Plm322 en Col62 Fv Part a4

PLM322 Managing Maintenance Projects / Capacity and Shutdown Planning mySAP ERP Operations: Support

Date Training Center Instructors Education Website

Participant Handbook Course Version: 2006/Q2 Course Duration: 3 Days Material Number: 50080885

An SAP course - use it to learn, reference it for work

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Contents Course Overview ......................................................... vii Course Goals ...........................................................vii Course Objectives .....................................................vii

Unit 1: Introduction........................................................ 1 Introduction ..............................................................2

Unit 2: Work Identification ..............................................11 Project System Turnaround Project Plan .......................... 12 Working with Revisions .............................................. 28

Unit 3: Planning and Budgeting ...................................... 41 Planning WBS and PM Orders ...................................... 42 Project Budget......................................................... 59

Unit 4: Scheduling and Capacity Planning ........................ 73 Work Center Capacity ................................................ 74 Scheduling a Project, Network and Orders ........................ 88 Evaluating and Leveling Capacities ...............................107

Unit 5: Approve and Release Schedule............................ 141 Approving and Releasing Project and Plant Maintenance Orders .............................................................142 Baseline Project Version ............................................148

Unit 6: Execution........................................................ 155 Execution..............................................................156

Unit 7: Reaction to Changes ......................................... 169 Identifying and Attaching Emergent Work ........................170 Rescheduling a Project at the Appropriate Level ................178 Leveling Capacities for Additional Work ..........................185

Unit 8: Completion and Analysis .................................... 197 Completion............................................................198 Project Analysis ( Dates / Costs)................................... 211

Glossary................................................................... 221

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Contents

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Index ....................................................................... 223

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Course Overview This course explains how to manage complex maintenance projects such as shutdown and turnaround projects using mySAP Enterprise Resource Planning (mySAP ERP). We will focus on scheduling and capacity planning using Project System, Enterprise Asset Management, and Production Capacity Requirements Planning.

Target Audience This course is intended for the following audiences: • •

Project managers Project team members in charge of managing complex maintenance projects such as shutdown and turnaround projects

Course Prerequisites Required Knowledge • • •

PLM200 – Business Processes in Project Management PLM300 – Business Processes in Plant Maintenance PLM315 – Maintenance Processing: Operational Functions

Recommended Knowledge • •

Good knowledge of project management Good knowledge of maintenance processing

Course Goals This course will prepare you to: • • • •

Manage complex maintenance projects such as shutdown and turnaround projects Create, plan, schedule, execute, complete, and analyze a shutdown or turnaround project Schedule a shutdown or turnaround project Plan capacities for a shutdown or turnaround project

Course Objectives After completing this course, you will be able to: •

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Create a shutdown or turnaround project

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Course Overview

• • • • • • • •

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Plan work, costs, and budget for the project Schedule a project and work orders Plan capacities for a project Release a project and work orders Issue materials and enter time confirmations for a project React to changes during the execution phase of a project Technically complete a project and work orders Analyze a project using the Project Information System

SAP Software Component Information The information in this course pertains to the following SAP Software Components and releases:

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Unit 1 Introduction Unit Overview This unit outlines the main business processes for planning a shutdown or turnaround. Two examples will be used to explain and demonstrate the business processes for shutdown/turnaround projects: • •

Project without networks Project with networks

Unit Objectives After completing this unit, you will be able to: • •

Identify the phases of a shutdown / turnaround project Explain the differences of projects with / without network(s)

Unit Contents Lesson: Introduction ...............................................................2

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Lesson: Introduction Lesson Overview This lesson gives an introduction to the different phases of a shutdown project.

Lesson Objectives After completing this lesson, you will be able to: • •

Identify the phases of a shutdown / turnaround project Explain the differences of projects with / without network(s)

Business Example A shutdown of a sewage gas processing unit of a clarification plant needs to be planned so that routine maintenance and repair tasks can be performed, for example, taking down a power plant boiler. You need to identify the work that needs to be done and manage the project within budgeted costs, times, and available capacity while adapting to unexpected changes. You should be able to accurately report progress to management on a timely basis. When the project is finished, it should be analyzed so that you can learn from the project and apply the knowledge to future projects.

Phases of a Shutdown / Turnaround Project Project System supports comprehensive business processes for planning, controlling, and organizing all the activities carried out during the course of a project. It helps you manage your project structures, dates, costs, and resources throughout the entire project life cycle.

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Lesson: Introduction

Figure 1: Phases of a project

• • • • • • • •

Work identification and selection Planning and budgeting Scheduling and capacity planning Approving and releasing schedule Execution Reaction to changes Completion Analysis

Work Identification and Selection A power plant boiler needs to be taken down for routine maintenance and repair. You need to identify the work that needs to be done by using a combination of Project System (PS) and plant maintenance (PM). The structure of the Project System turnaround project consists of the already created operative work breakdown structure as well as operative networks. You can use revisions to summarize the PM orders involved in the turnaround project. The PM orders describing the detailed work involved in the turnaround project need to be linked to the project structure. Depending on your business scenario revisions help to automatically assign the PM orders to your project structure. Planning and Budgeting

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You need to plan work breakdown structure (WBS) elements and maintenance orders. You need to plan costs, materials, capacities for your turnaround project. You can plan on the rough cut basis using work breakdown structures as well as planning on a detailed level using PM orders. You will need to identify reports that can be used to track these quantities during the project. Costs are rolled up from the operations to the total costs of the turnaround project. Having estimated the costs as accurately as possible using the different tools during the planning phase, you then prescribe the funds available for your project in the form of a project budget. The budget is the device by which management approves the expected development of order costs over a given time frame. Scheduling and Capacity Planning Data in work centers is used to simplify operation maintenance, scheduling, costing, and capacity planning. The available capacity and formulas for calculating capacity requirements can be entered in the work center capacity. The available capacities for your turnaround project need to be maintained in the system. You will need to schedule your project, networks and maintenance orders to plan and check dates of your turnaround project. Therefore you can determine the duration of phases in a project, which events are particularly important for the schedule, float times, and critical paths. You enter dates in the work breakdown structures, individual networks and PM orders included as subnetworks in a network. You can check and change them in all stages of a project. You need to evaluate capacities by work center and project. It is crucial to identify and level overloaded capacities. After capacity leveling is executed the dates will be rolled up to reschedule the project. Approve and Release Schedule Once the turnaround project has been budgeted, you have to release the project and the PM orders in order to prepare the execution. The release may happen prior to final approval to allow input of costs that may already be incurred. You create a project version to document the state of the turnaround project before execution. Your management will also expect reports on costs, budgets, schedules, capacities, and materials. Execution During the execution phase of the project, all of the dates, resources, and material component consumption, as well as cost and revenue postings planned earlier, are actually applied to the PM orders and the project. Partial confirmations may be entered to help manage the time line of the project more accurately. The actual dates are compared with the dates that were originally planned. You create a project version to document the state of the turnaround project after execution. Reaction to Changes

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Lesson: Introduction

During your project, new tasks involving costs, material, capacities, and scheduling arise which need to be involved within your turnaround project. Having identified the emergent work, you need to reschedule the project. Having rescheduled the project ,you have to adjust your capacity planning, that is, level capacities according to additional work. Create a project version to document the state of your project. Completion You have finished your measures from a technical point of view, but where you still expect costs to accrue. You therefore use technical completion. Having settled your project, costs and revenues are transferred to Financial Accounting, Asset Accounting, Cost Accounting/Profitability Analysis, or another project. You close all turnaround project Objects to document that the measures involved have been completed from both a logistic and an accounting point of view Analysis During the course as well as after the completion of your turnaround project, a large volume of data is generated that has to be prepared efficiently, transparently, and comprehensively to satisfy the various information analysis and reporting requirements of the management in your company throughout all phases of the project. Create a final project version to document the final state of your project.

Structure of the Project The two structures provided by Project System for mapping projects in SAP are work breakdown structures and networks. You use a work breakdown structure to organize a project in the form of a hierarchy, and so map the structure of the project. Networks, on the other hand, are used to represent the individual project activities together with their temporal and logical relationships, in other words, the flow of the project.

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Figure 2: Structures

The following scenarios will be dealt with during this course: • •

Project without network(s) Project with network(s)

The focus is clearly on projects with network(s) due do the enhanced flexibility regarding scheduling functionalities compared to projects without networks. Project without network(s)

Figure 3: Project without network(s)

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Lesson: Introduction

You use the work breakdown structure to plan and monitor the shutdown / turnaround project. This business scenario is suitable if cost-related aspects are particularly important as the project is being executed. The following steps are carried out in for a project without networks: 1. 2. 3. 4. 5. 6. 7.

Create a suitable work breakdown structure using the Project Builder. Plan basic dates manually for WBS elements using the project planning board. Plan costs manually for the WBS elements using Easy Cost Planning. Budget WBS elements. Enter actual dates during the project execution phase. Assign various documents for WBS elements using Execution Services for updating commitment and actual costs. Calculate overhead costs and carry out settlement to assets under construction in Asset Accounting using the Schedule Manager.

You have access to a range of reports and information systems that you can use to evaluate the project data during the various project phases Project with network(s)

Figure 4: Project with network(s)

The Shutdown / turnaround project is mapped in the SAP system with a work breakdown structure and networks. During the life of a project, networks are used as a basis for planning, analyzing, controlling and monitoring schedules,

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dates, and resources such as personnel, machines, PRTs, materials, documents, and drawings. This business scenario is suitable if, next to cost-related aspects, detailed scheduling and capacity planning functionalities are also of major importance. By assigning the activities to WBS elements, you can aggregate activity data at work breakdown structure level and evaluate it. The following steps are carried out for the shutdown / turnaround project: 1.

Create a project (work breakdown structure and network) using standard structures. 2. Plan dates using scheduling. 3. Plan resources. 4. Plan capacity requirements. 5. Distribute work among the workforce. 6. Plan the external procurement of services. 7. Plan materials by transferring bills of material. 8. Plan costs using network costing. 9. Enter confirmations. 10. Post revenues using milestone billing. 11. Calculate overhead costs, carry out a results analysis and settle the results analysis values. 12. Use suitable reports to track planned and actual data (dates, resources, costs, revenues, and payments) that is written to the network activities. A high degree of precision is required when planning and coordinating large and complex projects. When planning the flow of a project, you will schedule deadlines and dates, make resources available, and assign funds. Project System as well as Enterprise Asset Management give you the support you need throughout all phases of the project.

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Lesson: Introduction

Lesson Summary You should now be able to: • Identify the phases of a shutdown / turnaround project • Explain the differences of projects with / without network(s)

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Unit Summary

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Unit Summary You should now be able to: • Identify the phases of a shutdown / turnaround project • Explain the differences of projects with / without network(s)

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Unit 2 Work Identification Unit Overview This unit describes how to identify the work involved in your Shutdown / Turnaround Project and how to map it in the system. You can use revisions to manage your work orders more easily.

Unit Objectives After completing this unit, you will be able to: • • • •

Create a Project System turnaround project plan Display PM orders Assign orders to revisions Assign orders to projects

Unit Contents Lesson: Project System Turnaround Project Plan........................... 12 Exercise 1: Project System Turnaround Project Plan .................. 21 Lesson: Working with Revisions ............................................... 28 Exercise 2: Working with Revisions....................................... 33

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Lesson: Project System Turnaround Project Plan Lesson Overview This lesson explains how to create a Shutdown / Turnaround Project consisting of a Work Breakdown Structure and a network.

Lesson Objectives After completing this lesson, you will be able to: •

Create a Project System turnaround project plan

Business Example A power plant boiler needs to be taken down for routine maintenance and repair. You need to identify the work that needs to be done using a combination of Project System and plant maintenance. You need to create a PS turnaround project consisting of an operative work breakdown structure and operative networks.

Work Identification: Project Structure The two structures provided by Project System for mapping projects in SAP are work breakdown structures and networks. You use a work breakdown structure to organize a project in the form of a hierarchy, and so map the structure of the project. Networks, on the other hand, are used to represent the individual project activities together with their temporal and logical relationships, in other words, the flow of the project. You can map a project using just one work breakdown structure or one network. You can, however, also represent a project using a work breakdown structure and one or more networks in order to use the characteristics of both structures.

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Lesson: Project System Turnaround Project Plan

Figure 5: Project Structure

Project Definition represents the binding framework for all organizational element created within a project. You can also define non-binding begin and end dates for the project. Work breakdown structures consist of work breakdown structure elements (WBS elements) that are arranged at various levels to produce a hierarchical model of the project activities to be carried out. Each individual WBS element can act as a controlling object in which you can plan and monitor costs, revenues, payments, budgets, and dates. A network represents the flow of a project. The individual tasks in the project are mapped as activities in a network. The temporal and logical dependencies between the various activities can be represented as links, also known as relationships. Activities form the operative basis for planning and controlling dates, costs, and resources (personnel, machinery, production resources/tools, materials). When activities are assigned to WBS elements, the dates and costs defined in the individual activities are totaled (aggregated) at the WBS level, and can be evaluated. Activity funds already assigned are checked against the budgets of the WBS elements. By assigning the activities to WBS elements, you can aggregate activity data at work breakdown structure level and evaluate it. Maintenance orders form an important part of the detailed planning of tasks and their accompanying documentation in Enterprise Asset Management. A technician on site must execute tasks at a technical object. For this, materials, utilities, and staff must be planned and costs must be estimated. The order supports you with these tasks, since it primarily contains data for planning and executing tasks, which must be performed at the technical object in question.

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The integration of project structures involves all objects within the hierarchy, including: • • • • • • • •

WBS elements Network activities Milestones Revisions Maintenance orders Maintenance operations Components Work centers

Figure 6: Work Breakdown Structure Capabilities

The work breakdown structure forms the basis for all subsequent planning tasks in the project. Emphasis is placed on planning, analysis, description, control, and monitoring of costs, basic dates, and the budget. Costs, dates, and payments are often planned using activities, which are assigned to WBS elements.

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Lesson: Project System Turnaround Project Plan

Figure 7: Work Breakdown Structures: Maintenance Options

There are various ways to create maintain work breakdown structures: • •

•

•

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You can use the Project Builder to create and change WBS elements. You can use detail screens or the list of WBS elements for this purpose. You can use the hierarchy graphic to change WBS elements (by double-clicking). You can also create new WBS elements and insert these into the hierarchy (connect mode). In addition to manual maintenance or maintenance via the hierarchy graphic (1, 2, above), you can also use existing project structures or standard projects as templates. When you create a new WBS, you can use an existing WBS, a section of the project hierarchy, or a standard WBS as a template. You can also incorporate WBS elements from other projects or from a standard WBS in an existing WBS (3, 4, above).

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Figure 8: Activities and Networks Capabilities

You use the activities in the network to plan the labor, capacities, materials, operating tools, and services you require to carry out the various tasks in your project. • • •

Capacities refers to internally processed activities in detail. External activities deal with externally processed activities and service activities. Material explains how material components are assigned, procured, and consumed in the network.

Alternately, you can plan material, capacities, and externally processed activities using maintenance orders. Hint: During this course material, capacities and externally processed activities are planned on maintenance orders. The networks are used primarily for detailed scheduling functionalities (use of relationships) and to aggregate data on superior WBS elements.

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Lesson: Project System Turnaround Project Plan

Figure 9: Activities: Maintenance Options

In addition to maintaining data manually or via the network graphic (1, 2, above), you can use existing operative structures or standard structures as templates. When you create activities, you can use a standard network or an existing network as a template (3). You can also incorporate networks in an existing network (4). You can use the Project Builder or the project planning board to copy a standard project or operative project (including all of its activities) to a new project structure (5).

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Figure 10: Project Planning Board

The project planning board is particularly suitable for planning a project. It provides you with an instant overview of your project deadlines, enabling you to check your project for capacity bottlenecks. Additional options are available for enhancing your project structure. Hint: You can only use capacity planning functionality within Project System if you plan your capacities with networks.

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Lesson: Project System Turnaround Project Plan

Figure 11: Operations and Order Capabilities

Orders form an important part of the detailed planning of tasks and their accompanying documentation in Enterprise Asset Management. Functions are available in the following areas: • • • • • •

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Specific planning with regard to type, scope, dates and resources Execution and monitoring of tasks Drawing up of rules for account assignment and settlement Definition of budgets Entry, assignment, and settlement of costs incurred Technical and business completion

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Lesson: Project System Turnaround Project Plan

Exercise 1: Project System Turnaround Project Plan Exercise Objectives After completing this exercise, you will be able to: • Create a Project System turnaround project plan

Business Example A power plant boiler needs to be taken down for routine maintenance and repair. You need to identify the work that needs to be done using a combination of project system and plant maintenance. You need to create a Project System turnaround project consisting of operative work breakdown structure as well as operative networks. Use standard structures as templates when you create your project. Then adapt the operative structures to the specific requirements of the current project. Perform a preliminary capacity check. Give an overview about predefined scheduling scenarios. Hint: In the following exercises, ## indicates your group number (## = 01, 02, and so on).

Task: Project K.100## Create a project called K.100## in the Project Builder. Familiarize yourself with the various ways of editing networks in the Project Builder. 1.

In the Project Builder, use a template to create a project with the identification K.100## and description Shutdown/Turnaround Power Boiler Gr.##. Use the standard project K.10000 as a template and Z000001 Shutdown/Turnaround as the project profile. Make sure that all assigned activities are also copied. The start date for your project is today. Save your project.

2.

Perform mass change for all network activities of the project. Replace work center PBPF-00 of the standard network with PF-## and PBTW-00 with TW-##

3.

You need to carry out a preliminary scheduling for your project to ensure that sufficient time is available. Schedule a project in the Project Planning Board A bottom-up schedule will schedule the network activities and adjust the WBS elements to match. A top-down schedule will schedule the WBS elements and fit the network activities within that schedule. Continued on next page

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a) Execute first a bottom-up schedule from the Project Planning Board b) Execute a top-down schedule from the Project Planning Board 4.

Display Project Planning Board using planning board profile ZPS000000001 and show network activities. Use the capacity overview on the project planning board to check the situation with regard to capacity for the assigned work centers. Display the capacity load utilization in this overview in a histogram and then call up an explanatory legend. Save the project. Hint: You might have to activate the capacities at first.

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Lesson: Project System Turnaround Project Plan

Solution 1: Project System Turnaround Project Plan Task: Project K.100## Create a project called K.100## in the Project Builder. Familiarize yourself with the various ways of editing networks in the Project Builder. 1.

In the Project Builder, use a template to create a project with the identification K.100## and description Shutdown/Turnaround Power Boiler Gr.##. Use the standard project K.10000 as a template and Z000001 Shutdown/Turnaround as the project profile. Make sure that all assigned activities are also copied. The start date for your project is today. Save your project. a)

In the SAP menu, go to the Project System folder and open the Project Builder. Choose SAP Menu: Logistics → Project System → Project → Project Builder. To create a project using a template, choose Create Copy Project . Enter the following data in the dialog box: Field Name

Values

Project Definition

K.100##

Description

Shutdown/Turnaround - Power Boiler Gr.##

Start

Today’s date

Project Profile

Z000001 Shutdown/Turnaround

Template Std. proj. def.

K.10000

Leave other fields as they are. The With Activities indicator should be set. If you do not enter any start date, the system automatically suggests today´s date. Confirm your entries and any warnings that appear with Enter . Save your project.

Continued on next page

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Perform mass change for all network activities of the project. Replace work center PBPF-00 of the standard network with PF-## and PBTW-00 with TW-## a)

You are still in the Project Builder. The project you created earlier is displayed in the worklist under Last Projects Processed. To open your project, double-click on Shutdown/Turnaround - Power Boiler Gr.## K.100##. Hint: If the system does not display all levels, fully expand the structure by choosing . To avoid having to carry out this step, you can enter a suitable value in the Project Builder options for the number of hierarchy levels to be displayed (Settings → Options). Mark project definition and click Button Mass change and choose the Acitvities tab. Choose field Work center as selection criteria and replace the work center PBPF-00 as follows: Field

Value

New value

PF-##

replace only

PBPF-00

indicator (replace only)

X

Choose Execute. Repeat the same procedure for work center PBTW-00 : Field

Value

New value

TW-##

replace only

PBTW-00

indicator (replace only)

X

Choose Execute. Save your project. 3.

You need to carry out a preliminary scheduling for your project to ensure that sufficient time is available. Schedule a project in the Project Planning Board A bottom-up schedule will schedule the network activities and adjust the WBS elements to match. A top-down schedule will schedule the WBS elements and fit the network activities within that schedule. Continued on next page

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Lesson: Project System Turnaround Project Plan

a) Execute first a bottom-up schedule from the Project Planning Board b) Execute a top-down schedule from the Project Planning Board a)

Open project K.100## in the project planning board. To do so, choose SAP Menu → Logistics → Project System → Project → Project Planning Board → Change Project and then choose Shutdown/Turnaround - Power Boiler Gr.## K.100## in the worklist (under Last Projects Processed). From the menu, choose Settings → Options or click the options… button on the tool bar. Set the scheduling scenario to Bottom-up scenario (pre-defined) and click Copy. Caution: Make sure that all network activities will be displayed in the Project Planning Board. If necessary, choose Select All and Edit → Show/Hide → Show acitvity Click the Select all button and then the Schedule button on the tool bar. The message in the status bar says “Scheduling carried out”. Save your project and click No to the question “Do you want to save user specific data?”. Your project will be saved.

b) 4.

Same procedure as in a), but choose Top-down scenario (pre-defined) rather than Bottom-up scenario (pre-defined)

Display Project Planning Board using planning board profile ZPS000000001 and show network activities.

Continued on next page

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Use the capacity overview on the project planning board to check the situation with regard to capacity for the assigned work centers. Display the capacity load utilization in this overview in a histogram and then call up an explanatory legend. Save the project. Hint: You might have to activate the capacities at first. a)

Open project K.100## in the project planning board. To do so, choose SAP Menu → Logistics → Project System → Project → Project Planning Board → Change Project and then choose Shutdown/Turnaround - Power Boiler Gr.## K.100## in the worklist (under Last Projects Processed). To show the network activities on the planning board, chooseSelect All and then Edit → Show/Hide → Show activity. Call up the capacity overview in the project planning board to analyze the situation with regard to capacities at the work centers. To do so, choose Capacity Overview . An overview window is displayed in the lower part of the screen. Hint: The capacity overview shows the situation with regard to the capacities available in the work centers assigned to the project. Green bars show that the work center’s capacity is not used up, whereas red bars show that the work center’s capacity has been exceeded. You can also display a histogram showing the capacity requirements and the available capacity of individual work centers. To display the capacity load utilization as a histogram, select a work center (if possible, one with a red bar) on the left of the capacity overview and choose Load as Histogram from the context menu (right-click). To display a legend for the capacity overview, choose Display Legend from the context menu. Close the legend and save your changes by choosing Save. Exit the project planning board by choosing Back.

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Lesson: Project System Turnaround Project Plan

Lesson Summary You should now be able to: • Create a Project System turnaround project plan

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Lesson: Working with Revisions Lesson Overview In this lesson, we will discuss how to create a revision, assign maintenance orders to a revision, and assign maintenance orders to a project.

Lesson Objectives After completing this lesson, you will be able to: • • •

Display PM orders Assign orders to revisions Assign orders to projects

Business Example You can use revisions to summarize the plant maintenance (PM) orders involved in the turnaround project. The PM orders describing the detailed work involved in the turnaround project need to be linked to the project structure. Depending on your business scenario, revisions can trigger the automatic assignment of PM orders to your project structure (Maintenance Event Builder).

Working with Revisions The revision is the period of time during which a plant or a part of a plant is temporarily shut down for service and maintenance tasks. Revisions are often planned in a company for certain periods during the year or during production. During these periods, certain technical system parts or even the entire company may shut down, allowing a large amount of maintenance work to be performed. When planning orders, you determine (among other things) that certain activities could be performed most conveniently during the next revision. You assign these orders to one of the revisions, which is managed in the system.

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Lesson: Working with Revisions

Figure 12: Assignment of Orders

You can assign maintenance orders, apart from a number of other objects, to WBS elements. you have to assign maintenance orders manually to Network activities. You can assign maintenance orders automatically to WBS elements. Hint: If you want to assign maintenance orders automatically to network actvities, you have to use the Maintenance Event Builder (MEB).

Figure 13: Maintenance Event Builder

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The Maintenance Event Builder (MEB) provides an intuitive, easy-to-use way to manage the planning of maintenance revisions that represent individual work packages. The MEB can help you review maintenance notifications, assign notifications to revisions, generate Plant Maintenance or Customer Service orders from the task lists in the notifications, and assign the work. You can view outstanding work requirements, due dates, work orders, and other maintenance planning information. MEB can also help you examine your resource situation. MEB supports the planner by creating work packages that include outstanding maintenance requirements for upcoming maintenance events. A maintenance event can represent a heavy maintenance event or a line maintenance event. Once you have set up the work package, you can generate required work orders for technicians. For larger maintenance operations when a project is needed, you can assign the revision to a project network or WBS element. This assignment enables the automatic assignment of orders generated for this revision to the project structure using the PM/PS reference element (Assigning Maintenance Orders to Projects). This way, the maintenance orders are sequenced based on the project plan (Maintenance Planning With the Maintenance Event Builder). This functionality of the MEB can also be used for shutdown/turnaround projects.

Figure 14: Cost Integration Using Assignment

You can assign networks, Controlling internal orders, and maintenance orders to WBS elements. There are numerous integration aspects between these objects regarding costs, scheduling and capacity planning.

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Lesson: Working with Revisions

You use operative indicators to define the characteristics of a WBS element, and to specify what tasks the WBS element will assume while the project is being executed: • • •

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WBS elements for which you want to plan costs are flagged as planning elements. WBS elements to which you want to post actual costs are flagged as account assignment elements. WBS elements for which you want to plan or post revenues are flagged as billing elements.

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Lesson: Working with Revisions

Exercise 2: Working with Revisions Exercise Objectives After completing this exercise, you will be able to: • Create a revision • Assign PM orders to a revision • Assign PM orders to network activities

Business Example You can use revisions to efficiently handle PM orders involved in the turnaround project. The PM orders describing the detailed work involved in the turnaround project need to be linked to the project structure.

Task: A number of maintenance orders are to be created by means of scheduling a maintenance plan. Subsequently these orders have to be assigned to a revision as well as to the respective network activities of the project. 1.

Find your maintenance plan. Use Maintenance Plan Text as selection criteria and enter *Gr.##*. Open your maintenance plan and enter today's date as the start date (tab Maintenance Plan Scheduling Parameters). Then save and schedule the maintenance plan.

2.

Create revision Z00000## to group PM orders in order to handle them easily and efficiently. Field

Entry

Plant

1000

Revision

Z00000##

Description

Shutdown / Turnaround Power Boiler Gr.##

Revision start date

Start date of project

Revision start time

08:00:00

Revision end date

End date of project

Revision end time

19:00:00

Hint: Only one revision can be created at a time, so groups will need to take turns. Please be patient. Continued on next page

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3.

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Assign the revision Z00000## to your PM orders via order list. Use the following selection criteria: Field

Entry

Order Status

Outstanding, In process

Period

Today´s date until today´s date in two year´s time

Description

Shutdown*Gr.##

4.

Show the result of the revision assignment in the order header of one of your orders.

5.

Assign PM orders to network activities. Use therefore Order Assignment to Project with Transaction Code: ADPMPS. Select PM orders using Revision number Z00000##. Select project according to project definition K.100## . Hint: You might have to choose a DB profile e.g. 000000000001 Adjust layout for PM orders and project, if necessary Assign PM orders to network activities by drag&drop according to Short text. Hint: TC: ADPMPS is part of Aerospace & Defense. To retrofit into a standard system, see SAP note 939770.

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Lesson: Working with Revisions

Solution 2: Working with Revisions Task: A number of maintenance orders are to be created by means of scheduling a maintenance plan. Subsequently these orders have to be assigned to a revision as well as to the respective network activities of the project. 1.

Find your maintenance plan. Use Maintenance Plan Text as selection criteria and enter *Gr.##*. Open your maintenance plan and enter today's date as the start date (tab Maintenance Plan Scheduling Parameters). Then save and schedule the maintenance plan. a)

Choose Logistics → Plant Maintenance → Preventive Maintenance → Maintenance Planning → Maintenance Plans → List Editing → Change. Enter *Gr.##* into field MaintPlan Text and press execute. Open maintenance plan and enter today's date as the start date into tab Maintenance Plan Scheduling Parameters. Save maintenance plan. From list editing choose Maintenance Plan → Schedule. This will start your maintenance plan an create a maintenance order for every maintenance item.

2.

Create revision Z00000## to group PM orders in order to handle them easily and efficiently. Field

Entry

Plant

1000

Revision

Z00000##

Description

Shutdown / Turnaround Power Boiler Gr.##

Revision start date

Start date of project

Continued on next page

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Field

Entry

Revision start time

08:00:00

Revision end date

End date of project

Revision end time

19:00:00

Hint: Only one revision can be created at a time, so groups will need to take turns. Please be patient. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Environment → Revisions (OIOB). Click the New Entries button on the toolbar, enter the data in the table above, and save.

3.

Assign the revision Z00000## to your PM orders via order list. Use the following selection criteria: Field

Entry

Order Status

Outstanding, In process

Period

Today´s date until today´s date in two year´s time

Description

Shutdown*Gr.##

a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Order List → Change (IW38) and enter the selection criteria above. Press Button Select all and assign orders to revision Z00000## using Order –> Revision –> Assign Revision.

4.

Show the result of the revision assignment in the order header of one of your orders. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Change (IW32), enter the order number of one your orders (selection criteria see above). and press Enter. In subscreen Dates you can see the revision number as well as dates changed, due to the revision assignment.

5.

Assign PM orders to network activities. Use therefore Order Assignment to Project with Transaction Code: ADPMPS. Select PM orders using Revision number Z00000##. Continued on next page

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Lesson: Working with Revisions

Select project according to project definition K.100## . Hint: You might have to choose a DB profile e.g. 000000000001 Adjust layout for PM orders and project, if necessary Assign PM orders to network activities by drag&drop according to Short text. Hint: TC: ADPMPS is part of Aerospace & Defense. To retrofit into a standard system, see SAP note 939770. a)

Assign PM orders to network activities. Use therefore Order Assignment to Project with Transaction Code ADPMPS. Select PM orders using Revision number Z00000##. You might have to adjust the period (To Date to end date of project) and click button Execute. Select project according to project definition K.100## (delete order number, if necessary) and click Execute. Hint: You might have to choose a DB profile e.g. 000000000001 Adjust layout for PM orders and project, if necessary e.g. bring field Description to the top. Choose therefore the buttons Select layout ... → Change Layout Assign PM orders to network activities by drag&drop according to description. Select one of the PM orders so that the complete line is highlighted >> drag the selected order to the relevant network activity. When saving your settings, there might be a Pop-Up regarding the assignment to WBS elements >> confirm pressing button Yes. Hint: When selecting the order make sure the complete line of the order is highlighted. If there are any problems assigning the orders, you can display the log choosing Log ... → Display Log.

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Lesson Summary You should now be able to: • Display PM orders • Assign orders to revisions • Assign orders to projects

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Unit Summary

Unit Summary You should now be able to: • Create a Project System turnaround project plan • Display PM orders • Assign orders to revisions • Assign orders to projects

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Unit Summary

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Unit 3 Planning and Budgeting Unit Overview This unit describes how to plan costs, materials, capacities for your Shutdown / Turnaround Project. It also explains how to assign budgets to a project.

Unit Objectives After completing this unit, you will be able to: • • • • • • • • •

Plan costs, materials, and capacities using WBS and maintenance orders Perform a preliminary material availability check Name different methods for planning project costs and revenues Explain how to plan costs using Easy Cost Planning for a work breakdown structure Explain the concept behind network costing Perform rollup of planned costs Name the budgeting functions in Project System Create a project budget Analyze budgets in the Project Information System

Unit Contents Lesson: Planning WBS and PM Orders ...................................... 42 Exercise 3: Planning WBS and PM Orders .............................. 53 Lesson: Project Budget ......................................................... 59 Exercise 4: Project Budget ................................................. 67

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Lesson: Planning WBS and PM Orders Lesson Overview This lessons shows how to carry out the different planning steps required by using work breakdown structures and maintenance orders.

Lesson Objectives After completing this lesson, you will be able to: • •

Plan costs, materials, and capacities using WBS and maintenance orders Perform a preliminary material availability check

Business Example You need to plan costs, materials, and capacities for your turnaround project. You can plan on the rough cut basis using work breakdown structures, as well as planning on a detailed level using PM orders. You will need to identify reports that can be used to track these quantities during the project.

Planning WBS Elements and Maintenance Orders

Figure 15: Aspects of Planning

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Lesson: Planning WBS and PM Orders

During the planning phase, various planning options using work breakdown structures, networks, activities, and maintenance orders can be combined. The planning tasks to be performed can be summarized as follows: • • • •

Dates must be set Resources have to be made available Plan material consumption Plan funds consumption

Figure 16: Maintenance Options

The work breakdown structure (WBS) shows the individual elements of a project in a hierarchical structure. It is the functional basis for further planning steps in a project, for example, for process planning, cost planning, scheduling, capacity planning or costing, and project control. It gives you a clear picture of the project and facilitates the coordination and implementation of the project from a management point of view. Maintenance orders form an important part of the detailed planning of tasks and their accompanying documentation in Plant Maintenance. You can use an maintenance orders to: • • • •

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Plan tasks in detail with regard to type, scope, dates, and resources Monitor the execution of tasks Define rules for account assignment, settlement, and budgets Enter, assign and settle the costs that arise from tasks

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Figure 17: Elements of a Maintenance Order

The header data contains information that serves to identify and manage the maintenance order. It is valid for the entire maintenance order – for example, the number, description and type of order, scheduled dates for order execution, priority of tasks, creator, last person who changed the order, and so on. The object list contains the objects to be processed (functional locations, equipment, assemblies, serial numbers) and is implemented if the same activity must be performed at multiple objects of the same type. The order operation describes the tasks that should be performed for the maintenance order and who performs them with what guidelines. The material list (component list) contains spare parts, which are required and used when the maintenance order is executed. Production resources/tools (PRTs) (for example, tools, protective clothing, trucks) are required to execute the maintenance order, but are not used up. The data in the settlement rule provides information on who should bear the costs. It is proposed from the master record for the reference object and can be changed when the first settlement rule is maintained for the order. The costs view tells you how much the estimated, plan, and actual costs are in the value categories for this order. There is a technical view and a Controlling view available.

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Lesson: Planning WBS and PM Orders

Figure 18: Operations in Maintenance Orders

You must enter work data for an activity so that the system can plan capacities for a project and calculate costs for activities. You need to specify the amount of work involved and the work center that is to perform the work. Work is the output to be provided by machines or personnel in order to complete an activity. A work center is the place where an activity is carried out or work output is produced. Work centers contain data for costing activities. Work centers also contain the scheduling and capacity data necessary for scheduling and capacity planning. You can determine work center capacities for the activities. If necessary, you can use the project planning board or the capacity planning tables to level capacities. You can also distribute the work among employees (workforce planning). Generally speaking, when you confirm activities, you "consume" (reduce) capacity requirements, and enter actual dates and actual costs.

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Figure 19: Processing an External Service

External services can be processed in three different ways: • • •

Individual purchase order for sporadic requirements External firm work center for regular requirements Service item with individual purchase order and service specifications and subsequent service entry

The external assignment is triggered by the control key in the maintenance order or the work center of the operation. The control key determines the type of external service assignment: • • •

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PM01: The external assignment is processed using an internal order with an external work center. PM02: The external assignment is processed using a purchase requisition and a standard individual normal purchase order. PM03: The external assignment is processed using an external operation with service specifications and subsequent service entry.

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Lesson: Planning WBS and PM Orders

Figure 20: Planning of Stock Material: Process Flow

You can plan materials, which are required to execute the task, for each operation in the maintenance order. The materials can be bill of material components for the reference object or freely assigned materials. The materials that you plan for the maintenance order will be reserved in the warehouse, if they are kept in stock. You can set the reservation time in your system using the Customizing function. In Customizing, it is decided for each order type whether the system should make the material reservation effective or generate the purchase requisition immediately or only when the order is released. An availability check can be called up when components are assigned in the order. An automatic availability check is performed when the order is released. The order can also be released if there is no availability. A material provision list and material withdrawal slips can be printed together with the order papers. Planned goods issues are entered with reference to the reservation (reservation number), unplanned goods issues with reference to the order number. The goods issues entered appear in the document flow of the order.

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Figure 21: Planning of Non-Stock Material: Process Flow

When components are assigned in the order, additional purchase information can be entered. Depending on the order type, the purchase requisitions are generated either when the order is saved or released. In purchasing, purchase orders are generated from purchase requisitions. The purchase order items are assigned to the maintenance order. Goods receipts are entered with reference to the purchase order after the order has been put in process. The account assignment of the purchase order to the order instigates the posting to the order. When goods receipts are entered, the maintenance order is debited with the purchase order value. When the invoice is received, any invoice differences are automatically credited to, or debited from the maintenance order. The goods receipts entered appear in the order's document flow.

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Lesson: Planning WBS and PM Orders

Figure 22: Select Maintenance Orders

You use the selection function for maintenance orders if you want to: • • • •

Change or display a particular maintenance order, whose number you do not know Change or display several maintenance orders that have certain features Obtain an overview of specific maintenance orders that have certain features Execute the same function for certain maintenance orders, for example, release, print, or complete them

If you have created a list that contains all the maintenance orders or order operations, you can process it using the following functions: • • • • • • • • • •

Resort the list Search for particular character sequences in the list Change field selection on the list Scroll and set scrolling columns Display graphic for frequency statistics Display schedule overview Mark list and list entries Perform order functions on the list Perform download for the list's order data Process list further with table calculations

The SAP List Viewer (similar to the notification list) is used to display the hit list selection.

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Figure 23: Availability Check for Stock Material

When you schedule stock materials to execute order operations, the system can check in a single step whether all the materials in the maintenance order are available in sufficient quantities. You use the availability check function for this. The system performs an availability check for all the materials that have been assigned to the maintenance order in its operations, in accordance with the system settings and entries in the material master records. The system informs you of the result in an online message. If there is a lack of availability, you can display an error log that contains detail data about the result of the check. When you release a maintenance order, the system performs an availability check for planned materials, depending on your Customizing settings. If this check reveals that certain planned materials are not available in sufficient quantities, you may or may not be able to release the maintenance order, depending on your system settings.

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Lesson: Planning WBS and PM Orders

Figure 24: Material Availability List

You can display information about the availability of materials, which have been planned for an order, in the material availability list. For non-stock items, the list enables you to see whether the date for the planned goods receipt (from a purchase requisition or purchase order) is sufficient to meet the earliest or latest start date for the operation. You can also see why it may not be possible to meet the deadline for a planned goods receipt. For items kept in stock, the quantity determined and confirmed by the material availability check is compared with the quantity required. Note: The data in the list is not simulation data used to determine the most favorable start date. The list displays valid material availability for the order that the system has determined based on valid data You can also flag individual order components as not relevant for planning. This means that no reservation or purchase requisition is generated from such a component. The availability list can be started within an order and from the list editing function for orders. If you call up the availability list from list editing, the hit list can be displayed at different summation levels (order level, orders with operations, orders with operations and material items).

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Lesson: Planning WBS and PM Orders

Exercise 3: Planning WBS and PM Orders Exercise Objectives After completing this exercise, you will be able to: • Plan costs, materials, and capacities using maintenance orders • Perform a preliminary material availability check

Business Example During the planning phase of your shutdown project, additional work needs to be planned. Create a new work order for the shutdown of the boiler and assign it to a network activity of the project. Perform a preliminary material availability check.

Task: Create a new work order for the shutdown of the boiler and assign it to the project as a sub-activity. 1.

The casing of Power Boiler 1 needs to be replaced. Create a new work order for equipment PB1-## using order type PM03 and priority High.

2.

Enter the following information on the Central Header screen: Description: Replace Casing Revision: Z00000## You will get the message “Revision dates copied for start/end dates”

3.

The work will be carried out internally by work center PF-##. Replace the performing work center of the operation with PF-## and assign 10 hrs of work.

4.

Assign 1 PC of material 100-100 from material BOM and explain the manual material availability check.

5.

Assign the order to Network activity 20 of the project.

6.

Perform preliminary material availability check for all orders of Revision number Z00000##.

7.

Display both PM orders assigned to network activity 20 of the project on the project planning board.

8.

Generate a relationship with type FS (Finish to Start) between the operation of the newly created PM work order and the last operation of the PM order already assigned to network activity 20. Create the relationships via the operation detail. Continued on next page

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9.

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Go to the order which was assigned to network activity 20 at first and generate the missing relationships. Display the new network structure.

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Lesson: Planning WBS and PM Orders

Solution 3: Planning WBS and PM Orders Task: Create a new work order for the shutdown of the boiler and assign it to the project as a sub-activity. 1.

The casing of Power Boiler 1 needs to be replaced. Create a new work order for equipment PB1-## using order type PM03 and priority High. a)

2.

Choose Logistics → Plant Maintenance → Maintenance Processing → Orders → Create (general).

Enter the following information on the Central Header screen: Description: Replace Casing Revision: Z00000## You will get the message “Revision dates copied for start/end dates” a)

Logistics → Plant Maintenance → Maintenance Processing → Orders → Change Enter data according to the description.

3.

The work will be carried out internally by work center PF-##. Replace the performing work center of the operation with PF-## and assign 10 hrs of work. a)

4.

On the Operations tab page, replace the performing work center, if necessary.

Assign 1 PC of material 100-100 from material BOM and explain the manual material availability check. a)

Choose SAP Menu → Logistics → Plant Maintenance → Maintenance Processing → Order → Change . Operations tab page, double click on the operation number. In the operation detail Components tab page: List button (=structure list) Bill of material: The system proposes the bill of material of material P-2000. Perform manual material availability clicking on the order header on button Material availability; overall.

Continued on next page

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5.

Assign the order to Network activity 20 of the project. a)

6.

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Go back to order header, choose tab Addit. Data and enter network activity 20 of your network (fields Number of superior network and Activity number replaced by sub-network and save your settings.

Perform preliminary material availability check for all orders of Revision number Z00000##. a)

Order selection: Choose SAP Menu → Logistics → Plant Maintenance → Maintenance Processing → Order → Order List → Change. Set the statuses Outstanding and In Process. Enter your revision number Z00000##. Delete the To-Date for the period and then press Execute. Select all orders and GoTo → List of Available Material. There are no missing parts for orders with a green traffic light symbol, that is, both stock and non-stock materials are available. Hint: Before the Availability list function can be used, at least one availability check must have been executed for the order.

7.

Display both PM orders assigned to network activity 20 of the project on the project planning board. a)

Open project K.100## in the project planning board. To do so, choose SAP Menu → Logistics → Project System → Project → Project Planning Board → Change Project and then choose Shutdown/Turnaround - Power Boiler Gr.## K.100## in the worklist (under Last Projects Processed). To show the network activities on the planning board, chooseSelect All and then choose Edit → Show/Hide → Show activity. Select Network activity 20 Power Boiler Shutdown: Repair Boiler 1; when you right-click on Maintenance orders, the assigned maintenance orders are displayed in the lower screen area.

8.

Generate a relationship with type FS (Finish to Start) between the operation of the newly created PM work order and the last operation of the PM order already assigned to network activity 20.

Continued on next page

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Lesson: Planning WBS and PM Orders

Create the relationships via the operation detail. a)

Choose SAP Menu → Logistics → Plant Maintenance → Maintenance Processing → Order → Change. Enter the order number of your newly created order and press Enter. Go to the operations list and double-click on operation 0010. Choose tab Relationships and enter the order number and operation number 70 Hint: You can select the order number e.g. using revision number Z00000## and descriptionShutdown: Repair Boiler 1 Gr.##

9.

Go to the order which was assigned to network activity 20 at first and generate the missing relationships. Display the new network structure. a)

Choose SAP Menu → Logistics → Plant Maintenance → Maintenance Processing → Order → Change. Enter the order number, press Enter and choose Order → Functions → Dates → Generate relationships Display the new network structure using Goto → Graphic → Network structure

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Lesson Summary You should now be able to: • Plan costs, materials, and capacities using WBS and maintenance orders • Perform a preliminary material availability check

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Lesson: Project Budget

Lesson: Project Budget Lesson Overview In this lesson, you will learn about different ways to plan costs for projects, in particular, how to assign budgets to a project (also on the basis of planned costs).

Lesson Objectives After completing this lesson, you will be able to: • • • • • • •

Name different methods for planning project costs and revenues Explain how to plan costs using Easy Cost Planning for a work breakdown structure Explain the concept behind network costing Perform rollup of planned costs Name the budgeting functions in Project System Create a project budget Analyze budgets in the Project Information System

Business Example Having estimated the costs as accurately as possible during the planning phase, you roll up the total costs of the turnaround project. You now want to prescribe the funds available for your project in the form of a budget. The budget is the device by which management approves the expected development of order costs over a given time frame.

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Cost Planning

Figure 25: Cost Planning in Projects

You can plan costs for a project in Project System (PS) using two different methods: • •

Manual cost planning in the work breakdown structure Cost planning using activities (network costing)

Manual planning in the WBS involves: •

• •

•

60

Overall planning: This is the most basic form of cost planning whereby the costs for each WBS element are entered. You can break down your figures by fiscal year if you wish. Detailed planning of primary costs and activity inputs: This type of planning is based on cost elements and periods. Unit costing: For each WBS element, you use a scheme for entering quantities (materials, internal activities, external activities, variable items, and so on). This type of planning is based on cost elements. Easy Cost Planning: Easy Cost Planning is a user-friendly method for carrying out cost-element-based cost planning by means of a quantity structure. You can then use Execution Services to enter commitment and actual data relating to the planned costs.

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Lesson: Project Budget

In addition to manual planning in the WBS, you can assign different types of orders (internal orders or maintenance orders, for example) to WBS elements that are flagged as account assignment elements. This assignment can then be used to display the planned costs of the orders for the project. You can also assign activities to WBS elements and plan costs using these activities. The benefit of this planning method is that it can be copied to a new project and, if parts of the project are moved, cost planning is moved automatically along with the activities. In addition, planning by means of network activities is cost element and period based.

Easy Cost Planning

Figure 26: Easy Cost Planning

Easy Cost Planning is a user-friendly tool that enables you to plan costs for WBS elements. You can access Easy Cost Planning for projects from the Project Builder. Choose a WBS element from the structure and then create costing items for this WBS element. Cost planning by means of Easy Cost Planning is cost-element-based. The cost planning periods are determined from the basic start date of the WBS element. To enter costing items, you can also use planning forms. When you do this, characteristics (work in hours, for example) are valuated (with 100, for example). The characteristic values from the planning form are linked to quantities, values, or actions in the costing items. Once you have transferred the values, the costing items appear under the relevant WBS elements in the structure. Easy Cost Planning can be used as a simple preliminary costing for projects. The pre-planned costs are then replaced, for example, by a quantity structure of networks/activities. You can also use Easy Cost Planning to create plan data for

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the project execution phase. In this case, you can then use Execution Services to enter commitment and actual costs for the planned costs. In Customizing, you define the plan version in which values planned by Easy Cost Planning are stored.

Network Costing When you plan dates and resources in network activities, the system automatically determines the corresponding planned costs as part of network costing.

Figure 27: Network Costing

Planned costs are determined for the following objects: • • • •

Activity inputs for internally processed activities (internal activity) Primary costs for externally processed activities and service activities (external service) Primary costs for general costs activities Primary costs for material components

Activity elements are costed as if they were activities.

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Lesson: Project Budget

Cost Planning and Budgeting The budget is the approved cost framework for a project. It differs from the cost plan in that it is binding. Whereas you must estimate your project costs as accurately as possible during project cost planning, it is in the approval phase that funds are actually allocated in the form of a budget.

Figure 28: Cost Planning and Budgeting

Cost planning is normally carried out before project budgeting and forms the basis for proposing and approving the budget. Once the planning phase is complete, the project is approved and budgeted (assigned an original budget) by a decision-making committee (management, for example). The project manager then distributes the budget to the individual WBS elements at subordinate levels according to the top-down principle. Since PS supports detailed planning of project costs, some or all of the values defined in planning will most likely be adopted as the budget.

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Budgeting Functions: Overview

Figure 29: Budgeting Overview

The above figure shows the different budget management functions available in Project System. You can use the Maintain Original Budget transaction to allocate funds for a project or part of a project. In the budget profile, you can specify whether funds should be assigned as overall values or distributed by year. Different budgeting views are available for displaying different values and checking the consistency of a budget: •

•

•

You can use the Distributed/Distributable views to check the distribution of the budget throughout the project structure. The budgets within the project must be distributed consistently, that is, the budget of a WBS element must be greater than or equal to the budgets of the lower-level WBS elements assigned directly to it. Use the Cumulative/Remaining views to check the distribution of the budget over fiscal years. The total budget of each WBS element must be greater than or equal to the total of the annual values. The planned total is derived from cost planning, and can be transferred to budgeting in this view.

You can prevent users from maintaining the overall budget for a project by assigning appropriate user statuses. If you lock (freeze) the original budget in this way, you can only change it by defining supplements, returns, and transfers

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(referred to collectively as budget updates). You can use the budget release function to make funds available at various points within a fiscal year. You can use the budget carryforward function to transfer any funds not used up in the previous fiscal year to the budget of the new fiscal year.

Assigned Funds and Availability Control When a project is being executed, various centers use the available funds. Commitments are created and actual costs are incurred. Together with the costs of apportioned orders, both these forms of fund commitments result in what are referred to as assigned funds. The funds overview can be regarded as a passive availability control, although Project System also provides an active availability control. During the availability control, the corresponding assigned funds are calculated and checked against the budget. If certain tolerance thresholds are breached (shortfall in budget or budget exceeded), this can trigger various system reactions (a warning or an error message, for example). In Customizing for the tolerance limits, you can specify which reaction should be triggered and when. Once activated, availability control is run for each subsequent posting in the project.

Figure 30: Assigned Funds and Availability Control

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During availability control: • • •

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The budget-bearing WBS elements (called controlling elements) are determined. The corresponding assigned funds are determined. The assigned funds are checked against the budgets of the controlling elements. The assigned funds can be found in the budget-bearing WBS element itself and in the lower-level assignable WBS elements (account assignment elements).

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Lesson: Project Budget

Exercise 4: Project Budget Exercise Objectives After completing this exercise, you will be able to: • Perform rollup of planned costs • Distribute the original budget to WBS elements • Analyze budgets in the Project Information System

Business Example Having estimated the costs as accurately as possible during the planning phase, the costs are rolled up to the total costs of the turnaround project. You now want to prescribe the funds available for your project in the form of a budget.

Task: Display the rolled up costs for your project, assign a budget to the project, and analyze the situation in the Project Information System. 1.

Use the hierarchy report Plan/Actual/Commitment/Rem.Plan/Assigned, which is based on the planned costs, in the Project Information System to analyze the updated costs for your project K.100##. Expand the data according to value categories and period/year. Then exit the report.

2.

In the Project System menu, distribute the original budget for the WBS elements in project K.100##. When you do this, use 110 % of the planned costs for the budget (function: Copy View). Define a document text (Original Budget Gr.##) and save the budget.

3.

Analyze the original budget for project K.100## in the information system of Project System. To do so, use the budget-based report Budget/Actual/Commitment/Rem.Plan/Assigned. From the report, call up the screen displaying the line items for the project budget values. Adjust the layout of the line item report in such a way that the document number, document date, and text of the report are also displayed. Then return to the SAP menu.

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Solution 4: Project Budget Task: Display the rolled up costs for your project, assign a budget to the project, and analyze the situation in the Project Information System. 1.

Use the hierarchy report Plan/Actual/Commitment/Rem.Plan/Assigned, which is based on the planned costs, in the Project Information System to analyze the updated costs for your project K.100##. Expand the data according to value categories and period/year. Then exit the report. a)

To start the hierarchy report, choose Project System → Information System → Financials → Costs → Plan-Based → Hierarchical → Plan/Actual/Commitment/Rem.Plan/Assigned. Enter project K.100## in the selection screen and choose Execute . The planned costs are displayed sorted according to the individual WBS elements. To analyze the individual activities, expand the structure in the report. To carry out an analysis according to value categories, choose Value Category on the left in the navigation panel. To expand the display according to periods, choose Period/Year in the navigation panel. To exit the report, choose Back and confirm the dialog box with Yes.

Continued on next page

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2.

In the Project System menu, distribute the original budget for the WBS elements in project K.100##. When you do this, use 110 % of the planned costs for the budget (function: Copy View). Define a document text (Original Budget Gr.##) and save the budget. a)

To distribute the original budget in the Project System, choose SAP Menu → Accounting → Project System → Financials → Budgeting → Original Budget → Change. Enter project K.100## in the Project Definition field and choose Original Budget. Hint: In the table area, you can maintain budget values for the individual WBS elements in the entry column on the left. The columns on the right show different views (distributed budget or planned costs). You can define the fiscal year for the budget distribution in the Period field above the table area. Choose the current fiscal year in the Period field. To copy the planned costs of all WBS elements as the original budget, select all WBS elements by choosing Select All . Then select the Planned Total column by clicking the column header once. Then choose Edit → Copy View, change in the dialog box the proposed percentage to 110 % and choose Enter . The corresponding values are displayed in the Budget column. If necessary, call up the overview of the next fiscal year and copy the values in the Planned Values view to the Budget column in the same way.

3.

Analyze the original budget for project K.100## in the information system of Project System. To do so, use the budget-based report Budget/Actual/Commitment/Rem.Plan/Assigned.

Continued on next page

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From the report, call up the screen displaying the line items for the project budget values. Adjust the layout of the line item report in such a way that the document number, document date, and text of the report are also displayed. Then return to the SAP menu. a)

To execute the report, choose Project System → Information System → Financials → Costs → Budget-Related → Budget/Actual/Commitment/Rem.Plan/Assigned. Enter project K.100## in the Project field and choose Execute to start the report. The system displays the original budget for the various WBS elements at level 1 and 2 in your project. Actual costs, commitment costs, and other assigned values have not been generated for your project.

b)

To branch to the line item report, select the column with the budget values by clicking the column header Budget Overall once, and then choose Goto → Line Items. Adjust the layout of the line item display by choosing Change Layout.... Under Column Set in the dialog box, select the Document Number row and copy it to the list of columns by choosing Show Selected Fields . To copy the Document Date and Text fields to the list of columns, proceed in the same way. Then choose Enter to confirm your selection. The system displays the additional columns. To return to the SAP menu, choose Back twice, and confirm the dialog boxes with Yes.

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Lesson Summary You should now be able to: • Name different methods for planning project costs and revenues • Explain how to plan costs using Easy Cost Planning for a work breakdown structure • Explain the concept behind network costing • Perform rollup of planned costs • Name the budgeting functions in Project System • Create a project budget • Analyze budgets in the Project Information System

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Unit Summary

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Unit Summary You should now be able to: • Plan costs, materials, and capacities using WBS and maintenance orders • Perform a preliminary material availability check • Name different methods for planning project costs and revenues • Explain how to plan costs using Easy Cost Planning for a work breakdown structure • Explain the concept behind network costing • Perform rollup of planned costs • Name the budgeting functions in Project System • Create a project budget • Analyze budgets in the Project Information System

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Unit 4 Scheduling and Capacity Planning Unit Overview This unit describes how to maintain work center capacities and work center hierarchies. Furthermore, it explains how to schedule WBS elements, networks and Maintenance Orders within your Shutdown / Turnaround Project. Finally, it explains how to evaluate and level capacities.

Unit Objectives After completing this unit, you will be able to: • • • • • • • • • • • •

Describe maintenance work centers and their function Maintain work center capacity Display work center hierarchies Schedule the entire project Perform overall network scheduling Establish links between orders Schedule orders from the project planning board Evaluate floats of activities and operations Evaluate capacities by work center Evaluate capacities by project Level capacities using the graphical planning board and the tabular planning board Maintain relevant customizing settings regarding capacity planning

Unit Contents Lesson: Work Center Capacity................................................. 74 Exercise 5: Work Center Capacity ........................................ 85 Lesson: Scheduling a Project, Network and Orders ........................ 88 Exercise 6: Scheduling a Project, Network and Orders ................ 99 Lesson: Evaluating and Leveling Capacities ................................107 Exercise 7: Evaluating and Leveling Capacities .......................131

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Lesson: Work Center Capacity Lesson Overview This lesson explains how to maintain work center capacities. We will also discuss how to work with work center hierarchies and use them in a shutdown/turnaround project.

Lesson Objectives After completing this lesson, you will be able to: • • •

Describe maintenance work centers and their function Maintain work center capacity Display work center hierarchies

Business Example The available capacities for your turnaround project need to be maintained in the system. You therefore want to use work centers. The capacities will be used for capacity evaluation as well as for capacity leveling.

Work Center Capacity Before you can schedule the project, the network, and orders – as well as checking, evaluating, and leveling capacities – you need to maintain the work center capacity.

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Figure 31: Internal Processing

Internally processed activities are used as a basis for planning work carried out within the company. You must enter work data for an activity so that the system can plan capacities for a project and calculate costs for activities. You need to specify the amount of work involved and the work center that is to perform the work. Work is the output to be provided by personnel (or machines) in order to complete an activity. A work center is the place where an activity is carried out or work output is produced. Work centers contain data for costing activities. Work centers also contain the scheduling and capacity data required for scheduling and capacity planning. You can determine how much of the work center capacity is used for the activities (in the project planning board, for example). If necessary, you can use the project planning board or graphical/tabular capacity planning table to level capacities. You can also distribute the work among employees. When you confirm activities during the project execution phase, you consume capacity requirements and enter actual dates and costs.

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Figure 32: Maintenance Work Centers

A work center is an organizational unit where work can be carried out, for example: • • • •

Machine Group of machines Person Group of people

In Plant Maintenance, a work centers is used as: • • • • • •

Responsible work center in the master record of the equipment and functional location Responsible work center in a maintenance item Responsible work center in the header of a task list Executing work center in the operations of a task list Responsible employee in the order header Executing work center in the operations of an order

Work centers belong to the master data and provide the capacity required to perform a task.

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Figure 33: Work Center: Functions

The work center has several functions. Costing: You can use costing to determine the costs of an internal activity by a product unit. The goal of costing is to assign to the various cost objects the costs that were incurred by them. If the work center is used in an operation, the link to the cost center provides activity types for valuating the operation. Scheduling: You can use scheduling to determine the dates when operations should be performed. For this, the time required for the operations must be calculated and compared with the time available in the work center. The standard values and quantities in the operations are used as the basis for this calculation. During scheduling, the start and end dates for the operations are calculated from this data using formulas, which have been entered for scheduling in the work centers. Capacity planning: The capacity requirements for the operations in the orders are determined and compared with the available capacity defined in the work center. During capacity planning, you can use work center hierarchies to aggregate (at higher-level work centers) the available capacity and capacity requirements of lower-level work centers.

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Figure 34: Work Center Data

The basic data contains general data such as work center category, description, responsibility, and usage. Work center links provide the connection between work centers and other objects within the SAP system. You can link a work center to objects: • • • •

With a cost center With qualifications With positions With people

The links are valid for certain periods of time.

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Figure 35: Capacity Assignments

Consider the following issues when maintaining capacities at work centers: • • • • • • • • •

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You can assign as many capacities as you like to a work center. Capacity categories serve to identify capacities of the same kind. A capacity category can only be allocated once per work center. You can maintain a separate available capacity for each capacity category. If a capacity is allocated to several work centers, it is a pooled capacity. A pooled capacity must be maintained separately before it is allocated to a work center. To calculate capacity requirements, formulas must be allocated in the capacity overview. To simplify maintaining capacities, you can set up a default capacity in Customizing. The capacity available in each capacity category can have a different unit of measure.

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Figure 36: Qualifications: Objectives

You can assign positions, qualifications, persons, and individual capacities to a capacity. The possible assignments depend on the capacity category. You can only maintain links to persons, qualifications, and positions if mySAP ERP Human Capital Management has been implemented. These assignments can also be made to the work center header. Assigning individual capacities to a capacity allows you to carry out more detailed planning within capacity planning. This assignment allows you to divide up the capacities, for example, into individual machines for which available capacities can also be maintained. Linking persons with the capacity allows you to specify individual employees who are selected to work at this capacity. The assigned persons must already exist in the human resources system. Assigning a qualification to a capacity guarantees that a person with the appropriate qualifications will be selected to work at this capacity. You specify which qualifications are required for someone to work at the capacity. If the capacity is assigned to a requirements profile, the qualification is determined by the requirements profile.

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Figure 37: Maintaining and Assigning a Factory Calendar

Capacities at work centers only have available capacity on work days. To calculate the available capacity, a factory calendar must be maintained that clearly defines the work days. Factory calendars are maintained in Customizing and can be assigned to a plant or to any particular capacity if it is different from that of the plant.

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Figure 38: Working Time Data in the Resource

The basic work time (start of work until end of work) at a work center is reduced by break times and organizational disruptions. The work time minus the break times is stored in the work center as the operating time per shift. Technical and organizational disruptions are reflected in the efficiency rate.

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Figure 39: Available Capacity in the Work Center

An interval of available capacity has a temporal validity. By adding an interval for a particular period (date from/to), the standard available capacity for this period is overwritten by a second interval. If this second interval is deleted again, the following interval is brought forward to the date of the interval that was deleted. Shift sequences and shift definitions can be used to maintain available capacity in detail for every capacity category, but only by using intervals of available capacity. Shift sequences and shift definitions can be created and selected for specific parts of Customizing using the Grouping key. In a shift sequence you can define work start, work finish, and break times for all work centers. In shift sequences the specific sequence of shift definitions is maintained for all work centers. You can automatically change available capacities that have shift definitions by changing the shift definition. The tables used for the management of shift sequences, shift definitions, and work break schedules are also used in HR. Breaks are represented using work break schedules and are used in shift definitions. Theshift grouping argument is used to distinguish between table entries for the applications PP and HR. The groupings 51 .... 99 have been defined for PP. You can maintain the available capacity in various ways. You can interrupt the validity of the available capacity (standard available capacity) by using an interval of available capacity with a limited validity period. You can maintain intervals of available capacity using shift sequences.

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Figure 40: Work Center Hierarchy

You can place work centers in work center hierarchies. You can have as many work center hierarchies as you wish. Work center hierarchies serve to cumulate available capacities and capacity requirements in capacity planning. A work center can be assigned to several hierarchies. In the figure above, technicians are assigned to a hierarchy called Engineering and to a hierarchy called Maintenance.

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Exercise 5: Work Center Capacity Exercise Objectives After completing this exercise, you will be able to: • Describe maintenance work centers and their function • Maintain work center capacity • Display work center hierarchies

Business Example The available capacities for your turnaround project need to be maintained in the system. You therefore want to use work centers.

Task: Display a work center and a work center hierarchy focussing on the capacity-related information. 1.

The information used to determine the availability of capacity is maintained in the work center master record. Display capacity data of your maintenance work center, PF-##, in plant 1000.

2.

Display the capacity header screen.

3.

You want to look at the capacity situation of groups of maintenance work centers instead of the capacity situation of individual maintenance work centers. To achieve this, you can create work center hierarchies. Display the already created work center hierarchy PB-##.

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Solution 5: Work Center Capacity Task: Display a work center and a work center hierarchy focussing on the capacity-related information. 1.

The information used to determine the availability of capacity is maintained in the work center master record. Display capacity data of your maintenance work center, PF-##, in plant 1000.

2.

a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Environment → Work Centers → Work Center → Display.

b)

Enter work center PF-## and plant 1000.

c)

Choose Capacities.

Display the capacity header screen. a)

Choose the Capacity header data button at the bottom of the screen (you may have to scroll down). This is where you can maintain your work center’s capacity, including working time, duration of breaks, capacity utilization, and version. You can display intervals and shifts by choosing the Intervals and Shifts button.

3.

You want to look at the capacity situation of groups of maintenance work centers instead of the capacity situation of individual maintenance work centers. To achieve this, you can create work center hierarchies. Display the already created work center hierarchy PB-##.

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a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Environment → Work Centers → Work Center hierarchy → Display.

b)

Enter plant 1000 and work center hierarchy PB-##.

c)

Choose the Graphic button.

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Lesson: Work Center Capacity

Lesson Summary You should now be able to: • Describe maintenance work centers and their function • Maintain work center capacity • Display work center hierarchies

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Lesson: Scheduling a Project, Network and Orders Lesson Overview This lesson explains how to schedule WBS elements, networks, and maintenance orders within your shutdown/turnaround project. The project planning board is particularly useful for planning and evaluating dates.

Lesson Objectives After completing this lesson, you will be able to: • • • • •

Schedule the entire project Perform overall network scheduling Establish links between orders Schedule orders from the project planning board Evaluate floats of activities and operations

Business Example You need to schedule your project as well as the assigned PM orders to plan and alter dates. The duration of phases within a project, as well as those of maintenance operations, influences the schedule, float times, and critical paths. You want to investigate the various possibilities for checking and changing dates of all stages of a project.

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Date Planning

Figure 41: Dates Involved in a Project

You need to define different dates at every level of the project (project definition, network, activities, and activity elements). You can adjust these dates in the project hierarchy using either top-down or bottom-up planning. The following types of dates are available in the system, and occur at all levels: • • • • • •

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Basic dates are defined manually, and are often binding for lower-level objects. Activities can be fixed by means of time constraints. Scheduled dates (or earliest and latest dates for activities) are determined automatically when network activities are scheduled. Scheduled dates are determined for WBS elements by summarizing the scheduling data of the corresponding activities. In the realization phase of the project, actual dates are set by entering actual dates for WBS elements, or by confirming activities. Forecast dates are a means of storing a specific scheduling scenario for information purposes.

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Figure 42: Project Planning Board: Objects

The project planning board is a tool in Project System (PS) that enables you to process the entire project structure (WBS elements, activities, and the different objects assigned to them in an integrated environment). The project planning board is based on an interactive SAP Gantt chart. The Gantt chart comprises a table and diagram area, and shows not only the hierarchical structure of your project but also the corresponding situation with regard to dates. You can configure the project planning board in such a way that it only displays what you need. You can use the project planning board to create and edit the project definition, WBS elements, activities, relationships, milestones, material components, documents, and PS texts. The project planning board is particularly useful for planning dates and resources (work or external processing), as well as determining and planning costs using activities.

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Figure 43: Project Planning Board: Integration

In addition to the scheduling overview, you can display the following project overviews: •

• • •

Capacity overview: The system displays the work centers along with their capacity load utilization for the activities selected. Green bars indicate that capacity is still available, while red bars indicate that the available capacity has been exceeded. Materials overview: The system displays the components (and the corresponding requirements dates) assigned to the activities selected. Cost/revenue overview: The system displays the development of the costs/revenues for the WBS elements or activities selected. Maintenance orders: In a further sub-screen, the system displays the maintenance orders that have been assigned to an activity.

From the project planning board (and the Project Builder), you can call up the hierarchy graphic for WBS elements or the network graphic for activities, where you can then work interactively.

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Figure 44: Project Profile and Parameters for WBS Scheduling

The project profile contains default values and other control parameters, such as the planning method for dates and costs. The data that you enter in the project profile will be copied into a project in its project definition, or in the WBS elements, which can later be overwritten. The parameters for WBS scheduling are stored in the project profile and contain the following control parameters: • • • • • •

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The scheduling type Whether the dates are automatically recalculated when you save Whether the error log is displayed automatically when errors are discovered in scheduling The number of days in the past the start date can be Whether basic dates are to be adjusted if the network dates are shifted The maximum reduction level for the reduction

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Lesson: Scheduling a Project, Network and Orders

Figure 45: Scheduling Scenarios

Since SAP R/3 4.6, you have the option of using predefined scheduling scenarios. Depending on the transaction from which you trigger the scheduling, you use either the Parameters for WBS Scheduling table or Scheduling Parameters for the Network Type. Caution: The scheduling result depends on the transaction from which you start the scheduling.

Figure 46: Bottom-Up Scenario

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In projects with networks, you can use network scheduling to derive the dates of activities and WBS elements automatically. Using the project planning board, you can select WBS elements and schedule the activities assigned to them. The scheduling parameters determine how the activities are scheduled. Networks are always scheduled forward and backward. The scheduling type determines the direction in which scheduling is carried out. The system determines the earliest dates of the activities by means of forward scheduling, and the latest dates by means of backward scheduling. The differences between the earliest and latest dates of an activity are referred to as floats. If these are less than or equal to zero, the activity is termed “critical.” The dates of the assigned activities are summarized to give the scheduled dates of the WBS elements (thin time bars in the project planning board). The dates scheduled in the WBS structure can be copied to the basic dates of the WBS elements for the purpose of extrapolating them up the project hierarchy.

Figure 47: Top-Down Scenario

In work breakdown structures with networks, you can plan basic dates for the WBS elements in order to specify that a certain part of the project must be completed within a fixed time period. You can set the scheduling parameters to stipulate that activities be scheduled within these time constraints: deselect the "Network scheduling" and "Adjust basic dates" indicators.

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Figure 48: Relationships and Generation in PM Orders

Relationships determine the chronological sequence of the individual activities in a network (or standard network). You can enter additional data in the detail screen for the relationship (a time interval, for example). To create relationships in the graphic, go into connect mode and select the activity from which you want to maintain the relationship and drag the line to the activity that is to form the other end of the relationship. The system connects the two activities with a line and writes in the type of relationship. The diagram above illustrates how to move from activity to activity to preserve the different types of relationship. For example: • • • •

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The activity "Assembly" starts when the activity "Production" has finished. The activity "Purchasing" starts when the activity "Engineering" starts. The activity "Work scheduling" finishes when the activity "Design" has finished. The activity "Start-up" finishes when the activity "Acceptance" starts.

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Figure 49: Network Graphic

All of the functions you need to create a network are available in the network graphic (the function for inserting activities or relationships, for example). You can access the network graphic from various functions in Project System (the Project Builder, project planning board, or the information system, for example). The cycle analysis is a function that you can perform only in the network graphic. A cycle is a closed sequence of relationships and activities ("closed" means that when you start out from an activity, you end up at the same activity via the relationships). If the activity-relationship-activity path is cyclical, you will not be able to schedule the network. The cycle analysis is a tool that enables you to detect cyclical relationships, and correct them.

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Figure 50: WBS / Overall Network Scheduling

You can schedule individual networks (network scheduling). You can schedule all networks that are connected by means of relationships (scheduling of the overall network). You can also trigger network scheduling starting from WBS elements (WBS scheduling). The activity data, relationships between the activities, and date restrictions form the basis for determining dates (scheduling) automatically.

Figure 51: Scheduling PM Orders with PS

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You can schedule maintenance orders from Project System. In the "Project Scheduling" and "Overall Network Scheduling" transactions, you can specify whether networks are scheduled together with the maintenance orders that have been assigned as subnetworks. During scheduling of networks together with maintenance/service orders, the system first only schedules the networks. The dates determined for the activities are then copied to the headers of the maintenance and service orders, which are then scheduled with these outline dates.

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Exercise 6: Scheduling a Project, Network and Orders Exercise Objectives After completing this exercise, you will be able to: • Schedule the entire project • Perform overall network scheduling • Schedule orders from the project planning board • Display float in the Project Information System

Business Example You need to schedule your project, as well as the assigned PM orders, to plan and alter dates. The duration of phases within a project and those of maintenance operations influence the schedule and float times. You want to investigate the variousways to check and change dates at all stages of a project.

Task: Use the project planning board, which is particularly useful for planning and evaluating dates. 1.

Schedule the overall project K.100## including the network and maintenance orders. Save your scheduling results.

2.

Overall Network Scheduling determines the earliest and latest start and finish dates for carrying out activities in the network and calculates the required capacity requirements as well as the slack time or “floats.” Schedule maintenance orders as sub-activities of the network assigned to your project K.100##.

3.

Schedule the WBS elements, the network and the assigned maintenance orders of your Shutdown Project K.100## with the Project Planning Board Enter project K.10000 and use Planning Board Profile ZPS000000001 (Shutdown/Turnaround). Do not set flag with activities and press Enter. Use the predefined Top-down scenario. Save your scheduling results.

4.

When carrying out scheduling within the planning board, you got an entry in the scheduling log due to the PM order which you had assigned in lesson Planning of WBS and PM orders. Analyze the situation by checking this PM order and schedule it. Continued on next page

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5.

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Due to the additional PM order the duration of the above network activity 20 needs to be adjusted. Go back to Project Planning Board and display WBS elements, network activities and PM orders of your project K.100##. Extend the duration of network activity 20 so that you do not get any more scheduling log entries when carrying out scheduling with 1 Bottom-up scenario (pre-defined).

6.

Display possible floats of the network activities of your project K.100## Optional: Adjust your project in the planning board, so that there is no negative float, but also as little positive float as possible.

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Lesson: Scheduling a Project, Network and Orders

Solution 6: Scheduling a Project, Network and Orders Task: Use the project planning board, which is particularly useful for planning and evaluating dates. 1.

Schedule the overall project K.100## including the network and maintenance orders. Save your scheduling results. a)

Choose Logistics → Project System → Dates → Project Scheduling. On the Project Scheduling Initial Screen enter Project K.100## and press Enter or click on the Basic dates button. Select the scheduling parameter Networks and maintenance/service orders and click on the Execute button. The system results with the message Scheduling carried out if the project has no problem. If not, you will get the message Scheduling carried out (see log). Hint: To view the scheduling log, select Extras → Logs → Scheduling. Save your scheduling results by pressing Save.

2.

Overall Network Scheduling determines the earliest and latest start and finish dates for carrying out activities in the network and calculates the required capacity requirements as well as the slack time or “floats.”

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Schedule maintenance orders as sub-activities of the network assigned to your project K.100##. a)

Choose Logistics → Project System → Dates → Overall Network Scheduling. On the Change: Network: Scheduling of the Overall Network screen, enter the number of the network assigned to your project. Press Enter or click on Basic Dates button. Select the scheduling parameter Networks and maintenance/service orders . Delete default Basic finish date and leave it blank. Click on the Execute button. The system results with the message Scheduling carried out if the project has no problem. If not, you will get the message Scheduling carried out (see log) Hint: To view the scheduling log, select Extras → Logs → Scheduling Save your scheduling results by pressing Save.

3.

Schedule the WBS elements, the network and the assigned maintenance orders of your Shutdown Project K.100## with the Project Planning Board Enter project K.10000 and use Planning Board Profile ZPS000000001 (Shutdown/Turnaround). Do not set flag with activities and press Enter. Use the predefined Top-down scenario.

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Lesson: Scheduling a Project, Network and Orders

Save your scheduling results. a)

Open project K.100## in the project planning board. To do so, choose SAP Menu → Logistics → Project System → Project → Project Planning Board → Change Project and then choose Shutdown/Turnaround - Power Boiler Gr.## K.100## in the worklist (under Last Projects Processed. Once in the Project Planning Board, press button Options ... or choose Settings –> Options. Select option 2 Top-down scenario (pre-defined) and press Copy. If necessary press Select all and display network activities using Edit –> Show/Hide –> Show acitivity. Press again Select All and press Schedule. The system results with the message “Scheduling carried out” if the project has no problem” If not, you will get the message “Scheduling carried out (see log)” Hint: The system has only scheduled WBS elements and the network. Therefore should be no entry in the Scheduling log.

b)

If you have still selected all network activities and you press the button Maintenance Orders, you can see PM orders assigned to the network activities. Press the new displayed button Select all to mark all assigned PM orders. Right-click and select Schedule assigned orders. All assigned orders will be scheduled. The system will result in a message “Scheduling carried out”. If a log exists view scheduling log by clicking on “Log” button (second from right—second row of icons). If the project has no problems you will get message “No log exists”. Otherwise, log screen will automatically appear and tell you which order has a problem. Hint: There should be an entry for the PM order which has been assigned in lesson Planning of WBS and PM orders.

c)

Save your scheduling results by pressing Save. Click No when system asks Do you want to save user specific data

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When carrying out scheduling within the planning board, you got an entry in the scheduling log due to the PM order which you had assigned in lesson Planning of WBS and PM orders. Analyze the situation by checking this PM order and schedule it. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Change. Enter the order number you created in Planning of WBS and PM orders, press Enter and click on button Show further scheduling data. Press Schedule >> The system results with the message “Scheduling carried out” if the project has no problem” If not, you will get the message “Scheduling carried out (see log)”. If necessary display the log Goto –> Logs –> Scheduling and analyze the situation.

5.

Due to the additional PM order the duration of the above network activity 20 needs to be adjusted. Go back to Project Planning Board and display WBS elements, network activities and PM orders of your project K.100##. Extend the duration of network activity 20 so that you do not get any more scheduling log entries when carrying out scheduling with 1 Bottom-up scenario (pre-defined). a)

Open project K.100## in the project planning board. To do so, choose SAP Menu → Logistics → Project System → Project → Project Planning Board → Change Project and then choose Shutdown/Turnaround - Power Boiler Gr.## K.100## in the worklist (under Last Projects Processed. Once in the Project Planning Board press Select all and display network activities using Edit → Show/Hide → Show acitivity (only if network activities are not already displayed). Double-Click on network activity 20, to the tab Dates and enter constraint 2 Cannot finish before e.g., 2 work days after the scheduled finish date of the PM order. Press button Options ... or choose Settings → Options. Select option 1 Bottom-up scenario (pre-defined) and press Copy. Press again Select All and click on Schedule. The system results with the message “Scheduling carried out” Schedule again all PM orders assigned to the project from the planning board (see above). The Scheduling Log should also contain no more entries.

6.

Display possible floats of the network activities of your project K.100## Continued on next page

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Lesson: Scheduling a Project, Network and Orders

Optional: Adjust your project in the planning board, so that there is no negative float, but also as little positive float as possible. a)

Choose Logistics → Project Systems → Information System → Structures → Individual Overviews → Activities enter project K.100## and change DB profile to 000000000001, if necessary and execute (F8). Press Select Layout .. and Change Layout ..., so that the fields free float and Total float will be displayed. Sort the free float of the project in descending order –> positive float Sort the total float of the project in ascending order –> negative float

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Lesson Summary You should now be able to: • Schedule the entire project • Perform overall network scheduling • Establish links between orders • Schedule orders from the project planning board • Evaluate floats of activities and operations

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Lesson: Evaluating and Leveling Capacities

Lesson: Evaluating and Leveling Capacities Lesson Overview This lessons explains how to use capacity evaluation and capacity leveling for shutdown/turnaround projects. It also explains major Customizing settings for capacity planning.

Lesson Objectives After completing this lesson, you will be able to: • • • •

Evaluate capacities by work center Evaluate capacities by project Level capacities using the graphical planning board and the tabular planning board Maintain relevant customizing settings regarding capacity planning

Business Example You need to evaluate capacities by work center and project. It is crucial to identify overloaded capacities. You also want to check where you can optimize the capacity situation. If necessary, you wish to level capacities. The various steps of capacity planning for a shutdown/turnaround can be summarized as follows: • • • • • •

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Use capacity evaluation as a rough-cut tool Adjust size and schedule of crews Review operation estimates and dependencies Assess scheduling window to acquire float Deallocate (Un-dispatch) in order to reschedule or see float Determine business value of leveling

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Elements of Capacity Planning

Figure 52: Capacity Planning Elements

The available capacity represents the capacity available for maintenance at a work center or resource. It indicates which activity produces a capacity each day. A capacity is always assigned to at least one work center. The available capacity is defined by the start and finish of work, the duration of the breaks, the capacity utilization, and the number of machines or persons. Scheduling the sequence of operations determines the times for capacity requirements. Capacity requirements show how much capacity the individual orders need at a certain point in time. Capacity requirements are determined during lead time scheduling. The system calculates capacity requirements using formulas from the work center and dates and quantities for production from the order. In capacity evaluation, these requirements can be compared with the available capacity. It provides an overview of the load and requirements for production. Capacity leveling enables you to achieve optimal planning and an optimal load. In capacity levelling, orders can be moved out in time to avoid overloading. This way it is possible to leverage the suitable resources or to plan optimal scheduling with sort criteria. Capacity reduction occurs when operations are confirmed or order quantities reduced or deleted.

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Lesson: Evaluating and Leveling Capacities

Scheduling Types Scheduling types (forward or backward) are assigned to the appropriate order types as default values. Today scheduling is automatically triggered for orders with a start date in the past. Midpoint scheduling is used in capacity planning and automatically executed for orders with dispatched operations Finite scheduling takes into account the available capacity at the individual work centers. With the scheduling type Only capacity requirements, the dates of the operations are drawn from the basic dates and the capacity requirements are calculated for these dates.

Figure 53: Lead-Time Scheduling: Finite Scheduling

Lead time scheduling uses an unlimited available capacity to determine the dates for the capacity requirements. In contrast to lead time scheduling where the system does not take into account the load situation of the relevant work centers, finite scheduling schedules the operations taking into account the current load situation generated by operations dispatched to work centers.

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Figure 54: Finite Scheduling

When dispatching operations using finite scheduling, the system takes into account the current capacity loads of the work center capacities. In finite scheduling only those capacities are taken into account for which the indicator Relevant to finite scheduling has been set. By not setting this indicator, a capacity with sufficient available capacity can be excluded from finite scheduling. Conflicts that arise between the operation dispatched and other operations in the order that have been dispatched and/or with the order itself do not lead to an automatic correction of dispatching. For every operation to be dispatched, the system checks whether there is remaining available capacity for it within the date range determined (between earliest start and latest finish). If the operation has suboperations relevant to scheduling then the system also looks for available capacity for these. Sub-operations cannot be dispatched directly. If there is sufficient available capacity then the system dispatches the operation. If there is not sufficient capacity then the system shifts the operation to a date (up to the latest start date) to determine if it can be processed without any capacity problems. You can specify the search direction in the strategy profile using the Planning direction forwards indicator. The period for the search for remaining available capacity is specified in the time profile in the Planning period section.

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Lesson: Evaluating and Leveling Capacities

Figure 55: Types of Display

Capacity planning uses several types of display, including evaluation lists, block diagrams, bar charts, line graphs, and Gantt charts. You can also carry out simulations with the planning tables.

Capacity Evaluation In the capacity evaluations, the capacity requirements are compared to the available capacity. Capacity evaluation has to perform the following: • • •

Determination of available capacity Determination of capacity requirement Comparison of available capacity to capacity requirement Hint: Capacity evaluation does NOT change any order dates

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Figure 56: Procedure in Capacity Evaluation

Capacity evaluations are basically accessed using two menu options: • •

The Work center view accesses evaluations for loads, orders, released orders, order in backlog or overloads. The Variable menu allows you to access evaluations using profiles created for your specific needs.

When accessing the capacity evaluation the settings are pulled from the overall profile. This overall profile can be one provided by SAP or a user-specific profile. To access the evaluation via the work center you can use standard profiles and user-specific profiles. You can change display using the menu option Settings. You can use the Selection menu to increase or restrict the selection criteria for the capacity evaluation.

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Lesson: Evaluating and Leveling Capacities

Figure 57: Selection and Display Parameters

The selection and display parameters can be predefined in profiles. They can, however, be changed in the menu settings. You can only update the reading time section via Customizing. To display the evaluations, you can choose between the following period displays: • • • • •

Month Week Day Factory calendar day Posting period

You use the period duration to define the number of days or weeks for a period.

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Figure 58: Detailed Capacity List and its Functions

In the detailed capacity list, the orders and their operations are listed by period depending on the work center selected. They may be sorted, for example, by order number, date, and priority. From this list you can make changes to the work center, the capacity, and the order. You can call up additional information on the material and the stock/requirements situation. You can predefine the display using the list profile and change it using the Settings menu.

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Lesson: Evaluating and Leveling Capacities

Figure 59: Overall Profile

The Overall profile contains the names of four subprofiles: • • • •

The Selection profile contains the names of the sets used to generate the selection screens and the initial screen. The List profile defines the layout of the detailed capacity list and the variable overview. The Graphics profile defines the layout of the graphics. In the Options profile, the default parameters are set for the type of display, the display period, the distribution, and branches in change or display mode.

The order set, the capacity category set, and the work center set are used for the extended selection. It is important to distinguish between basic sets that always refer to one criterion and multidimension sets that group together any number of basic sets.

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Figure 60: User Parameters: Capacity Evaluation

An overall profile can be accessed with the user parameters CY1 to CY7 individually for every user (TC: SU3).

Capacity Leveling Dispatching operations is the main function in capacity planning. Operations are dispatched to fix them at a time when there is sufficient capacity for them to be executed. Depending on whether finite scheduling is to take place, operations can be dispatched based on an unlimited available capacity or existing available capacity. The existing available capacity is equal to the difference between the available capacity maintained in the work center and the capacity requirements already dispatched. If necessary, you can specify a different work center when dispatching.

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Lesson: Evaluating and Leveling Capacities

Figure 61: Capacity Leveling Measures

There are several ways to achieve the objectives listed in the figure above: •

• • •

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Adjust the available capacity by increasing the standard available capacity for the relevant capacity category or increase the available capacity by inserting an interval of available capacity. Determine an alternative work center with remaining available capacity, for example, by calling up the planning table using a work center hierarchy. Find a period with sufficient remaining available capacity by dispatching using finite scheduling or manually on the planning table. Form optimal sequences to reduce setup times.

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Figure 62: Capacity Leveling Interfaces

The capacity planning module offers two interfaces. You can choose between the tabular capacity planning table and graphical capacity planning table. The main capacity planning module and its various views. Additionally you can choose between various views: • •

•

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Work center view: You limit the selection for specific work centers. Work centers and capacities are displayed in the planning tables. Individual capacity view: You limit the selection for specific work centers. You can dispatch operations both to work centers/capacities and to the corresponding individual capacities. Order view: You limit the selection for specific orders. All the work centers and capacities affected are displayed for one or more orders.

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PLM322

Lesson: Evaluating and Leveling Capacities

Figure 63: Capacity Planning Table

The capacity planning table enables you to carry out detailed planning of capacity requirements continuously over time. The capacity planning table consists of several charts in which the available capacity (operating time) and the capacity requirements (operation duration) are grouped according to various criteria and can be displayed on the same axis. For example, all the capacity requirements for one order or all the capacity requirements dispatched to one capacity can be grouped together. Each chart can have its own title bar and is made up of a table section and a diagram section. The table section contains information to identify and describe objects displayed in the diagram section. The diagram section has a window on the virtual time axis in which the available capacity and the capacity requirements are displayed in graphical form with the start and finish dates. This window displays the same section for all charts. This section can be changed as required by altering the scale.

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Figure 64: Dispatching Procedure

The basic procedure for dispatching operations in capacity leveling is as follows: 1. 2. 3. 4. 5. 6. 7.

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The user specifies the dispatch date of the operation, or it is determined by scheduling. If there are several operations to be dispatched, a dispatching sequence is specified. The system carries out checks for the dates to which operations are to be dispatched and the work center to which operations are to be dispatched Finite scheduling is carried out. The operation check is carried out. The status "dispatched" is set for the operation. The system carries out midpoint scheduling.

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PLM322

Lesson: Evaluating and Leveling Capacities

Figure 65: Dispatching Operations

Dispatching operations is the main function of capacity leveling. Operations are dispatched to the time when there is sufficient capacity for them to be executed. You can choose between automatic or manual dispatching of orders to times with remaining available capacity. Depending on whether finite scheduling is to be carried out, operations can be dispatched based on unlimited available capacity or existing available capacity. Existing available capacity is calculated as the difference between the available capacity maintained in the capacity and the requirements already dispatched. You can specify another work center when dispatching operations, if necessary. If you set the Finite scheduling indicator in the strategy profile, the system searches for remaining available capacity according to the planning direction starting from the dispatching date that either you or the system determines. The operations that were dispatched are given the status “dispatched.” If an operation has the status “dispatched,” the capacity requirements for this operation are shown as having been dispatched as well. The operation cannot easily be moved during scheduling once an order has been changed. Orders with dispatched operations are scheduled using midpoint scheduling.

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Figure 66: Types of Dispatching

This above figure shows the four possible ways of determining the dispatching date. The third method distinguishes between internally processed operations (plant maintenance and networks) and operations that are subdivided into operation segments (production order), such as internally-processed operations corresponding to the strategies: • •

Earliest / latest start date Depending on distribution operations with operation segments, always with the latest start date for the operation

In the first method you can also change the date, time, and work center. The fourth method of dispatching is only possible on the capacity planning table (graphical) If operations are not to be automatically dispatched on the planning table (tabular form), then you should set the Date entry indicator on dispatching in the strategy profile. In this case, a dialog box is displayed for entering the time for the Dispatch function.

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Lesson: Evaluating and Leveling Capacities

Figure 67: Distribution of Capacity Requirements

Capacity requirements are saved for each operation (order) and capacity category on the database. For display purposes, the capacity requirements can be split up as you like using distribution functions. Capacity requirements are only used for the display per period. Orders only determine the duration and capacity requirements of operations. The distribution takes place using a distribution key for every capacity category. The distribution strategy defines the dates, type, and basis of a distribution. The distribution function consists of a series of basic values, each of which contains a percentage time value and a percentage requirements value.

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Figure 68: Capacity Reduction

Capacity requirements are reduced or deleted by order confirmation, by setting the status to “Lock” or “Technically complete,” or by setting the Deletion indicator. The following confirmations lead to a change in the capacity requirements: • •

Confirming quantities Confirming to another work center

If an operation has been finally confirmed, the requirements no longer appear in the capacity evaluation or on the tabular version of the planning table. The operation is no longer displayed on the graphical version of the planning table. However, this does not affect the display of the following operations.

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Lesson: Evaluating and Leveling Capacities

Figure 69: Rescheduling/Deallocating

You can reschedule operations, as well as deallocate them. In order to perform capacity leveling, you need to first adjust the Customizing settings.

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Figure 70: Capacity Leveling: Overall Profile

When you call up capacity leveling and capacity evaluations, all the necessary settings are taken from an overall profile. This overall profile can be one provided by SAP or a user-specific profile. For capacity leveling, the relevant overall profiles are tied to a menu option, but you can access them using the appropriate user parameters. If an overall profile is called up for a capacity planning table, the profile for the capacity planning table (tabular form) and the period profile are not needed. If an overall profile has been called up for a capacity planning table (tabular form), the profile for the capacity planning table is not needed.

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Lesson: Evaluating and Leveling Capacities

Figure 71: Structure of a Profile (Leveling)

You specify all the settings for capacity leveling in an Overall profile for capacity leveling. An overall profile for capacity leveling comprises several subprofiles. You define overall profiles and subprofiles in Customizing for capacity leveling and in the extended evaluation. In the Control profile you make the settings for controlling capacity leveling and the extended evaluation e.g. type of presentation and the layout of the data. In the Evaluation profile you specify various settings for the display per period of capacity requirements and available capacity. In the Strategy profile you make settings to control the dispatching of operations In the Time profile you define the date for dispatching the backlog and the periods for capacity leveling and for the extended evaluation. You define time periods in Customizing for capacity leveling and the extended evaluation. The List profile groups together the settings for the list display in capacity planning In the Capacity planning table profile you enter the settings for the graphical capacity planning table. In the Period profile you specify the period split for the periodic evaluation of capacity requirements and available capacities, for example for the capacity planning table (tabular form) for capacity leveling or for the extended evaluation. In the Tabular Capacity planning table profile you make settings relevant to the structure and layout of the data on the capacity planning table (tabular form).

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The Selection profile contains information necessary to select, filter and group data for capacity leveling or the extended evaluation. In the selection profile you can assign the following parameters: •

Filter set: Set that defines the selection criteria on the filter screen for capacity leveling or for the extended evaluation. On the filter screen you restrict the selection of objects that you have made on the initial screen according to the seletion criteria in the object set.

•

Object set: Set defining the selection criteria on the initial screen for capacity leveling or for the extended evaluation. Using the selection criteria on the initial screen you select the objects for capacity leveling or the extended evaluation for which you want to see the capacity requirements.

•

Requirements grouping: A requirements group groups together capacity requirements and is defined using a multidimension set that contains one or more basic sets. For capacity leveling you must assign every requirements group for a requirements grouping to the chart in the planning table in which it is to be displayed, for example the dispatched capacity requirements to the work centers in chart 1.

•

Selection key: You need the selection key if you want to select operations or highlight them in color on the capacity planning table online according to specific selection criteria.

Figure 72: Check Report / Overall Profile

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Lesson: Evaluating and Leveling Capacities

The overall profile can be a standard profile provided by SAP or a user-specific profile, and consists of a series of individual profiles. Since Customizing for the overall profile for capacity leveling is very complex, errors frequently arise when changes are made or new profiles created. The check report is a simple tool that analyzes an overall profile for errors. The check report lists the profiles in the overall profile on the screen. The system highlights profiles with errors. When you double-click on a selected profile, the profile hierarchy is exploded and possible errors displayed. The long text for the error message specifies how to remove the error and refers to the relevant transactions in Customizing. You can call up the check report with transaction CMCH or in the capacity planning table by choosing Settings → Display profiles. By calling up the check report with the transaction CMCH and choosing Edit → Assign colors ,you can highlight errors in objects affected (for example, missing parts in the ATP check).

Figure 73: Sequencing

You define the dispatching sequence for the selected operations using the Sequencing key in the Dispatching sequence field. The operations must either have the same start dates or the Dispatch at earliest start date indicator must be set in the strategy profile.

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Once sequencing and dispatching have taken place, the setup standard values are only reduced if the relevant strategy is set in the strategy profile. You can also use other sort criteria by assigning sequence numbers in the order header (planned order and production order). Hint: The following checklist summarizes the final steps of the capacity planning phase: 1. 2. 3. 4. 5. 6. 7.

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Verify that all approved turnaround work orders are linked to network activities. Assess capacity load for all turnaround crews for all orders. Assess capacity load for project WBS, all crews. Identify and address overload, as appropriate. Level capacity load for project orders to turnaround crews. Identify and address overload, as appropriate. Review final schedule.

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PLM322

Lesson: Evaluating and Leveling Capacities

Exercise 7: Evaluating and Leveling Capacities Exercise Objectives After completing this exercise, you will be able to: • Evaluate capacities by work center • Evaluate capacities by project • Level capacities using the graphical planning board and the tabular planning board • Maintain relevant Customizing settings regarding capacity planning

Business Example You need to evaluate capacities by work center and project. It is crucial to identify and level overloaded capacities. After capacity leveling is executed the dates need to be rolled up to reschedule the project.

Task: On your shutdown project K.100##, check that your plan is feasible and no work centers are overloaded. An overloaded work center will cause the work to be delayed and may cause missed project time lines. 1.

You can specify the person/group of people responsible for planning capacities. Define a new capacity planner group T## with description Turnaround Gr.## for your project K.100##.

2.

Assign capacity planner group T## to the following work centers: PF-##, TW-##, PBHH-## ,and PB-##. To achieve the situation of a capacity overload, change the number of individual capacities of work center PF-## to 1.

3.

Check the capacity load for your maintenance work centers using capacity Planner Group T## and plant 1000 as selection criteria and press Enter. Hint: Periods with capacity overload are marked as red entries. You can change the periods Settings → General ....

4.

You can also check the capacity load for individual selected work centers of your project. Display the capacity load for work centers PF-## and TW-##. Check the capacity situation for both work centers for the periods of an capacity overload. Continued on next page

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In order to resolve the situation of capacity overload, you decide to adjust the number of individual capacities for the interval of capacity overload for work centers PF-## and TW-##. Adjust the number of capacities so that there is no more capacity overload. Check capacity load again.

6.

You can define overall profiles for capacity evaluation in Customizing. Evaluate the capacity situation of your project K.100## using the already defined overall profile ZSAPX911. Which work centers are assigned in customizing for selection? How can you evaluate the capacity situation for these work centers?

7.

Optional: Which selection profile is assigned in theoverall profile ZSAPX911 for capacity evaluation?

8.

In order to check the capacity load for your project, use the capacity evaluation report for the variable work center view. Use overall profile ZAPPISPRPS and enter your top WBS element K.100##.01. Use the standard overview to check the capacity load.

9.

Level the capacity and dispatch the work orders using the planning table (tabular form). Choose overall profile SAPSFCG002 Use the following selection criteria: plant 1000, Capacity category 002 and Capacity planner group T##. Leave the transaction without saving your settings.

10. Level the capacity and dispatch the work orders using the planning table (graphical form). Choose the overall profile ZAPPMG003 Enter work center PF-## and TW-## (use multiple selection) for plant 1000 and filter by your revision number Z00000##. Dispatch all your work orders and save your settings. 11. You want to create a newoverall profile for capacity leveling that is similar to overall profile SAPSFCG002. Therefore you want to copy the overall profile and all subordinate profiles to profile Z##SFCG002. How do you proceed? 12. Optional: Is it possible to display the availability (requirements) of (for) work center hierarchies in the planning table for capacity leveling?

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Lesson: Evaluating and Leveling Capacities

Solution 7: Evaluating and Leveling Capacities Task: On your shutdown project K.100##, check that your plan is feasible and no work centers are overloaded. An overloaded work center will cause the work to be delayed and may cause missed project time lines. 1.

2.

You can specify the person/group of people responsible for planning capacities. Define a new capacity planner group T## with description Turnaround Gr.## for your project K.100##. a)

Choose IMG → Production→ Capacity Requirements Planning → Master Data → Capacity Data → Set up capacity planner.

b)

Choose New Entries and enter capacity planner group T## with description Turnaround Gr.##.

Assign capacity planner group T## to the following work centers: PF-##, TW-##, PBHH-## ,and PB-##. To achieve the situation of a capacity overload, change the number of individual capacities of work center PF-## to 1. a)

Choose Logistics → Plant Maintenance → Management of Technical Objects → Environment → Work Centers → Work Center → Change. Enter work center PF-## and plant 1000. Choose the Capacities button. Double-click on Capacity Category 002 and change capacity planner group to T##. Change the number of individual capacities from 3 to 1.

3.

Check the capacity load for your maintenance work centers using capacity Planner Group T## and plant 1000 as selection criteria and press Enter. Hint: Periods with capacity overload are marked as red entries. You can change the periods Settings → General .... a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Capacity Requirements Planning →Evaluation → Work Center View → Load. Use the capacity Planner Group T## and plant 1000 as selection criteria and press Enter.

4.

You can also check the capacity load for individual selected work centers of your project. Display the capacity load for work centers PF-## and TW-##. Continued on next page

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Check the capacity situation for both work centers for the periods of an capacity overload. a)

Start capacity evaluation report again (TC: CM01). Select all the work centers on your project Planning → Selection → Work Center.. Enter *## in the work center field and click the button Select indv wrk cntr. Select work centers PF-## and TW-## and click Standard Overview to check the capacity load. Focus on the beginning and end of the period with capacity overload. Select any period of work center PF-## and choose Evironment → Work Center from the menu. Click on the tab Capacities and double-click the capacity header 002 for the Labor capacity. Use the same procedure for work center TW-##. Hint: You can also check whether there are any shifts or intervals assigned using button Intervals and shifts. When scrolling down the list, you can see that the standard available capacity is valid since the 01.01.1996.

5.

In order to resolve the situation of capacity overload, you decide to adjust the number of individual capacities for the interval of capacity overload for work centers PF-## and TW-##. Adjust the number of capacities so that there is no more capacity overload. Check capacity load again. a)

Enter transaction code IR02 and resolve the capacity overload of work center PF-## by adding a second (and, if necessary, third) pipe fitter for the overload period using an interval of capacity. On the capacity header, click Intervals and button Insert to add a new interval. Enter the beginning of the overload period using the valid from date and the end of the overload period using the valid to date. Under Default shift values extend the number of individual capacities according to the current capacity overload (rising the number of capacities to 3 should be sufficient).

b) 6.

Check the new capacity situation (TC: CM01).

You can define overall profiles for capacity evaluation in Customizing. Evaluate the capacity situation of your project K.100## using the already defined overall profile ZSAPX911. Which work centers are assigned in customizing for selection? Continued on next page

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How can you evaluate the capacity situation for these work centers? a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Capacity Requirements Planning → Evaluation → Variable. Choose the overall profile ZSAPX911 from the list and click Continue. Enter Plant 1000. Delete all other entries on this screen and choose Planning → Selection → Work center.... When you click on Selection List you can see the work centers PF-00 and TW-00 assigned in Customizing. Clicking on Standard Overview you can see the capacity load for both work centers (if there are any)

7.

Optional: Which selection profile is assigned in theoverall profile ZSAPX911 for capacity evaluation? a)

Display overall profile ZSAPX911. Choose IMG → Production → Capacity Requirements Planning → Evaluation → Profiles → Define overall profile. >> selection profile ZSAPA010

8.

In order to check the capacity load for your project, use the capacity evaluation report for the variable work center view. Use overall profile ZAPPISPRPS and enter your top WBS element K.100##.01. Use the standard overview to check the capacity load. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Capacity Requirements Planning → Evaluation → Variable. Choose the overall profile ZAPPISPRPS from the list and click Continue. Enter WBS element K.100##.01 and click the Standard Overview button.

9.

Level the capacity and dispatch the work orders using the planning table (tabular form). Choose overall profile SAPSFCG002 Use the following selection criteria: plant 1000, Capacity category 002 and Capacity planner group T##.

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Leave the transaction without saving your settings. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Capacity Requirements Planning → Leveling → Variable. Choose the overall profile SAPSFCG002 from the drop-down list. Enter plant 1000 and capacity planner group T## and click continue. Choose Edit → Capacity requirements → Select all from the menu to select all your work orders. Click the dispatch button. If everything is alright you get the system message Dispatching carried out succesfully. If not all selected operations are dispatched, you receive a message in the status bar. Leave the transaction without saving.

10. Level the capacity and dispatch the work orders using the planning table (graphical form). Choose the overall profile ZAPPMG003 Enter work center PF-## and TW-## (use multiple selection) for plant 1000 and filter by your revision number Z00000##. Dispatch all your work orders and save your settings. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Capacity Requirements Planning → Leveling → Variable. Choose the overall profile ZAPPMG003 from the drop-down list and click Continue. Enter work center PF-## and TW-## (use multiple selection) for plant 1000 and filter by your revision number Z00000##. Choose the Filter button and then the Continue button. Dispatch all your work orders. Select one operation of a PM order and choose Edit→ Select→ Chart from the menu to select all your work orders. Hint: You might get a dialog box stating, “You are trying to use a function for a mixed selection.” Choose Graphics objs. Click the dispatch button. If not all selected operations are dispatched, you will received a message in the status bar stating, “You should look in the planning log.” Save your settings. Continued on next page

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11. You want to create a newoverall profile for capacity leveling that is similar to overall profile SAPSFCG002. Therefore you want to copy the overall profile and all subordinate profiles to profile Z##SFCG002. How do you proceed? a)

Define new overall profile Z##SFCG002 by copying overall profile SAPSFCG002. Choose IMG → Production → Capacity Requirements Planning → Capacity leveling and extended evaluation → Define overall profile . Double-click on profile SAPSFCG002 and click on button Check. Click on button Copy overall profile to copy the overall profile and all subordinate profiles to Z##SFCG002 and leave the transaction.

12. Optional: Is it possible to display the availability (requirements) of (for) work center hierarchies in the planning table for capacity leveling? a)

It is possible to display both. You have to adjust the Selection profile and the Evaluation profile of the overall profile.

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Lesson Summary You should now be able to: • Evaluate capacities by work center • Evaluate capacities by project • Level capacities using the graphical planning board and the tabular planning board • Maintain relevant customizing settings regarding capacity planning

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Unit Summary

Unit Summary You should now be able to: • Describe maintenance work centers and their function • Maintain work center capacity • Display work center hierarchies • Schedule the entire project • Perform overall network scheduling • Establish links between orders • Schedule orders from the project planning board • Evaluate floats of activities and operations • Evaluate capacities by work center • Evaluate capacities by project • Level capacities using the graphical planning board and the tabular planning board • Maintain relevant customizing settings regarding capacity planning

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Unit Summary

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Unit 5 Approve and Release Schedule Unit Overview This unit describes how to release all relevant objects for the Shutdown / Turnaround Project. Additionally, it explains how to create a project version to document the current state of the project before execution.

Unit Objectives After completing this unit, you will be able to: • • •

Release a turnaround project Release PM orders Create a project version

Unit Contents Lesson: Approving and Releasing Project and Plant Maintenance Orders ............................................................................142 Exercise 8: Approving and Releasing Project and Plant Maintenance Orders ........................................................................145 Lesson: Baseline Project Version.............................................148 Exercise 9: Baseline Project Version ....................................151

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Lesson: Approving and Releasing Project and Plant Maintenance Orders Lesson Overview This lesson explains how to release the project and the assigned PM orders once the budget for the turnaround project is approved.

Lesson Objectives After completing this lesson, you will be able to: • •

Release a turnaround project Release PM orders

Business Example Once the budget for the turnaround project has been approved, you need to release the turnaround project and the PM orders to prepare for the execution phase.

Project Release The project planning board provides the following project overviews: • • • • • • •

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Scheduling overview Capacity overview Materials overview Cost/revenue overview Maintenance orders Hierarchy graphic for WBS elements Network graphic for activities

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Lesson: Approving and Releasing Project and Plant Maintenance Orders

Figure 74: Project Planning Board: Integration

Before work can begin on the project and confirmations of time and material posted, the project objects must be released. Actual costs can be posted to a project once the WBS elements have been released. To do this, you can use the project planning board. System status Released (REL) is passed from a WBS element to subordinate WBS elements as well as network headers and activities. As a result, you do not have to release the whole project at once, but can release it successively. System status Released (REL) allows you to assign actual costs and revenues to WBS elements and is therefore essential for the execution phase.

PM Order Release Before work can begin on work orders and confirmations of time and material posted, the work orders must be released. Actual costs can be posted to a work order once it has been released.

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Figure 75: Release Orders Using Order List

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Lesson: Approving and Releasing Project and Plant Maintenance Orders

Exercise 8: Approving and Releasing Project and Plant Maintenance Orders Exercise Objectives After completing this exercise, you will be able to: • Release a turnaround project • Release PM orders

Business Example Before work can begin on the project and confirmations of time and material can be posted, the project objects must be released. Actual costs can be posted to a project once the WBS elements have been released.

Task 1: Release a turnaround project using the project planing board. 1.

Use the project planning board to release the WBS elements and the assigned network of your project, K.100##, using planning board profile ZPS000000001

Task 2: Release PM Orders

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1.

Release all orders involved in your turnaround project using the PM order list. for maintenance orders enter the following on the selection screen and execute the report Enter Revision Number and Clear All Defaulted Data.

2.

Check if all orders on the list have been released by reviewing the system status column on the Order List report.

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Solution 8: Approving and Releasing Project and Plant Maintenance Orders Task 1: Release a turnaround project using the project planing board. 1.

Use the project planning board to release the WBS elements and the assigned network of your project, K.100##, using planning board profile ZPS000000001 a)

Choose Logistics → Project System → Project → Project Planning Board → Change Project (TC: CJ2B). Double-click on your project K.100## using planning board Pprofile ZPS000000001 (Shutdown/Turnaround). Select Top-WBS element K.100##.01 and choose Edit → Status → Release. Save your data. Hint: The status is inherited to all subordinate WBS elements, networks and network acitivities.

Task 2: Release PM Orders 1.

Release all orders involved in your turnaround project using the PM order list. for maintenance orders enter the following on the selection screen and execute the report Enter Revision Number and Clear All Defaulted Data. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Order List → Change (TC: IW38). Use order status Outstanding Orders as selection critieria. Remove all default dates enter your revision number Z00000## and press Execute. Press Select all and Release Order. Hint: Remember that the material and the capacity situation can influence the order release depending on your Customizing Settings

2.

Check if all orders on the list have been released by reviewing the system status column on the Order List report. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Order List → Change (TC: IW38). Press button Current ... to add field System status.

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Lesson Summary You should now be able to: • Release a turnaround project • Release PM orders

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Lesson: Baseline Project Version Lesson Overview This lesson explain how to create and use project versions.

Lesson Objectives After completing this lesson, you will be able to: •

Create a project version

Business Example You need to create a project version as a baseline before execution to document the current state of the turnaround project. Your management will also expect reports on costs, budgets, schedules, capacities, and material.

Create Project Versions A project version shows the state of the project at a certain point in time or at a certain status. You can create as many project versions as you like in networks, work breakdown structures, and in the information system.

Figure 76: Project Versions

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Project versions: • • • •

Are the basis for statistical evaluations Can be used in milestone trend analysis Document (as a history) the state of the project in the past Can be used for comparison purposes

You can create project versions as time-dependent as well as status-dependent. 1. 2.

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Time-dependent: At a particular point in time, you create a project version manually. You can do this in the WBS, network, or information system. Status-dependent: The system automatically creates a project version when there is a system and/or user status change in the selected objects. You define the user/system statuses which trigger creation of project versions in Project System Customizing

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Lesson: Baseline Project Version

Exercise 9: Baseline Project Version Exercise Objectives After completing this exercise, you will be able to: • Create a project version

Business Example You need to create a project version as a baseline before execution to document the current state of the turnaround project.

Task: Create a project version after you have released the turnaround project and the assigned PM orders. 1.

Create a project version using the Project Information System. Enter the following data for your project version. Version key: K.100##-BASE Description: Baseline Gr.## Version group: K.100## Save your project version. Optional: Create a project version using TC: CN72.

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Solution 9: Baseline Project Version Task: Create a project version after you have released the turnaround project and the assigned PM orders. 1.

Create a project version using the Project Information System. Enter the following data for your project version. Version key: K.100##-BASE Description: Baseline Gr.## Version group: K.100## Save your project version. Optional: Create a project version using TC: CN72. a)

Choose Logistics → Project System → Project → Information System → Structures → Structure Overview. Enter PS Info profile 000000000001 and press Enter. On the following screen enter your project K.100## and remove any other default values. Choose Evaluation → Save project version .... Hint: Depending on your system settings you might have to choose Edit → Scope of current data → All fields. Save the project version using version key K.100##-BASE, description Baseline Gr.##, and version group K.100## (optional: flag for MTA is set). Save the project version

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Lesson Summary You should now be able to: • Create a project version

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Unit Summary

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Unit Summary You should now be able to: • Release a turnaround project • Release PM orders • Create a project version

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Unit 6 Execution Unit Overview This unit explains how to apply actual dates, resource and material component consumption, as well as cost and revenue postings to the PM orders and the project.

Unit Objectives After completing this unit, you will be able to: • • • •

Enter time confirmations for PM orders Issue project materials. Check actual dates for WBS elements Check completion status for network activities and PM orders

Unit Contents Lesson: Execution ..............................................................156 Exercise 10: Execution ....................................................163

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Lesson: Execution Lesson Overview This lesson explains the execution phase in the turnaround project. This includes withdrawal of the materials required and confirmation of network activities and PM order operations.

Lesson Objectives After completing this lesson, you will be able to: • • • •

Enter time confirmations for PM orders Issue project materials. Check actual dates for WBS elements Check completion status for network activities and PM orders

Business Example The activities and processes planned at the beginning of the turnaround project are carried out during the execution phase. This includes withdrawal of the materials required and confirmation of network activities and PM order operations.

Aspects of Execution Actual data is posted to PM orders and the project by business transactions from various components of the SAP system. This includes, for example, entering the actual dates for starting and finishing work packages.

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Figure 77: Aspects of Execution

The activities carried out by the employees in your company are documented using confirmations. Processes for procuring materials and services are triggered and the documents that result from this are assigned to project structures. Where appropriate, invoices are created and unplanned variances are documented.

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PM orders: Confirmations and Material Withdrawal

Figure 78: PM Order Confirmation

After the work planned in PM order operations has been completed, the actual time required is confirmed. There are three different ways to confirm the time required for work on a maintenance order: • • •

Collective entry by direct entry or using an operation list Overall completion confirmation: Times, activities, measurement values, and so on, on a collective screen Entry using the cross-application time sheet (CATS)

You can enter partial confirmations so that you can monitor the project more accurately. Once completion confirmations for operations/sub-operations in a maintenance order have been entered, the system automatically assigns the status PCNF (partially confirmed) to these operations/sub-operations, if no setting has been made in Customizing that a final completion confirmation should be proposed automatically. As soon as all the operations or sub-operations in a maintenance order have been completely confirmed, the order itself is assigned the status CNF (finally confirmed). Next to time confirmations, the technical findings (damage, cause of damage, repairs performed, and so on) and the effects of the damage on the asset's condition are recorded in the technical confirmation. If you want to mark a PM order as finished from a maintenance point of view, set the status to technical completion (TECO).

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You can compare the actual dates with the dates originally planned. The PM order list (IW38) and operation list (IW37) can be used to review the completion status for the PM orders and operations.

Figure 79: Material Withdrawal

The execution phase involves the withdrawal of spare parts from the warehouse. Maintenance technicians withdraw materials from the warehouse to perform maintenance tasks. There are two types of withdrawal: • •

Planned withdrawal of stock material Unplanned withdrawal of stock material

Project: Actual Dates and Confirmations During the planning phase, you entered basic dates for WBS elements by creating graphical time bars in the project planning board, for example. In the execution phase, you can set actual dates in the same way in the project planing board. The status Partially Released or Released must be set before you can enter actual start and actual end dates for WBS elements.

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Figure 80: Actual Dates for WBS Elements

To monitor dates in the project, you compare the basic dates with the actual dates, that is, you compare the planned dates with the actual dates or forecasted completion dates. You can use the project planning board or structure information system for analysis purposes.

Figure 81: Confirmation Options

Confirmations document the processing status of activities and activity elements in a network, and enable you to make forecasts as to how the project will progress. Various functions are carried out automatically by means of confirmations, such

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as posting actual costs, actual dates, actual labor and, if necessary, changing the activity status. The figure above depicts different methods for entering confirmations. You can create confirmations in the following ways: • • • • • • • •

Individually for each network, activity, activity element, or individual capacity As a collective confirmation Using the structure information system (by selecting activities, and accessing individual or collective confirmation) From the Project Information System, you can send a confirmation workflow to another user or to an organizational unit Using the Cross-Application Time Sheet (CATS) Via the Internet (by creating an individual confirmation, or entering time data in the time sheet) Using a handheld device and the open PS interface Via the PDC interface Hint: You can also create project versions to document the state of the turnaround project during and after execution.

You can review the completion status for the project, the network activities, and the PM orders in the Project Information System.

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Lesson: Execution

Exercise 10: Execution Exercise Objectives After completing this exercise, you will be able to: • Enter time confirmations for the PM orders assigned to the project • Post an unplanned goods issue to a maintenance work order • Check completion status for network activities and PM orders

Business Example The activities and processes planned at the beginning of the turnaround project are carried out during the execution phase. This includes the withdrawal of the materials required and the time confirmation of PM order operations and network activities.

Task 1: Time confirmation for PM orders 1.

Enter final time confirmations for PM order operations 10 and 20 for your order with short text Shutdown: Preparations Gr.## using the collective time confirmation.

Task 2: Perform unplanned material withdrawal 1.

Post an unplanned goods issue for material 401-400 (for example, 2 pc) to the same maintenance work order. Choose movement type 261, plant 1000 and storage location 0001.

Task 3: Check completion status for network activities and PM orders 1.

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Review which operations and activities have been finally confirmed using the Project Information System.

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Solution 10: Execution Task 1: Time confirmation for PM orders 1.

Enter final time confirmations for PM order operations 10 and 20 for your order with short text Shutdown: Preparations Gr.## using the collective time confirmation. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Order List → Change (TC: IW38). Use order status In process as selection criteria. Remove all default dates enter your revision number Z00000## and press Execute. Select order with short text Shutdown: Preparations Gr.## and press Operations. Select order operations 10 and 20 and choose Operation → Collective Confirmationfrom the menu . Press Select All and All Actual data. Make sure that the final confirmation indicator is set. Press Select all and Release Order. Hint: Remember that the material and the capacity situation can influence the order release depending on your Customizing settings.

Task 2: Perform unplanned material withdrawal 1.

Post an unplanned goods issue for material 401-400 (for example, 2 pc) to the same maintenance work order. Choose movement type 261, plant 1000 and storage location 0001. a)

Choose Logistics → Materials Management → Inventory Management → Goods Movement → Goods Issue (TC: MIGO). Select Goods issue and Other at the top of the screen. Go to the Material tab and enter material number 401-400. On tab Quantity enter, for example, 2 pc. On tab Where set movement type 261, plant 1000, and storage location 0001. Press Enter, assign the PM order number, and press Post. Hint: Make sure that the OK indicator is set.

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Task 3: Check completion status for network activities and PM orders 1.

Review which operations and activities have been finally confirmed using the Project Information System. a)

Choose Logistics → Project System → Information System → Structures → Enhanced Individual Overviews → Activities/Elements (TC: CN47). Enter project number K.100##, remove any other default values, and press Execute. Press Choose fields ... to add fields, for example, Status.

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Lesson Summary You should now be able to: • Enter time confirmations for PM orders • Issue project materials. • Check actual dates for WBS elements • Check completion status for network activities and PM orders

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Unit Summary

Unit Summary You should now be able to: • Enter time confirmations for PM orders • Issue project materials. • Check actual dates for WBS elements • Check completion status for network activities and PM orders

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Unit 7 Reaction to Changes Unit Overview This unit explains how to involve new tasks e.g. emergent work within your Shutdown / Turnaround Project. Furthermore, you need to reschedule the whole project and adjust your capacity planning. Create another project version having adjusted the project according to the new requirements.

Unit Objectives After completing this unit, you will be able to: • • • • • • •

Identify new work Attach new work Reschedule projects at an appropriate level Adjust the project elements and PM orders according to the new situation Evaluate capacities according to additional work Level capacities according to additional work Create project versions

Unit Contents Lesson: Identifying and Attaching Emergent Work .........................170 Exercise 11: Identifying and Attaching Emergent Work ...............173 Lesson: Rescheduling a Project at the Appropriate Level.................178 Exercise 12: Rescheduling a project at an appropriate level .........181 Lesson: Leveling Capacities for Additional Work ...........................185 Exercise 13: Leveling Capacities for Additional Work .................189

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Lesson: Identifying and Attaching Emergent Work Lesson Overview This lesson explains how to identify and attach emergent work to a project due to changes during the execution phase of a turnaround Project.

Lesson Objectives After completing this lesson, you will be able to: • •

Identify new work Attach new work

Business Example During your turnaround project, new tasks involving costs, material, capacities, and scheduling arise. You need to identify the emergent work and integrate it in your project.

Identify and Attach Emergent Work During the execution phase of your Turnaround Project you need to identify and attach emergent work for various reasons, including: • • • • • • •

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Revised estimates for work/duration/crew size Delays in work (for example, parts not available) New work Reprioritized work Reassigned work Changes to crew capacities (for example, sick leave) Market realities (for example, reduce outage by two days)

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Figure 82: Information Systems

Hint: You can use a number of information systems to evaluate important key figures for the turnaround project. You can also monitor your turnaround project using the project planning board. When dealing with emergent work during execution, you need to consider the type of work, the availability of materials and capacities, the planned schedule, and the criticality of tasks and the cost involved. You can use WBS elements, networks, and PM orders to map the changes of your turnaround project. However, if you only have to alter your project slightly in terms of having to attach new work, you only have to create new PM orders. It might also be necessary to adjust the budget situation of the project.

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Figure 83: Assignment of New Orders

As you already know, you can assign maintenance orders to WBS elements. According to the new requirements, you can assign your new orders to your shutdown / turnaround project.

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Exercise 11: Identifying and Attaching Emergent Work Exercise Objectives After completing this exercise, you will be able to: • Create a new work order for additional labor required for the project • Assign emergent PM orders to your turnaround project • Create relationships between PM order operations

Business Example Additional unplanned work needs to be carried out in order to complete the project.

Task: Create a new work order for additional labor required for the project. Assign emergent PM orders to your turnaround project. Create relationships between PM order operations 1.

Additional labor is required for your project. Create a new PM order for functional location 00-KGV-1. Choose Order Type PM01 Enter Functional Location 00-KGV-1 Enter Priority High Enter Short Text in the order header Emergent Remove debris Enter revision Z00000##. In operation 10 enter work center PF-##, short text Emergent Remove Debris and as work 10 hours. In operation 20 enter work center Mechanik, short text Check and as work 1 hour.

2.

On the Additional Data tab, assign network activity 10 of your network. Save your order.

3.

Generate a relationship with type FS (Finish to Start) between the operation of the newly created PM work order and the last operation of the PM order already assigned to network activity 10. Create the relationships via the operation detail.

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Generate the missing relationships in the superior order as well as for the emergent work order. Display the new network structure and save your order.

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Solution 11: Identifying and Attaching Emergent Work Task: Create a new work order for additional labor required for the project. Assign emergent PM orders to your turnaround project. Create relationships between PM order operations 1.

Additional labor is required for your project. Create a new PM order for functional location 00-KGV-1. Choose Order Type PM01 Enter Functional Location 00-KGV-1 Enter Priority High Enter Short Text in the order header Emergent Remove debris Enter revision Z00000##. In operation 10 enter work center PF-##, short text Emergent Remove Debris and as work 10 hours. In operation 20 enter work center Mechanik, short text Check and as work 1 hour. a)

2.

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Create and enter the relevant data.

On the Additional Data tab, assign network activity 10 of your network. Save your order. a)

Go to tab Additional Data, assign network and activity number, press Enter and confirm all dialog boxes regarding the assignment. Hint: If you encounter a error message regarding the budget situation while saving the order, see the cost log by choosing Goto → Logs → Cost Determination. Resolve the problem by creating a supplement of 10.000 EUR for WBS element K.100##.01.01 (TC: CJ36).

3.

Generate a relationship with type FS (Finish to Start) between the operation of the newly created PM work order and the last operation of the PM order already assigned to network activity 10.

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Create the relationships via the operation detail. a)

Choose SAP Menu → Logistics → Plant Maintenance → Maintenance Processing → Order → Change. Enter the order number of your newly created order and press Enter. Go to the operations list and double-click on operation 0010. Choose tab Relationships and enter the order number and operation number 100 Hint: You can select the order number using revision number Z00000## and description Preparations*Gr.##.

4.

Generate the missing relationships in the superior order as well as for the emergent work order. Display the new network structure and save your order. a)

Choose SAP Menu → Logistics → Plant Maintenance → Maintenance Processing → Order → Change. Enter the order number, press Enter and choose Order → Functions → Dates → Generate relationships. Display the new network structure by choosing Goto → Graphic → Network structure. Repeat the same for the emergent work order.

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Lesson: Identifying and Attaching Emergent Work

Lesson Summary You should now be able to: • Identify new work • Attach new work

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Lesson: Rescheduling a Project at the Appropriate Level Lesson Overview During the course of the project, additional unplanned work needs to be carried out in order to complete the project. Having identified and attached the emergent work, this lessons explains how to reschedule the WBS, networks, and PM orders according to the new situation.

Lesson Objectives After completing this lesson, you will be able to: • •

Reschedule projects at an appropriate level Adjust the project elements and PM orders according to the new situation

Business Example You have identified and attached the emergent work for your turnaround project. You now need to reschedule the project at an appropriate level.

Rescheduling a Project at the Appropriate Level There are various reasons for having to manage emergent work, and these influence the schedule of the turnaround project: • • • • • • •

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Revised estimates for work/duration/crew size Delays in work (for example, parts not available) New work Reprioritized work Reassigned work Changes to crew capacities (for example, sick) Market realities (for example, reduce outage by two days)

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Lesson: Rescheduling a Project at the Appropriate Level

Figure 84: Scheduling

Use the following methods to reschedule your turnaround project: • • • • •

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Schedule the entire project. Perform overall network scheduling. Establish links between orders. Schedule orders from the project planning board. Evaluate floats of activities and operations.

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Lesson: Rescheduling a Project at the Appropriate Level

Exercise 12: Rescheduling a project at an appropriate level Exercise Objectives After completing this exercise, you will be able to: • Reschedule projects at an appropriate level • Adjust the project elements and PM orders according to the new situation

Business Example You have identified and attached the emergent work for your turnaround project. You must now reschedule the project at an appropriate level according to the new requirements.

Task: Reschedule project at the appropriate level and adjust the project elements and PM orders according to the new situation 1.

Schedule PM order which was created in lesson Identify and attach emergent work (Short text: Emergent Remove Debris).

2.

Adjust the dates in the project planning board and reschedule your project using the predefined bottom-up scenario to resolve the situation. Therefore carry out the following steps: Display the scheduled dates for the order operations for the emergent PM order with short text Emergent Remove Debris in the project planning board. Extend the duration of network activity 10 by dragging and dropping, so that these requirements can be met. Carry out scheduling using 1 Bottom-up scenario (predefined). Reschedule the entire project using the predefined bottom-up scenario. Save project. Click No when system asks “Do you want to save user specific data?”

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Solution 12: Rescheduling a project at an appropriate level Task: Reschedule project at the appropriate level and adjust the project elements and PM orders according to the new situation 1.

Schedule PM order which was created in lesson Identify and attach emergent work (Short text: Emergent Remove Debris). a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Change Enter order number, press Enter and click on button Show further scheduling data. Press Schedule. The system results with the message Scheduling carried out if the project has no problem” If not, you will get the message Scheduling carried out (see log). If necessary, display the log by choosing Goto→ Logs→ Scheduling and analyze the situation.

2.

Adjust the dates in the project planning board and reschedule your project using the predefined bottom-up scenario to resolve the situation. Therefore carry out the following steps: Display the scheduled dates for the order operations for the emergent PM order with short text Emergent Remove Debris in the project planning board. Extend the duration of network activity 10 by dragging and dropping, so that these requirements can be met. Carry out scheduling using 1 Bottom-up scenario (predefined). Reschedule the entire project using the predefined bottom-up scenario.

Continued on next page

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Lesson: Rescheduling a Project at the Appropriate Level

Save project. Click No when system asks “Do you want to save user specific data?” a)

Choose Logistics → Project System → Project → Project Planning Board → Change Project. Enter project K.10000 and use planning board profile ZPS000000001 (Shutdown/Turnaround). Do not set flag with activities and press Enter. Display Network activties and PM orders on the project planning board. Double-click on the order number of your PM order with short text: Emergent Remove Debris) and go to tab strip Operations to display the scheduled dates for the order operations.

b)

Extend the duration of network activity 10 by dragging and dropping so that these requirements can be met. The finish date of network activity lies 2 work days after the earliest scheduled finish (execution date) of the last PM order operation

c)

Reschedule the entire project using the predefined bottom-up scenario Press button Options ... or choose Settings→ Options. Select option 1 Bottom-up scenario (pre-defined), press Copy and press Schedule on the planning board. The system results with the message Scheduling carried out if the project has no problem” If not, you will get the message Scheduling carried out (see log).

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Lesson Summary You should now be able to: • Reschedule projects at an appropriate level • Adjust the project elements and PM orders according to the new situation

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Lesson: Leveling Capacities for Additional Work

Lesson: Leveling Capacities for Additional Work Lesson Overview Additional unplanned work needs to be carried out in order to complete the project. This lessons explains how to evaluate and level capacities according to the new requirements.

Lesson Objectives After completing this lesson, you will be able to: • • •

Evaluate capacities according to additional work Level capacities according to additional work Create project versions

Business Example You need to evaluate capacities by work center and project according to the new situation. It is crucial that you identify and level overloaded capacities. You can also check where you can optimize the capacity situation. If necessary, you can then level capacities.

Capacity Evaluation and Capacity Leveling Use the following methods to level capacities according to the additional work in your turnaround project: • • • •

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Evaluate capacities by work center Evaluate capacities by project Level capacities using the graphical planning board and the tabular planning board Maintain relevant Customizing settings regarding capacity planning

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Figure 85: Capacity Planning/Elements

The difference between capacity evaluation and capacity leveling can be summarized as follows: In capacity evaluation, requirements can be compared with the available capacity. Capacity evaluation provides an overview of the load and requirements for maintenance. Capacity leveling enables you to achieve optimal planning and an optimal load. In capacity leveling, orders can be moved out in time to avoid overloading. This way it is possible to leverage the suitable resources or to plan optimal scheduling with sort criteria. Having identified and attached the emergent work and rescheduled the turnaround project at an appropriate level, you next need to carry out the following steps: • • •

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Perform a capacity evaluation after having identified emergent work Level the capacities considering the new situation due to the emergent work Create project versions as needed

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Lesson: Leveling Capacities for Additional Work

Reaction to Changes: Summary The following checklist summarizes the various steps for reaction to changes during the execution phase of a turnaround project: 1. 2. 3. 4. 5. 6. 7.

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Identify emergent work. Allocate (deallocate) all PM orders to (from) the turnaround project. Review project schedule. Reschedule turnaround project, including PM orders. Evaluate the capacities involved in the turnaround project. Level the capacities involved in the turnaround project. Create a new project version to document the current status of the turnaround project.

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Lesson: Leveling Capacities for Additional Work

Exercise 13: Leveling Capacities for Additional Work Exercise Objectives After completing this exercise, you will be able to: • Evaluate capacities according to additional work • Level capacities according to additional work • Create project versions

Business Example Additional unplanned work needs to be carried out in order to complete the project. Having identified, attached and rescheduled the emergent work, you now need to evaluate and level capacities according to the new requirements.

Task: Evaluate and level the capacities according to the new requirements of the project. Create a project version to document the current state of the project. 1.

Check the capacity load for your project using the capacity evaluation report. Use capacity planner group T## and plant 1000 as selection criteria.

2.

In order to resolve the situation of capacity overload, you decide to rise the number of individual capacities for the interval of capacity overload for work centers PF-## and TW-##. Adjust the number of capacities so that there is no more capacity overload. Check capacity load again.

3.

Level the capacity and dispatch the work orders using the planning table (graphical form). Choose the overall profile ZAPPMG003 Enter work center PF-## and TW-## (use multiple selection) for plant 1000 and filter by your revision number Z00000##. Dispatch all your work orders and save your settings.

4.

Release all your emergent work orders.

5.

Having performed capacity leveling for your emergent work, you create a project version using the Project Information System. Enter the following data for your project version. Version key: K.100##-EW01 Continued on next page

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Description: Emergent Work 01 Gr.## Version group: K.100## Save your project version.

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Lesson: Leveling Capacities for Additional Work

Solution 13: Leveling Capacities for Additional Work Task: Evaluate and level the capacities according to the new requirements of the project. Create a project version to document the current state of the project. 1.

Check the capacity load for your project using the capacity evaluation report. Use capacity planner group T## and plant 1000 as selection criteria. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Capacity Requirements Planning →Evaluation → Work Center View → Load. Use the capacity planner group T## and plant 1000 as selection criteria and press Enter. Hint: If there is a capacity overload, go to exercise 2, if not you can carry on with exercise 3.

2.

In order to resolve the situation of capacity overload, you decide to rise the number of individual capacities for the interval of capacity overload for work centers PF-## and TW-##. Adjust the number of capacities so that there is no more capacity overload. Check capacity load again. a)

Enter transaction code IR02 and resolve the capacity overload of work center PF-## by adding a second (if necessary third) pipe fitter for the overload period using an interval of capacity. On the capacity header click Intervals and button Insert to add a new interval. Enter the beginning of the overload period using the valid from date and the end of the overload period using the valid to date. Under Default shift values extend the number of individual capacities according to the current capacity overload (rising the number of capacities to 3 should be sufficient.

b) 3.

Check the new capacity situation (TC: CM01 see above).

Level the capacity and dispatch the work orders using the planning table (graphical form). Choose the overall profile ZAPPMG003 Enter work center PF-## and TW-## (use multiple selection) for plant 1000 and filter by your revision number Z00000##. Continued on next page

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Dispatch all your work orders and save your settings. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Capacity Requirements Planning → Leveling → Variable. Choose the overall profile ZAPPMG003 from the drop-down list and click continue. Enter work center PF-## and TW-## (use multiple selection) for plant 1000 and filter by your revision number Z00000## >> click therefore button Filter and button Continue. Dispatch all your work orders. Select one operation of an PM order and choose Edit → Select → Chart from the menu to select all your work orders. Hint: You might get a dialog box stating, “You are trying to use a function for a mixed selection.” Click on button Graphics objs. Click the dispatch button. If not all selected operations are dispatched, you will received a message in the status bar You should look in the planning log. Save your settings.

4.

Release all your emergent work orders. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Change Press button Release.

5.

Having performed capacity leveling for your emergent work, you create a project version using the Project Information System. Enter the following data for your project version. Version key: K.100##-EW01 Description: Emergent Work 01 Gr.## Version group: K.100##

Continued on next page

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Lesson: Leveling Capacities for Additional Work

Save your project version. a)

Choose Logistics → Project System → Project → Information System → Structures → Structure Overview. Enter PS Info profile 000000000001 and press Enter. On the following screen enter your project K.100## and remove any other default values. Choose Evaluation → Save project version .... Hint: Depending on your system settings you might have to choose the menu option Edit → Scope of current data → All fields. Save the project version using the data above (optional: flag for MTA is set). Save project version.

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Lesson Summary You should now be able to: • Evaluate capacities according to additional work • Level capacities according to additional work • Create project versions

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Unit Summary

Unit Summary You should now be able to: • Identify new work • Attach new work • Reschedule projects at an appropriate level • Adjust the project elements and PM orders according to the new situation • Evaluate capacities according to additional work • Level capacities according to additional work • Create project versions

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Unit Summary

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Unit 8 Completion and Analysis Unit Overview This unit explains how to complete all relevant objects of your Shutdown / Turnaround Project from a technical point of view. It also describes various options how to satisfy the various needs for information analysis and reporting requirements of your company. Create a final project version to document the final state of your project.

Unit Objectives After completing this unit, you will be able to: • • • • • • •

Enter time confirmations for PM orders Technically complete all turnaround project objects Check completion status for network activities and PM orders Create project versions after technical completion Display costing and budgeting reports Display project components overview Compare project versions

Unit Contents Lesson: Completion ............................................................198 Exercise 14: Completion ..................................................205 Lesson: Project Analysis ( Dates / Costs) ................................... 211 Exercise 15: Project Analysis (Dates/Costs)............................215

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Lesson: Completion Lesson Overview This lesson explains how to enter time confirmations for the turnaround project, as well as how to set the PM orders and the project-related objects as technically completed. A project version documents the status of the turnaround project after the technical completion.

Lesson Objectives After completing this lesson, you will be able to: • • • •

Enter time confirmations for PM orders Technically complete all turnaround project objects Check completion status for network activities and PM orders Create project versions after technical completion

Business Example After the work has been completed, you need to enter the actual time required in the system using time confirmations. You also want to set all turnaround project objects to technically completed to document that the measures involved have been completed from a technical point of view.

Time Confirmation for PM orders and Project Objects Plant Maintenance: After the work planned in order operations has been completed, the actual time required is confirmed.

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Figure 86: Order Confirmation: Times and Activities

The different ways to confirm the time required for work on a maintenance order can be summarized as follows: • • •

Collective entry by direct entry or by using an operation list Overall completion confirmation: Times, activities, measurement values, and so on, on a collective screen Entry using the Cross-Application Time Sheet (CATS)

Make sure that all PM order operations are completely confirmed (status PCNF). As soon as all the operations or sub-operations in a maintenance order have been completely confirmed, the order itself is assigned the status CNF fFinally confirmed). Hint: The technical findings (damage, cause of damage, repairs performed, and so on) and the effects of the damage on the asset's condition are recorded in the technical confirmation.

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Figure 87: Confirmation Options

Project System: Confirmations document the processing status of activities and activity elements in a network, and enable you to make forecasts as to how the project will progress. Various functions are carried out automatically by means of confirmations, such as posting actual costs, actual dates, actual labor and, if necessary, changing the activity status. The figure above shows different methods for entering confirmations.

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Lesson: Completion

You can create confirmations in the following ways: • • • • • • • •

Individually for each network, activity, activity element, or individual capacity As a collective confirmation Using the structure information system (by selecting activities, and accessing individual or collective confirmation). From the information system, you can send a confirmation workflow to another user, or to an organizational unit. Using the Cross-Application Time Sheet (CATS) Via the Internet (by creating an individual confirmation, or entering time data in the time sheet) Using a handheld device and the open PS interface Via the PDC interface Hint: Apart from checking planned/actual dates for networks, you can also monitor dates in the project for WBS elements. You compare the basic dates with the actual dates for WBS elements, that is, you compare the planned dates with the actual dates or forecasted completion dates. You can use the project planning board or structure information system for analysis purposes.

Technical Completion of Turnaround Project Objects Set all turnaround project objects to technically completed (TECO) to document that the measures involved have been completed from a technical point of view. Use the following steps to technically complete the various turnaround project objects: 1. 2. 3.

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Technically complete PM orders. Technically complete networks. Technically complete WBS elements.

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Figure 88: Maintenance Order: Technical Completion

The maintenance order obtains the status TECO (technically completed). In other words, the maintenance work required for this order has been completed. The maintenance order can then only be changed online as follows: • • • •

It can be locked or unlocked. The deletion flag can be set. Outstanding goods movements, confirmations and invoice receipts can still be entered. You can still change the settlement rule.

If you have not maintained a settlement rule for the maintenance order, it is created automatically by the system. If this is not possible because data is missing, the system directs you to where the settlement rule can be maintained. All the purchase requisitions for which there are no purchase orders that still exist for the maintenance order are marked with a deletion flag. All open reservations and capacities that still exist for the maintenance order are closed. A reference date and time must be entered during the technical completion. This depends on what periods are assigned to the order in the Plant Maintenance Information System (PMIS).

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Figure 89: Network Tasks

The network obtains the status TECO (technically completed). You use this status for networks, activities, and activity elements that are completed from a technical (logistics) point of view. If the status is set in a network header, you cannot change the header data or create new activities. If it is set in an activity, you cannot change activity data. The following list summarizes a number of important aspects regarding TECO for the turnaround project: • • • •

Sets a deletion flag for the material components Removes capacity requirements, provided a final confirmation has not been made Deletes purchase requisitions and requirements for material components, if any exist. The status TECO can be set back to Released Hint: If you cancel the Technically completed status in the network header, the status is not automatically canceled in the activities and activity elements. You can cancel the status in individual activities or in all activities.

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Figure 90: Tasks of the Work Breakdown Structure

You use this status for WBS elements that are completed from a technical point of view, but where you still expect costs to accrue In status Technically completed, you can create new subordinate WBS elements (with a warning). The status is passed on to subordinate WBS elements. The status allows you to: • •

Assign networks and PM orders to the WBS element Post and transfer actual costs

You can cancel the Technically completed status. In this case the system sets the Released status. Hint: If you cancel the status Technically completed, the system automatically cancels this status in the superior WBS element. However, the system does not cancel the status in subordinate WBS elements.

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Exercise 14: Completion Exercise Objectives After completing this exercise, you will be able to: • Enter time confirmations for PM orders • Technically complete all turnaround project objects • Check completion status for network activities and PM orders • Create project versions after technical completion

Business Example After the work has been completed, you need to enter the actual time required in the system using time confirmations. You also want to set all turnaround project objects to technically completed to document that the measures involved have been completed from a technical point of view.

Task 1: PM Orders and Network Activities Confirmations 1.

Enter final time confirmations for all your PM order operation and network activities using the Project Information System

2.

Optional: Enter actual dates for all WBS elements of the Turnaround Project using the Project Planning Board (TC: CJ2B)

Task 2: Technical Completion of all Turnaround Project Objects 1.

Technically complete PM orders Technically complete the finally confirmed PM orders using the PM order list.

2.

Technically complete WBS / Networks: Technically complete WBS element K.100##.01.01 using the project planning board. Save your project.

Task 3: Check completion status for network activities and PM orders 1.

Optional: Check the status of the network activities and PM order operations for your project K.100##. Continued on next page

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Task 4: Create Project Version after Technical Completion 1.

Create a project version using the Project Information System. Enter the following data for your project version. Version key: K.100##-TECO Description: TECO Gr.## Version group: K.100## Save your project version.

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Lesson: Completion

Solution 14: Completion Task 1: PM Orders and Network Activities Confirmations 1.

Enter final time confirmations for all your PM order operation and network activities using the Project Information System a)

Choose Logistics → Project System → Information System → Structures → Enhanced Individual Overview → Activities/Elements. Enter your project number K.100## and press Execute. Display the field Status using button Choose Fields ..., if necessary. To finally confirm all network activities and PM order operations choose Extras/environment → Confirm → Collective Confirmation. Time confirmation >> network activities: Enter the relevant work centers (PF-## and TW-##)and change the actual dates if necessary. Change the work for each network activity to 0 hours. Otherwise you might have double time confirmations (for PM order operations and network activities). Make sure that the final confirmation indicator is set and press Save. Time confirmation >> PM order operations: Once you are on the collective entry screen, press Select all and Propose all actual data. Make sure that the final confirmation indicator is set automatically (change relevant customizing setting if necessary) and press Save. Hint: Optional: Check the status of the Turnaround objects, for example, TC:IW38. Select all orders with status Outstanding and In Progress, Status exclusive CNF, linked to revision Z0000000 Display the system status for WBS elements and network activities within the Project Planning Board (TC: CJ2B) by choosing the Field selection ... button.

Continued on next page

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2.

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Optional: Enter actual dates for all WBS elements of the Turnaround Project using the Project Planning Board (TC: CJ2B) a)

Choose Logistics → Project System → Project → Project Planning Board → Change Project (TC: CJ2B) Enter project K.100## and use planning board profile ZPS000000001 (Shutdown/Turnaround). Do not set flag with activities and press Enter. Press button Set of Dates/View to choose the option Actual Dates. Enter actual dates for the WBS elements.

Task 2: Technical Completion of all Turnaround Project Objects 1.

Technically complete PM orders Technically complete the finally confirmed PM orders using the PM order list. a)

Choose Logistics → Plant Maintenance → Maintenance Processing → Order → Order List → Change (TC: IW38). TC: IW38 Select all orders assigned to the project (inked to revision Z0000000) that are not yet technically completed and press button Complete (Technically).

2.

Technically complete WBS / Networks: Technically complete WBS element K.100##.01.01 using the project planning board. Save your project. a)

Choose Logistics → Project System → Project → Project Planning Board → Change Project (TC: CJ2B). Enter project K.100## and use planning board profile ZPS000000001 (Shutdown/Turnaround). Do not set flag with activities and press Enter. Select WBS element K.100##.01.01 and choose Edit → Status → Complete Technically Note: The subordinate WBS elements and network activities have also inherited the system status TECO.

Continued on next page

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Lesson: Completion

Task 3: Check completion status for network activities and PM orders 1.

Optional: Check the status of the network activities and PM order operations for your project K.100##. a)

Choose Logistics → Project System → Information System → Structures → Enhanced Individual Overview → Activities/Elements. Enter your project number K.100## and press Execute. Display the field Status using button Choose Fields ..., if necessary.

Task 4: Create Project Version after Technical Completion 1.

Create a project version using the Project Information System. Enter the following data for your project version. Version key: K.100##-TECO Description: TECO Gr.## Version group: K.100## Save your project version. a)

Choose Logistics → Project System → Project → Information System → Structures → Structure Overview Enter PS Info profile 000000000001 and press Enter. On the following screen enter your project K.100## and remove any other default values. Choose Evaluation → Save project version .... Hint: Depending on your system settings you might have to choose the menu option Edit → Scope of current data → All fields. Save the project version using version key K.100##-TECO, description TECO Gr.## and version group K.100## (optional: flag for MTA is set). Save project version.

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Lesson Summary You should now be able to: • Enter time confirmations for PM orders • Technically complete all turnaround project objects • Check completion status for network activities and PM orders • Create project versions after technical completion

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Lesson: Project Analysis ( Dates / Costs)

Lesson: Project Analysis ( Dates / Costs) Lesson Overview This lesson explains how to monitor a turnaround project using the Project Information System. We will use some examples regarding the budgeting, costing and project material situation to clarify basic principles and various options for analyzing and evaluating project data.

Lesson Objectives After completing this lesson, you will be able to: • • •

Display costing and budgeting reports Display project components overview Compare project versions

Business Example During the course of your turnaround project, a large volume of data is generated that must be prepared efficiently, transparently, and comprehensively to satisfy the various information analysis and reporting requirements of the project team members throughout all phases of the project.

Reporting You can use the following information systems to evaluate important key figures for your turnaround project: • • • • • • •

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Structure information system Cost/revenue/payment (Controlling) information system, with hierarchy reports, cost element reports, and the SAP List Viewer for line items Capacity analysis Order report, lists of reservations, purchase requisitions, purchase orders pertaining to the projects Stock/requirements overview Progress analysis, progress tracking SAP Business Information Warehouse (SAP BW) as part of SAP Netweaver Business Intelligence

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Figure 91: Information Systems

Hint: You can also use the Maintenance History as well as the Plant Maintenance Information System (PMIS) to analyze the turnaround project from maintenance point of view.

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Figure 92: SAP Business Information Warehouse

With SAP BW, you can evaluate data from transactional SAP applications, such as Project System and Enterprise Asset Management (formerly Plant Maintenance), as well as from any other business applications and external data sources, such as databases, online services and the Internet. The descriptions of the data (metadata) are stored separately from the source in a common metadata repository, which means that data from a wide range of sources can be combined so that it can be analyzed further. The Administrator Workbench is responsible for controlling, monitoring, and maintaining the data procurement processes.

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Lesson: Project Analysis ( Dates / Costs)

Exercise 15: Project Analysis (Dates/Costs) Exercise Objectives After completing this exercise, you will be able to: • Display costing and budgeting reports • Display project components overview • Compare project versions

Business Example During the course of your turnaround project, a large volume of data is generated that has to be prepared efficiently, transparently, and comprehensively to satisfy the various information analysis and reporting requirements of the project team members throughout all phases of the project.

Task 1: Display costing and budgeting reports 1.

Call up the plan-based hierarchy report called Plan/Actual/Commitment/Rem.Plan/Assigned to check the cost situation of your project. Optional: Perform drilldown according to Valuation Category.

2.

Call up the budget-related hierarchy report called Budget/Actual/Commitment/Rem Plan/Assigned to check the budget situation of your project.

Task 2: Display project components overview 1.

Project Information System >> Material: Review all components that have been withdrawn for your project K.100##(TC: CN52). Add fields Quantity withdrawn andStatus if necessary.

Task 3: Compare project versions 1.

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Compare your baseline version K.1000-BASE with the version you have created after TECO of all objects K.1000-TECO using the Project Information System structure overview report

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Solution 15: Project Analysis (Dates/Costs) Task 1: Display costing and budgeting reports 1.

Call up the plan-based hierarchy report called Plan/Actual/Commitment/Rem.Plan/Assigned to check the cost situation of your project. Optional: Perform drilldown according to Valuation Category. a)

Choose Logistics → Project System → Information System → Financials → Costs → Plan-Based → Hierarchical → Plan/Actual/Commitment/Rem.Plan/Assigned (CN41). Select project K.100## using database profile 000000000001. Use the graphical report output. Optional: To perform drilldown according to Valuation Category double-click on Val.category.

2.

Call up the budget-related hierarchy report called Budget/Actual/Commitment/Rem Plan/Assigned to check the budget situation of your project. a)

Choose Logistics → Project System → Information System → Financials → Costs → Budget-Related → Budget/Actual/Commitment/Rem Plan/Assigned. Select project K.100## using database profile 000000000001. Use the graphical report output.

Task 2: Display project components overview 1.

Project Information System >> Material: Review all components that have been withdrawn for your project K.100##(TC: CN52). Add fields Quantity withdrawn andStatus if necessary. a)

Choose Logistics → Project System → Information System → Structures → Enhanced Individual Overviews → Components Choose PS Info Profile 000000000001, enter your project number K.100##, and press Execute. Add fields Quantity withdrawn and Status if necessary.

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Lesson: Project Analysis ( Dates / Costs)

Task 3: Compare project versions 1.

Compare your baseline version K.1000-BASE with the version you have created after TECO of all objects K.1000-TECO using the Project Information System structure overview report a)

Choose Logistics → Project System → Information System → Structures → Structure Overview. Enter your project K.10000, delete all other data except levels 1 to 99 that default into the selection screen, and select your baseline and final version for comparison. Click the button Change DB profile and in the origin section select the Version data indicator and click Continue. There should now be an Origin of data section at the bottom of the selection screen. Deselect the current data indicator and select the Version data indicator. To the right of field Project version click on the multiple selection button and assign your versions K.1000-BASE and K.1000-TECO. Press Execute. From the menu choose Evaluation → Get profile/variant.. In the subprofiles section for the displayed fields enter the profile 000000000002 to compare dates and click continue. Set a filter to compare versions. From the menu choose View → Version comparison (lines) → Filter/Exceptions…. On the Filter tab select the Additional objects indicator and click continue. The report will now show the difference between the two versions that you selected to compare. At the very top of the page on the Project Versions line you will see two versions: K.1000-BASE and K.1000-TECO. You can switch between versions by clicking on these fields.

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Unit 8: Completion and Analysis

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Lesson Summary You should now be able to: • Display costing and budgeting reports • Display project components overview • Compare project versions

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Unit Summary

Unit Summary You should now be able to: • Enter time confirmations for PM orders • Technically complete all turnaround project objects • Check completion status for network activities and PM orders • Create project versions after technical completion • Display costing and budgeting reports • Display project components overview • Compare project versions

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Course Summary

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Course Summary You should now be able to: • • • • • • • • •

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Create a shutdown or turnaround project Plan work, costs, and budget for the project Schedule a project and work orders Plan capacities for a project Release a project and work orders Issue materials and enter time confirmations for a project React to changes during the execution phase of a project Technically complete a project and work orders Analyze a project using the Project Information System

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Glossary Maintenance Order Order for detailed planning and associated documentation of measures during maintenance.

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Glossary

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Index M maintenance order, 91

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Index

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Feedback SAP AG has made every effort in the preparation of this course to ensure the accuracy and completeness of the materials. If you have any corrections or suggestions for improvement, please record them in the appropriate place in the course evaluation.

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