Business Blueprint Document
Project Systems
For
Research & Development
Genus Power Infrastructures Limited
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Preface
After the successful implementation of the core modules to support operations prior to start of
plant operations, GENUS has decided to extend the core SAP implemented to fully integrate
and support plant operations to achieve efficiency and effectiveness.
GENUS has awarded AgreeYa the project to carry out implementation of the following SAP
ERP modules for GENUS in line with the requirements specified in the scope of work:
Project Systems (PS)
Finance (FI)
Controlling (CO)
Sales & Distribution (SD)
Materials Management (MM)
Production Planning (PP)
Quality Management (QM)
The above mentioned modules will cover the broad business processes as mentioned in the
scope of work.
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Document Control
DOCUMENT INFORMATION
Title Business Blueprint - Project Systems (R&D Division)
Project Phase Business Blue Print
Author Bhavani Rao
Created on 04.10.2010
Last Edited on 09.12.2010
Reviewed by
REVISION HISTORY
Revision Initiator Effective
Date
Reasons for Change Section/Pages
revised
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Table of Contents
1 INTRODUCTION ........................................................................................................... 6
1.1 Project Objectives and Business Drivers ...................................................................................... 6
1.2 Document Purpose .......................................................................................................................... 6
1.3 GENUS Organization Overview ...................................................................................................... 6
1.4 Overview of SAP Project System ................................................................................................. 10
1.5 Project system Organization Structure ....................................................................................... 12
2 MASTER DATA .......................................................................................................... 13
3 NEW DEVELOPMENTS IN DESIGN DEPARTMENT ................................................ 18
3.1 New developments in design Department ......................................................................................... 18 3.1.1 Definition of the Process .................................................................................................................. 18 3.1.2 Purpose ........................................................................................................................................ 18 3.1.3 Scope ........................................................................................................................................... 18 3.1.4 AS-IS Process flow....................................................................................................................... 18 3.1.5 Explanation of AS-IS Process flow............................................................................................... 18 3.1.6 TO-BE Process flow ..................................................................................................................... 20 3.1.7 Explanation of the Process: ......................................................................................................... 20 3.1.7.1 Creation of Project/WBS Structure: ............................................................................................ 21 3.1.7.1.1 Proposed Structure. ................................................................................................................... 22 3.1.7.1.2 Project: ....................................................................................................................................... 22 3.1.7.1.3 WBS Structure: .......................................................................................................................... 23 3.1.7.1.4 Coding of Project Definition (Project Coding Mask): ................................................................. 24 3.1.7.1.5. Project Profiles: ......................................................................................................................... 24 3.1.7.1.6. Standard SAP Transactions/ Reports available for business process: .................................... 24 3.1.7.2 Creation of Activities / Networks: ............................................................................................... 25 3.1.7.2.1 Internal Activity: ....................................................................................................................... 25 3.1.7.2.2. External Processing Activity: .................................................................................................... 26 3.1.7.2.3. General Cost Activity: ............................................................................................................... 26 3.1.7.2.4. Relationships ............................................................................................................................ 26 3.1.7.2.6. Work Center: ............................................................................................................................. 29 3.1.7.2.7. Network Profile ......................................................................................................................... 29 3.1.7.2.8. Standard SAP Transactions/ Reports available for business process ..................................... 29 3.1.7.3. Schedule Planning .................................................................................................................... 32 3.1.7.3.1 Date Planning:- ........................................................................................................................ 32 3.1.7.3.2. Different types of dates ............................................................................................................. 33 3.1.7.3.3 Scheduling Type ........................................................................................................................ 34 3.1.7.4. Cost Planning............................................................................................................................... 39 3.1.7.4.1 Cost Planning Profile: ................................................................................................................ 39 3.1.7.4.2 Standard SAP Transactions & Reports available for business process: ................................... 39
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3.1.7.5. Revenue planning: ....................................................................................................................... 40 3.1.7.6 Material Planning ........................................................................................................................ 40 3.1.7.7. Service Planning .......................................................................................................................... 40 3.1.7.8 .Budgeting ..................................................................................................................................... 40 3.1.7.8.1 Budgeting Profile: ...................................................................................................................... 40 3.1.7.8.2 Original Budget: ......................................................................................................................... 41 3.1.7.8.3 Budget Updates: ........................................................................................................................ 41 3.1.7.8.4 Budget – Availability control:.................................................................................................... 41 3.1.7.8.5 Standard SAP Transactions/ Reports available for business process: ..................................... 42 3.1.7.9 Service Procurement:- ............................................................................................................... 42 3.1.7.10 Bill of Materials for Project: ....................................................................................................... 42 3.1.7.11 Confirmation of Activities & Networks: ...................................................................................... 43 3.1.7.11.1 Standard SAP Transactions/ Reports available for business process: ................................... 44 3.1.7.12 Status Management .................................................................................................................. 46 3.1.7.12.1 System status: ......................................................................................................................... 46 3.1.7.12.2. User status - Project: .............................................................................................................. 49 3.1.7.12.2.1 User status – WBS: .............................................................................................................. 50 3.1.7.13 Project Progress Monitoring: .................................................................................................... 52 3.1.7.14 Settlements ................................................................................................................................. 60 3.1.8 Changes and Improvements to the Existing Organization ........................................................... 60 3.1.9 Configuration data ........................................................................................................................ 60 3.1.10 Gaps/Issues Identified and Solutions: ...................................................................................... 60 3.1.11 Roles and Authorizations ......................................................................................................... 60 3.1.12 Reports ..................................................................................................................................... 60 3.1.13 Integration with other SAP modules ......................................................................................... 61
4 SUMMARY .................................................................................................................. 61
5 APPENDIX .................................................................................................................. 62
5.1 Report .............................................................................................................................................. 62 5.1.1 Standard Report ........................................................................................................................... 62 5.1.2 Customized Report....................................................................................................................... 63
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1 INTRODUCTION
1.1 Project Objectives and Business Drivers
Objectives for the implementation project are:
Implement SAP ECC 6.0 standard business processes
Adhere to business basic's and use SAP as a model for best business practices
1.2 Document Purpose
The business blueprint is a detailed documentation of different processes of R&D of Genus
Power Infrastructure Limited, which has facilitated the consultants in mapping the processes in
SAP system.
1.3 GENUS Organization Overview
Genus Power Infrastructures Ltd., an ISO 9001: 2000 Public Limited Company forms an
integral part of the reputed 300million USD Kailash Group. The company deals in manufacturing
and distribution of Electronic Energy Meters, Power Distribution Management Projects, Hybrid
microcircuits, Inverters, Batteries, Home UPS and Online UPS across India as well as globally.
Genus has launched IT enabled Distribution Transformer Metering System, Feeder Monitoring
and Management System, Smart Street Light Management System with value added software
application.
Product & Services:
Metering Solutions
o Residential Meters
Single Phase
Poly Phase
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o Industrial/Substation/Agricultural/Audit Meters
Whole Current
CT Operated
CT/PT Operated
o Grid Meters
Class 0.2S
Daksh
o Group Meters
LVDS
HVDS
o Special Meters
Prepayment
DIN/Rail Mounted
o AMR Solutions
GPRS/GSM
RF
PLC
o Software
"URJA" Server
o Reference Meters
Inverter / UPS
o Inverters
Standard Inverters
Compact Inverters
Higher KVA Inverters
High frequency inverter
Lift inverter
DSP Sine wave solar hybrid inverter
o UPS
Home UPS
Online UPS
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High Frequency Online
Line Interactive UPS
o Solar products
Solar panel
Solar water heater
DSP Sine wave solar hybrid inverter
o Batteries
Lead Acid (Tubular)
Sealed Maintenance Free
Hybrid Microcircuits o Thick Film HMC
o Applications
o Process Flow Char
o Conversion of PCB to HMC
o Capabilities
o Download Catalogue
ECC (Engineering Construction & Contracts) is engaged in Turnkey projects and turnkey
execution technique is based on perfect planning, review and monitoring of the project at each
stage.
Engineering Construction & Contracts
o Substation Commissioning
o Transmission & Distribution Lines
o Electrification
o Distribution Transformer Metering
o Billing Solutions
o SCADA Solutions
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Genus Power
Infrastructures
Limited (GPIL)
Genus Innovation
Limited (GIL)
Kailash Group
GPIL JAIPUR
(HEAD OFFICE)
PLANT 1
GPIL JAIPUR
PLANT 2
Ramchandrapura
GPIL HARIDWAR
PLANT 1
GPIL
HARIDWAR
PLANT 2
GPIL KOTPUTLI
GIL JAIPUR
GIL HARIDWAR
ECC H.O
Site A
Site B
Metering
HIP
Metering
Depot 1
Depot 2
Ser Ctr 1
HIP
Metering
Transformers
Poles
Metering
HIP
Metering
ENTERPRISE STRUCTURE
Ser Ctr 2
ECC Division
(Projects)
D&D
Metering
D&D
HIP
Depot 1
Depot 2
Ser Ctr 1
Ser Ctr 2
Depot 1
Depot 2
Ser Ctr 1
Ser Ctr 2
GPIL Service
Ctr. Metering
Other Group Companies
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1.4 Overview of SAP Project System
SAP Project System is a project management tools that assists you throughout all phases of
project through the high level of integration between SAP PS and other SAP modules such as
Logistics, Accounting, and Human Resources. SAP PS ensures that the necessary business
processes are handled quickly and efficiently. SAP PS provides structure that allows mapping
project projects flexibly and appropriating structures. Using suitable tools and reports in SAP
PS, one can plan and monitor dates, costs, revenues, budget, resources, material and so on for
these structures.
Project Systems is a component module of the SAP system that can be used to plan, execute,
and account for complex orders as part of the business processes.
Project Systems provides a central point through which the procurement of materials and
services, the planning and scheduling of services and reporting of milestone dates can be
coordinated and tracked
SAP PS is the component of both my SAP Enterprise Resource Planning (my SAP ERP) and
my SAP Product lifecycle Management (my SAP PLM)
Depending on the project type and requirement of project monitoring, one can structure the
project. SAP Project System provided two type of structures for mapping of a projects which are
work breakdown structures called WBS and network and activity. One uses a work break down
structure to organize a project in form of a hierarchy, and so map the structure of project.
Network on other hands is used to represent the individual project activities together with their
logical relationships in other words, the flow of the project. One can map a project using just one
work break down or one network .However one can also illustrate a project using a work break
down structure and one or more networks in order to use the characteristics of both structure
together. Work break down structure consists of work break down elements (WBS elements)
that are arranged at various levels to produce a hierarchy model of project activities to be
carried out.
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Each individual WBS elements can act as controlling objects in which one can plan and monitor
costs, revenues, payments, budgets, and dates. A network represents the flow of work .the
individual tasks in project are mapped as activities in a network. Activities form the operative
basis for planning and controlling dates costs and resources. When activities are assigned to
WBS elements the dates and cost defined in the individual activities are totaled up at WBS level
and can be evaluated. One can analyze order costs for the WBS element and check them
against the WBS budget. With the help of progress analysis one can view progress values that
reflect the status of project relative to the individual WBS element or aggregate them according
to the project hierarchy.
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1.5 Project system Organization Structure
Organization structure (unit) is the elements of the logical structure of the SAP system. A
strategic unit assists in designing the SAP system in to an Enterprise.
The Project System Project System has no organizational structures of its own; you incorporate
it into the existing structure by making assignments to the organizational units in other modules
like Financial, Controlling, Material Management, Sales and Distribution, Production Planning
etc.
Project Definition
WBS Elements
Networks
Activities
Internally Processed
Service
General Cost
Controlling Area
Cost Center
Company Code
Profit Center
Plant
Profit Center
Plant
Plant
Work Center
Purchasing Organization
Purchasing group
Plant
Material Components
Purchasing Organization
Purchasing group
Plant
Storage Location
Externally Processed Purchasing Organization
Purchasing group
Service master record
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2 MASTER DATA
Master data is used to bring uniformity in the integrated database so that user can enter
transaction data with less effort. Master data is a pre-requisite for all business transactions.
Various departments viz. design, materials, projects and finance perform task of creating and
maintaining these masters. These master data records are updated or new records are created
as and when need arises while executing business transactions in SAP. Masters data created in
individual modules of SAP. For example, Material Masters are created in MM module. BOMs
are created in PP module. Standard WBS, Standard Network, Work Center are created in PS
module G/L account, Cost Centers, Cost Elements, Profit Centers are created in FI/CO module.
Genus will be using PS, MM, SD, FI, CO, QM, PP, and BIW modules of SAP E.C.C 6.0.
Masters that are required for these modules are already defined in the system.
Some important master data are given below:
Material master
Purchasing masters:
Vendor master
• Purchasing info-records
• Source List
Sales masters:
• Customer master
Production masters:
• BOM
• Work Center
• Resources
Plant Maintenance:
• Functional locations
• Equipments
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Finance & Controlling:
• G/L account
• Cost Centers
• Cost Elements
• Costing Sheets
• Profit Centers
In addition to the above, following master data will be used in Project System in this
implementation:
Templates:
1. Standard Work Breakdown Structure (WBS)
2. Standard Networks
3. Standard milestones
4. Work Center (Master Data)
Benefit of Standard Template - Standardization is one method of ensuring in the initial
phase that projects are structured efficiently and economically.
A further advantage of standardizing project structures is that it makes the processing of
projects more transparent, enables the comparison of projects and subsequently facilitates
project controlling. In the Project System there are several different standard structures that
you can use as templates to create operative structures
Standard Work Breakdown Structure – It is a neutral work breakdown structure that can
be used more than once and serves as a template for creating operative work breakdown
structures and helps in standardizing the project structure. It also saves the time and effort
of the users creating WBS structure manually.
Standard Networks: It is the neutral network structure, which can be used as a template
when creating other standard networks or operative networks.
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When one create networks from standard networks, one save time and you also increase the
consistency of business processes, if different projects consist of the same activities.
You can link standard networks with standard work breakdown structures in order to create
project templates, which contain both the project structure and the activities assigned to the
structure. When you use a standard network that is linked to a standard WBS to create an
operative network, an operative WBS is also created.
Standard milestones
Standard milestones are used exclusively in the Project System as a source for creating
milestones and other standard milestones.
You can combine different standard milestones in a milestone group. For example, you can
group together all milestones that are relevant for earned value analysis.
You can copy standard milestones to create milestones in activities and WBS elements. One
can do this in (standard) network maintenance, (standard) work breakdown structure
maintenance as well as in the project planning board and structure planning.
Work center
Work center is an organizational unit that represents a suitably equipped, physical location
where work can be performed.
The work center has an available capacity. The activities performed at or by the work center are
evaluated by charge rates, which are determined by cost centers and activity types. Work
centers can be:
Machines
People
Production lines
Groups of craftsmen
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Operative indicator
With operative indicators, you specify the attributes of a WBS element and determine which
tasks the WBS element can carry out in the project.
You can assign the following operative indicators to WBS elements:
Operative indicator for... Usage...
Cost planning If you want to plan costs for a WBS element, you have to
indicate that the WBS element is a planning element in
the WBS.
Account assignment If you want to post actual costs and commitments to a
WBS element, you have to indicate that the WBS element
is an account assignment element in the WBS. All objects
that can be assigned costs and commitments within a
project (for example, sales orders, and purchase orders)
can only be assigned to a WBS element if you have set
the account assignment indicator for the element.
In Customizing for the Project System, you can set an
indicator to specify that costs are planned for all WBS
elements or only for specific WBS elements.
Billing If you want to post revenues to a WBS element, you have
to indicate that the WBS element is a billing element in the
WBS.
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3 New developments in design Department
3.1 New developments in design Department
3.1.1 Definition of the Process
Investigative activities that a business chooses to conduct with the intention of making a
discovery that can either lead to the development of new products or procedures, or to
improvement of existing products or procedures. Research and development is one of the
means by which business can experience future growth by developing new products or
processes to improve and expand their operations.
3.1.2 Purpose
Genus is doing new research & development based on the market inputs received from
marketing / PMG department and on the new ideas of in-house team.
3.1.3 Scope
The complete research & development work will be mapped through SAP project system
module, so that the time and cost in respect of materials, service and manpower cost can be
captured against any research and development work.
3.1.4 AS-IS Process flow
N/A
3.1.5 Explanation of AS-IS Process flow
The following steps of Research and development activities in the design and development
department are listed below:
Design department do new developments on the basis of conceptual ideas as well as time
to time inputs received from marketing / PMG department.
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Management approve annual budget for R&D department for carrying out the new
development, however apart from the annual budget, D&D department has to take
approval for each new development before they start working on new development.
Design department also do new developments on the basis of conceptual ideas
It prepares strategic plans for new products
After that conceptual IDEA is evaluated
These ideas are then sent for approval to the management
Upon approval of the management, the marketing team starts research to make
detailed business case and prepare prelim RTT alignment with the mission and
strategic plan
On the basis of strategic plan the resource availability is sought out.
Then these ideas and the resources are reviewed with design and marketing HOD
Then the concept idea is distributed like circuit design, cad design, PCB, Software
etc.
CAD designs are further divided in to chassis design and mechanical design
On the basis of these designs DND do testing‟s like technical specifications,
destructive testing‟s, short circuit tests, type test etc
Now to prepare design for manufacturing, these designs are passed to engineering
department.
Engineering department prepares Engineering pilot and test reports.
On the basis of all above process, pre production pilot is released, but in the
R &D projects there is no MASS release for production
For detailed process flow, please refer the attached xls.
D&D Process Flow.xls
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3.1.6 TO-BE Process flow
3.1.7 Explanation of the Process:
The project planning contains data that affects the entire project. The major activities covered
under this are creation of the project structure like Work breaks down structure elements (WBS),
Networks, activities in the network and milestones of the project. With these structures we can
plan Costs, Dates, Material and Budget Planning for the project.
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In project systems we can bifurcate the planning stage of the project for fixe the goals
1) Structure Planning
2) Date Planning
3) Material Planning
4) Resource Planning
5) Cost planning
6) Budget Allocation & Release
3.1.7.1 Creation of Project/WBS Structure:
For new Research and Development work, Management sectioned a yearly budget to carry our
new development. A Project will be created for R&D for one new idea and the sanctioned
budget will be allocated to the project. Based on the conceptual ideas / input received from
marketing / PMG, D&D will evaluate and submit the same to Management for their review and
approval for each new concept. If Management approves the same, one new project structure
will be created for each new development under the main project created for the same. The
WBS can be further drilled down to other WBS and activities to carrying out the D&D work.
Duration and work along with the relationship will be defined for each activity. Work center will
be attached for these activities .Every employee having one work center and one Activity type
This will help in capturing the cost of the employee working in the new development work.
Cost estimate will be done based on the estimated materials and resources required to carry out
the particular R&D project. The cost estimate will be the basis of budget allocation and release.
BOM for new product will be created and the same will be transferred to R&D activity of the
project. Reference point will be used in BOM and network activity to have a logical relationship.
If during the design phase or based on the type test results, BOM gets updated; the extra
components of the BOM will be updated in project. Based on the same, a planned order will be
created in PP module which will be converted into production order. The manufacturing cost of
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The same will be taken care in PP module. In PS, time will be booked against R&D work done
by the D&D people. All the engineering drawings / documents will be attached to the respective
activity through the DMS, so that the people who are working in D&D can have access of the
drawings / technical specification from the SAP project system itself.Once the product is
produced in PP module, the same will be issued on network activity through
The production cost will be booked on the project. The system will check the budget availability
for the same and based on the available budget, system will allow issuing the product on the
project. Other cost like resource will be booked through activity confirmation.
Creation of Project/WBS structure is an efficient alternate solution for the existing system to
monitor & control costs of specific task in R & D. The WBS / Project structure represents a
responsibility oriented, hierarchical view of a project. The requirement for creation of WBS
hierarchy in R&D is to break the whole project into structural & hierarchical form for better
control and monitor of Cost, Resources, Budget, and Dates & Procurement for any Project.
WBS structure comprises of WBS elements, on which detailed project planning is done with
respect to schedule, costs & resources. Provision of standard WBS enables easiest & fastest
way of creating WBS structure.
Project Structure contains project definition, WBS and network activity with relationship. Project
will have user status which will control the creation of commitments or booking the actual cost
on the project, unless until budget availability control is activated in project.
3.1.7.1.1 Proposed Structure.
The Project structure for R&D project will be finalised with business during realization phase.
3.1.7.1.2 Project:
Project is a task which uses resources within a given timeframe and results in a unique process.
The projects are cross departmental plans and are structured hierarchically. Projects also
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require continuous supervision of cost, dates and resources .Project Structure consist of the
entire flow of the project including Work Breakdown Structure, Network and Activity elements.
It is extremely significant to recognize each of above mentioned objects to understand the
Project Structure in its entirety. Let‟s look at these with more details.
3.1.7.1.3 WBS Structure:
Work Breakdown Structure (WBS) is hierarchical representation of entire Project scope. It is
represented in the form of various levels of WBS elements and each WBS element represents
specific and detailed scope of project. WBS is the Organizational view of the Project. The work
breakdown structure (WBS) is a model of the project that organizes project tasks into a
hierarchy.
In SAP the Work Breakdown Structure is a representation of the project in a hierarchical format,
it is an important tool which helps you keep an overview of the project as it forms the basis for
organization and coordination in the project deliverables and provides the linkages with
Production order & POs
The WBS elements hold the structure for planning equipment and installation materials by
product grouping
It is the functional basis for further planning steps in a project, for example, for work planning,
cost planning, scheduling or costing, as well as project control. It gives a clear picture of the
project and facilitates the coordination and implementation of the project from a management
standpoint. It shows the work involved in a project.
In R&D WBS structure will be created based on the business requirement. Each WBS element
shall be detailed further to next levels based on the requirement. The WBS element carries the
cost of the activities, attached to it. The actual costs of all the activities of a WBS element are
compared with the budget allocated to the WBS element & are controlled as per the budget
availability.
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3.1.7.1.4 Coding of Project Definition (Project Coding Mask):
Genus Research and development executes Overhead projects for their respective clients.
The following coding structure is proposed to identify the project ID under the company code
GPIL.
RND-XXXX-00.XX.XX.XX.XX.
Here the project number will be like RND-2010- where RND will indicate the RND project, next
Four digits (XXXX) will indicate the year of project
„X‟ stands for the Number to represent the hierarchy of WBS element.
3.1.7.1.5. Project Profiles:
The project profile contains default values and other control parameters of project.
The project profile for R&D project shall be configured to meet the requirements of all R&D
projects.
GERND: This profile shall be used for Research & Development Project
3.1.7.1.6. Standard SAP Transactions/ Reports available for business process:
CJ11- WBS Creation with Project Definition
CJ20N- Creation of Project Structure
CN41 - Structure Overview (Report)
Project Profile
Description
GERND
Research & Development Project
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3.1.7.2 Creation of Activities / Networks:
Addition of network activities to the basic WBS structure completes the structure of a project. In
R&D; there are financial as well as logistical requirement for the execution of the project.
Network and activities covers all the logistical needs of the R&D.
i.e. i) Assign finished goods to network.
ii) Flow & sequencing of activities.
iii) Relationships of activities.
iv) Detailed control of components.
Detailed project planning for dates, costs & resources are planned to achieve timely completion
of the project. All the tasks of the project are to be well defined & form the process of entire
project.
The standard SAP describes activities as "components of a process " with the following
characteristics:
• They have duration.
• They have a defined start and a defined finish.
• Resources are needed to execute them.
• They incur costs.
• They are the smallest element which cannot be broken further.
The following type of activities shall be used in R&D projects.
3.1.7.2.1 Internal Activity:
This Activity takes care of internal requirement and work. We have to attach work centre with
each internal activity to calculate cost and time of the same. Resource will also be attached with
the activity / activity element to capture the resource cost involved in R&D project.
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3.1.7.2.2. External Processing Activity:
All external procurement of product and services comes under external activity. System
provides option to create purchase requisition or Services PR directly from the activity itself. As
PS is tightly integrated with Material Management module, it creates Reservation or PR
automatically and the same is accessed by the MM users to create Purchase Orders.
3.1.7.2.3. General Cost Activity:
Expenses incurred during the execution of the project can be posted to the project through Cost
Activities. All direct and indirect expenses are required to be booked under relevant project to
arrive on total cost of the project. Also any cost that is neither internal nor external can be
posted as cost activity with the relevant description.
Relationships determine the chronological sequence of activities in a network or a standard
network.
There is usually a reason for a specific sequence of activities in a network. For example, there
may be technical dependencies between individual activities. These dependencies are
represented by relationships in which one activity is the predecessor or the successor of
another activity.
3.1.7.2.3.1 Activity Element: Activity elements will be used to capture the resource time and
cost as per the employee band.
3.1.7.2.4. Relationships
Relationships can be maintained for all the three types of activities. Relationships Across
Networks can also be maintained
There are four type of relationship which can be used in the networks they are :
• Finish – Start (FS)
• Start – Start (SS)
• Finish – Finish (FF)
• Start – Finish (SF)
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1) Finish – Start (FS) Relationship
This is the relationship between the ends of an activity to the beginning of the following activity.
In the graphic, the "assembly" activity cannot start before the "production" activity has finished.
2) Start – Start (SS) Relationship:
This is the relationship between the beginning of an activity to the beginning of the following
activity.
In the figure, the "component procurement" activity cannot start before the "design" activity has
started.
3) Finish – Finish (FF) Relationship
This is the relationship between the ends of an activity to the end of the following activity.
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In the figure, the "work scheduling" activity cannot finish before the "design" activity has
finished.
4) Start – Finish (SF) - Relationship
Relationship from the beginning of an activity to the end of the following activity.
In the figure, the "start-up" activity cannot finish before the "inspection" activity has started.
SF relationships are seldom used in practice. You can usually change SF relationships to FS
relationships by changing the sequence of the activities.
A network represents the flow of a project or of a task within a project. During the life of a
project, networks are used as a basis for planning, analyzing, controlling and monitoring
schedules, dates and resources such as materials, documents. User can assign networks to a
project. Network contains activities and relationships. Network graphic represents the graphical
view of network activities & relationships.
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3.1.7.2.6. Work Center:
Each employee having one work center and one activity type This will help in capturing the cost
of the employee working in the new development work. Work center will be created with t. code
CNR1
3.1.7.2.7. Network Profile
Suitable network profiles shall be configured.
The network profile contains default values and parameters for controlling the processing of networks, such as control keys for activities.
The data which you enter here in the network profile is copied into the header, activities, and activity elements when one creates a network. One can overwrite these values in each new network.
All relevant activities will be controlled online. Plan Vs Actual reports will be generated for work
execution.
Network & Activity will be created in SAP system. All the activities will be linked through each-
other as predecessor or successor.
Network Profile
Description
GERND
Network Profile for R&D
3.1.7.2.8. Standard SAP Transactions/ Reports available for business process
CN21- Network entry with Activity(Transaction)
CJ20N- Project Builder (Transaction)
CN46N – Networks Overview
CN47N – Activities
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CN49N – Relationships
CN53N – Milestones
CN41N - Structure Overview
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3.1.7.3. Schedule Planning
Scheduling is the process of deciding how and when to commit resources between varieties of
possible tasks. Time can be specified or floating as part of a sequence of events.
Scheduled dates are the start and finish dates of activities calculated by the system in
scheduling based on relationship, time interval, duration etc. For WBS elements the scheduled
dates are determined from the scheduled dates of the activities that are assigned to the WBS
element.
The system calculates the dates for an entire project or a portion of the project with all
associated activities when you select the scheduling function
This is based on the duration entered in the activities, start & finish dates, relationship
maintained etc.
Scheduling determines the earliest and latest start and finish dates for carrying out activities in
the network.
Two types of scheduling possible, these are:
Date scheduling with WBS elements
Scheduling of Activities and Networks
3.1.7.3.1 Date Planning:-
Dates in a project play an important role. Planning of dates is the basis for execution of entire
project. At the beginning of the project itself, critical activities throughout the entire project
should be identified using dates planning and scheduling. Also during the execution of the
project, at any point of time, flexibility in planning is required in order to test different “what if”
scenarios for the selection of best scenario. Forecasting of the project dates at any point of time
considering the actual progress is expected.
The scheduling function calculates the dates for activities and networks.
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3.1.7.3.2. Different types of dates
Basic Dates
Forecast Dates
Constraints
Scheduled Dates
Earliest and Latest Dates
Actual dates
Basic dates are defined manually, and are often binding for lower-level objects.
Forecast dates are dates that you expect based on more detailed planning or on changes
during the course of the project. Forecast dates have no influence on reservations, purchase
requisitions, or current capacity requirements.
Time Constraints prescribe the start and/or finish dates restriction of the activity. When you
schedule a network, the system takes the constraints on the start and finish dates and times
that you specified into account.
Basic and forecast dates can be entered for WBS elements & Network header and constraints
can be entered in activities.
Earliest and latest dates are calculated in network scheduling and indicate the earliest or latest
data that an activity must start or finish on.
Actual dates provide with information on the state of the project. These are entered manually in
the WBS elements or through activity confirmation.
Scheduling can be done based on :
a) Scenario
- Bottom up
- Top down
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3.1.7.3.3 Scheduling Type
- Forward Scheduling
- Backward Scheduling
In Bottom up Scenario, The dates of the assigned activities are summarized to give the
scheduled dates of the WBS elements (thin time bars in the project planning board).
Bottom up scheduling will be followed in WBS dates planning in R&D projects
The dates scheduled in the WBS structure can be copied to the basic dates of the WBS
elements, for the purpose of extrapolating them up the project hierarchy.
Dates are passed on from the bottom of the hierarchy to the top.
The dates for activities determined in scheduling; are checked against the dates of the assigned
WBS element to see if the planning period of the WBS element includes all dates from the
activities. If it is different than the start date and the finish date, or both dates of the superior
WBS element is changed. This is repeated up the WBS hierarchy to the project definition.
If a WBS element does not have other WBS elements or activities assigned to it, the system
uses the basic dates of the WBS element as scheduled dates.
In Top- down scenario, in work breakdown structures with networks, top down can plan basic
dates for the WBS elements in order to specify that a certain part of the project has to be
completed within a fixed time period.
Networks are always scheduled forwards and backwards. The scheduling type determines the
direction in which scheduling is carried out. The system determines the earliest dates of the
activities by means of forward scheduling, and the latest dates by means of backward
scheduling.
Forward scheduling calculates the earliest start and earliest finish dates of the activities.
The date from which scheduling starts is the basic start date from the network header.
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All activities without predecessors in the network are the starting activities.
Activities with constraints dates do not take part in scheduling.
Backward scheduling calculates the Latest start and latest finish dates of the activities.
The date from which scheduling starts is the basic finish date from the network header
All activities without predecessors in the network are the target activities.
Activities with constraints dates do not take part in scheduling.
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A network is always scheduled forward and backward. The scheduling type specifies whether
forward scheduling or backward scheduling is carried out first.
Forward scheduling calculates the earliest start and finish dates for the activities (earliest dates).
A start activity is a network activity that does not have a predecessor. The start date is the start
date in the network header or the start date determined from backward scheduling.
Backward scheduling calculates the latest start and finish dates for all the activities (latest
dates). A target activity is a network activity that does not have a successor. The start date is
the finish date in the network header or the finish date determined from forward scheduling.
Activities with the smallest total float are called "critical".
The critical path in which the activities and their relationships are ordered. So that the total float
is minimum. The critical path is in general the longest way to carry out the network.
Scheduling provides the details about floats. Floats supply information on the time reserves
available for individual activities
A total float is the difference between the latest start and earliest start (LS - ES) or between
latest finish and earliest finish (LF - EF).
A free float is the difference between the earliest start of a successor activity and the earliest
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finish of the activity in question (ES successor - EF activity). Since the successors for the free
float are within their earliest dates, the time reserve is completely available to the current
activity.
Floats determine the activities that are critical in a project.
Note: Forward scheduling will be used in R&D project. Activities will determine the date of WBS.
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3.1.7.4. Cost Planning
Hierarchy cost planning will be used with unit costing using t. code CJ40. Based on the BOM,
unit costing will be done which will include the BOM items along with other cost like resource
cost and overhead if any.
If there is a major change in BOM, re-cost estimate can be done in new version.
Comparison can done using standard available SAP reports for the cost estimate between the
two versions.
SAP standard reports will be used for the same.
3.1.7.4.1 Cost Planning Profile:
There will be one Cost Planning profile created for Project /WBS. The Cost Planning Profile will
be for Overall planning type.
3.1.7.4.2 Standard SAP Transactions & Reports available for business process:
CJ40 – Cost Planning.
S_ALR_87013532 - Plan/Actual/Variance (Report)
S_ALR_87100190 - Plan/Actual/Variance for Each Project and Person Responsible
(Report).
Planning profile
Description
RNDPL
Cost Planning Profile for RND
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3.1.7.5. Revenue planning:
N/A
3.1.7.6 Material Planning
Final material (end product) will be attached with the network activity with the required quantity.
Material will be assigned through PS BOM interface (CN33), so that any change in BOM will be
taken care of by the system in next MRP run.
3.1.7.7. Service Planning
If some external service is required for the R&D work, than service purchase requisition can be
created from the project.
3.1.7.8 .Budgeting
Putting the budget against the WBS element in hierarchical form based on cost planning.
Budget will be distributed through top-down method. Cost planning would be finished prior to
budgeting and will form the basis for budget allocation and release.
Project cost and budget control will be done by availability control & tolerance limit and that
would be incorporated through Budget profile and relevant configurations.
Budget will become system controlled budget. Tolerance limit will be defined in system and
system will not allow creating commitments or book actual beyond the released budget.
Budget will become system controlled budget. Tolerance limit will be defined in system and
system will not allow creating commitments or book actual beyond the released budget. Annual
budget for the project will be used.
3.1.7.8.1 Budgeting Profile:
There will be one budgeting profile created for Project /WBS. The Budget Profile will be mapped
For the annual Budgeting
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The budget will be distributed to down level WBS elements.
The following different budget types will be used in SAP.
3.1.7.8.2 Original Budget:
The original budget is the originally allocated budget. After a point in time that user specifies,
this budget can only be corrected using budget updates.
3.1.7.8.3 Budget Updates:
Unforeseen events, additional requirements, for example, price rises and so on need to update
the original budget, in the form of:
Supplements
Returns
Transfers
If the funds available are not sufficient, one can create budget supplements, enabling to
continue work on the project.
3.1.7.8.4 Budget – Availability control:
Availability control enables you to control approved costs actively by issuing warnings and error
messages when costs are incurred.
• Availability control monitors budget allocation
• In the budget profile it can be determined whether/how availability control is to be
activated and which budget values should be checked by availability controls i.e.
Overall/Annual, Original Budget, Release budget.
• Tolerance limits can be specified for the following budget message
Budget profile
Description
RNDBG
Budget profile for RND
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• Warning with mail to Project Manager (at 80 %)
• Error message (at 100 %)
• The execution cost will be controlled directly by the system and system will not
allow to expense more than 100 % allocated budget for the relevant project.
3.1.7.8.5 Standard SAP Transactions/ Reports available for business process:
CJ30 – Original Budget
CJ36 – Post Supplements
CJ32 – Budget Release
CJ34 – Transfer Budget
CJ37 – Change Supplements
S_ALR_87013557 - Budget/Actual/Variance (Report)
S_ALR_87013558 - Budget/Actual/Commandment/Remaining plan /Assigned (Report)
3.1.7.9 Service Procurement:-
The service PR will be created from project service activities in case external service is required
for R&D job. These service activities will also be part of network scheduling. Budget will be
checked for the cost commitment of service activities and accordingly system will give generate
a warning mail or error message in case of insufficient budget. There will be no further release
strategy for these services PR which gets generated from release of project. The work order will
be created with reference to service PR
3.1.7.10 Bill of Materials for Project:
The BOM material (final product) will be attached with the NWA through BOM transfer.
Reference point in activity and BOM will be used to establish a logical relationship for BOM
transfer and for taking care of any future change in BOM.
CN33 - Bill of Material Transfer
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3.1.7.11 Confirmation of Activities & Networks:
As the work progresses goes, the status needs to be captured in project plan so that Planner /
Project Manager can compare the planned data with actual data. There has to be a provision to
enter network activity progress in SAP so that data would be utilised for project progress
monitoring.
As the work progresses at project, progress of work done is monitored by Planner in Project in
terms of confirmation parameters like percentage of completion, actual dates, Budgeted cost of
work scheduled (BCWS), Budgeted cost of work performed (BCWP), Actual cost of work
performed (ACWP), Estimated cost to complete the balance work (ETC), Estimated cost at
actual (EAC) etc.
Process:
Confirmation related to project activities:
Project execution department enters confirmation directly in network activity. There are two
methods of entering confirmation for a network.
Confirmation for individual activity (individual confirmation)
Simultaneous entry for a group of activities within network (collective confirmation).
Confirmation can be either in terms of quantity or work or in term of %age of work
completed.
Weight-age will be assigned to each and every activity in term of its importance / impact in
total project progress
Different progress method like estimate, time proportionality and Work will be used for WBS
and activity progress.
After the confirmations are entered, Planner / Project Manager can reviews these confirmations
through standard reports in SAP and can draw the progress curve for Plan vs. Actual progress
or
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The progress report in term of BCWS, BCWP and ACWP also known as Earn Value Analysis.
Earn value analysis gives the real picture to Management about the worth of the actual progress
in term of its value.
Standard SAP transactions are available for activity confirmation; i.e. CN25 for individual
confirmation or CN27 for mass confirmation.
Confirmation of activities would be reflected online after SAP system gets implemented.
3.1.7.11.1 Standard SAP Transactions/ Reports available for business process:
CN25- Activity Confirmation
CN27 – Mass confirmation
CN28 – Display Confirmation
CN29 – Cancel confirmation
CN48N – Confirmations (Report)
S_ALR_87015125 – Details
CNE1 – Run Project Progress
CNE5 – Progress Analysis Report and S-curve (for physical progress and EVA)
S_ALR_87015124 - Project Hierarchy
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3.1.7.12 Status Management
At any point of time Planner should be able to determine Project status as well as work package
status from Information available in SAP. System Status should restrict Users to make any
transaction based on the permissions given for that state of the project.
In SAP Project Systems provides option to maintain unique status of the Project / WBS /
Network. Status would facilitate the management to be acquainted with the status of project.
System status also provides unique functionality to control business transactions at status level.
Project Systems has two types of Status,
System status
User status
3.1.7.12.1 System status:
As per the name, System status is standard status created by SAP and cannot be changed.
Status for each object has got hard coded list of allowed and restricted Business Transactions.
Hence user can only carry out allowed transactions for respective Project Status.
The active system status determines which business transactions Users can perform for WBS
elements. System status is passed from the project definition to the WBS elements and from the
WBS elements to the subordinate WBS elements.
Certain statuses can be reverted in system, for instance Technically completed, Closed and
Deletion Flag. When cancel status is done, the previous status is set. Users can cancel system
statuses one by one, until it arrives at a status that cannot be cancelled. Cancellation of system
status is allowed only if that status is not set automatically (in the background by the system),
for example Partially released. If statuses like Technically completed or Closed are cancelled,
the system automatically cancels this status for the sub-ordinate WBS element.
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Few of the System Status are given below:
Status Name Description
CRTD Created
REL Released
TECO Technically Completed
CLSD Closed
DLFL Deletion flag
a. Created (CRTD) This is the initial system status for new WBS elements. In this status you structure the project
and plan dates, costs and revenues. The system sets this status automatically, when you create
a new WBS element. This status can be set for WBS element only if the superior WBS element
has CRTD status.
In CRTD status, you can create new WBS elements and change the work breakdown structure.
The status allows Users
• to assign networks, which do not yet have Released status
• to plan costs and revenues
• to budget
b. Released (REL):
In this status you can book costs and revenues to WBS elements. This can be set after CRTD
status.
In REL status Users can create new WBS elements and change the project hierarchy. The
status is passed on to subordinate WBS elements. The status allows Users,
• To assign networks, production orders or CO orders to the WBS element.
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• to post actual costs
• to transfer actual costs
Users cannot change the status from REL to CRTD
c. Technically completed (TECO)
This status can be used for WBS elements that are completed from a technical point of view,
but you still expect costs to accrue. The CRTD or REL status must have been set to set the
TECO status.
In TECO status, Users can create new subordinate WBS elements (with a warning). The status
is passed on to subordinate WBS elements. The status allows Users,
To assign networks, production orders or CO orders to the WBS element.
to post actual costs
to transfer actual costs
You can cancel the TECO status. In this case the system sets the Released status.
You can prevent the Technically completed status from being cancelled. Create a user status
that prohibits the Revoke technical completion business transaction. TECO status will prohibit
creation of PR or reservation.
d. Closed (CLSD)
Users can use this status for a work breakdown structure or WBS element that has been
completed from both a logistic and an accounting point of view. CLSD status can be set only if
the project definition or the WBS elements have either the REL or the TECO status. System will
allow to set the status to CLSD only if there is no commitments or actual cost in the project.
In the CLSD status you can no longer make any changes to the project hierarchy. The status is
passed on to subordinate WBS elements.
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e. Deletion flag (DLFL)
The Deletion flag status designates work breakdown structures or WBS elements that have
been flagged for deletion. This means that the objects are deleted logically, but not physically.
Users can set the Deletion flag if,
Assigned orders and activities also have Deletion flag status.
There are no commitments for the WBS element
There are no reservations or purchase requisitions that are account assigned to
the WBS element.
All the goods issues have been posted in the assigned sales orders and the
deliveries have been billed.
A deletion flag has been set in the appropriation request on which the WBS is
based.
No associated reservations, planned independent requirements or planned
orders exist
The completion indicator is set in assigned transfer price agreement
The status is passed on to subordinate WBS elements. It prohibits all business transactions.
The status
Deactivates assets in construction that are assigned to the WBS element.
Is the prerequisite for setting a deletion indicator?
As long you have not set a deletion indicator, you can cancel the Deletion flag status.
3.1.7.12.2. User status - Project:
Although SAP has given enough system status yet each business can have some unique status
which is not covered in System Status. PS provided facility to create user define status to
address unique requirement of project.
Even User status provides facility to define list of allowed transactions at that
status. Hence we can control business transactions at user status level as well.
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3.1.7.12.2.1 User status – WBS:
As per the standard functionality of the system, Project system Status used for the project would
default become WBS user status for entire project. User status will be used here to control
certainly business transactions through user status like probation of PR & PO creation unless
the status AVAC is activated for the project.. Management would initially leverage standard
functionality and use System Status and User status to control business transactions. User
status would facilitate the management to understand the status in business language used by
them. User status steps are created in the user status profile. While creating new project user
Will get copied from project profile.
Currently one standard profile will be created for RND project and the same can be used for all
types of RND projects.
Solution in SAP:
User Status Profile
Description
ZPS003
WBS user status
profile for RND
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User
Status Status Short text Business Transaction
Forbidd
en Set
ZPS003 CRTD Created
Material purchase requisition
Availability control
Budget Release
Budgeting
Project Release
Material purchase order
BUDG
Budget
Allocated
Budgeting SET
Material purchase order
Material purch se requisition
Release
AVAC
Budget
Released
Material purchase order
Material purchase requisition
REL
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3.1.7.13 Project Progress Monitoring:
Efficient, Project progress monitoring and reporting is essential requirement of Genus RND
division. System should give the status of the project in terms of date, cost, work completed
etc. This data then can be compared with project plan and necessary actions can be taken to
eliminate bottlenecks and to ensure that project is completed on or before time frame within
the given cost
Any project is successful till it is progressing as per plan. After spending huge time on the
project from inception to contract and then after from contract to completion, most of the time
is spent to create and submit reports. Hence it becomes extremely important and justified to
have comfortable automation of the reports.
Project systems provide facility to see entire reporting of the project with reference to total
cost and time spent on the project. Management would also be able to see total cost of the
project till date and the total completion of the project on percentage basis. System would
also show the percentage of completion with respect to total actual cost incurred at given
time.
For progress analysis, by default progress method for WBS will be Estimate / Estimate for
plan and actual and for activity, it will be time proportionality and work for plan and actual.
However based on the business requirement, user can change the progress method in
activity on case to case basis.
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Progress analysis is the tool, used to determine planned and actual project progress values,
and to compare the two sets of data. The system uses the overall planned costs to evaluate
the work done, meaning that the evaluation is not dependent on the costs planned or posted
by period. Planner can determine the relevant values at any time or as part of the period-end
closing work.
Progress analysis is best used on projects where:
Time is critical
Involves lot of work packages
Progress does not depend on the costs being incurred - that is, progress cannot be
derived from the costs being incurred
Concept of Project Progress Analysis in SAP:
Progress Calculation
Use You use the function to:
Determine the POC as of a particular point in time
Calculate the value of the work performed up to a particular point in time
Progress determination provides you with the key figures you need for this:
Percentage of completion (POC)
The POC describes the ratio of the services rendered up to a particular date to the
total work to be done in an activity or project.
The system distinguishes between three different uses:
o Non-aggregated values
The values are displayed per object.
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o Aggregated values
The system shows the values aggregated according to the project hierarchy.
o For results analysis
The system determines the aggregated POC for the billing element. In carrying
out the aggregation, it takes account of the project elements subordinate to the
billing element in the billing structure.
The POCs are recorded under statistical key figures. You assign the statistical key
figures to value categories so that the system can display them.
Earn Value:
The earned value consists of the costs corresponding to the POC for an activity or project.
The earned value is calculated by multiplying the POC by the overall planned costs. "Overall
planned costs" is a synonym here for accumulated planned costs and the budget.
Budget Cost of Work Schedule (BCWS)
The BCWS is the value of the planned activity at a particular point in time. It is a realistic basis
for comparison with the actual POC. The system calculates the BCWS by multiplying the
planned POC by the overall value planned for the work to be carried out (base). In Project
System customizing, you stipulate which reference value the system should use to determine
the POC: You use either an approved cost plan or the budget. You use the same base for
both planned and actual values.
It is calculated as follows:
BCWS = Planned POC * overall costs
Budget Cost of Work Performed (BCWP)
The BCWP is the value of the work done up to a certain point in time.
It is calculated as follows:
BCWP = Actual POC * overall costs
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Actual Cost of Work Performed ( ACWP)
Costs incurred up to a particular date.
Work or Schedule Variance (SV)
The work/schedule variance represents the costs caused by a departure from schedule. It is
the difference between the BCWS and BCWP.
SV = BCWP – BCWS
Cost Variance (CV)
This is the difference between the BCWP and the ACWP.
CV = BCWP – ACWP
Value Index (CPI)
Key figure which shows the extent to which the project has departed from plan during its
execution. The value index represents the ratio of value flow to actual costs, expressed as a
percentage.
CPI = BCWP /ACWP
Estimated Costs At Completion (EAC)
This is an estimate of the total costs which will have been incurred when the project is
complete.
EAC = (BCWS - BCWP) / CPI
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Process:
Planner monitors progress of the project in terms of parameters such as percentage of
completion, dates, and material consumption. Planner executes key reports available in SAP
by specifying different selection criteria to view progress from multiple perspectives. This
process highlights the reports used for Progress monitoring.
Planner / Project Manager refers following inputs that are entered at various stages of project
execution:
POC weights – used to arrive POC of object one level up in hierarchy
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POC measuring method – method for calculation of POC
Activity confirmations
Goods receipts
Service entry sheet
Planner / Project Manager executes reports pertaining to parameters of progress such as:
Project schedule (Dates)
Percentage of completion
Status of networks and network activities
Costs (planned and actual)
Material procurement status
Budgeted Cost of Work Scheduled
Budgeted cost of work performed and Earn value analysis
Estimated balance cost to complete the project (ETC)
Estimated cost at actual (EAC)
Based on outcomes of these reports planner /Project Manager gets overall view of the
project. It initiates corrective actions well in advance to ensure that project progresses as per
plan and hold ups and bottlenecks are eliminated.
As the work progresses at project, progress of work done is monitored by Planner / engineer
in Project in terms of confirmation parameters like percentage of completion, actual dates,
Budgeted cost of work scheduled (BCWS), Budgeted cost of work performed (BCWP), Actual
cost of work performed (ACWP), Estimated cost to complete the balance work (ETC),
Estimated cost at actual (EAC) etc.
After the confirmations are entered, Planner / Project Manager can reviews these
confirmations through standard reports in SAP and can draw the progress curve for Plan vs.
Actual progress or the progress report in term of BCWS, BCWP and ACWP also known as
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Earn Value Analysis. Earn value analysis gives the real picture to Management about the
worth of the actual progress in term of its value.
Progress analysis can be implemented as follows:
Internally, to identify schedule and cost variances promptly. Appropriate action can be
taken to eliminate variances.
For example, capacity bottlenecks mean that your project is not keeping to schedule.
However, costs are lower than expected. It is now more important to keep to schedule
than to keep to budget, the project management can enlarge the project team, which
can then catch up.
Externally, to supply the business partners with the necessary reports on the
execution of the project. As the system generates the appropriate reports, everyone
involved in the project can keep track of its progress. Clear and real time information
and good communications thus become important factors in the project's success.
Progress analysis can be used as an objective-measuring instrument, comparing the
success of several projects. Compare the success of the projects using data from the
progress analysis.
POC measurement method & earn value basis needs to be defined in system.
Percentage of completion- POC and progress analysis would be online.
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3.1.7.14 Settlements
On day to day basis, actual cost will be booked through network activity and WBS which needs
to be periodically settled. The settlement is not mandatory, but if it is not carried out in a project,
the project cannot be closed.
Not all projects are subject to settlement. This is controlled by settlement profile. Settlements
transfer‟s actual costs from the project Object to external objects. All activity cost can be settled
to any valid receiver outside of the project, in which case the WBS will not need to be settled if it
does not carry cost of its own.
The settlement rule will be defined for WBS which will be the R&D cost center.
The R&D project will be settled to R&D cost center as the process of period end closing.
3.1.8 Changes and Improvements to the Existing Organization
N/A
3.1.9 Configuration data
Separate document will be provided at later stages of Sankalp project.
3.1.10 Gaps/Issues Identified and Solutions:
N/A
3.1.11 Roles and Authorizations
Roles and authorizations will be finalized during the realization phase.
3.1.12 Reports
CN41N-Project Structure Overview
S_ALR_87013532-Plan/actual/variance
S_ALR_8701358- Budget/Actual/Commitment/Rem. Plan/Assigned
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CJI3-Actual Cost/Revenues
CJID- Line Item Settlements
3.1.13 Integration with other SAP modules
SAP Project system is closely integrated with other SAP module like
Materials Management for material planning and procurement
Sales & Distribution related right from inquiry to delivery. Planned and actual
revenue will come through Sales & Distribution module
FI for account determination, profit center etc
Controlling for cost element, profitability
Production Planning for make to order production
4 Summary
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5 Appendix
5.1 Report
5.2 Standard Report
S.NO T.CODE Description
1 CN42N Overview of Project Definition
2 CN43N Overview of WBS Elements
3 CN41 Structure Overview
4 CN53N Overview of Milestones
5 CN52N Components Overview
6 ME5J Purchase requisitions for Project
7 ME2J Purchase Orders for Project
8 CNMM Project Oriented Procurement
9 CN60 Display change documents
10 S_ALR_87O13532 Plan/Actual/Variance
11 S_ALR_87100186 Planned Costs for Each Month (Current Fiscal Year)
12 S_ALR_87013533 Plan/Actual/Commitment/Rem.Plan/Assigned
13 S_ALR_87013537 Commitment Detail
14 S_ALR_87013534 Plan1/Plan2/Act/Commitment
15 S_ALR_87013542 Actual/Commitment/Total/Plan in Control Area Currency
16 S_ALR_87013557 Budget/Actual/Variance
17 S_ALR_87013558 Budget/Actual/Commitment/Rem Plan/Assigned
18 S_ALR_87013560 Budget Updates
19 CNE5 Project progress analysis
20 S_ALR_87013562 Annual Overview
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21 S_ALR_87013564 Plan/Actual/Variance
22 S_ALR_87013567 Quotation/Order/Plan/Actual
5.2.1 Customized Report
Apart from the above SAP standard reports, Zee report can be developed based on the business
requirement.
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