SAP PS Training
SAP PS Introduction: Project Management / Project System ● Project types & PS ● Planning Types ● Project Vs Project System ● Integration with Other modules
Structures ● Work Breakdown Structure (WBS) ● Network ● Activities ● Relationships ● Sub networks ● Milestones ● Standard structures ● Project Builder ● Project planning board ● Structure Planning ● Mass Change ● Status Management
Dates ● Types of Dates ● Settings for Scheduling Parameters ● Presentation of Dates in the Graphics Graphics
● Scheduling Functions ● Dates in the Work Breakdown Structure (WBS) ● Scheduling the Work Breakdown Structure ● Network Scheduling ● Scheduling the Overall Network ● Overall Network Scheduling with Selection Option ● Scheduling with Service/Maintenance Orders
Costs ● Cost Planning ● Orders for Projects ● Project Cost Forecast ● Budget Management for Projects ● Availability Control ● Commitments Management (CO) ● Funds Commitment (Cost Centers, Internal Orders, Projects) ● Automatic and and Periodic AllocationsRevenues and Earnings ● Billing Plans in WBS Elements ● Project-Related Project-Related Incoming Orders ● Transfer Prices for Projects ● Sales Pricing and Quotation Creation ● Resource-Related Resource-Related Billing ● CPR and Valuation of Semi-Finished Semi -Finished Constructions
Payments ● Project Cash Management ● Manual Payment Planning
● Calculating the Payment Flow Automatically ● Recording Actual and Commitment Payment Data
Resources ● Capacity Leveling in the Project System ● Executing Capacity Leveling (PS) ● Workforce Planning
Materials ● Procurement Management ● Material Assignment to Networks ● Activating Requirements ● Material Availability Check ● Activating Requirements ● Material Assignment to Standard Networks ● Project Stock ● Grouping for Individual Project Planning ● Bill of Material Transfer ● Delivery from Projects ● Monitoring Dates ● Assembly Processing in the Project System ● Project-Oriented Procurement (ProMan)
Production Resources/Tools (PRT) ● PRT – Detail Study ● Production Resource/Tool (PRT) Availability Check
Confirmation ● Confirmation Directly in the Project System
● PS-CON ● PDC
Simulation ● Creating Simulation Versions ● Transfer of Operative Data and Simulation Data ● Evaluating Simulation Versions
Versions ● Project Version – detail
SAP PS Introduction: Project Management / Project System ● Project types & PS Create a project: Scenario
To edit a complete project planning process, you will take different roles in GBI, e.g. Production Supervisor and Cost Accountant. Overall, you will be working in t he Project Management (PS) and Financial Accounting (FI) departments. Employees involved
Jun Lee ( Production Supervisor)
Jermain Kumins (Shop Floor Worker 1)
Silvia Cassano (Accounts Payable Specialist)
Jamie Shamblin (Cost Accountant)
At the beginn of your project you assign WBS elements, activities and milestones at Project Builder. Also you assingn milestones to your project. In the last few steps, you create creditor invoice for you business partner, which acts as an intermediary for the test driver and you have to pay for the entire project.
Process description
Fig Process description
How to Create Project
Task Create a new project. Short Description Use the SAP Easy Access Menu to create a new project. Name (Position) Jun Lee
This is the Project structure of cost project P/20##, which consists of WBS elements, activities, and
milestones.
We will use the project builder to create a project ”Development of Ultralight Bike”. The project consists of a work breakdown structure and network activities. To create a project, follow the menu path: Logistics ► Project System ► Project ► Project Builder
Confirm the popup ”Project Builder: Options” using the
enter icon.
In the popup ”Project Builder: User-specific options” enter for Hierarchy levels 99 and select Preview last project. Leave other fields as they are. Confirm your entries by using the To create the project P/2###, select
continue icon.
Create and choose Project.
In the screen Project builder enter in the field Project Def. P/2###. Remember to replace ### with your three-digit number, e.g. 003 if your number is 003. For Text (unlabeled) enter Development of Ultralight Bike ### and select in Project Profile Cost projects (US). Confirm your entries by using the
continue icon.
Click on the
WBS Element Overview icon to create new WBS elements.
Fill in the following data in the P roject Builder screen. Please notice that the system will deduce the project number from the entry. Special characters such as double quotes can be configured in the S AP customizing menu.
Confirm your entries by using the
continue icon.
Operative indicators such as the above (”PE” and ”Acct”) c ontrol, whether the WBS elements can be used for cost planning and cost ac- count purposes. Remark the hierarchy graphic can be used to edit the project as well. Please note, that the derivation of WBS element structure has determined the hierarchy from the number of the WBS elements. Naturally this works only for numbers, which reflect a hierarchical order and are customized by a so called number mask.
Confirm your entries by using the
continue icon.
To derive the WBS structure drm the number of the W BS elements choose in the pull down menu
Project → Derive structure → Execute . Go to the tab Responsibilities to assign responsible cost centers to all WBS elements.
Assign responsible cost centers to all WBS elements. Therefore select the Tab Responsibilities and enter the following data.
Confirm your entries by using the
continue icon.
Use the hierarchy graphic to display your project structure. Use the ”Hierarchy graphic ” icon. The hierarchy graphic can be used to edit the project as well. Please note, that the derivation of WBS element structure has determined the hierarchy from the number of the W BS elements. Naturally this works only for numbers, which reflect a hierarchical order and are customized by a so called number mask.
Confirm your entries by using the To return to the Project Builder use the
continue icon. Back icon. Save your project with
Return to the Easy Access Menu by using the
Back icon.
Change the Project
Task Change the project. Short Description Use the SAP Easy Access Menu to change the project form the task above.
Name (Position) Jermain Kumins The project P/20## will be enhanced by network activities (thereby detailing the information of the WB S elements). Activities describe the process flow of t he project. You can plan dates, resources and costs
through network activities as well. To change a project, follow the menu path:
Logistics ► Project System Double click at Use the
► Project ► Project Builder
. In the Open Project screen enter in Project Definition P/2### and choose
Overview icon. Choose the
.
Activity Overview icon.
Enter the following data:
Confirm your entries by pressing Enter or pressing
.Activity type LABOR is not set up for cost center
NA00 NAPC1000 in the year 06/11/2012. In the Branch to the activity overview of external activities create more activities. To do so use the Ext
Processing tab. In the Activity field enter 0045 and activate the Service Field and enter Outsourcing electronic gear in Description. Confirm your entries by pressing Enter. In the Service Specification: Ext. Specs f. Task List Maintain screen enter in the first line 10, in the field short text Engineering, choose for Quant. 1, for Unit EA and in Gross price 2000. In the second line enter 20, for the short text enter Ext. production, choose 1 for Quant., EA for Unit and enter by Gross price 3000.
Confirm your entries with Enter or
.
Go back to the Project Builder: Project P/2### screen by pressing once On the Prim. Costs Tab enter f or Activity 0135, enter Performance test by professional drivers in Description, for Amount 10000 and 741000 for Cost elem.
Confirm your entries, by pressing Enter. Use the Save icon messages. Return to the Easy Access Menu by using the
to save your entries, confirm any Back icon.
● Planning Types ● Project Vs Project System ● Integration with Other modules
Structural Elements A project cannot exist without a structure. At a minimum, you need a Project Definition plus at least one WBS. These two elements are what make up the basis of a project. Extending your project to include Networks makes it more complex and usually means you ne ed scheduling and complex material handling. However, some implementations only use WBSs to plan and c apture costs. In all cases, it is wise (though not mandatory) to have a method by which your W BS structure is recognized by its var ious levels—hence Coding Masks. Depending on the implementation, a mask that carries intelligence (that is, it contains numbers and letters that mean something to t he business) may not be the best approach, as often the coding becomes redundant over time. Project Definition: What a Project’s Defaults Are
When a project is created for the first time, all settings from the Project Profile are copied into the Project Definition: • It cannot Plan Costs or Revenues. • It cannot have Costs or Revenues posted to it. • It is the “Header” of the Project. • There can only be one Project Definition for a project.
• Subsequently created WBS Elements will always inherit key organizational and profile data from the Project Definition (but these can be changed manually)
Coding Masks: How Project Numbers Are Coded Coding Masks are important as follows if you need to have some intelligence in the way your Project Definition and WBS Elements appear to the user: 1. There can be many. 2. They can reflect the structure of a project. 3. They can control project identification. 4. They only relate to Project Definitions and WBS Elements. 5. They determine what special characters are permitted to separate the structure view. 6. They are not connected to Profiles—the “Project ID” used in Operative or Template 7. projects determines the mask. 8. Different Masks can be used with one or many Project Profiles.
Project Profiles: How a Project Should Behave —What It’s Allowed to Do A Project Profile is mandatory when creating a project: 1. There can only be one per project. 2. They contain the control parameters used in a project: Business rules, organizational settings, and so on. 3. They influence a project’s behaviour by providing default information. They carry “subprofiles” that further influence a project: 1. Version Profile 2. Planning Profile 3. Budget Profile 4. Investment Profile 5. Status Profile 6. Simulation Profile 7. Network Profile and so on.
Work Breakdown Structure Elements: The Hierarchical Structure A Work Breakdown Structure represents the structural relationship that work elements of a project have with each other: 1. It is a model of the work to be performed in a project in a hierarchical structure. 2. It forms the basis for organization and coordination in a projec t. 3. It carries the dates associated with a package of work.
4. Work Breakdown Structures can be represented in a variety of ways: 5. Logic-Oriented according to PHASE (Plan, Define, Acquire, and so o n). 6. Function-Oriented according to FUNCTION (Engineer, Construct, Commission, 7. Support, and so on). 8. Object-Oriented according to PHYSICAL objects (Asset, Asset components, and so on). 9. WBS Elements can have costs planned and posted to them. 10. WBS Elements can have revenues planned and posted to them. 11. WBS Elements can have a controlled B udget.
Network 1. How to Carry Out Tasks in a Specific Way, Order, and Time Period Networks are used to provide for scheduling of Activities in a project: • Unlike WBS Elements (which can only be co nnected in a linear fashion), Network Activities can be connected to one another using special dependencies called “Start/ Finish” rules. • Networks have a three-tier structure: • Network Header • Network Activity • Activity Element • Networks are identified by a unique number. • Network Activities are identified by their owning Network Number plus a sequential number. Activity Elements are identified by a further sequential number. • Networks are not “effective” until they are Released.
2. What Materials and Resources Are Needed to Carry Out a Task Network Activities can perform a number of complex tasks: • Plan/Receive Costs. • Order/Reserve Materials and Services. • Book Resources. • Schedule tasks.
• There are three types of Activity, plus special settings for Service: • Internal—for planning Internal resources such as labour • External—for planning externally procured Services or Contracts • General Cost—for planning by Cost Element • Service—for planning Services (for example, Contractors) • Activity Types are attached to Networks by using Control Keys. • Subnetworks are other types of Or ders (such as Maintenance or CS Orders) t hat have been manually assigned to a WBS or Network.
3. Internal Activities —Planning Internal Resources • Internal Activities are defined by Control Key s. Usually, they utilize two objects to make them effective: • Work Center—for Capacity Planning • Activity Type—for pricing of resources • Work Centers are independently managed objects. They can be an individual, a group of people, or a piece of equipment. They exist to help manage “Capacities” and to carry all the information required to determine available Capacities and to provide for Capacity levelling. • Activity Types are independently managed objects. They belong to Cost Centers. They are attached to a “Pricing Schedule,” meaning they have a planned cost per unit (which can be a standard Unit of Measure). • When Work Centers and Activity Types are used in conjunction, they effectively “Plan the Resource” and “Plan the Cost” at the same time. • Costs associated with a Network Activity aggregate to the WBS to which they are assigned. • Internal Activities can have attached a set of Components or BOMs (Bills of Materials)
4. External Activities —Planning External Resources External Activities are the basis for exte rnally procured resources including Services and Contracts. They are defined by Control Keys. • External Activities can have attached a set of Components (Materials) or BOMs (Bills of Materials). • Costs associated with an External Activity aggregate to the WBS to which they are assigned. • When “Released,” External Activities trigger events: • A Purchase Requisition if the Material Component is “Non-stock” (becomes a commitment). • A Reservation if the Material Component is “S tock” (Assigned Cost). • A Reservation is cancelled when a Network Activity is “Technically Closed.” • A Purchase Requisition/Order remains open when a Network Activity is “Technically Closed.” • Some External Activities are “Services.” Services are regarded as being consumed at the time of their performance. They cannot be stored or transported, for example, construction work, cleaning services, legal services. • They can have a preliminary Total Planned Cost that is reduced as and when Material Components are added.
5. General Cost Activities—Planning Unspecified Costs General Cost Activities are the simplest form of Costing in Networks. They are defined by Control Keys: • They carry an Amount in the c urrency selected.
Configure Currencies in SAP To Configure currencies the currency table must have entries for all currencies which occur in your business transactions. In the SAP standard recipient system, all currencies are defined according to the international ISO standard. SAP recommends that you use the ISO standard for your additional entries. If your entries do not correspond to the ISO standard, you will not be able to use data exchange in international communication (e.g. bank clearing transactions).
Remember the following in mind while configuring currencies in SAP
Check the currency entries for completeness. Add the missing currency entries as required. Use the ISO standard for your additional entries.
The transaction to access this directly is 0Y03
z • They require a Cost Element to determine what type of cost is being planned. • They can have attached a set of Components or BOMs (Bills of Materials). • In themselves, they do not ge nerate any Purchasing Documents. However, if Material Components are attached, they will.
Personalising the F4 Values In SAP, Many times when we press F4 value all the records are displayed out of which most them are not of much use. Hence it is possible to restrict the values to show only the ones which a
user needs by using the Personal value list. This is a very nice and simple option which can definitely make you work smarter and it can get your favorite values easily.
6. Material Components—Planning Materials Material Components represent the physical materials you need to plan for w ithin an Activity: • Components can be added to any Activity. • There is no restriction on how many Mater ials you have. • They form the basis of all your Project Procurement (unless you are using Easy Cost Planning). • They carry the methods by which MRP will o rder Materials. • They can be Stock or Non-stock. • Each Material Component can trigger a Reservation/Requisition. • They form the basis of Material Project C ost Planning. • All Material Components belong to one Activity at a time. ● Activities ● Relationships ● Sub networks
Milestones: Things a Project Must Remember to Do Milestones carry dates and functions that can be t riggered in the future: • They can be attached to a WBS or a Network (with slightly different functionality). • In their simplest form, Milestones can just be reminder dates. • In their most complex form, Milestones can be used for: • Automatic triggering of Customer Billing (by Percentage or Amount).
• Preset Customer Billing Plan (by set amount). • Automatic triggering of subsequent events, such as the Releasing of a related Network Activity. • Milestones can trigger a Workflow message to remind the receiver of an event. • Milestones form the basis of SAP’s “Milestone Trend Analysis” reporting function. • When Assembly Processing is used to create auto-projects, and Milestones exist in the Standard Networks, the Sales Or der Billing Plan is automatically created. • Billing is sensitive to the Date Categories configured in Milestones: • By Percentage • By Amount
Customization: OPSR, O ● Standard structures ● Project Builder
Templates: How a Project Should Look A template is a neutral structure that can be used to standardize WBS structures, Networks, and Milestones: 1. Templates are Master Data. 2.
You can have many templates to reflect different project scenarios.
3. Project and Network Templates contain a Project or Network Profile. 4.
Templates can contain inherent business rules.
5. Templates are not mandatory (unless you are using Assembly Processing), but if you have common, complex structures, they help maintain consistency. 6.
Operative Projects and their Networks can be used as templates, but are prone to inheriting errors in structure.
7. With Assembly Processing, Projects are cre ated in the background from a Sales Order, so you must have Standard WBSs and Standard Networks. 8. Milestone Templates (Standard Milestones) can be attached to Standard WBSs and Standard Networks. 9. Standard Templates do not carry Sett lement Rules.
● Project planning board
● Structure Planning ● Mass Change ● Status Management
Dates ● Types of Dates ● Settings for Scheduling Parameters ● Presentation of Dates in the Graphics ● Scheduling Functions ● Dates in the Work Breakdown Structure (WBS) ● Scheduling the Work Breakdown Structure ● Network Scheduling ● Scheduling the Overall Network ● Overall Network Scheduling with Selection Option ● Scheduling with Service/Maintenance Orders
Costs ● Cost Planning/ Resource planning Any planning you may perform is determined by the amount of detail you need. From a Cost perspective, planning can be as simple as e ntering a planned value against a WBS. More detail is achieved by specifying where exactly the c osts may be incurred (Cost Element) and ex actly how many Units you want to plan for (Unit Co sting). Even more detail can be applied by planning at a Network level by Material and then integrating it with CO, so the source Cost Centers are informed. Resource Planning is mainly about the people (or roles) you may want to plan for via Work Centers and Activity Types. This type of planning optionally involves Capacity Planning, where you may share resources from another department. 1. Structure Cost Planning via WBS: Direct Entry of Costs Against a WBS Structure, Without Regard to Cost Elements
These are Costs associated with the W BS as a whole. • Structure Cost Planning is the simplest form o f cost planning. • It is independent of cost elements. • Plan values entered hierarchically to estimate the expected costs for a project.
• Usually “Rough-Cut”—meaning that when more detail is known, you will probably be more precise and progress to Detailed Cost Planning. • Can be entered against any WBS (unless configuration in Plan Profile says otherwise). • Planning is usually Bottom-up, meaning costs are aggregated from the lowest level WBS upward automatically. • Can be “integrated” with Controlling. 2. Detailed Cost Planning (WBS) 3. Detailed Cost Planning (Network) 4. Easy Cost Planning (WBS) 5. DIP Profiles 6. Plan Versions (CO) 7. Statistical Key Figures 8. Overheads (CO) 9. Value Categories ● Orders for Projects ● Project Cost Forecast ● Budget Management for Projects 1. In Projects 2. In Investment Programs 3. Availability Control ● Commitments Management (CO) ● Funds Commitment (Cost Centers, Internal Orders, Projects) ● Automatic and Periodic AllocationsRevenues and Earnings ● Billing Plans in WBS Elements ● Project-Related Incoming Orders ● Transfer Prices for Projects ● Sales Pricing and Quotation Creation ● Resource-Related Billing ● CPR and Valuation of Semi-Finished Constructions
Payments ● Project Cash Management
● Manual Payment Planning ● Calculating the Payment Flow Automatically ● Recording Actual and Commitment Payment Data
Resources ● Capacity Leveling in the Project System ● Executing Capacity Leveling (PS) ● Workforce Planning
Materials ● Procurement Management ● Material Assignment to Networks ● Activating Requirements ● Material Availability Check ● Activating Requirements ● Material Assignment to Standard Networks ● Project Stock ● Grouping for Individual Project Planning ● Bill of Material Transfer ● Delivery from Projects ● Monitoring Dates ● Assembly Processing in the Project System ● Project-Oriented Procurement (ProMan)
Production Resources/Tools (PRT) ● PRT – Detail Study ● Production Resource/Tool (PRT) Availability Check
Confirmation
● Confirmation Directly in the Project System ● PS-CON ● PDC
Simulation ● Creating Simulation Versions ● Transfer of Operative Data and Simulation Data ● Evaluating Simulation Versions
Versions ● Project Version – detail.
