Project Systems
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Work breakdown structures (WBS) are used to plan and track project costs and budgets. A WBS breaks a project down into smaller, more manageable components using a hierarchical tree structure. This document discusses how to set up a WBS including status levels, cost planning, internal and external processing, and the differences between planning and budgeting on a project.
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Project System provides tools for organizing, planning, budgeting, and controlling projects. It uses work breakdown structures (WBS) to breakdown projects into hierarchical elements and networks to plan activity sequences and relationships. Master data like WBS, networks, and activities are created to capture the structure and execution of projects. Status is controlled through indicators on WBS elements. Tools include table controls for maintaining and viewing project data efficiently.
New Charts Architectures (2)
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sap ps hand book or configuration book for learn
The document outlines a 10 lesson SAP PS training course covering key project management functions in SAP Project System (PS) including creating a project structure and work breakdown structure, network activities, project planning, cost planning, requisitions, purchase orders, project reports, and project closeout. The course also covers topics like structures, dates, scheduling, costs, revenues, payments, resources, materials, production resources, confirmation, simulation, and versions management in SAP PS.
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The document discusses the functionality and uses of a project planning board. The planning board provides an integrated interface to create, edit, and evaluate project data including schedules, costs, and resources. It allows viewing interrelationships and accessing important project information like activity costs and dates. The planning board can be used for scheduling projects, checking actual dates, recalculating costs, planning resources, and providing different overview charts and reports.
Project management
MIS reporting involves periodically presenting data to senior management to help them make decisions and manage the business. It provides an abstract overview of key information in a concise format. Management information systems use tools like Excel and specialized reporting software to develop MIS reports. S-curves are a common project management tool that plot cumulative work over time in an S-shaped curve. They help track progress, costs, and other metrics against the baseline plan to identify schedule and cost variances so corrective actions can be taken if needed. Earned value management is another technique that integrates cost, schedule, and technical data to objectively measure project performance against the baseline.
Sara_Khan_Resume
Sara Ali Khan has 4 years of experience as a SAP Business Objects Developer and Universe Designer. She has experience designing reports, universes, and ETL processes for clients such as Genworth Financial, Nortel, and Citi Group. She is proficient in Business Objects, Informatica, EAGLE Data Mart, and has experience leading teams and gathering requirements.
Balco ps user manual
This document provides a user manual for Bharat Aluminum Co.'s implementation of the SAP Project System module. It introduces key concepts like projects, work breakdown structures, networks, and activities. It describes 10 roles within the system for functions like creating project definitions, networks, budgets, material receipt, settlement, and closure. The manual aims to provide project planning and management integrated with other SAP modules for greater visibility of project control parameters and activity status.
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.
Program Management 2.0: Work Breakdown Structure
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for creating a Work Breakdown Structure - which is very helpful for tracking the true project a project is making. It lends itself to also communicate the earned value of a project - so teams and managers can see what is done, and what is left to do.
Project Planning Board_Project Systems.pptx
The project planning board provides an integrated interface to plan, control, and view all project data visually. It allows creation and editing of project definitions, work breakdown structures, activities and relationships. Through the planning board, one can view schedules, resources, costs, and progress, and perform simulations. It provides various overview charts like component, capacity, and cost overviews. Reports on costs, capacities and other project details can also be accessed through the planning board.
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This document discusses project scope management and time management. It provides details on the key processes for each, including scope planning, definition, verification and control. For time management, it outlines the processes of activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. The goal of both scope and time management is to ensure projects are completed on time and within budget by defining and controlling the work to be performed.
IntellisenseIT infraMSWH (Construction ERP)
This document provides information about an infrastructure ERP solution called infraMSWH developed by Intellisense ITSys Pvt Ltd. The key points are:
1. infraMSWH is a web-based, modular ERP solution developed using technologies like Java, Oracle, and AJAX to manage infrastructure projects, bookings, materials, and financials.
2. It offers features like role-based access controls, workflow approvals, email/SMS integration, and audit trails for security and transparency.
3. The solution consists of several modules to manage areas like projects, bookings, materials, financial accounting, and more. It aims to integrate processes and provide reports for monitoring and decision making.
Schulte
The document discusses earned value management features in Microsoft Project including EVMS fields, baseline cost fields, and physical percent complete fields, and also describes how the Cobra software can integrate with Microsoft Project to calculate earned value metrics, forecast costs, and load actual costs from budgets into projects. The Cobra software allows users to perform earned value analysis across multiple projects, calculate forecasts using different methods, and automate earned value calculations through batch processing.
Bridging the cost schedule divide - integrating primavera and cost systems ppt
This document discusses integrating project cost systems with scheduling systems like Oracle Primavera. It outlines challenges with the traditional divide between cost and schedule data. It presents case studies of companies that implemented EcoSys software to bridge this gap. Benefits included increased visibility, efficiency, accuracy, and standardized processes to improve financial performance and resource optimization.
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This document provides an introduction and overview of ClearCost, an IT financial management software company. It summarizes ClearCost's products and services, including its Enterprise application for managing IT costs and Explorer tool for analytics and reporting. It also outlines ClearCost's implementation approach including proof of concept pricing, licensing and consulting estimates. Key capabilities of ClearCost's solution include cost transparency, chargeback, asset management, and budget forecasting.
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The document discusses software metrics and how they can be used to measure and improve software testing projects. It defines key metrics like effort variation, schedule variation, and productivity that can help plan projects, control processes, and identify areas for improvement. The document also provides details on how to operationalize these metrics by specifying data collection procedures, responsibilities, and sources. Institutionalizing a metrics program is important to drive continuous process enhancement.
Metrics Sirisha
The document discusses software metrics and how they can be used to drive testing projects. It defines key metrics like effort variation, schedule variation, and productivity that can help plan projects, control processes, and identify areas for improvement. Data collection strategies and operational definitions for various metrics are also provided.
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The document discusses software metrics and how they can be used to drive testing projects. It defines key metrics like effort variation, schedule variation, and productivity that can help plan projects, control processes, and identify areas for improvement. Data collection strategies and operational definitions for metrics are also provided to help institutionalize a metrics program.
Project systems Presentation.pptx
The document summarizes key aspects of project management in SAP, including:
1) It discusses the work breakdown structure (WBS) which forms the basis for organizing and coordinating projects by showing work, time, and costs. Each WBS element carries important project information.
2) Customer orders can be linked to WBS elements to plan project revenues. Networks connect activities to WBS elements and define start-finish relationships between activities for scheduling.
3) Materials, labor, and actual costs are planned and tracked. Budgets limit project spending which can be controlled by release status. Settlement transfers actual costs from projects to external ledgers.
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Triple Constraints of Projects: Scope, Cost & Schedule
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Project Systems
- 1. Project Definition Project Numbering & Coding Masks Project Profile Responsibilities Dates Organisational Data Project Definition Field Requirements Settings Numbering
- 3. Work Breakdown Structure Work Breakdown Structures Organisation & Responsibilities Operative Indicators Structure Objects Documentation
- 8. Planning versus Budgeting Planning Budgeting Cost - oriented ( cost elements , plan versions, period values) Easily changed ; line items created if desired "FUNDS REQUESTED" Funds - oriented (original, supplements , returns , annual values) Binding values ; line items for each change Availability check: For eg. Warning at 95% Error message at 110% "APPROVED FUNDS" No availability check Externally Financed Projects Internally Financed Projects
- 9. Cost Planning in Projects Cost Element Planning Easy Cost Planning WBS 1.2 WBS 1 WBS 1.3 WBS 1.1 Activity / Network Costing
- 10. Internal Processing 1200 Cost Center Work: 500hrs Output provided to complete activities Work Center Organisational unit Where an activity is carried out or work output is provided. Scheduling Data Capacity Available Cost Center Data Responsible Persons
- 11. External Processing 1300 Purchasing Group Description Material Group Work Performed by a third party (Vendor) Price per Unit Quantity & Unit Vendor 1000 Purchase Requisition Bid Invitation Quotation Entry Vendor Selection PO Processing Entry of Services performed Good Receipt / Service Receipt Invoice Verfication PR Committments PO Committments Actual Costs Purchase Order
Editor's Notes
- Common abbreviations in R/3: WBS (work breakdown structure) WBS element (work breakdown structure element) A work breakdown structure comprises work breakdown structure elements and their hierarchical structure. The project definition contains default values and profile data for the WBS elements, for example assignments to particular organizational units in the R/3 system. The basic dates for the entire project and the planning parameters for costs and dates are stored at the project definition level. The project definition thus forms a frame round the project. Note: A project definition is not an account assignment object (that is, no costs can be post to it). The WBS elements form the operative basis of a work breakdown structure. Planning data and actual data is recorded and aggregated at the WBS element level.