E2E - ERP integrated planning for Pay costs
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This document outlines the E2E process for integrated ERP planning of pay costs. It involves: 1) Transferring personal cost plans to CO and moving plan data to FM for one-time pay cost planning. 2) Using assessment cycles to allocate management/control costs and direct labor to budgets. 3) Moving plan costs between budgets via assessment cycles and inputting plan quantities and calculating plan prices for technical cost centers and budgets. 4) After allocation and input, summary figures will be available on technical cost centers and budgets.
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This document discusses project monitoring and control. It defines monitoring as tracking key parameters like cost, schedule and risks throughout the project duration. Control is defined as comparing actual performance to the baseline plan and taking corrective actions. The document outlines the project control process and tools used like tracking Gantt charts and control charts. It also discusses topics like baselines, earned value analysis, updating estimates and using software like MS Project for project execution and control.
Earned value management
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Projects Control Using Earned Value Techniques - Part One
Introduction for Projects Control Using Earned Value Tools, and Techniques - Part (1 OF 4)
Prepared By Engr. Waleed Hamdy
project control using earned value analysis - Part 01
Project control using earned value analysis - Part 01
Mission of the projects control division
Why the earned value management?
Establishment of the Performance Measurement Baseline
EVM Analysis & Forecasting
Nasa+evm+reference+card nov+2015
This document provides guidance and resources for NASA's use of Earned Value Management (EVM). It includes definitions of key EVM terms and metrics. It also outlines EVM requirements and thresholds for different contract types and dollar values. Resources referenced include guidance documents, software tools, and reports related to EVM implementation, schedule management, and more. Contact information is provided for NASA's EVM program executive.
Pmp formulas
This document provides formulas for calculating key project management metrics such as communication channels, schedule performance index, cost performance index, estimate at completion, critical path, and float. Formulas are given for earned value, variance, PERT estimation, and determining if a project is on schedule, ahead of schedule, or behind schedule based on schedule performance index and cost performance index.
CostManagementSlides.pdf
This document provides an overview of project cost management processes including estimating costs, determining budgets, and controlling costs. It defines key terms like planned value, earned value, actual costs, and gives examples of how to calculate variances, performance indices, estimates to complete, and variance at completion. Methods for estimating costs like analogous, bottom-up, and parametric estimating are described. The importance of integrating cost, schedule and scope management is emphasized.
Chap 7.4 Control Cost
The document discusses project cost management and control cost processes. It provides definitions and explanations of key concepts like earned value management, cost and schedule performance indexes, variance analysis, and forecasting. It also includes examples of how to calculate earned value, schedule and cost variances, and performance indexes to monitor project performance and costs. Input, tools and techniques, and outputs of the control cost process are defined based on the Project Management Body of Knowledge.
EVA - Metrics.ppt
Earned value analysis (EVA) is a project management technique for measuring project performance and progress. It objectively compares the planned cost and schedule of a project to its actual cost and progress by integrating measurements of scope, schedule and cost. EVA allows project managers to forecast a project's final cost, completion date and variances in a timely manner to identify risks and take corrective actions if needed. Project managers use EVA by setting a performance measurement baseline, measuring actual work progress and costs, and calculating variances to analyze schedule and cost performance.
Project Management EVM & SCBA
This document provides information on Earned Value Management (EVM) and Social Cost Benefit Analysis (SCBA). It defines EVM as a technique that uses an integrated schedule and budget to measure project performance. Key terms like Earned Value, Planned Value, and Actual Cost are defined. It also outlines the benefits of EVM and calculations used, including schedule and cost variances. SCBA is defined as analyzing the direct/indirect economic and social impacts of a project on a society. Objectives and criteria for SCBA are described, including establishing the net social benefit and using a social discount rate.
Projects Performance Analysis & Forecasting
Projects Performance Analysis & Forecasting Waleed Elbasyouni ,PgMP®,P3O®,PMP®,RMP®,KPI-P®,APMG-CH®,TOT®,SSYB™
Introduction
Overview of Key Performance Indicators ( KPI )
What Is The Earned Value Management ?
Why Project Managers Use EVM ?
Earned Value Management Terms and Formulas
Planned value (PV)
Earned value (EV)
Actual cost (AC)
Variance
Schedule Variance ( SV )
Cost Variance ( CV )
Performance Index
Schedule Performance Index (SPI)
Cost Performance Index (CPI)
Example ( Case Study )
Project Forecasting
Budget at Completion (BAC)
Estimate at Completion (EAC)
Estimate to Complete (ETC).
Variance at Completion (VAC)
To Complete Performance Index (TCPI)
Cutover strategy in sap fico
1) The document outlines the cutover strategy for migrating from an old legacy system to a new SAP FICO system. It involves pre-go live activities like master data upload and product costing runs.
2) The cutover or "cut-off" date is when the old system is switched off and the new SAP system is used. Data migration like stock, receivables, payables occurs around this date.
3) Pre-go live checks ensure the SAP production system is ready, including confirming all customizations and number ranges are in place.
Earned value Project Management (evpm)
It was a presentation given by LMDA during my Project Management Diploma at their campus in Rwp.
Thanks LMDA
Ejaz
Back to basics - Earned Value Management for beginners webinar
This webinar was presented by Stephen Jones, Chair of the APM Planning, Monitoring and Control SIG and Simon Taylor, Vice-Chair of the same SIG on Thursday 11th December 2014.
Earned value management is a project control process based on a structured approach to planning, cost collection and performance measurement.
Earned value helps us manage a project by:
providing data to enable objective measurement of project status;
providing a basis for estimating final cost;
predicting when the project will be complete;
supporting the effective management of resources;
providing a means of managing and controlling change.
Earned value provides information which enables effective decision making by knowing:
what has been achieved of the plan;
what it has cost to achieve the planned work;
if the work achieved is costing more or less than was planned;
if the project is ahead of or behind the planned schedule.
Good planning leads to good project execution and good management information.
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One of the fundamental requirements of an accounting system is documented policies and procedures which are used in establishing and maintaining an organizations internal controls, accounting and reporting. The policies and procedures should capture how things are done, serving as an important tool for clarifying roles, responsibilities and ensuring accurate financial data is used for decision making. This webinar will focus on the purpose of having written (well-documented) policies and processes that serve as a basic framework and the importance of these procedures being consistently executed by all users of the system to promote operational efficiency and governance.
Similar to E2E - ERP integrated planning for Pay costs (20)
Projects Control Using Earned Value Techniques - Part One
Projects Control Using Earned Value Techniques - Part One
project control using earned value analysis - Part 01
project control using earned value analysis - Part 01
Back to basics - Earned Value Management for beginners webinar
Back to basics - Earned Value Management for beginners webinar
Govology Webinar: GovCon Accounting Policies & Procedures
Govology Webinar: GovCon Accounting Policies & Procedures
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CO PC actual price with parallel valuation (fragment for Depr)
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E2E - ERP integrated planning for Pay costs
- 1. E2E process: ERP integrated planning for Pay costs Anatoly Ryabukha
- 2. When Personal cost plan transferred to CO
- 3. When Personal cost plan transferred to CO
- 4. Move plan data to FM: PB (the same for CB & FB): one time planning for pay costs, other payables & output bank
- 5. After that you can see in FM: FB (the same for CB, FB)
- 6. Then we use assessment CO cycle for allocation Management & Control costs from Department & Division Cost Centers to Appropriated BP SENDER: RECEIVER:
- 7. Then we use assessment CO cycle for allocation Direct Labor (predefined %) -> Technical CC & predefined % for planning, confirmation, SFG & FG posting to BP (IPP) SENDER: RECEIVER:
- 8. Then we move plan costs from BP to technical BP via CO assessment cycle SENDER: RECEIVER:
- 9. Then we input plan quantity (Work hours) – for technical cost centers: 1 1
- 10. Then we input plan quantity (Work hours) – for technical BP:
- 11. Then we calculate plan price for technical CC for each month (from 1 till 12)
- 12. Then we calculate plan price for technical BP for each month (from 1 till 12)
- 13. After allocation and Qty input and plan price calculation you will have on technical CC summary figures
- 14. After allocation and Qty input and plan price calculation you will have on technical BP summary figures
- 15. Then we move data from technical production CC & BP to COPA (Labor, Setup, Production & Procurement Processes) via COPA assessment cycle SENDER: RECEIVER:
- 16. After that you use technical CC & BP in Cost Estimate – example for Water Treatment Calculate with the same proportions as we allocate data in COPA