SAP PS

S#$ $roect Systems %S#$ $S&

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Stru St ruct ctur ures es an and d (a (ast ster er )a )ata ta tructures and their master data form the basis for all other planning and eecution steps by using pro*les and control indicators/

)e*nitions 0/0

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+rganization ,nits- 'P P does not contain any organizational organizational units of its own, but instead uses organizational units of *nancial and #anagerial 'ccounting, Production, Purchasing, ales and 1istribution, and so on/ Structures33 'P Project ystem provides two structures3 Work breakdown structures and Structures networks/

WBS

Networks

• hierarchical budget management function for a project / mostly for controlling aspect of project • data can be inherited / distributed in top down direction • data can be aggregated or summarized in bottom up direction • structuring can be based on phase, function or orgnaizational aspect (no standard rule)

• capacity requirements requirements planning planning in addition to budget management of same project • map the fow o a proect or of parts of a projects as acti!ities that are linked to each other via relationships • automat automatical ically ly determine planned dates for activity / network • determi determine ne foats and time"critical acti!ities

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,sage +ptions of +ptions  of 5ork 6reakdown tructures and .etworks

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8mportant 9ey :unctions WBS

• Planning and entering dates • ost planning and account account assignment of documents • Planning and invoicing invoicing revenues revenues • Planning and monitoring payment !ows • "ierarchical "ierarchical budget management management • #aterial stock management • $arious period%end closing activities • #onitoring a project&s progress • 'ggregated 'ggregated data analysis analysis 0/;

Network 

• (cheduling • )esourc )esource e planning • on*rmation of work • +ternal +ternal procurement procurement of services • #aterial re-uirements planning, procurement, and delivery • .etwork costing • $arious period%end closing activities • #onitoring a project&s progress

.etworks .etw orks can can be used indepe independen ndently tly or in conjunct conjunction ion with with a work breakdo breakdown wn structur structure/ e/

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0/B

6udget can be distributed to individual parts of a project within a work breakdown structure/ =his is not possible with internal orders/ ' 56 element can be assigned several activities (even di?erent networks, if re-uired)@ however, an activity can only be assigned to a maimum of one 56 element/ Ance you have assigned activities to 56 elements, you can echange data between the work breakdown structure and the activities/ 'ctivities can inherit data from the 56 elements or summarize or aggregate activities (dates, budget etc/) to 56/

'./ Structures in S#$ $S 0/C/0 operative structures (work breakdown structure and network) Dsed for planning and carrying out your projects, that is, for operational project management 0/C/2 standard structures (standard work breakdown structure and standard network) erve as templates for the creation of operative structures or of parts of those structures 0/C/4 versions (project version and simulation version) $ersions can be used to record the status of a project at a speci*c point in time or at a certain stage in the system/ 8n addition, versions can be used to test changes that are implemented retroactively before including them in your operative project/ 0ustomization and (aster )ata 0reation '.'1 Work Breakdown Structure #a/ no/ of 56 levels3 CC #a/ no/ of 56 in a level3 0E,EEE 56 should be time"dependent, feasible and should contain criteria to analyze proect progress/ '.'' (ethods of Structuring WBS 8dentify structuring logic for each level based on following3 0/00/0 Phase%based structuring +ample3 engineering, procurement, assembly 5ell suited for time scheduling and a step%by%step eecution of project parts/ 0/00/2 :unction%based structuring +ample3 motor, elevator shaft, elevator cabin uited for eample keeping separate stocks for the di?erent assemblies/ 0/00/4 tructuring based on organizational aspects +ample3 ales and 1istribution, Purchasing, and Production or they separated by responsible cost centers/ uited for direct evaluation of cost portions for the di?erent organizational units/ '.'2 WBS 3lements 56 elements actually contain the cost, revenue, budget, and scheduling data of project/ 56 is based on Project 1e*nition that serves as a framework for the project and contains parameters that control the properties of the entire project and default values to 56 elements/ +ach 56 element is uni-uely assigned to a project de*nition/ =his assignment cannot be changed/ '.'4 $roect )e*nition

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$lanning 5unctions :unctions for planning the logistical and relevant accounting aspects of the project/ :or many projects, in particular, cost or investment projects, budgeting takes place in the approval phase of projects/

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Budget

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$roect 37ecution $rocesses  =ypical processes that can be mapped in the 'P system as part of the eecution phase of projects following approval, and the resulting -uantity and value !ows/ =he wide range of integrations of 'P Project ystem with other 'P components is addressed in this phase/ 'dditional procedures such as calculating overhead costs or project settlement, for eample, are carried out periodically/

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$eriod"3nd 0losing Period%+nd losing covers the periodic procedures available in 'P Project ystem for the planned and actual data of your projects/

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:eporting ;ntegration Scenarios with +ther $roect (anagement