sdn.sap.com/irj/sdn/weblogs?blog=/pub/wlg/9622
Being a beginner in SAP PS is a challenge. As a techie, When I started my ABAP Program in PS Module, I found a lot of scattered information but there is no article or blog with consolidated information even on basic terminologies of SAP PS. This blog is my attempt to provide an insight of basic techno-functional aspects and terminologies of SAP PS to a novice.
In my first blog you will find the important terms of the PS module. I have tried to explain them with the help of an example. Following this is the next blog https://www.sdn.sap.com/irj/sdn/weblogs?blog=/pub/wlg/9659 where the technicalities of the same are covered.
The Project System (PS) module of SAP is specifically designed to provide comprehensive and fully integrated project management functionality for SAP customers. A Project is a complex undertaking, bringing with it huge data of different type.
At the beginning of each project, whether it involves developing a new product, make-to-order engineering or internal organization, you need to define and set up the structures necessary to manage your project and incorporate them into your existing organizations and processes. Before you can run a project in its entirety, you must first describe the project goals precisely and create a structure for the project activities to be carried out. A clear project structure provides a basis for successful project planning, monitoring and control.
Organizational Structures in Project System:
"
You create and manage your project structure in SAP R/3 Project System, by means of work breakdown structures and networks.The WBS describes individual phases and functions of a project. Network contains the individual project tasks and the dependencies between them in the form of activities and relationships
Some important terms:
Project Definition
Project Definition is general description of the project that you want to manage. It is a framework laid down for all the objects created within a project. It contains organizational data that is binding for the entire project.
Work Breakdown Structure (WBS)
WBS is a hierarchical model of the tasks to be performed in the project. It provides overview of the project and forms basis for the project organization and coordination.It shows work, time and money spent on the project. You can use it to plan dates & costs and allocate budget. The Work Breakdown Structure can be displayed according to:
· Phase
· Function
· Object
Individual tasks required to carry out the project is called WBS elements.
Network
The network describes project processing. Thus the Network contains instructions on how to carry out activities in a specific way, in a specific order and in a specific time period.Main elements of network are activities and relationships. It forms the basis for planning, analyzing and monitoring time schedules, costs, & resources.
Activities
Activities are used to plan project staffing, capacity, material, PRTs, and service requirements. When activities are assigned to WBS elements, detailed view of costs, dates, and capacities at WBS element could be obtained. It’s a task in a network which has a defined start and finish. An activity can be broken down into activity elements.Three categories of activities in the Project System:·
· Internal Activities
· External Activities
· General Cost Activities
Activity element
Activity element is an activity which is subordinate to another activity. Activity elements contain the same information as activities.Three categories of activity elements in the Project System:
· Work elements
· External Elements
· General Cost Elements
Activity Type
It’s a physical measure of activity output of a cost center .e.g. hours, number of units produced, machine times, production times.
Milestones
Milestones are the events in the project to which particular importance is attached Or which trigger predefined functions. In general they indicate transition between different departments or phases. Milestones are assigned to activities and WBS elements:In PS milestones are used to:
· Trigger predefined functions in network activities.
· Carry out earned value analysis.
· Determine dates in billing plan for sales orders.
Relationships
You use relationships to depict chronological and technical dependencies between activities. The relationship determines the nature of the link between the individual activities. :
· FS Relationship : An activity does not start until the preceding activity is completed.
· SS Relationship : An activity can not start unless another activity has started.
· FF Relationship : An activity can not be completed until another activity has been completed.
· SF Relationship : An activity can not be completed until another succeeding activity has stared.
Confirmations
It is a part of network control. It documents the state of processing for the network activities and activity elements. There are two types of confirmations Partial & Final.Confirmations are used to record:
· The work center where the activity was carried out.
· The person who carried out this activity.
· The yield and scrap produced in an activity.
· The actual values for the duration and dates.
Settlement
As a rule, projects are used to collect and monitor costs, but are not usually the final cost object. For this reason the costs in atypical project will be settled at the end of the period.To this end, you store settlement rules in the activity / WBS element requiring settlement. They contain information on settlement receivers, cost apportionment and control data. Settlement receivers could be cost centers, G/L accounts. Etc.
Budget
The budget is the approved cost structure for an action or project in a particular period.Budgeting differs from cost plan in that it is binding. In the approval phase you prescribe your project funds in the form of budget. It is possible to allocate overall and annual budget in parallel.
Work Centers
Work center represents the resources responsible for executing an activity. In a work center, you can enter the available capacity and an operating time. You can arrange the work centers in a hierarchy for capacity evaluation purposes. Internal activities are assigned to work centers (resources) to be completed.A work center is a physical unit within a company where an activity is performed.
Profit Center
It is subdivision of business organization which is set up for internal management control purposes. Profit centers divide business up on a management basis. The basic aim of profit center accounting is to present areas of the business as entities operating independently in the market.
Lots of jargons ….let me site an instance of the construction project of a building..
Let say there is a construction company that is going to construct a Multi-Storey building.
The first thing that needs to be created in the system is Project Definition. The entire activity plan for this project will come under this project definition. Overall budget needs to be estimated, assigned and get approved for the project. Project timeline needs to be decided. Project could be then subdivided into separate parts which are actually WBS elements lets say in this e.g. we have 4 main WBS elements:
1. Land Acquisition
2. Procurement
3. Construction
4. General
To every above WBS, budget and time line need to estimated.
Now to take an example we will drill down two WBS elements namely Land Acquisition and Construction.
- Land Acquisition could be sub divided into activities as in
· Generation of request document for the land.
· Soil testing
· Approval for construction
· Preparation of purchase order of the land
Above 4 activities should be done in sequence. As in second activity will start only after request document for the land is completed and so on. Hence these activities have FS Relationship between them.
- Now take WBS element Construction.
It could be sub divided in to floor wise tasks. Let say, we have four story building and each floor has 4 flats. So under WBS element ‘Construction’ we may create separate sub WBS element for each floor. Each sub WBS element of floor may be divided further into last level of WBS elements one for each flat on the floor. This way we will have hierarchy of the WBS elements.Finally last level of WBS elements i.e. WBS elements of the flats will have activities like
1. Plumbing
2. Electrical work
3. Flooring
4. Painting
5. Furniture
These activities form the Network.
Let say Plumbing and Electricity work are the external activities as they are given to a outside contractor. While the other activities are done by company labor so they are internal activities. Plumbing and Electrical work could be started simultaneously.While flooring needs be done once the plumbing and Electrical work is complete. Hence they have FS relationship and so on…. Now if we talk about milestones:
1. First milestone could be purchasing the land
2. Second could construct the base of the building.
3. Third could be construct the floors
4. Fourth could be completion of plumbing and electrical work for all the flats. And so on….
As I have said that Work center represents the resources responsible for executing an activity For the above activities, work centers could be the company labor required for the construction, labor provided by the external service center for plumbing and Electricity work. while Profit Centers could be the finally constructed flats.
| Sr NO | Project Elements | Examples |
| 1 | Project Def | Constructing the Buiding |
| 2 | WBS | · Generation of request document for the land · Soil testing · Approval for construction · Preparation of purchase order of the land |
| 3 | Activities (Under 3rd WBS) | · Plumbing( external Activities) · Electricity work( external Activities) · Flooring (internal activities) · Painting (internal activities) · Furniture |
| 4 | Relationship | Flooring needs be done after the plumbing and Electricity work. Hence they have FS relationship |
| 5 | Milestones | · First milestone could be purchasing the land · Second could construct the base of the building.T · hird could be construct the floors · Fourth could be completion of plumbing and electricity work for all the flats |
| 6 | Network | Plumbing and Electricity installation are to be one contractor each. Therefore, there exist a network within on the activities of it under different WBSs. |
Referencee : The book : Functions in Detail : R/3 System - Project Management in Engineering & Construction )
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