Balco ps user manual

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UUSSEERR MMAANNUUAALL

BHARAT ALUMINUM CO. LTD.

KORBA

DATED 29 11 2003

30/11/200230/11/200230/11/2002

R/3 implementation for BALCO Hewlett-Packard - confidential -

Prepared by Kallol Sengupta

CONTENTS

1 PS MODULE INTRODUCTION........................................................................................................3

2 GLOSSARY OF TERMS USED IN THIS TRAINING PROGRAM .....................................................17

3 BUSINESS PROCESS SCOPE FOR SAP PROJECT SYSTEM ..........................................................20

5 PROCESS FLOW..........................................................................................................................22

6 ROLE 1 : CREATE PROJECT DEFINITION AND WBS STRUCTURES .............................................24 7. ROLE 2 : CREATE NETWORK AND ACTIVITIES............................................................................27

8. ROLE 3 : UPDATE PLANNED COST AND BUDGET.......................................................................32

9. ROLE 4 : PROJECT RELEASE FOR EXECUTION............................................................................35

10. ROLE 5 : CREATION OF ASSET UNDER CONSTRUCTION (AUC) AND SETTLEMENT RULE.........37

11. ROLE 6 : MATERIAL CYCLE : GOODS RECEIPT AND INVOICE VERIFICATION.......................42

12. ROLE 7: CARRY OUT INVIDUAL / MASS SETTLEMENT OF NETWORK AND WBS......................55

13. ROLE 8 : COMPLETED BLOCK AND PROJECT CLOSURE...........................................................58

14. ROLE 9 : PROJECT CONFIRMATION.........................................................................................62

15. ROLE 10 : PROJECT SCHEDULING.............................................................................................65

16. ADVANTAGES OF PS SYSTEM ................................................................................................82

17. REPORTING CONSIDERATIONS...................................................................................................83

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PROJECT SYSTEM USER MANUAL for BALCO

Hewlett-Packard - confidential -

Prepared by : Kallol Sengupta

1 SAP PROJECT SYSTEM MODULE INTRODUCTION

Purpose:

To provide a project planning & management system integrated with various SAP modules with greater visibilities of the project control parameters and status of activities

What is a Project?

Projects are tasks with special characteristics:

• They are generally complex, unique, and involve a high degree of risk.

• They have precise goals which are agreed on by you and the ordering party.

• They are limited in duration and are cost and capacity intensive.

• They are subject to certain quality requirements.

• They are mostly of strategic importance for the company carrying them out.

Projects are generally part of the internal processes of a company. To be able to control all tasks in project execution, you need an organizational form that is specific to the project and which is shared by all departments involved.

To be able to carry out a project in its entirety, the project goals must be precisely described and the project activities to be carried out must be structured. A clearly and unambiguously structured project is the basis for its planning, monitoring, control and success.

A project is structured:

• According to how it is organized

• According to the processes involved

In BALCO, SAP Project system will be used for Capital Investment projects. This system will help BALCO to closely and constantly monitor of all aspects of a project including both technical and commercial aspects.

Project Definition :

The project definition contains dates and organizational information that are binding for the entire project

Work Breakdown Structure

A work breakdown structure (WBS) is a model of the work to be performed in a project organized in a hierarchical structure. The WBS is an important tool which helps you keep an overview of the project:

• It forms the basis for organization and coordination in the project.

• It shows the amount of work, the time required, and the costs involved in the project..

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It is the functional basis for further planning steps in a project, such as process planning, cost planning, scheduling, date and capacity planning, or costing, as well as project control. The project structure can be represented according to different criteria:

• By phase (logic-oriented)

• By function (function-oriented)

• By object (object-oriented)

In a work breakdown structure (WBS), you describe the individual tasks and activities in the project as individual elements in a hierarchy.

Depending on the phase of your project, you continue to break down the tasks and activities in your project, step-by-step, until you reach the level of detail necessary to carry it out.

WBS Elements

The individual elements represent activities within the work breakdown structure. The elements are called work breakdown structure elements (WBS elements) in the Project System. WBS elements can be:

• Tasks

• Partial tasks which are subdivided further

• Work packages`

Machinery Planning Engineering

Engineering CockpitRotor headProduction Rotor blade

Mechanisms Electronics Hydraulics

WBS elementLegend

Hot Rotationresearch helicopter

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Project Definition

Internally P rocessed Activities

M aterial Com ponents

C ontro lling Area

C om pany C ode

Plant

P lant B usiness Area

P lantPurchasing Organ ization

Externally P rocessed Activities

B usiness AreaP lant

Purchasing Organ ization

W BS E lem entsC om pany C ode

B usiness Area

Profit C enter

PlantB usiness Area

Plant

Profit C enter

Technical Location/Equipm en t

R esponsible C ost C enter

Investm en t Program

Jurisd iction C ode

Joint Venture

B usiness Area

Profit C enter

Jurisd ic tion C ode

W ork C enter Profit C enter

Jurisd iction C ode

Purchasing Group B usiness Area

Profit C enter

Jurisd iction C ode

Profit C enter

Jurisd iction C ode

Netw orks

Activities

Purchasing Group

Plant

S torage Location

G eneral Costs Activities

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S A P A G

R

D e term in in g W B S H ie ra rc h y (1 )

1 P .1 23 4

1 P .1 23 4 .1

1 P .1 23 4 .1 .1

1 P .1 23 4 .1 .2

1 P .1 23 4 .1 .2 .1

1 P .1 23 4 .1 .2 .2

1 P .1 23 4 .1 .2 .3

1 P .1 23 4 .2

SAP AG 1999

Work Breakdown Structures: Functions

Costs/RevenuesPlanned costs/revenuesActual costs/revenues

Payment data:Planning of payments(debit-side/credit-side)Actual data updates

Dates:Basic datesScheduled datesActual Dates

April7

Budget:Original budgetBudget updatesBudget releasesAvailability control

CommtCommtCommitments:

Purchase requisitionPurchase order

Purc.order

Periodic processingPeriodic processingPeriodic processing:Overheads, process costsInterest calculationResults analysisSettlement

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Network

A network can represent the sequence of activities in a project or the sequence of a single activity within a project. You can graphically display various structural elements of a project and their interdependencies in the Project System.

During the life of a project, networks are used as a basis for planning, analyzing, controlling and monitoring schedules, dates, and resources.(such as personnel, machines, materials, documents, and drawings). In the Project System networks are activity-on-mode networks. The essential components of a network are:

• Activities

• Relationships between the activities

Activities The Project System distinguishes between the following types of activity:

• Internally processed activities

• Externally processed activities

• General costs activities

For internally processed activities you determine how much work is needed to conduct the activity, which capacities are required and which qualifications the personnel should have.

You can create externally processed activities in your network - for example, if you award the contract for designing a machine to an external design agency The most important data describing an activity in the Project System is:

• Work center in which the activity is to be carried out

• Duration of the activity

• Start and finish dates for the activity

• Resources required to carry out the activity

• Texts and documents describing the activity

You can break down activities into activity elements for more detail. For example, the activity "Production" can be subdivided into the elements "Produce power unit" and "Produce housing". Or you can create an external element for the activity "Engineering/Design", if for instance a detailed design is to be performed by an external company.

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Relationships 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. The relationship type specifies how the individual activities are linked with each other:

• Finish - Start (FS) Relationship Relationship between the finish of one activity and the start of its successor.

• Start - Start (SS) Relationship Relationship between the start of one activity and the start of its successor.

• Finish - Finish (FF) Relationship Relationship between the finish of one activity and the finish of its successor.

• Start - Finish (SF) Relationship Relationship between the start of one activity and the finish of its successor.

Work Package

A work package is a quantitative and qualitative description of an activity to be carried out in the project - for example, the work to be done and the result to be achieved for a clearly defined task within the project.

A work package is not a separate function or data object in the Project System. You can create a work package according to your needs using a WBS element or an activity. Work packages can be on any level in the work breakdown structure and are characterized by:

• Start and finish dates

• Texts describing the work to be performed

S A P A G 1 9 9 9

5 0 0 05 0 0 05 0 0 06 0 0 06 0 0 06 0 0 0

3 0 0 03 0 0 03 0 0 03 1 0 03 1 0 03 1 0 0

2 0 0 02 0 0 02 0 0 01 0 0 01 0 0 01 0 0 01 1 0 01 1 0 01 1 0 01 2 0 01 2 0 01 2 0 01 3 0 01 3 0 01 3 0 01 4 0 01 4 0 01 4 0 01 5 0 01 5 0 01 5 0 0

4 0 0 04 0 0 04 0 0 0

T -2 0 0 # # .1E n g in e e r in gTT -- 2 0 0 # # .12 0 0 # # .1

E n g in e e r in gE n g in e e r in gT -2 0 0 # # .2

P la n n in gTT -- 2 0 0 # # .22 0 0 # # .2

P la n n in gP la n n in gT -2 0 0 # # .3P u r c h a s in gTT -- 2 0 0 # # .32 0 0 # # .3P u r c h a s in gP u r c h a s in g

T -2 0 0 # # .4P r o d u c t io nTT -- 2 0 0 # # .42 0 0 # # .4P r o d u c t io nP r o d u c t io n

T -2 0 0 # # .5A s s e m b ly

TT -- 2 0 0 # # .52 0 0 # # .5A s s e m b lyA s s e m b ly

T -2 0 0 # #T u r b in e

TT -- 2 0 0 # #2 0 0 # #T u r b in eT u r b in e

1 2 0 01 2 0 01 2 0 0

4 0 0 04 0 0 04 0 0 01 0 0 01 0 0 01 0 0 0

3 0 0 03 0 0 03 0 0 0

5 0 0 05 0 0 05 0 0 0 6 0 0 06 0 0 06 0 0 0

2 0 0 02 0 0 02 0 0 0 3 1 0 03 1 0 03 1 0 0

1 3 0 01 3 0 01 3 0 0

1 1 0 01 1 0 01 1 0 0

1 4 0 01 4 0 01 4 0 0 1 5 0 01 5 0 01 5 0 0

9 0 x x x x

A c t iv i t ie sA c t iv i t ie s

R e la t io n s h ip sR e la t io n s h ip s

A c t iv i t yl is t fo r

W B S e le m e n t

A c t iv i t yl is t fo r

W B S e le m e n t

N e tw o r kN e tw o r k

A c t iv i t ie s a n d N e tw o r k s : S t r u c tu r e

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• Responsible cost centers

• Cost centers carrying out the project Project Progress:

You use the planning phase of your project to plan how you want your project to progress. However, errors in planning or unforeseen events may cause the project to vary from the plan.

The project objective will then only be achieved if project management identifies these variances early on and takes prompt action to correct them. To this end, project management requires constant access to current information about:

• Project status : The state of the project at a particular time, as derived from actual data on costs, dates, and capacities.

• Project progress : The progress of the project towards achieving its goal, as of a particular time, compared with planning

• Expected project development : How you expect your project do reach completion. If the actual course of the project varies from the plan at a particular point in time, you can use key dates and simultaneous schedule updates to forecast the project's further progress

The Project System provides tools for effective project monitoring, control, and execution, as follows:

• Progress analysis : Progress analysis is the tool you use 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 that evaluation is not dependent on the costs planned or posted by period. You can determine the relevant values at any time or as part of the period-end closing work that you plan in the Schedule Manager.

• Milestone trend analysis This is an easy-to-use, effective process for monitoring your project schedule. To this

end, the system evaluates the milestones relevant to project progress at different reporting times. In the graphical MTA chart you recognize trends and variances immediately.

• Cost forecast WBS & Network-Scheduling Scheduling activities is carried out forwards and backwards. This takes into account constraints, calculates their earliest/latest dates, and determines the floats. Based on this, you can analyze the critical activities within the network that helps to optimize it. In addition, actual and forecast dates will have an impact on the schedule during execution. The system calculates the dates for an entire project or a portion of the project (subtree) with all associated activities when you select the scheduling function

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Cost Planning :

Cost planning deals with the costs you expect to incur in connection with your project as it is executed. Cost planning in the Project System is effected by means of the WBS and networks.

Cost planning has different aims at different stages of the project :

• At the concept and rough planning stage, cost planning acts as the base for an initial cost estimate.

• At the approval stage, it forms the basis for the budget allocation. During project execution, you use cost planning to monitor and control cost variances.

As a project is executed, variances occur between the original cost and process planning and the actual course of the project. Simply shifting activities within floats is enough to change the pattern of costs in the project. Once the first actual costs have been incurred, you will find it necessary to check and possibly update the figures for the remaining costs. This is the only way to preserve a base for a realistic cost forecast during the whole of a project’s life cycle.

The cost forecast is a process you can use to adapt cost planning to constantly changing circumstances. For the cost to complete, the system determines and values the remaining activities on the basis of the plan, forecast, and actual values in the network. The resulting figure is arrived at by adding the actual and commitment costs already incurred in the project to the updated cost to complete.

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SAP AG 1999

Cost Planning and Budgeting

ApprovedBudget

BudgetingBudgeting

Budget

Top-downdistribution

E1E1--139913992 E2 E--13991399--113 E3 E--13991399--11--113 E3 E--13991399--11--222 E2 E--13991399--22

..

..

..

ORIGINAL

PLAN

DISTRIBUTED

OverallOverall

2000200020012001

...

...

...

...

Budgetapplied for

Cost planningCost planning

Overall plan value

Bottom up extrapolation

Budgeting :

Unlike cost planning, budgeting involves actually allocating funds for projects and their work packages.

The investment program is used to budget the investment project, and the budget values are then distributed within the project.

The budget differs from the cost plan in that it is binding. It is the device by which management approves the anticipated development of project costs over a given period of time.

Standard structures By defining standard projects and networks you can standardize project management in your company by referring back to data that has been derived from existing projects.

Standardization is one method of ensuring in the initial phase that projects are structured efficiently and economically.

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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 networks for creating networks

• Standard project definitions for creating project definitions

• Standard work breakdown structures for creating work breakdown structures

• Standard milestones for creating milestones in networks

Project Builder The Project Builder is a user-friendly method of accessing the Project System, which enables you to edit your projects quickly and efficiently.

Its clear screen structure, split into three, and the ease with which you can use it, combine to provide you with a comfortable working environment that facilitates your daily work in the Project System. It also provides you with an overview of all the projects that interest you.

Context sensitive menus, Drag & Drop, and the capability to define your own worklist and templates pool, further accelerate your work with projects.

The Project Builder integrates all the application-specific functions necessary for processing your projects:

• It contains almost the entire functionality of structure planning, and is the basis for all planning steps in a project. It thus facilitates consistent project coordination and execution.

• You schedule projects in the project planning board, which you can call up directly from the Project Builder.

• All the editing transactions for work breakdown structures and networks can be executed in the Project Builder. In the Project Builder, you can process WBS structures and networks individually or integrated in other structures

In the Project Builder

You can create, change or display all project structure data in one transaction All the overview and detail screens from structure planning are available. You

can also go to Graphic views (hierarchy and network graphic) The project planning board with all its overviews (capacity, costs,

component, and maintenance order overviews)

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You can define a user-specific worklist and a user-specific templates pool, which you can then use to process your projects.

The hierarchy of your current project is displayed in a separate screen area, while you are editing it.

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Project planning board

The project planning board has a central position in the Project System. It simplifies planning and controlling projects. The project planning board allows integrated processing of your project, giving you a graphic overview of the project objects. In the graphic interface you can create, edit and evaluate all the data for a project. You can change the appearance of the project planning board to suit your individual needs and taste.

With the project planning board • You obtain an overview about the hierarchy and progress of your project • You can see interrelationships in the organization and the schedule. • You can access all the important data in your project, and for example o Calculate costs o Plan and check dates o Plan and schedule resources o Define and distribute work o Level capacities o Make assignments

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Material procurement Use this component to plan and monitor the material requirements and costs in projects, to control the flow of materials and for scheduling. Material forms a link from a project to Sales, Materials Management (Purchasing and Inventory Management), and Production Planning and Control.

Via the assignment of material components to network activities, you determine the assemblies and raw materials that must be reserved or ordered for a project and trigger procurement via MRP or purchasing

If you assign components that are procured directly to a network activity, the system generates a purchase requisition for the material. A purchase requisition is an internal document that defines the requirements of a material or a service. This document authorizes the purchasing department to procure the material in the quantity specified for the specified date.

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Material components in networks can be managed in different stocks. Depending on the network and the settings entered in the material master, you can use the following different types of stock:

• Plant stock This material is managed in general stock. It is not assigned to any particular sales order or project.

• Sales order stock

• Project Stock Viewed from material requirements planning, projects can have their own stock.

Valuated project stock is, in which every material in stock is managed on a both a quantity basis and a value basis. The monetary value of each quantity of material is calculated separately. Project Information System The Project Information System is a flexible, comprehensive information system you can use to monitor and control your project data. You can evaluate individual projects, partial projects, or multiple projects. The system includes overview reports and reports offering various degrees of detail. The Project Information System is designed to meet the needs of both project management and ordinary project personnel.

In the information system, graphics are generally grouped into two categories: PS-Graphics and SAP Business Graphic. You can call up the following graphics: PS Graphics

• Structure graphic • Work breakdown structure graphic • Network structure graphic • Gantt chart : you can view the project schedule

Business Graphics • Portfolio graphic • Period drilldown • Histogram • Totals curve • Correlation • ABC analysis • Classification • Segmenting

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2 GLOSSARY OF TERMS USED IN THIS TRAINING PROGRAM

PROJECT CODE

The Project Code in SAP Project system for Balco is based on the following codification:

Project ID :

First two digits are based on the project executing agency (e.g. Smelter & Power)

CP/000-XX-XX-XX-XX-XX BALCO 540 MW Captive Power Plant

SM/000-XX-XX-XX-XX-XX BALCO Smelter Project

Third character is a separator ‘/ ‘

Numeric part is to be used for running project number.

Alphanumeric part is to be used for coding WBS hierarchy

The subsequent coding mask follows logic as explained below: 000 Project serial number. XX 1st Level of the WBS element - Major work packages (e.g. EPC,NEPC for Power Project) XX 2nd level of the WBS element : Major Work packages based on person responsible (e.g. under EPC -- Boiler, Turbine, BOP, Electrical, C&I) XX 3rd level WBS Element for further breakdown of the Major Work packages XX 4th level WBS Element for further breakdown of the structure XX 5th level WBS Element for breakdown of the structure

PROJECT PROFILE

The project profile contains default values and other control parameters such as the planning method for dates and costs.

In case of BALCO, select Z000002 (BALCO capital projects)

PROJECT TYPES:

The following Project types have been decided in BALCO :

01 Civil

02 Mechanical

03 Electrical

04 Instrumentation

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05 Others

The project type does not influence program control or screen selection. You can use the project type as a filtering criterion in the information system.

PERSONS RESPONSIBLE FOR BALCO PROJECTS

Enter the name of the persons responsible (Transaction code OPS6) for reporting purpose

COMPANY CODE, PLANT & STORAGE LOCATIONS

The following have been decided :

A separate company code for the Project : 3000

Plant :

For Smelter : Plant 3001

Storage locations : Based on the packages

For Power : Plant 3002

Storage locations : Based on the packages

PS : Project System

WBS : Work Breakdown Structure

AUC : Asset under construction

PROJECT STATUS :

A project is not a static object. It has it own life cycle that begins when it is created and continues till completion. During this period various business transactions change the project. For instance you plan tasks, post costs and perform settlements.

Each project passes through various system statuses. One of which is always set. For example,

• Created

In this status you cannot, for instance, make actual postings.

• Released

In this status virtually all business transactions are permitted. In this status you can assign costs In Released status you can create new WBS elements and change the project hierarchy. The status is passed on to subordinate WBS elements

Technically Completed

You use this status for WBS elements that are completed from a technical point of view, but where you still expect costs to accrue. The prerequisite is ‘Created’ or ‘Released’ status must have been set.

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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

o You from assigning networks, production orders or CO orders to the WBS element.

o You to post actual costs

o You to transfer actual costs

You can cancel the Technically completed status. In this case the system sets the Released status.

Closed Status

You 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.

Prerequisite : You can only set the Closed status, if the project definition or the WBS element have either the Released or the Technically completed status.

In the Closed status you can no longer make any changes to the project hierarchy. The status is passed on to subordinate WBS elements.

The status allows you to post actual costs to orders and networks that are assigned to the WBS element, as long as their status permit this

The status prohibits • You from assigning networks, production orders or CO orders to the WBS element.

• You from posting actual costs to the WBS element

The status deactivates assets in construction that are assigned to the WBS element. You can cancel the Closed status. In this case the system sets the Technically completed status

In BALCO, the system has been configured to raise purchase requisition automatically once the WBS elements & Networks are released.

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3. BUSINESS PROCESS SCOPE FOR SAP PROJECT SYSTEM

5.1 Identification of the Project :

Project Definition ( e.g. Smelter Project & Power project)

Type & descriptions of the project

5.2 Planning the Project

Project schedule

Identification of project elements

Subdividing the project into various WBS elements

Identify the cost & duration estimate at each level

Identify the network & activities

Resource requirements

Budget estimate to be approved by Management

5.3 Budgeting

Cost planning (CAPEX planning)

Requested Budget

Approved budget (CAPEX approval)

Budget distribution to lower WBS elements

Check budget against actual

5.4 Procurement of Materials / services

Float enquiries

Obtain quotations

Compare quotations

Raise Contract / Purchase Orders

Approve Purchase Orders

5.5 Inventory management

Goods receipt of project stock

Inspection

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Return of defective goods

Monitoring of physical stock

5.6 Cenvat availment

Posting into RG23C Part1 at the time of Goods receipt

Posting into Rg23 C Part II for cenvat availment

5.7 Bill processing / Invoice Verification

Online invoice verification

Payment of Customs duty / CV Duty to Customs Authorities for import purchase orders ( for imported capital items for Smelter & Power projects)

Cash discounts

Subsequent payments / recoveries

Entering invoices with foreign currencies

5.8 Scheduling of the project

Project scheduling

WBS scheduling

Network scheduling

Basic dates, forecast dates, actual dates

Forward scheduling, backward scheduling

5.9 Project progress analysis

Project progress analysis – planned percentage of completion

Milestone trend analysis

Degree of processing

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4. PROCESS FLOW

SAP TranCode Process / Purpose Description of the process in SAP

Project Initiation

CJ20N Create Project Create a new project, assigning the project number manually or by allowing R/3 to assign and available number. When a project is to be created, the R/3 system will assign a project number that is unique, you may assign a number manually as long as the desired project number is unique within the R/3 system

CJ20N Create Topmost WBS element

Create topmost WBS element

CJ20N Extend WBS Extend WBS to as per decomposition of scheme based on asset details.

Project structure in terms of estimate items and WBS hierarchy created as per scheme decomposition

CJ20N Make changes in WBS elements

Make changes or edits to an existing project. Once a project has been created and resides in the R/3 system, it may become necessary to make changes to the project structure or to individual WBS elements, descriptions, etc. An existing project may need to be changed for several reasons. The project may have WBS elements that need to be added, removed, modified or edited. The R/3 system allows changes to be saved.

CJ40 Carry out rough cut cost planning Version 1

Cost planning done for the WBS Elements.

Change an overall Project plan at the annual or WBS element level. The manager of a new or existing project has a need to plan expected costs on an annual overview or WBS element overview on a project.

CJ40 Change the WBS cost Once a project cost is approved, change the WBS cost based on the project cost

CJ30 Distribute Budget Distribute Budget from Topmost WBS element to lower WBS elements as required.

CJ20N /CN21/ CN22

Add project details Add project details in terms of activities, materials, services and relationships

CJ20N / CN21 Create Activities Create Internal / External activities & assign materials to it.

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Release Project

CJ02 / CJ20N Release Project Change system status of Project to Released

CN22 / CJ20N Release Network Change system status of All the networks to Released

Creation of AUC (Asset Under Contruction)

AS01 Create AUC Create AUC for identified WBS elements

CJ02 Maintain Settlement Rule Maintain settlement rule for Asset level WBS elements

CJB2 Copy Settlement rules Copy settlement rule to lower WBS elements

Procurement Cycle (Domestic)

ME21N Create Purchase Order (PO)

MIGO Create Goods Receipt Create GR and update Excise Invoice details

J1IB Post Excise Invoice Post the excise invoice into RG23C PartII for cenvat availment (if any)

MIRO Invoice Verification Invoice verification for payment to the Vendors

Period end closing

CJ88 Carry out settlement CJ88 was used to settle the cost from network to WBS . Network cost was settled to WBS

CJ88 Carry out mass settlement for WBS elements

Project Closure

CJ02 Change system status of project to technically complete

System status TECO for all WBS elements

CN22 Change System status of Networks technically complete

System status TECO for all Activities

CJ02 Change system status of Project to Close

System status CLSD for all WBS elements

CN22 Change system status of Networks to Close

System status CLSD for all Activities

PROJECT SYSTEMfor BAL

5. ROLE 1 : CREATE PROJECT DEFINITION AND WBS STRUCTURES

Menupath : SAP-> Logistics-> Project System -> Project -> Project Builder

Transaction Code : CJ20N Alternative Transaction code : CJ01

CLICK O

Enter P

Enter P
CJ20N
N CREATE-> NEW -> PROJECT -> ENTER START VALUE -> FIND NEXT OPEN NO.

Click on

Click onCreate

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USER MANUAL CO



roject definition : Say Balco Smelter Project

roject Profile : Balco SMELTER Capital Projects OR Balco POWER Capital Projects

find


He- c

Enter Person responsible and applicant number

Enter the start date and finish date

You can enter project details as a Long text

Create TOP WBS element using the Drag &number) Enter the respective Basic start &

Please note that there can be only one W

Save the project. Again open the project

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wlett-Packard onfidential -


Drop facility with the same no. ( Project definition finish dates.

BS element at level 1.

to add further WBS elements.

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Based on hierarchy diagram please enter levels and code as follows along with description

Please ensure to mark planning element (PE) indicator

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Level WBS Element Description Planning Element (PE) Project Type

Incase you want to change level of some WBS element within given hierarchy structure then use following steps:

Select WBS element whose level is to be changed.

Form menu bar select Edit Object Level up for higher level.

Form menu bar select Edit Object Level down for lower level.

In case you want to insert some blank lines within WBS hierarchy to enter new WBS elements then use following steps.

Select the WBS element below which you want to insert lines.

Select Insert icon from bottom of screen. OR

From menu bar select Edit Object Insert.

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6. ROLE 2 : CREATE NETWORK AND ACTIVITIES

USE TRANSACTION CJ20N TO CREATE THE NETWORK AND ACTIVITIES

Using Drag & drop again, you can create network.

Alternative transaction Code : CN21

Select SAP Logistics Project Systems Special Maintenance Functions->Network

Use this procedure to create the Network.

Network profile BALCO Network profile

Network type PS02

Plant 3001 for smelter and 3002 for power

MRP controller 001

Std network Blank

Network Blank

Enter.

The system takes user to Network Create : Header data screen.

Network : Network for SM/001 (WBS Element number)

Go to Assignments Tab.

Project def.

WBS Element

30/11/2002


Hewlett-Packa- confidential

Go to Activity Overview Icon (or F7).

Enter.

The system takes user to Create : Network : Basic Data overview (Basic Dates).

Go to Totals Tab.

Activity Type Description WBS Element

10 Service Civil L&T SM/001-11-11

20 Service Structural L&T SM/001-11-12

30 Service Civil GDCL SM/001-11-13

40 Service Structural GDCL SM/001-11-14

50 External Pots & Structures SM/001-11-2

60 External Alumina Handling System SM/001-11-3

70 External Bus Bars SM/001-11-4

Enter.

The system takes user to Service specifications Outlin

Short text : Civil L&T

Qty : 1

Unit : EA

Gross Price : 95,000

k
Networ
27

rd -


e : Ext. Specs for task list

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Enter.

Back.

Next the system takes User to activity – Excavation

Short text : Excavation

Qty : 20

Unit : D

Gross Price : 750

Enter.

Back.

Next the system takes user to Activity Detail data (Basic) for : J & PJ Series Foundation

Amount : 3500

Cost Element :

For attaching materials , Keep cursor on External Activity : Supply of xxxxxx Components.

Click on Material Components.

Search Material.Using F4.

Select Material

Reqmt Qty : 10

Save.

The network is saved and system issues a message “Network no. xxxxxxx is being created”.

Now, the network has been created. To change the network use t-code : CN22.

Network : xxxxxxx Enter.

System takes user to Network change : Header data.

Go to Network Icon (Ctrl+F8).

Connect (Ctrl+F6)

Link Activity 10 to Activity 20 using (FS).

Activity 10 to Activity 30 using (FS)






Activity 30 to Activity 70 using (SS)

Activity 60 to Activity 70 using (FF)

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Align Network (Ctrl+F7).

System takes user to Confirm Operation window. See that Radio button is on Adjust Complete graph.

Double Click on Activity 10. Give Normal Duration – 10 days.

Activity 20 Planned Dely Time – 75

Activity 30 Normal Duration – 105

Activity 40 Normal duration – 75

Activity 50 Planned dely time – 30

Activity 60 Planned dely time – 15

Activity 70 Planned dely time – 45.

Edit Functions Schedule.(Ctrl+F8)

Save.

The network is displayed

Note that Critical Path activities are shown in red. Activity having slack are shown in blue.

Save.

Constraint :

Activity 60 should start in next Financial Year.

Go To Activity . In Dates Tab , Under Constraints give

Start : Must start on

Date : 01.04.2004

The system ensures that activity 60 starts only on 01.04.2004

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7 ROLE 3 : UPDATE PLANNED COST AND BUDGET

Transaction code : CJ40

SAP-> Logistics -> Project System -> Financials -> Planning -> Costs in WBS -> Overall values - > Change –CJ40

Update the planned cost (planned cash outgo - year wise ) for each WBS element

In BALCO, we are using this menu for updating the planned cash outflow.

This will help to compare ‚Planned cash outgo’ with actual expenses using various reports

Project definition : SM/001

Version : 1

It is vital that version “0” is not used for planning .

Go to Annual Overview (F2).

Overall Rs. 500000000

2003 350000000

2004 150000000

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Then enter WBS element wise planned costs for the year & overall.

Enter.

Check for Errors (Icon).

System message issued “Check complete : No errors detected”.

Save. The system posts a document and message issued “Document 00000000xx posted”.

CHANGE / UPDATE BUDGET

TRANSACTION CODE : CJ30

Use this procedure to distribute budget from topmost WBS element to the lower WBS elements

The budget distribution to the top most WBS must be successfully done. This requires extensive planning on paper regarding phasing

MENUPATH : Select SAP Accounting Project System Financials Budgeting Original Budget Change

Project definition : Blank

WBS Element : SM/001

The system takes user to Change Original Budget : WBS Element Overview.

The display on the screen is :

Project def : SM/001

Budget

Level WBS Element Overall (INR) Planned Total (INR)

1 SM/001 500000000

2 SM/001-11

3 SM/001-11-1

3 SM/001-11-11

2 SM/001-11-12

3 SM/001-11-13

Go to Views Plan Total in CO Area Currency.

Enter.

System takes user to Version Window.

Against Version .Use search (F4).

Display only with Versions ? Enter on Yes.

Tick the version displayed.

The data gete modified and the planned total for lower WBS elements are displayed as shown below.

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Budget


1 SM/001 500000000 500000000

2 SM/001-11 250000000

3 SM/001-11-1 150000000

3 SM/001-11-11 50000000

2 SM/001-11-12 50000000

3 SM/001-11-13 50000000

Now , Edit Select Select All.

Edit Copy View.

Enter.

In the Copy View window ensure that

Percentage : 100

Radio Button Should be on Overwrite.

Continue or F5.

The display changes as:


Budget


1 SM/001 500000000 500000000

2 SM/001-11 250000000 250000000

3 SM/001-11-1 150000000 150000000

3 SM/001-11-11 50000000 50000000

2 SM/001-11-12 50000000 50000000

3 SM/001-11-13 50000000 50000000

Save (or Ctrl+S).

System message issued : “Document 01000000xx posted”.

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8 ROLE 4 : PROJECT RELEASE FOR EXECUTION

TRANSACTION CODE : CJ02 , CN22

This requires extensive planning on paper regarding phasing Use the following menu path(s) to begin this transaction:

→ Select SAP Logistics Project Systems Special Maintenance Functions Work Breakdown Structure (WBS) Change

Select SAP Logistics Project Systems Special Maintenance Functions Network Change

System takes User to Change Project : Initial Screen

Project definition : SM/001

WBS Element : Blank

Enter.

System takes user to Change Project : WBS Element Overview. Here the WBS elements are displayed.

Select top most WBS Element. Highlight.

Go to Menu Bar . Edit Status Release.

Save.

System Message issued : “Project SM/001 is being changed”.

To see the status of the Project. After saving , use T-code CJ02 .

Go to Basic data tab. The status is displayed as follows:

Level WBS Element System Status

1 SM/001 REL BUDG AVAC

2 SM/001-11 REL BUDG AVAC SETC

3 SM/001-11-1 REL BUDG AVAC NTUP SETC

3 SM/001-11-11 REL BUDG AVAC SETC

2 SM/001-11-12 REL BUDG AVAC SETC

3 SM/001-11-13 REL BUDG AVAC NTUP SETC

It may be seen that System Status is shown as “REL” meaning project has been released.

Now , the network has to be released.

Use t-code CN22.

System takes User to Change : Network : Initial Screen.

To search the Network. Use drop down. Go to “Search networks by Project Definition”. Indicate your Project definition “SM/001”.

Enter.

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Select the Network indicated.

Enter.

System takes User to Network Change : Header data.

Against the Scheduling Tab , see Status.

System Status shown as : ACAS CRTD MANC PRC.

To see the meaning of above , Click on System / User status Icon (Symbol I ). Enter.

Against System Status the following is displayed.

ACAS Activity account assign

CRTD Created

MANC Mat.availability not checked

NTUP Dates are not updated

This indicates the status of network.

To release the network Go to

Edit Status Release.(Ctrl + Shift + F12)

Enter. The system prompts user to enter following against the activities.

Purchasing org POBA

Purch. group Select from dropdown list

Material grp Select from dropdown list

Requisitioner 123456

Unit of measure for Act Qty EA

For material component

Purchasing org POBA

Requisitioner 123456

This is to be done for External as well as Service Activities.

Save. System makes changes in the network.

Now again release the network.

Save . System Message issued “Network xxxxxxxxxxx released”.

System Status : REL Released

SAVE

System message issued “Network XXXXXXX is being changed”.

Now the Network has been successfully released.

After release , the status of the project may be shown using t-code CJ20N.

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9 ROLE 5 : CREATION OF ASSET UNDER CONSTRUCTION (AUC) AND SETTLEMENT RULE

TRANSACTION CODE : AS01 Use the following menu path(s) to begin this transaction: SAP Accounting Financial Accounting Fixed Assets Create Asset

Asset Class 39000 CWIP Plant and Machinery

Company code 3000 For both Power and smelter

Number of similar assets 1

Asset Blank

Sub Number Blank

Company Code Blank

Post Capitalisation No Tick

Enter.

Go to general Tab.

Under General data,

Enter Description : Equipments,Anode Rodding

Enter WBS Element No. In the field Inventory number

System copies under asset main no. text : Equipments,Anode Rodding

Enter the following business area (in time dependant tab)

Leave all other fields blank.

Under Time dependent Tab.

Enter Business area : 3100 for Power, 3200 for Smelter

Cost Center : Select Appropriate. 3100 for Smelter, 3200 for Power



Under Deprec. Areas

B1 Book deprec.

Under Allocations Tab

Asset super number : SMELTER / POWER ( NON DEPRECIABLE ASSET )

Save.

System message Issued : “The asset 8000X is created”.

Similarly, you can create as many assets for your project as required.

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One of the most important functions of the asset class is to establish the connection between the asset master records and the corresponding accounts in the general ledger in Financial Accounting.

SETTLEMENT RULE

Costs and revenues are collected in projects only temporarily. They are settled to one or more receivers as part of period-end processing.

Settlement is the process where the actual costs incurred for a WBS element, network, or activity are allocated, in whole or in part, to one or more receivers. In the process, offset entries crediting the project are generated automatically. The debit postings remain in the receivers after settlement. You can display them in the information system. The settled costs are recorded in the relevant receiver, and you can evaluate them in reporting.

You settle individual objects in the project to the higher-level WBS element first. This then settles the costs collected to the external receiver.

Note : Do not use multi-level settlement for the phased roll-up of values within the project hierarchy.

Failure to do this may lead to incorrect cost figures being displayed for the higher-level WBS element in the Project Information System. The structure overview and hierarchy reports take due account of internal settlements. To ensure consistent reporting, note the following:

• You must always settle WBS elements to the element directly above them in the hierarchy.

• You must always settle orders, suborders, networks, and activities to the relevant WBS element.

• Do not move the settled objects.

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MAINTAIN ASSET LEVEL WBS ELEMENTS

Transaction code : CJ02

Use this procedure to maintain asset level WBS elements using AUCs created for the Project

Perform this procedure when AUCs have been created Use the following menu path(s) to begin this transaction: Select SAP Logistics Project Systems Special Maintenance Functions WBS Change


WBS Element : SM/001

Enter.

System takes user to Change Project : WBS Element Overview. Select WBS element at Level 2. i.e. SM/001-01

Go to Settlement Rule (Soft switch).

System takes user to Maintain Settlement Rule: Overview.

Cat : FXA (Asset)

Settlement Receiver : Enter the CWIP Asset No. Created ( Note : This can be searched using drop down.

% - 100

Settlement type : PER ( Periodic Settlement)

No. : 1

Next Click on the other Level-2 WBS element namely SM/001-02

Go to Settlement Rule (Soft switch).

System takes user to Maintain Settlement Rule: Overview.

Cat : FXA (Asset)

Settlement Receiver : xxxxxxxxx ( Note : This can be searched using drop down.

% - 100

Settlement type : PER ( Periodic Settlement)

No. : 1

Save.

System message issued “Project SM/001 is being changed”.

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COPY SETTLEMENT RULE TO LOWER WBS ELEMENTS

TRANSACTION CODE : CJB2

Use this procedure to copy settlement rules to lower WBS elements . Use the following menu path(s) to begin this transaction:

→ Select SAP Logistics Project Systems Special Maintenance Functions WBS Change

The system takes user to Generate settlement rules.

Note that Settlement rule has to be done separately for each asset level AUC.


WBS Element : SM/001-01 ( Say for Building for Pot Room)

Tick With Hierarchy.

Period : 9 (December )

Fiscal Year : 2003

Tick Test Run.

Tick Detailed Lists.

Execute (F8).

Remove Tick against Test Run and Execute (F8).

The system gives following information :-

Basic list

WBS element SM/001-01 Building for Pot Room

With complete hierarcXy

Controlling area 1000 BALCO Controlling Area

Period 9

Fiscal year 2003

Function Execute

Processing status Production run

Processing completed without errors

Processing category No. Of objects

Processed xx

Now, the process has to be repeated for other asset level WBS


WBS Element : SM/001-02 ( Say for Civil Work)

Tick With Hierarchy.

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Period : 9

Fiscal Year : 2003

Tick Test Run.

Tick Detailed Lists.

Execute (F8).

Remove Tick against Test Run and Execute (F8).

PROJECT S

10 ROLE 6 : MATERIAL CYCLE : GOODS RECEIPT AND INVOICE VERIFICATION

Local Procurement Cycle

(A) Create Purchase Order

The system will create a Purchase requisition immediately after the release of a Network and WBS Element. PR will not be created automatically unless the WBS elements are released.

Use transaction code CJ20N

Go to the external activity

Identify the Purchase Requisition (PR) (Copy thro’ Ctrl C ) for materials

Use transaction code ME21N

Enter the PR number in the line item . Press enter

Enter the Vendor Code, Plant,

Go to the item level , go to invoice tab, enter the Tax Code (P0 – for No ED & Sales Tax), P1 to P9 for other excisable materials where different sales taxes are applicable

Go to item level, conditions tab,enter the PO condition types required like freight,insurance
Purchase requisition no.
30/11/200240

YSTEM USER MANUAL for BALCO



Enter the Purchasing Organisation –POBA

Enter Purchasing Group

Enter Company Code = 3000

PROJECT

S

N

(

T

S

30/11/200241

SYSTEM USER MANUAL for BALCO



ave. System will generate a PURCHASE ORDER NUMBER

ote :

(1) If the budget is not available, system will not allow you to raise PO.

(2) For the availment of cenvat credit , material is required to be updated in the PO andtax code should be P1 to P9. Moreover, the CIN master tables (J1ID) are required to be updated

(3) Tax code P0 should be used only when there is no ED and Sales tax

B) CREATE GOODS RECEIPT

RANSACTION CODE : MIGO

teps

1) Enter the PO Number

2) Enter the Quantity received and delivery note quantity

3) Tick the item /s OK in the item level check box

4) Enter the Delivery note No. (Invoice No.)

5) Enter Excise Invoice No. & date

6) Check the Excise Base value and excise duty if the item is excisable

7) Ensure that ‚ONLY CAPTURE EXCISE INVOICE’ is selected at the header level

Enter Purchase Requsition No. here

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(8) The Excise Tab will come only when the item is cenvatable

(9) SAVE

System will generate a GR Number. Note this GR no. In the invoice.

(c) CENVAT AVAILMENT

Prerequisites :

In CIN Master (J1ID), the following are to be maintained

(i) Chapter ID

(ii) Material Chapter ID combination

(iii) Cenvat determination

(iv) Vendor Excise Details

This is a one time activity

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TRANSACTION CODE : J1ILN

SAP-> J1ILN -> Indirect taxes -> Procurement -> Incoming excise invoice -> J1IEX_P

Select option -> POST. Enter the Internal Document no.

To know the internal document no., use Transaction code J1I7

System will automatically display all the information. Check the Excise duty as per the invoice. Post the document using (Shift+F8) or the post CENVAT button.

Before posting, you can check the entry by clicking on the button ‘Simulate CENVAT’

System will show the RG23 Part II Serial number.

Note : In case of projects, as per the present Cenvat Rule, 50% cenvat will be taken on receipt of material. Balance 50% will be available in the next financial year. For this a report / transaction is available to view & post the balance 50% cenvat credit in the next financial year

Transaction Code : J2I8

To know the cenvat availed against a Purchase order, use the report J1I7 (Part II posted)

(D) INVOICE VERIFICATION

Transaction code : MIRO

Enter the Delivery Note No. (Invoice No. )

Or, alternatively use PO No.

Enter Invoice date

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Enter the Baseline date (due date for payment)

Enter the Business area

Tick the Calculate tax

Tax code (say P1) should be same as in the header level

Enter the amount to be payable to the vendor (as mentioned in the invoice)

The balance will be shown as zero with the grreen light on

Simulate to see the accounting entry

Click on the post (save) button

System will generate an Internal Invoice Verification no.

Note : System will show the error message in the following cases:

(1) Quality check not done if Quality inspection is active

(2) Amount payable is not matching (balance not zero)

(3) Tax Code at the header level not matching with item level

(4) RG23 Part II Posting not done

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GOODS ISSUE ( FOR STOCK ITEMS ) STEPS INVOLVED :

1. Use Transaction code MIGO

2. Select Goods Issue , Reservation

3. Enter the reservation number ( From Network, CJ20N)

4. Select the item as OK & Quantity to be issued

5. Ensure that automatically the movement type is 281 Q

6. System will show the status as green if the stock is available. Otherwise it will be red.

7. Post the Document

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IMPORT PROCUREMENT CYCLE

1. Create Purchase Order – ME21N

a. In the Item conditions enter the Gross Price , ‘YEPC’ for EPCG

b. Change the vendor for YEPC to ‘Customs’

c. Enter Tax Code ‘P0’

c.d. Add other charges – Like Insurance (In case it is not paid to the main vendor, change the vendor).

2. Make Down Payment to the Customs – F-48

a. In the selection screen enter the vendor code, bank account no. and special G/L indicator (A).

b. Enter amount, which you want to deposit to customs.

d.c. Post the doc.

3. Make down payment to the main vendor – F-48

a. Same as above

4. Invoice Verification for payment to Customs Authorities (EPCG payment) – MIRO

a. In the selection screen enter the PO no. and select ‘Planned Delivery cost’

b. Enter the currency as ‘INR’

b.c. Select EPCG – Enter the quantity and amount paid to Customs in INR.

c.d. Simulate and post.

6.5. Goods Receipt – MIGO

a. Movement type = 101.

b. Enter the PO No.,

c. Enter the Bill of Entry No. & Date (in the vendor’s excise inv field).

c.d. Select ‘Only Capture Excise Invoice’

e. Change the BED(Basic Excise duty amount if required)

f. Enter the quantity received

g. Enter the Storage location

d.h. Check & Post the document.

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7.6. Verify / Post the Excise Invoice created – J1IEX

a. Enter the excise invoice no. created.

b. Verify the amount and quantity.

c. Post the document.

d. Check the accounting document.

8.7. Invoice Verification for the main vendor – MIRO

a. In the selection screen enter the PO no. and select ‘Goods / Service Items + Planned Delivery cost’

b. Select Items and any other charges paid to the main vendor – Enter the quantity and amount.

c. Simulate and post.

10.8. Check vendor balance – Fbl1n

a. Select the special / GL indicator in the selection screen.

b. See the vendor balances for main vendor and customs.

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11.9. Down Payment clearing for Customs – F-44

a. In the selection screen enter the vendor code and Special GL indicator (A).

b. Select the items to be adjusted against the down payment (double click on the items to select)

c. Post the document.

12.10. Down Payment clearing for the main vendor – F-44

a. Same as above.

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PROCUREMENT OF SERVICES

S A P A G 20 01

E x te rn a l S e rv ic e s M a n ag e m e n t

P u rc h a s e o rd e rm o n ito rin g

P u rc h a s e o rd e rh a n d lin g

P u rc h a s ere q u is itio n

In vo ic eve rific a tio n

A c c e p ta n c e o fs e rv ic e s p e rfo rm e d

E x te n s io n o fs e rv ic e

s p e c ific a tio n s

B id in v ita tio n

V e n d o rs e le c tio n

E n try o fs e rv ic e s p e rfo rm e d

In v o ice

??____

P O

E n try o fq u o ta tio n

S erv ic eac tiv itie sS erv ic e

ac tiv itie s

P O

STEPS INVOLVED:

1. Create Purchase Requisition : In CJ20N , against a particular Network, assign a service activity.

2. Enter the material Group & Purchasing Group

3. System will go to the next screen : Maintain Service Specifications

4. Enter the Requsitioner’s no. & tracking no. ( any number to identify)

5. Save

6. System will generate a Purchase Requsition no. If the activity status is release enabled.

The Purchase requisition will have the following :

(a) Account Assignment category ‚N’ (NETWORK)

(b) No material no. Is assigned

(c) In Account assignment, the network no. & activity no. is updated

7. Display the PR using transaction code ME53N

8. You can create request for Quotation (Transaction Code ME41)

9. Maintain the Quotation (Transaction code ME47 )

10. Compare the prices ( Transaction Code ME49 )

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11. Create Purchase Order using ME21N and using the same Purchase Requisition for services

Please Ensure that in the GR/IR Tab, it is ‚Service based IV’

12. Enter the service entry sheet Transaction code (ML81N) This is equivalent to GR (MIGO) in normal material cycle. As such, Network release is MUST for Service Entry Sheet.

(a) Enter the Service PO Number

(b) Click on the button Create Entry Sheet

(c) Click on Service Selection button

(d) Click on the line item to select

(e) Click on adopt services

(f) Change the quantity if required

(g) Accept the Service Entry Sheet

(h) Save

System will generate the following message : Service entry sheet saved, acceptance document XXXXXXXXXXXXX posted

13. Create Invoice Verification for payment to the Vendor

(a) Enter PO Number

(b) Select `Goods + Service items & Planned Delivery Cost’

(c) Enter Invoice date

(d) Enter baseline date (payment date) in the payment tab

(e) Enter ‚Business area’ in the details tab

(f) Enter the amount payable

(g) If balance is zero (with green signal), POST (save) the invoice

(h) Note down the invoice verification no.

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30/11/200252




ACCOUNTING ENTRIES FOR MATERIALS CYCLE

SAP GL A/c DR CR

1(a) Goods Receipt

if it is a stock item Inventory GR/IR (liablity A/c)

if it is a non stock item CWIP/asset/Expense GR/IR (liablity A/c)

(b) At the time of issue CWIP/asset/Expense Inventory

For stock items

2 Cenvat availment RG Part 2 Cenvat clearing A/c

3 Invoice Verification GR/IR (liablity A/c) Vendor

for Original Vendor Cenvat clearing A/c

4 For Freight / 3rd party

payments Inventory GR/IR Freight Clearing A/c

5 Payment through Bank Vendor Bank A/c

6 Services Execution CWIP/ Expense GR/IR (liablity A/c)

Service Entry Sheet

e.g. Civil Erection

7 Services Invoice Verification GR/IR (liablity A/c) Vendor a/c

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11 ROLE 7 : CARRY OUT INVIDUAL / MASS SETTLEMENT OF NETWORK AND WBS

Period end closing

TRANSACTION CODE : CJ88 Individual Processing

Perform this procedure when the costs have been booked in the Networks WBS element. These costs have to be settled to the respective AUC. It will be done by Finance department of BALCO.

Prerequisites : AUC should have been created and the settlement rule for the WBS elements should have been defined. There should be costs booked to the project. Menu path : Use the following menu path(s) to begin this transaction: Select SAP Accounting Project System Financials Period end closing Singles functions

Settlement Individual Processing

If system prompts for Controlling Area. Enter 1000

Enter.

The following screen appears:

Actual Settlement – Project/WBS element/Network

Project Definition Blank

WBS Element Blank

Network Network No.

With Hierarchy Do not Tick

Include Orders Tick

Enter the following :

Settlement Period Period of cost accumulation (09 for December)

Posting period Period for posting the settlement (09 for December)

Fiscal Year 2003

Processing Type Automatic

Test Run Put tick for the first time

Detail List To be ticked always

Check trans data Do not tick

Execute (F8)


Actual Settlement – Project/WBS element/Network Basic List

The settlement report is displayed.

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Important points to be checked:

Settlement executed- No of objects settled.

Error- No of objects which could not be settled due to some errors.

Processing Mode- Test run/ Update run.

Press Enter (Go to Detail list)


Actual Settlement – Project/WBS element/Network Detail List

Check all the senders and receivers.

Repeat the procedure by removing the tick from the Test Run Mode.

Once all the Networks are settled, then as a next step, settle all the WBS elements.

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MASS SETTLEMENT

Alternatively the settlement can be done as follows:

1st STEP for NETWORKS

(a) Create a variant using Transaction code CJ8V for Networks

(b) Save

(c) Enter CJ8G. Enter the variant name

(d) Execute

Please ensure that all the settlement rules are properly defined.

2nd STEP for WBS Elements

(e) Create a variant using Transaction code CJ8V for WBS elements

(f) Save

(g) Enter CJ8G. Enter the variant name

(h) Execute

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12 ROLE 8 : COMPLETED BLOCK AND PROJECT CLOSURE

CONFIRM ALL ACTIVITIES USING TRANSACTION CODE : CN25 The system suggests the start and finish dates for the selected activity. Actual starting date may be earlier than suggested. The actual start and finish dates for the activities are entered.

YOU CAN ENTER A DEGREE OF PROCESSING AS A PERCENTAGE AGAINST PROCESSING PERCENTAGE

Prerequisites : The activities have been created and the network has been released In the Create Network Confirmation : Initial screen, following data needs to be entered

Network Xxxxxxxx number

Activity BLANK

Element Blank

Capacity cat. Blank

Split number Blank

Confirmation Blank

To search Network number press F4 to search the Network Number. Go to Network by Project Definition. Against Project definition give your Project No. “SM/001”. Network Number is indicated as “xxxxxx” . Copy.

Enter.

The system takes user to Create Network confirmation: Activity Overview and following table is displayed.

For example

Activity Shrt Text Plant System Status

0010 Drgs & Technical Specs (Int) 3001 REL SETC

0020 Civil Foundation for BALCO (Ext) 3001 REL SETC

0030 Supply of SMELTER Furnace & Components (Int) 3001 REL SETC

0040 Cooling Water System - Turnkey (Serv) 3001 REL SETC

0050 Erection of Alumium Fce (Ext) 3001 REL SETC

0060 Commission & PG Trials (Serv) 3001 REL SETC

0070 Insurance / Security charges (GCA) 3001 REL SETC

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Position Cursor on Activity 00030. Highlight this activity. Double Click or Actual data icon (F8).

Enter.

The system takes user to Create Network Confirmation: Actual data.

Note that under Activity the following data is shown:

Activity Start Finish

Early.sched 23.03.03 06.07.03

Latest.sched 23.03.03 06.07.03

Actual Blank Blank

Under Confirm, enter

Actual 15.07.03 20.08.03

Processing Percentage – Enter 100 %.

Put Tick in Final Config.


Enter.

A tick appears indicating that confirmation is created against this activity.

Enter.

Save.

System message issued “Confirmation of network XXXXXXX saved”.

To see the Status of the activity using T-code CN23.

The status may be seen under System Status as :

STAT TEXT

MCNF Manually confirm

PCNF Partially confir

REL Released

SETC Settlement rule.

Similarly, for activity 0060 give

Actual date – 15.07.03 Finish date – 12.08.03

Processing % - 100

Enter.

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System message “The new or changed confirmation was copied”.

Save.

COMPLETED BLOCK :

STEPS

(1) Using transaction code CJ02, change user status to PTU for all relevant WBS elements

(2) Create main Fixed Assets using Transaction code AS01

(3) Create settlement rule with AUCs with relevant Fixed Assets as receivers

Transaction Code AIAB

(4) Carry out settlement for AUC Transaction Code AIBU
AIAB
U
AIB

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PROJECT CLOSURE

STEPS

(1) Change system status of Project to Technically Complete (TECO)

Transaction Code : CJ02

(2) Change system status of all the Networks to Technically complete (TECO)

(3) Change System status of Project to Close

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13 ROLE 9 : PROJECT CONFIRMATION

S A P A G 1 9 9 9

In d iv id u a l a n d C o lle c t iv e C o n firm a tio n

-

D e ta il s c re e n :A c tu a l w o rk (a c t. /fc s t)D e g re e o f p ro c e s s in gA c tiv ity ty p e

In d iv .c o n firm a tio nIn d iv .c o n firm a tio n

T h e S tru c tu re In fo rm a tio n S y s te mT h e S tru c tu re In fo rm a tio n S y s te m C o n firm a tio n w o rk flo wC o n firm a tio n w o rk flo w

N e tw o rk

9 0 2 1 5 3

9 0 2 1 5 3

A c t .

1 0 0 0

1 2 0 0

S ta r t

1 0 .0 4 .0 0

1 5 .0 4 .0 0

F in is h

2 0 .0 4 .0 0

2 0 .0 4 .0 0

W o rk

1 4 3

8 7

In d iv id u a l c o n firm a tio n c a n b e c a r r ie d o u t d ire c tly

in th e P ro je c t B u ild e r o rth e p ro je c t p la n n in g b o a rd

4 .6

C o lle c tiv e c o n firm a tio nC o lle c tiv e c o n firm a tio n

TRANSACTION CODE : CJ25 Use this procedure to confirm WBS actual dates The system suggests the start and finish dates for the selected activity. Actual starting date may be earlier than suggested. The actual start and finish dates for the activities are entered You can enter a degree of processing as a Percentage against Processing Percentage. Pre requisites : The activities have been created and the network has been released. This requires extensive planning on paper regarding phasing. Menu path : Use the following menu path(s) to begin this transaction: Select SAP Accounting Project System Dates Change WBS dates

In the screen Change scheduling time: Actual dates

Enter

Project def. SM/001

WBS Element blank

Under Selection, Put Tick in With Activities.

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The system goes to Change Time Scheduling: Actual Dates.

Level WBS Element Act Start date Act Finish Date Ac Cn

1 SM/001 23.11.2003

2 SM/001-1 Tick

3 SM/001-2 Tick

Note that Indicator Ac: Activities exist for WBS element has been ticked for WBS Elements

Select WBS Element SM/001-1

Go to Edit Reconcile Dates Determine actual dates.

On doing this it may be seen that a tick appears against Cn – “When this indicator is set, you can enter an actual finish date for the WBS element. The WBS element gets the status "final confirmation".

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Note that all the activities within the selected WBS element are confirmed i.e. Percentage – 100 % and Final Confirmation tick has been put.

In this case since finish date is not picked, go and see the activities attached to WBS element SM/001-1 and check using t-code CN23.

It may be seen that all activities under WBS Element SM/001-1 have been confirmed.

The status appears as :

Level WBS Element Act Start date Act Finish Date Dur Ac Cn

2 SM/001-2 23.11.03 28.11.03 6 Tick Tick.

Edit Reconcile Dates Extrapolate.

Note that this will be possible only after activities under WBS Element SM/001-1 have to be confirmed.

Now, Go to t-code CN25 and confirm for activities other activities

See the status against t-code CN23.

Note :

1) From the above it may be seen that dates of subordinate WBS element are picked up into the superior WBS element.

2) Start date for superior WBS element is earliest actual date from among the earliest actual date of lower WBS element.

3) Finish date for superior WBS element is copied only if all lower WBS elements have actual dates. Finish date for superior WBS element is latest date from among all lower WBS elements.

COLLECTIVE CONFIRMATIONS CN27

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14 ROLE 10 : PROJECT SCHEDULING

Where do you Maintain Dates in the Project System?

Dates in the Project Definition

In the project definition you enter the outline dates (start and finish dates) for the whole project.

Dates in the Work Breakdown Structure (WBS)

As soon as you create WBS elements, you can start planning dates for them. In rough-cut planning, you specify dates for WBS elements that are binding for more detailed planning. You can use this rough-cut planning as a starting point for more detailed planning at network level. You can use several functions in date planning to compare, reconcile, or calculate dates at a later point in time.

In the Project System, you can plan with lists or with different graphical views. You can start date scheduling as follows:

• In the individual transactions for WBS scheduling by choosing Logistics → Project System → Dates and the relevant transaction.

• In Structure Planning

• In the Project Planning Board Dates in Networks The system calculates dates in Network Scheduling. You can enter network dates in the network maintenance transactions or change them in the Gantt chart or the project planning board. How is Scheduling Carried out in the Project System? Scheduling the Work Breakdown Structure The system calculates the dates for an entire project or a portion of the project (subtree) with all associated activities when you select the scheduling function. Network Scheduling 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". Scheduling the Overall Network In overall network scheduling, the system schedules all networks which are linked with relationships. Project Scheduling In project scheduling you can schedule the project with all assigned activities, as in WBS scheduling. Additionally you can decide whether just networks are scheduled or whether service and maintenance orders are also scheduled.

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Different dates

There are different types of dates in the Project System. In order to distinguish between planning and

execution in all phases of a project, it is necessary to clearly define different types of dates.

Use

The following types of dates are available in the Project System:

Basic and Forecast Dates

Basic dates are the dates that have a binding character for time scheduling and for other related areas such as capacity planning.

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.

You can enter basic and forecast dates for WBS elements and activities. In networks, you can also forecast values for the work as well as for the dates.

You are free to decide which type of date you use for planning and scheduling. You can schedule a network using the forecast dates, for example, or you can copy the forecast dates into the basic dates in the WBS or activity and then use them as the basis for further planning.

Actual dates:

Actual dates provide you with information on the state of the project. You enter them manually in the WBS elements or the system calculates them using confirmation data.

Scheduled Dates

Scheduled dates are the start and finish dates of activities calculated by the system in scheduling. For WBS elements the scheduled dates are determined from the scheduled dates of the activities that are assigned to the WBS element.

Earliest and Latest Dates

Earliest and latest dates are calculated in network scheduling and tell you the earliest or latest data that an activity must start or finish on.

Constraints

Time constraints prescribe the start and/or finish dates 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.

In the graphic you can see which types of dates are supported by which project object

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Scheduling scenario

There are basically three methods that you can use for scheduling projects. Top-down and Bottom-up are predefined scenarios, whose parameters are determined by the system. These parameters cannot be changed. If you choose one of these scenarios, the system uses these pre-defined parameters for scheduling in all stages of the project. You do not have to edit or check the scheduling parameters. In contrast to this, you edit all the scheduling parameters yourself in Free scheduling.

• Top-Down Scenario The dates for scheduling are passed down from the project definition, to the WBS elements, and to the activities. The dates of the activities must be within the dates of the WBS element to which they are assigned. Similarly the dates of the WBS elements must be within the dates of the superior WBS element. All the dates in the project must within the period formed by the basic dates of the project definition.

• Bottom-Up Scenario In this case the 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 WBS element to which the activities are assigned to see if the planning period defined by the dates of the WBS element include all dates from the activities. If this is not the case, the start date, 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.

• Free Scheduling You can set up the scheduling parameters as you like. You make these settings in the Scheduling parameters for activities section of the Scheduling tab page.

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Scheduling Method for WBS Structure You must specify planning methods for planning using both basic and forecast dates. This only refers to the work breakdown structure and not to the activities: With top-down planning , you plan the dates starting from the highest WBS element in the project hierarchy. The dates in the subordinate WBS elements must be within the dates of the higher-level WBS elements. With bottom-up planning , you plan the dates starting from the subordinate WBS elements. The start and finish dates of subordinate WBS elements and then passed on up (independently of each other), if they are outside the planning period of the superior WBS element. With strict bottom-up planning, you specify that the dates from the subordinate WBS elements determine the dates for the superior WBS elements. If you have already entered planned dates for superior WBS elements, the system deletes and recalculates them based on the dates of the subordinate WBS elements. In open planning, you plan dates without hierarchical dependencies. You can also check and extrapolate the dates. Scheduling Parameters for Activities

Function What You Should Know

WBS scheduling profile The system displays the pre-defined scheduling profile from the project profile.

Scheduling type Determines which scheduling is taken into account first (forwards, backwards, current date etc.)

If you have set the Adjust basic dates indicator and are using forwards scheduling, the subsequent backwards scheduling starts at the scheduled finish date. Similarly , in the case of backwards scheduling the scheduled start date is used for the subsequent forwards scheduling. If you do not set the Adjust basic dates indicator the two scheduling runs occur independently of another, starting at the basic start and the basic finish dates. In this case you must have maintained both the basic start and basic finish dates.

Scheduling method • WBS determines dates In the case of forwards scheduling the earliest start date of the activities (or in the case of backward scheduling the latest finish date) is determined by the basic dates of the WBS element to which the activities are assigned.

• Network determines dates In the case of forwards scheduling the earliest start date of the activities (or in the case of backward scheduling the latest finish date) is determined by the basic dates of the network header.

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Maximum reduction level Determines the maximum level used to reduce the lead time so that the project can be completed on time.

Start in past Determines the number of days that the basic start date is allowed to be in the past.

Adjust basic dates Specifies that in the case of scheduling based on activity dates (bottom-up scenario), the scheduled dates from the activities overwrite the basic dates of the WBS element.

Shift order Specifies that, in the case of partially confirmed activities, the actual dates that have already been confirmed are not taken into account, if the activity is scheduled again.

Latest staging Specifies how the requirements date for a component should lie in relationship to the dates of the activity. Set the indicator for

• Components with a positive requirements quantity and the requirements date is the latest start date for the activity.

• Components with a negative requirements quantity and the requirements date is the latest start finish date for the activity.

Automatic log Specifies that the scheduling log is automatically displayed after each scheduling run.

Automatic scheduling Specifies that the system automatically schedules the network or project, when you save it and you have made changes that affect scheduling.

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Scheduling Functions Use The following table presents the general functions available in dates scheduling. You can call them up in all dates scheduling transactions by clicking on the relevant icon or in the Edit menu.

The functions are valid for all sets of dates. If the function is inactive, that means it is not valid for that particular set of dates.

Features

Function Icon/Menu Path What You Should Know

Schedule Choose or Edit → Schedule

You start WBS scheduling.

Shift Dates Choose Edit → Shift dates →

• Shift project

• Shift subtree or

• Shift WBS element

You can enter a new start or finish date for a project, a sub tree or a WBS element. You can use the shift dates function for both basic and forecast dates, regardless of planning method.

Comparing Dates Choose or Edit → Compare dates

Use the compare dates function to compare the various types, for example basic dates with forecast dates. You can use the Compare dates function for all sets of dates regardless of planning method.

Choose Edit → Reconcile dates →

Reconciling Dates

• Copy scheduled dates The scheduled dates from network scheduling are copied to the WBS elements as basic or forecast dates.

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• Copy top-down You can transfer the dates from one WBS element to all subordinate WBS elements. You can carry out this function for all sets of dates, regardless of planning method.

• Extrapolate dates You can transfer the dates from one WBS element to all superior WBS elements, if these higher-level WBS elements do not yet have any dates. You can carry out this function for all sets of dates, regardless of planning method.

• Transfer forecast dates to basic dates or

• Transfer basic dates to forecast

The basic dates are transferred to the forecast dates and vice versa.

Choose Edit → Check dates →

• Within WBS The system checks whether the basic or forecast dates of the WBS element lie within the time frame of the superior WBS elements.

• Activity dates for WBS element

The system checks whether the basic or forecast dates of the activities lie within the time frame of the WBS element to which they are assigned.

• Scheduled dates in project structure

The system checks whether the scheduled dates of the WBS element lie within the time frame of the superior WBS elements.

• Final confirmation WBS element

Makes a final confirmation for the selected WBS element.

Checking Dates

For actual dates, you can only use the Final confirmation WBS function in the Check Dates menu entry. The system does not check whether the dates lie within the framework of the project definition.

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You can also change dates in the project planning board.. To do so, in the graphic move the date bar for the relevant WBS element or activity.

Entry of Actual Dates Use To keep control over your schedule efficiently, you can compare your basic dates with the actual dates, that means, you are comparing your planned dates with the actual dates or the anticipated completion dates.

Prerequisites Whether you can enter actual start and finish dates for a WBS element, depends on

• Whether the WBS element has been further described using activities

• Whether you have already entered actual dates for subordinate WBS elements. WBS Elements Without Activities

• You can always enter the actual start.

• You can only enter the actual finish, if all the subordinate WBS element already have an actual finish.

WBS Elements With Activities • You can only maintain the actual start, if all the activities that are assigned to the WBS element

have the status "Partially Released" or "Released".

• You can only enter the actual finish if all subordinate WBS elements already have an actual finish and all activities for this WBS element have the system status "final confirmation". To see if you can enter an actual finish dates for a WBS element, call up the actual date overview and check whether the indicator PR has been set.

Entering Actual Dates 1. Choose Logistics/Accounting → Project System → Dates → Change WBS dates.

2. Enter the relevant data on the initial screen and then choose Enter.

The work breakdown structure is displayed.

3. Enter the actual dates in the corresponding fields in the table..

4. Save your data by choosing Project → Save. You can also enter actual dates in the project planning board. Alternatively, if you are on the tab page for basic or forecast dates you can go to the Actual dates tab page

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Copying Actual Dates from Confirmations to WBS Elements Use

You can copy actual dates from activity confirmations to the superior WBS elements and use these dates as provisional actual start and finish dates.

Procedure 1. Choose Logistics/Accounting → Project System → Dates → Change WBS dates.

2. Enter a project definition or a WBS element.

3. Choose Edit → Reconcile dates → Determine actual dates.

Result The provisional actual start or finish dates are copied to the corresponding fields in the table area.

Scheduling the Work Breakdown Structure Use You can schedule a project or a sub-hierarchy of the project with all activities assigned to it.

• The WBS element basic dates are used as the basic dates for scheduling the activities (presuming you have set the WBS determines dates indicator.

• If a network has activities, which are not all assigned to the same WBS element, the system treats these activities as external networks in scheduling.

Procedure 1. In SAP Easy Access choose Logistics → Project System → Dates → Change basic dates.

The initial screen for WBS scheduling appears on which you enter the relevant data.

What do you want to do? Action

Maintain dates for the whole project Enter the project definition.

Maintain dates for a sub hierarchy or a WBS element

Enter the WBS element.

Select all the activities assigned to the WBS elements

Set the With activities indicator.

2. Choose Actual dates. If there is not a basic start date for activities or WBS elements, a dialog box is displayed.

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4. Choose the relevant tab page for the set of dates you want to maintain. Edit the dates.

5. Choose Enter.

Errors in scheduling are displayed in the error log.

5. Choose . All dates in the project are saved.

You can display an overall overview of all the dates in WBS scheduling by choosing Extras → Log → Old/new date overview.

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Network Scheduling Use 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".

Features What is Scheduled?

The following are scheduled:

• Activities

• Relationships When is Scheduling Carried Out? A network is scheduled:

• If you create a network.

• If you call up the schedule function.

• When you save the network, depending on whether you have set the Schedule automat. indicator in the network header. If you release the network, the indicator is set automatically and the network is scheduled each time you save it.

• If you have made a change relevant to scheduling - for example, changed a duration in the activity or a relationship - and then have saved the network. This function depends on the settings you made in the scheduling parameters (Schedule automat. indicator). If you make changes in the network which are relevant to scheduling, the system automatically sets the status "Dates are not updated" (NTUP).

Which Set of Dates is Used in Scheduling? In the network, you can enter basic and forecast data for dates, duration, units, constraints and work. For scheduling, you specify in the network header, with which set of dates scheduling is to be carried out. In network maintenance choose Edit → Settings → Set of dates and then either Basic or Forecast. In the project planning board choose Settings → Options, in the dialog screen the Planning board node and on the Settings tab page the relevant set of dates.

• If you create a new network, the default is always the basic dates.

• If you are working with an existing network, the set of dates with which it was last scheduled is always displayed.

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Scheduling Results The system determines the following dates:

• The scheduled start and scheduled finish of the network.

• The earliest start and earliest finish (earliest dates) and the latest start and latest finish (latest dates) of the activities.

• The earliest and latest dates of the relationships.

• The reduction level used to reduce the duration in the network.

• The slack time called "floats" (total float and free float) of the activities.

• The capacity requirements for the activities.

How Is a Network Scheduled? A network is always scheduled forwards and backwards.

• Forward scheduling calculates the earliest start and finish dates of activities (earliest dates) and the scheduled finish date of the network. All activities without predecessors in the network are the starting activities. The date from which scheduling starts is the basic start date from the network header or the scheduled start date from backward scheduling, if no basic start date is specified.

• Backward scheduling calculates the latest start and finish dates of activities (latest dates) and the scheduled start date of the network. All activities without successors in the network are the target activities. The date from which scheduling starts is the basic finish date from the network header or the scheduled finish date from forward scheduling, if no basic finish date is specified.

With the Scheduling Type in the network header, you determine whether the network is first scheduled forwards or backwards. The graphic shows you how a network is scheduled. In the following example the network is first scheduled forwards, a basic start date has been entered in the network header. The basic start date from the network header is the earliest start date for the start activity (activity 10). The system uses this date to calculate all earliest start and finish dates. The network is subsequently scheduled backwards. The system starts scheduling from the latest end date in activity 40 (scheduled finish). The system uses this date to calculate all latest start and finish dates.

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Scheduling Types

Definition

The following types of scheduling are used in the Project System for scheduling networks:

Forward Scheduling

If you have specified forward scheduling in the network header as the schedule type, you must also specify the basic start date of the network.

The system starts from the basic start date and schedules forward in time to calculate the earliest dates of the activities and the scheduled finish first. Then it calculates the latest dates of activities and the scheduled start of the network.

If you have also specified a basic finish date in addition to the basic start date in the network header, the system uses the basic finish date as the starting point for backward scheduling.

Backward Scheduling

If you have specified backward scheduling as the scheduling type in the network header, you must enter the basic finish date of the network.

The system starts from the basic finish date and schedules backward in time to calculate the latest dates of activities and the scheduled start. Then it calculates the earliest dates of activities and the scheduled finish of the network.

If you also enter a basic finish date in addition to the basic start date in the network header, the system uses the basic start date as the starting point for forward scheduling.

Current Date Scheduling

With scheduling to current date, you can see whether the network can be completed by a certain date. In this method, the system uses the basic finish dates and schedules the network backwards and then starting with the current date, schedules forwards.

You can use the floats in the activities to determine how many days you still have or are short to make the finish date.

Floats

Definition

Floats provide information on the slack time available for individual activities. You can use the floats calculated during scheduling in capacity leveling for example, to shift activities between the earliest and latest dates or to extend the duration

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Total Float

The total float is the time interval in which an activity, starting from its earliest dates can be shifted out into the future without the latest dates of its successors or the basic finish date of the network being affected.

The total float can be smaller than, greater than or equal to zero (total float = latest finish - earliest finish). If the earliest and latest dates of an activity fall on the same day, the total float is zero.

Activities with the smallest total float are called "critical".

The critical path is the path through the network 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.

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Free Float

The free float is the time interval in which an activity, starting from the earliest dates, can be shifted out into the future without the earliest dates of its successors or the basic finish date of the network being affected.

The free float cannot be smaller than zero or larger than the total float. The system first calculates the earliest start date for all successors of the activity and subtracts the offset of the relationship. The smallest of these dates subtracting the earliest start date of an activity, determines the free float.

Scheduling of Finally/Partially Confirmed Activities

Features

If you schedule a network that has activities with final and partial confirmations, the system schedules as follows.

• For partially confirmed activities, the earliest start date is replaced by the actual start date from the confirmation. The earliest finish date is equal to the actual start date plus the forecast processing time. If you have entered a forecast finish date in the confirmation, scheduling takes the forecast finish date as the earliest finish date. If neither a forecast duration nor a forecast finish date exists, the system then proceeds from the planned duration (basic dates) and adds it to the actual start date. For the latest start and finish dates, the activities from the start date of the successor are scheduled backwards so that the floats can be calculated for the activity. If you set the Shift network indicator in the scheduling parameters, you determine whether the actual dates of partially confirmed activities are taken into account. The system schedules using the remaining duration of the activities and starts with the earliest start date of the activities that it has calculated.

• For activities with final confirmation, the actual dates determine whether earliest or latest dates are used for the activities. The actual dates you have entered are taken into account when scheduling the predecessors and the successors.

Scheduling the Overall Network

Definition

In a complex project, different networks can exist for substructures. The dependencies in a project can make the activities in one network dependent on the completion of activities in another network. You can use the function for scheduling the entire network to take these dependencies into account during the calculation of dates.

In overall network scheduling, the system then schedules all networks that are linked with relationships.

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Procedure In the SAP Easy Access menu choose Logistics → Project System → Dates → Overall network scheduling.

Enter the network that is to be scheduled.

1. Select the set of dates by choosing Basic dates or Forecast.

2. Enter the necessary start or finish date.

3. Choose Execute.

4. On the initial screen for overall network scheduling you can determine the scheduling type

(backwards/forwards) and whether service/maintenance orders are taken into account. 5. In the info line, you receive a message that scheduling has been successfully carried out and that

there is a log. With this log you receive information, warning or error messages.

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15 ADVANTAGES OF PS SYSTEM

• Projects will be monitored on a real-time basis. This reduces the frequency of reviews required for the projects plans in BALCO.

• Central repository of projects will be available.

• Accountability of project owners / project managers at BALCO.

• The actual effort spent for the project can be tracked. Historical data on projects can thus be used for project sizing.

• Progress analysis can be done, which can give the percentage of completion at each stage of the project. The tasks can be tracked vis-à-vis the planned schedules

• Availability of cost breakup based on expense groups.

• Due to the availability of data on planned and actual costs, these can be tracked vis-à-vis the budget

• Project costs vis a vis budget can be tracked on a real time basis.

• Transparency of Project Data across Enterprise Functions like Finance, Commercial, cost etc.

• Analysis of projects from any location.

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16 REPORTING CONSIDERATIONS

There are several standard reports on SAP, which have been created to meet varied requirements. It is envisaged that SAP standard reports should cater for most reporting requirements. SAP standard reports are flexible in terms of selection criteria and outputs, enabling users to choose from a range of selection criteria.

The reports shown in this section will be further refined during the Realization phase, along with a more detailed mapping to the SAP standard reports and the various SAP reporting options. The following reports are the SAP reports that have been identified as per the requirements for the Plan Projects process:

The standard SAP Project System reports include reports offering different degrees of detail, summarizations, and views of current data, version data, and archive data for:

• Structures

• Controlling

• Progress

• Resources

• Material The following table will help you decide which report type is best for you in each case:

To: Choose:

Analyze operative or organizational data from different viewpoints, bearing your project structure in mind

The structure reports in technical project reports

Obtain detailed information on selected objects, such as WBS elements, activities, or confirmations

The appropriate individual overview in technical project reports

View a hierarchical overview of your cost and payment data

Hierarchy Reports: Costs, Revenues, and Payments

Evaluate detailed information at cost element level (example: reconciliation reports)

Cost Element Reports.

Trace the origin of your costs at document level CO line item reports

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View detailed information at area level on, for example, purchase orders or capacities

Reports on Resources

View information on the progress of your project The reports described in Evaluating Project Progress

View information on claims relating to your projects The reports described in Evaluating Claims

Evaluate project data, summarized, per different viewpoints

Project summarization

Obtain information on the materials situation in your projects

Reports on Project Materials

SOME USEFUL REPORTS

PROJECT MANAGEMENT

REPORT TRANSACTION ID DESCRIPTION

CN41 Structure Overview

CN42N Project Definitions

CN43N WBS Elements

CN46N Networks

CN47N Activities

CN49N Relationships

CN53N Milestones

CNMT Milestone Trend Analysis

CNE5 Structure Overview

S_ALR_87015124 Project Hierarchy

S_ALR_87015125 Details

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PROJECT MATERIALS MANAGEMENT

CN52N - Material Components

MD04 - Stock/Requirements

ME5J Purchase Requisitions - For Projects

ME5K - For Account Assignment

ME2J PO - For Projects

ME2K PO - For Account Assignment

MBBS - Valuated Project Stock

MB03 Display GRN

ME23N Display Purchase Orders

ME2L Display PO by Vendors

ME2M Display PO by Materials

ME2S PO Planned Actual comparison

MSRV3 PO - By Service

ML84 List of service Entry Sheets

ME53N Display Purchase Requisitions

MB51 List of material Documents

MR51 Accounting Documents for materials

MBLB Stock with subcontractor

MB5S List of GR IR Balances

MIR4 Display Invoices

MIR6 INVOICE OVERVIEW

J1I7 List of cases Cenvat availed

S_ALR_87012105 List of Down Payments Open On Key Date - Vendors

S_ALR_87012078 VENDORS - Due Date Analysis for Open Items

S_ALR_87012103 List of Vendor Line Items

S_P99_41000099 Payment List

S_ALR_87012277 G/L Account Balances

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PROJECT FINANCIALS : REPORTS

S_ALR_87013531 Costs/Revenues/Expenditures/Receipts

S_ALR_87013533 Plan/Actual/Commitment/Rem.Plan/Assigned

S_ALR_87013536 - Plan/Actual/Down Payment as Expense

S_ALR_87013537 - Commitment Detail

S_ALR_87100185 - Actual Costs for Each Month (Current Fiscal Year)

S_ALR_87100186 - Planned Costs for Each Month (Current Fiscal Year)

S_ALR_87100190 - Plan/Actual/Variance for Each Project and Person Responsible

S_ALR_87100188 - Cumulated Actual Costs

S_ALR_87013556 - Funds Overview

S_ALR_87013558 Budget/Actual/Commitment/Rem Plan/Assigned

S_ALR_87013559 Budget/Distributed/Plan/Distributed

S_ALR_87100191 - Receipts/Expenditures in Fiscal Year

S_ALR_87013573 - Receipts/Expenditures for All Fiscal Years

S_ALR_87013575 - Plan/Actual/Commt

S_ALR_87013574 - Expenditures

CJIA - Actual Payments/Payment Commitments

CJIB - Planned Payments

AW01N Asset Explorer

S_ALR_87011963 by Asset Number

S_ALR_87011964 by Asset Class

S_ALR_87011967 by Plant

Education

Balco ps user manual