Ppm Blueprint
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Date: 02 November 2012 Commercial-in-Confidence
Version: Status: Draft
Address and Tel No.
Table of Contents 1. Introduction.......................................................................................7 2. Overview – Project and Portfolio Management................................8 2.1
Services Commercial Lifecycle..............................................................................................8
2.1.1
OPPORTUNITY IDENTIFIED
11
2.1.2
OPPORTUNITY QUALIFIED
11
2.1.3
HIGH LEVEL ROM
11
2.1.4
DETAILED ESTIMATE
19
2.1.5
FINAL CONTRACT
21
2.2
OPERATIONAL PLAN......................................................................................................... 21
2.2.1
PROJECT CLOSURE
23
2.2.2
PROJECT BONUS
24
2.3
Engineering Core Business Lifecycle...................................................................................24
2.3.1
OPPORTUNITY IDENTIFIED (Product Management - Analysis)
25
2.3.2
OPPORTUNITY QUALIFIED (Product Management - Cost)
25
2.3.3
HIGH LEVEL ROM (Product Management - Design & WP Definition)
25
2.3.4
DETAILED ESTIMATE (Product Management – Ready for Implementation)
30
2.3.5
FINAL CONTRACT (Product Management – Ready for Implementation)
30
2.3.6
OPERATIONAL PLAN (Product Management - Operational Plan)
30
2.3.7
PROJECT CLOSURE (Product Management - Closure)
31
2.3.8
PROJECT BONUS (Not Applicable)
32
3. Commercial Lifecycle Structures....................................................32 3.1
Services Fixed Price............................................................................................................ 32
3.2
Services Time and Materials................................................................................................ 33
3.3
AT&T.................................................................................................................................... 33
3.4
Engineering Core................................................................................................................. 34
3.5
Engineering Assist............................................................................................................... 36
3.6
CPSE................................................................................................................................... 36
3.7
Overhead Projects............................................................................................................... 37
3.8
Project Templates................................................................................................................ 37
3.9
Check Lists.......................................................................................................................... 38
3.10
Questionnaires..................................................................................................................... 38
4. Value Flow......................................................................................39 4.1
Integration............................................................................................................................ 39
4.2
Landscape - Interfaces........................................................................................................ 40
4.3
Profit Centre, Cost Centre and Project.................................................................................41
5. Resource Planning Process...........................................................42 5.1
Roles and Role Types as the Starting point for Resourcing.................................................42
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5.2
Resource search from within a Project................................................................................43
5.3
Resource and Staffing Views............................................................................................... 45
5.3.1
Project-Related View of Staffing
45
5.3.2
Resource–Related View of Staffing
46
5.4
Resource Project with Resource from other Resource Pool................................................47
5.5
Loan a Resource.................................................................................................................. 50
5.6
Resource vacancy and Dummy resources as indicators for Recruitment............................53
5.7
Longer absence from work.................................................................................................. 53
5.8
Emergency Resource Project.............................................................................................. 53
5.9
Inactive Ressources............................................................................................................. 54
6. Timesheet Confirmation Process....................................................54 6.1
Time Registration and Approval........................................................................................... 54
6.2
Timesheet Development...................................................................................................... 57
7. Business Planning..........................................................................60 7.1
Currencies and Exchange Rates......................................................................................... 60
7.1.1
Currencies in the Financials
60
7.1.2
Use of Currency and Exchange Rates in Controlling
63
7.1.3
Currencies in PPM
64
7.2
Cash Flow............................................................................................................................ 67
7.3
Invoice Process.................................................................................................................... 68
7.3.1
Invoice Process – Milestones
68
Invoice Process – Time and Materials
74
7.3.2
Invoice Process – Expenses
75
7.3.3
Non Billable Portfolio Item Types
75
7.4
Health Indicators.................................................................................................................. 77
8. Change Requests and Reforecast..................................................78 1.1
Reforecast Costs and Revenues......................................................................................... 78
9.1
Large Change Request........................................................................................................ 78
9.2
Small Change Request........................................................................................................ 79
9.3
Project Re-baseline.............................................................................................................. 79
8.1
PPM Version Snapshots...................................................................................................... 79
8.2
CO Version.......................................................................................................................... 81
9. Month-end Process........................................................................82 9.1
Work in Progress................................................................................................................. 82
10. HR PPM Integration........................................................................86 10.1
Role Type and HR Integration.............................................................................................. 86
10.2
HR Employee to PPM Business Partner Mapping...............................................................91
11. Reporting........................................................................................94
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11.1
Overview.............................................................................................................................. 94
11.2
WIP Report NAR WIP_Feb12.xlsx.......................................................................................97
11.3
Support et al detail Timesheet Cost Feb.xlsx – User Analysis.............................................98
11.4
Support et al detail Timesheet Cost Feb.xlsx - Project Analysis...........................................99
11.5
NAR Profitability and Cost Detail_Feb12.xlsx - NAR Billable Cost USD..............................99
11.6
NAR Profitability and Cost Detail_Feb12.xlsx - NAR Non Billable Cost USD......................99
11.7
YTD Services Regional Profitability Summary_Jan12.pdf - Consolidated.........................100
11.8
YTD Services Regional Profitability Summary_Jan12.pdf – Region Business Unit...........100
11.9
YTD Services Regional Profitability Summary_Jan12.pdf – Transfer Summary................100
11.10 1.6 YTD Services Regional Profitability Summary_Jan12.pdf – Travel report Euro...........100 11.11 Gaps Report APAC EMEA 2012-03-22.xlsm - EMEA 70% Mar.........................................102 11.12 120329 - Resources-Status-Combined.pdf........................................................................104 11.13 120118h-GPO-v1.0.xlsm.................................................................................................... 111 11.14 CALA Forecasted Project Profitability_Feb12.pdf..............................................................112 11.14.1 Forecasted Gross Margin % on Bucket and Portfolio Item
113
11.15 CPSES Monthly Billability Analysis _Feb12.xlsx - Bill Type Summary...............................117 11.16 Departmental Cost Summary_support_Feb 2012.xlsx – Environmental Engineering........117 11.17 Departmental Cost Summary_support_Feb 2012.xlsx – Headcount..................................117 11.18 Departmental Cost Summary_support_Feb 2012.xlsx – Costed Time Summary...............118 11.19 Departmental Cost Summary_support_Feb 2012.xlsx – Support Activity Summary..........118 11.20 Engineering Monthly Billability Analysis _Feb12.xlsx - Bill Type Summary........................119 11.21 Engineering Monthly Billability Analysis _Feb12.xlsx - Bill Type by Dept...........................119 11.22 Engineering Monthly Billability Analysis _Feb12.xlsx - Overhead Hrs................................119 11.23 Engineering Monthly Billability Analysis _Feb12.xlsx - Eng Hrs.........................................119 11.24 Engineering Monthly Billability Analysis _Feb12.xlsx - Non Eng Hrs..................................119 11.25 Engineering Monthly Billability Analysis _Feb12.xlsx – Total Hours by User......................120 11.26 Engineering Monthly Billability Analysis _Feb12.xlsx - Overhead by User.........................120 11.27 Invoices Forecast Report................................................................................................... 120 11.28 Services Regional Profitability and Cost Detail_Feb12.xlsx...............................................121
12. Base Configuration settings..........................................................121 12.1
Object Types for Object Links (System Integration to SAP ECC)......................................121
12.2
Time Units.......................................................................................................................... 122
12.3
Areas................................................................................................................................. 123
12.4
Project Types..................................................................................................................... 124
12.5
Role Types......................................................................................................................... 124
12.6
Priorities............................................................................................................................. 125
12.7
Project Reasons................................................................................................................. 126
12.8
Roles.................................................................................................................................. 126
12.8.1
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Role Functions
127
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12.9
Status Networks................................................................................................................. 127
12.10
136
12.17.2 Schedule Status or Percentage of Completion
136
12.17.3 Budget Status
136
13. Authorizations...............................................................................137 13.1
General Authorisation........................................................................................................ 138
13.2
PPM Composite Role Mapping to
13.3
Portfolio and Project-Specific Authorisation.......................................................................141
13.4
Portal Authorisation............................................................................................................ 143
14. Workflow and dashboards............................................................144 15. Data Migration..............................................................................148 16. Bespoke Developments................................................................153 17. Terms and Definitions...................................................................154 18. SAP Terminology and Integration.................................................161
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Document Control Version
Issue Date
Authors
Comments
0.1 0.2 0.3 0.4
31 August 2012 10 September 2012 05 October 2012 02 November 2012
Initial Draft Finished Draft Draft in progress Draft in progress of process driven BP
14
16 November 2012
15
20 November 2012
17
30 November 2012
David J Frederick David J Frederick Peter S Rosolski Peter S Rosolski Daragh O’Gorman Udo Stadelmann Daragh O’Gorman Udo Stadelmann Daragh O’Gorman Udo Stadelmann
Draft Draft Draft following feedback from previous version.
Draft Signoff Sheet Signature
Date
Signature
Date
Signature
Date
TBD
TBD
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1.
INTRODUCTION
This document is the blueprint for the PPM area within the
Description of Role in the Solution Project Management Portfolio Management Resource Management
The PPM Portfolio functionality provides a hierarchy data structure in which projects are placed. The revenues (wip and billed) and the costs of the projects roll up to portfolios so that top managers and middle managers can view the project performance under their responsibility. The PPM Project functionality provides the processes to build a project, estimate planned costs, and assign roles and resources. The PPM Resource Management functionality provides processes to manage the resources in the business and ensure that productivity is optimised by assigning these resources to suitable projects.
PS
Project System
The PS module provides enhanced financial reporting functionality and provides the basis for future expansion of the solution, if
HR
Human Resources
The HR provides the means to define the resources in the business for use on projects. It defines these people in terms of skill capability, location and cost.
ESS
Employee Self Service
The ESS functionality is required to enable easy timesheet submission over the internet.
FI
Finance
The FI module is required as a basis for the financial accounting that needs to take place to manage the costs and revenues in the project.
CO
Controlling
The FI module is required as a basis for the management accounting that needs to take place to manage the costs and revenues in the project.
BusinessOne
Business One Ledger and Accounting System
This system is currently running the accounting ledgers for
BW
Business Warehouse
The BW system provides a Data Warehouse for the data in the solution. Reports are built to enable
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offline information to the users. ABAP
Programming Language of SAP
There are some developments and enhancements required in the solution. The ABAP module is required to program these bespoke developments.
The section ‘Value Flow’ provides a more technical explanation of the interaction of these modules in terms of financial flows.
2.
OVERVIEW – PROJECT AND PORTFOLIO MANAGEMENT
2.1
Services Commercial Lifecycle
The following diagram outlines the lifecycle of the typical services project in
Figure 1
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The above diagram outlines the lifecycle in services. The table below lists the sub-processes mentioned in the diagram. It also maps the sub-process to the section in the document that describes more about the sub-process. There are many of the sub-processes that are small and sufficiently described in the lifecycle overview chapter. Phase
Process
Section
Opportunity Identified
Portfolio Structuring
Required Configuration Settings
Planning Pre-Sales
Overview – Project and Portfolio Management, Service Commercial Lifecycle
Opportunity Qualified
Bid Questionnaires
Overview – Project and Portfolio Management, Service Commercial Lifecycle – Opportunity Qualified
High Level ROM
Estimation Tool
Overview – Project and Portfolio Management, Service Commercial Lifecycle
Rate Card Forecast RevRes Initial Revenues & Costs Forecast RevRes May not have Role Planning Forecast RevRes Indicative Margin Forecast RevRes Update/Create Blended Rate Detailed Estimate
Overview – Project and Portfolio Management, Service Commercial Lifecycle Overview – Project and Portfolio Management, Service Commercial Lifecycle
Overview – Project and Portfolio Management, Service Commercial Lifecycle
Overview – Project and Portfolio Management, Service Commercial Lifecycle
Proposal Doc
Overview – Project and Portfolio Management, Service Commercial Lifecycle
Project Code Request
Overview – Project and Portfolio Management, Service Commercial Lifecycle
Time Registration
Timesheet Confirmation Process
SOW Template
Overview – Project and Portfolio Management, Service Commercial Lifecycle
Project Risk
Overview – Project and Portfolio Management, Service Commercial Lifecycle Item 61
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Refined Forecast in Rev Res
Reforecast Costs and Revenues
Role Definition
HR PPM Integration
Revenues & Costs
Value Flow
People Assignment
Resource Planning Process
Indicative Margin
Overview – Project and Portfolio Management, Service Commercial Lifecycle
Billing Milestones
Invoice Process
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Final Contract
Operational Plan
Management Approval of Project P & L
Services Commercial Lifecycle
PCR Form
Services Commercial Lifecycle
Committed Forecast
Services Commercial Lifecycle
People assigned
Resource Planning Process
Revenue confirmed
Services Commercial Lifecycle
Cost confirmed
Services Commercial Lifecycle
Margin Confirmed
Services Commercial Lifecycle
Billing Milestones confirmed
Invoice process
Loan Resource
Resource Planning Process
Emergency Resource
Resource Planning Process
+/- headcount
Reporting
Weekly Forecast adjustments (RevRes)
Reforecast Costs and Revenues
Demand adjusted
Reforecast Costs and Revenues
People Assignments altered
Reforecast Costs and Revenues
Revenue Increases (i.e. Change Request)
Change Requests and Reforecast
Time Line changes
Reforecast Costs and Revenues
P & L Re-baseline
Project Re-baseline
Time Registration
Timesheet Confirmation Process
Time Registration Approval
Timesheet Confirmation Process
Invoicing
Invoice Process
Trigger Sheet Invoicing Fixed Term. Expenses
Invoice Process
WIP & RevRes
Month-end Process- Work in Progress
WIP Report WIP & RevRes
Reporting
Below Margin WIP & RevRes
WIP Report NAR WIP_Feb12.xlsx
Cash Flow WIP & RevRes
Final Contract
Risk
Step 61
Reporting
Reporting
Month End Profitability Reporting
Reporting
Month End Profitability
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Reporting
Reporting
Supply/Demand Capacity Reporting
Reporting
Project Governance and Escalation Project Closure
Project Bonus
Project closed in Rev Res.
Project Closure
Project closed in Journyx
Project Closure
Project closed in SAP B1
Project Closure
Checklist
Project Closure
Project Code Closure
Project Closure
Final P & L
Project Closure
Bonus Calculation
Project Bonus
The below paragraphs will explain the process depicted in the diagram above. A subsection is created for each part or stage in the lifecycle.
2.1.1
OPPORTUNITY IDENTIFIED
1. An opportunity is identified by the Sales Department. This is logged, tracked and monitored in Sales Force and the Sales Department systems. It is not managed in SAP at this point. 2. It is the intention of the design that the Sales Department personnel will log their time to a special “core project” time-code for a Business Unit or a Customer. This time-code (Overhead project) is not the project code that is the main subject of the process in this section but it is mentioned for completeness and clarity.
2.1.2
OPPORTUNITY QUALIFIED
From a system point of view there is no difference between the above parts and this stage.
2.1.3
HIGH LEVEL ROM
1. The primary difference between this part and the last parts is that this part must have a PPM Project and Portfolio associated with it. 2. The Bid Questionnaire Excel spreadsheet is filled out by the Sales Person and stored on Sharepoint. It is hyperlinked from the SAP Project so that it can be quickly accessed from SAP by a user.
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Figure 2 the spreadsheet hyperlinked to the Project 3. The PPM Project will be normally created from a Template. The Template project is a pre-cast project with likely roles, tasks, phases, resources and indeed hours. The main use of templates is to speed up the Project creation process and provide a consistent structure to projects. It also removes the risk of someone forgetting to add a particular piece of data to a project e.g. the 4 SAP phases. The user can override the defaulted data in the operational project after a project template has been used (copied).
Figure 3 Create Project from Portfolio: the template used is logged within the Project for reference. 4. It is important to note that the operational Project will not be updated automatically if the used template is altered after the project is created. This is a copy function and not a referenced function. 5. The typical project structure is for a services project is illustrated below.
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The symbols beside the nodes in the Project structure depict the type of node. The below table will indicate the use of the particular node type. Symbol
Use Phase Task used to collect Labour costs SAP Phase to enable the use of decision points to drive approvals SAP Project. The non-labour costs are inserted at this point. The labour costs are rolled up to this point from the lower level nodes.
Figure 4 Project Structure showing the four phases
Figure 5 Project Structure showing Phase Tasks to enable costing at phase task level 6. The four SAP Phases are shown above. The phases are required primarily to drive the stage gate approval process. After the first phase an Approval procedure takes place for the Project estimation. After that approval a detailed project planning is to be done. At its end there will be asked for another approval (CEO approval) to report the results of project planning including staffing. This will be the baseline for the project execution. These four Phases will be defaulted in from the template.
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7. There are seven SAP Tasks which will sit under the SAP Phase Execute Project. These SAP tasks are called colloquially within the project Phase-Tasks because they represent
Figure 6 Project Structure with phases, tasks, milestones and special tasks 9. The structure of the project is very important as it defines two main aspects of the system: the cost granularity and the Timesheet Work List contents. The structure and granularity also determines the amount of work required of Programme Managers to assign people to projects. The Timesheet Worklist contents are the line items that appear as possible entries in the CATS (Central Application Timesheet) screen for timesheets. Our typical design ensures that there are seven phase-tasks. The Labour - costs per phase task can be calculated. The program managers will need to assign the project team members to each and every Phase-
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Task. The project team members will see each and every Phase-Task to which they are assigned. The status of the Phase-Task controls whether it appears on the Timesheet. For example, the Phase-Task when closed will not appear on the Timesheet Work List, so if the Programme Manager closes the Phase-Task after it is complete, (s)he will reduce the amount of redundant entries on the timesheet screen and prevent time from getting booked to the complete phase. The same can be said for Phase-Tasks that are not released yet. 10. The symbols beside the nodes in the Project structure depict the type of node. The below table will indicate the use of the particular node type. Symbol
Use Phase Task used to collect Labour costs SAP Phase to enable the use of decision points to drive approvals SAP Project. The non-labour costs are inserted at this point. The labour costs are rolled up to this point from the lower level nodes.
11. The following table outlines the Phase-Task status. This status list will allow the project manager to control whether labour costs can be booked to the particular Phase-Task. Phase-Task Status Created Released Closed 12. There is currently an
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1.
Created
10% Projected 25% RFx 40% Proposal
2.
Released
50% Release Agreed
3.
Transferred
50% Release Agreed 70% Statement of Work 90% Statement of Work
4.
Complete
5. 6.
100% Fully Invoiced Closed
7. 8.
100% Completed
100% Closed 100% Dead Cancelled
Closed and Bonused
17. The user can calculate the labour costs based on the Role Type or Resource. The Role Type method requires that the person to perform the role is unknown. When the resource method is chosen the person is known. 18. The Role Type is a drop down list with a blended rate configured behind it. The Role Types and their structure will be defined by
Figure 7 Portfolio Cost and Revenue Categories 22. The cost categories above will align to the accounts and cost/revenue elements defined in the associated ERP system.
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23. The financial revenues and costs can be forecasted per month. The user can forecast up till the end of the project in one view. Totals for the year and for the project will be displayed in the Financial View. 24. In order to see the current calculated profit or margin% the user will press a button that will generate a report that calculates the margin% for labour based on the
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25. The revenue and costs of the project are rolled up to the portfolio bucket (a bucket is a folder within the portfolio in which projects are placed) and further up the portfolio hierarchy. This provides an interactive view to the portfolio managers on the performance of the portfolio and projects under their responsibility.
Note: The Roll Up of Planned values to the Bucket Level will take place when the project/Portfolio Item is released. 26. The margin% will be calculated at portfolio item level based on the total of all costs and revenues of that portfolio item per cost category.
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27. When the user is happy with the margin% achieved for the project (s)he will then send the project for approval by creating an approval decision point on the Portfolio item level. 28. This will invoke a notification that will be sent to Global Operations so they can process this Project and make this project released. A released project can receive labour costs.
2.1.4
DETAILED ESTIMATE
29. The global operations administrator will receive the Notification request to action the new Project. The primary tasks of this part in the process are that the PS Project and WBS structure will be created and the BusinessOne project code will be assigned to the Project. Because of Character Restriction in Business One, the Project Code in PPM and SAP-PS must follow the Code, set up in Business One. The Project Code Field in PPM will be locked down after a project in PS is created.
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30. The global operations person will create the BusinessOne Project Code in BusinessOne and then type this Project Code into the SAP PPM Project as the PPM Project Number. This will create the link from BusinessOne to SAP PPM via SAP Project system as part of the ERP system. It will enable BusinessOne ledger entries to be posted to the PPM Portfolio item Financial view via the actual cost and revenue elements (without labour costs) on the Top WBS element in the PS project when the PS project is created.
31. The status of the Portfolio is changed to indicate that the project has entered the detailed planning phase to reach approval for the execution phase. 32. The Portfolio Item Type is altered to ensure that the capacity and financial information is rolled up at this point. 33. The status of the project is changed which creates the PS Project definition and associated WBS elements automatically via the multi-level automatic Accounting integration between PPM Project Management and Project system. The WBS structure will be taken from the Project in Project system and the System behaviour will be based on a Project Profile in the SAP PS Project system connected to the PPM Project type through replication. The Top WBS-Element of the PS Project in SAP ECC will be the same Number as the Project Number in PPM and Business One. 34. In PPM the same Project number will be used for the ROM, the estimate and the project. This number will appear on the CATS timesheet system. It will be the one number that uniquely defines the project. 35. At this point in time the system will have the planned revenues and costs on Portfolio item level and also the invoice milestones in the structure of the PPM Project representing the date when the customer will be sent an invoice.(See also Chapter Business – Planning – Invoice Process). 36. There is more likely to be greater detail added to the plan at this stage. This would include more Tasks, Roles and the Roles to be staffed with
Figure 9 Portfolio Cost and Revenue Categories
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38. When the Customer and the
2.1.5
FINAL CONTRACT
39. The Project Manager decides to send the final margin and profit commitment to the relevant Business Unit Manager and the CEO. This is the stage gate where approval is asked for to start the Project execution phase. 40. The Project Manager will create the approval and assign the members of the approval board.
Figure 10 Approval dashboard 41. Global Operations will be part of that approval workflow and will baseline the project after the approval has been granted by CEO and Business Unit Manager. This will freeze the project Revenue and Cost and Margin forecasts as a planned baseline. The baseline will be taken using CO version functionality of the financial Views 42. The approval request created by the project manager will invoke a notification to be sent to the Business Unit manager and the Chief Executive Officer. The request for approval will appear in the approval dashboard in their PPM Project Management WorkCentre. 43. The status of the project changes will be documented by snapshot versions to be displayed in a project version report within PPM. So, the project manager can keep versions of the Project and his/her estimates. It is also possible to see the CO versions that contain the financial versions including the baselined revenue and costs.
2.2
OPERATIONAL PLAN
The user will enter the non-labour planned costs and the planned revenues in the Financial View of the Portfolio Item. This is multi year and possible to enter data from start date to end date of a project spanning many years. 44. When the Project becomes operational the project is moved to the operational plan stage. The Win Probability is 50% or greater and the System Status is set as Release and Transferred. 45. Actual Costs continue to flow from CATS and Business One Financial Bookings (See also Chapter Value Flow – Integration). The Actual Revenues flow from BusinessOne also. 46. The Actual labour costs from CATS use a bespoke piece of code to override the standard functionality and use a unit cost calculated on the basis of the salary paid to the individual. 47. The actual overtime time is logged as with any other hours. The overtime is identified in the WIP calculation and not included so that overtime does not exaggerate the WIP results. 48. Through the course of the operational project the timesheets are approved by the project manager via a workflow. The submitter submits the timesheet. An email is sent to the project manager. The project manager selects the items that can be approved and presses the
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‘Approved’ button. The items to be rejected are selected in a similar way and a ‘Reject’ button is pressed to reject these entries. 49. As the Actual costs and revenues flow into the system there is foreign currency exchange rate conversion happening. (See Chapter Business Planning – Currencies and Exchange Rates). 50. The project manager can update his plan and his resource mix on a project and update the forecasted revenue and costs (non - Labour Costs) and Portfolio Item at any time. 51. There is a control point each two weeks where the Project manager is requested to make sure that the forecasted values are up-to-date. The project manager updates the same financial view as illustrated below.
Note: Labour Costs will come from the project Figure 11 Portfolio Cost and Revenue Categories 52. The forecasts are updated every two weeks by the project manager. The baseline plan versus forecast can be reported against as each of the revenue and costs exist on a separate CO version. Indeed as the costs and revenue are categorised the baseline to forecast deviation can be reported against at category level. 53. The two-week check points also serve as a way for the Project Manager to update the invoice milestone payments to inform the business on the cash flow position and the revenue achievement profile.
Figure 12 Cashflow calculation on the Project based on Revenue and Cost Cash Flow can be seen on a financial View
54. The invoice process is described in more detail in the section Business Planning – Invoice Process. The main points about this process are that the Milestones and the Revenue forecast determine the invoices that need to be issued. The status network on the milestone indicates clearly to the business that (a) the milestone has been achieved and (b) the revenue can be invoiced.
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55. The WIP calculation is described in section Month-end Process – Work in Progress. This calculation is a bespoke development that will predict the WIP based on the currently forecasted hours and the current balance of hours expended to-date and the total billed revenue at completion. The intention is that this will run automatically every weekend on all projects. It is also possible for a Project Manager to re-calculate this WIP at any time during the week to perhaps see the effect of a reforecast of hours, for example. 56. The Risks on the project can be logged and viewed in a SAP Project Checklist.
Figure 13 Risks and Issues can be logged on a SAP Checklist 57. Any extra people or resources that the project manager might need on the project, is covered in the section 4. The resources that might roll off the project can be signalled by the end date on the Role on the project. This field provides a good way of the business monitoring the precise date the resource will need a new project in order to maximise productivity.
2.2.1
PROJECT CLOSURE
58. The project closure part of the lifecycle is initiated by the Project Manager. 59. All the revenue milestones are achieved and invoices issued. 60. The Status of the Project and portfolio is changed to “Complete” to indicate that the project has been completed from a delivery perspective. It might be the case that the Project Manager and the business might keep the Item open for some time after as perhaps some extra Costs might flow from BusinessOne. 61. The Status of the Project and Portfolio is changed to “Request to Close” when the Project Manager is satisfied that no more costs or revenue are going to flow. It is OK for the project manager to close the project when there are still outstanding Accounts Receivable invoices unpaid. In other words the PPM project and portfolio is not concerned with the payment of invoices, it is only concerned with the issue of invoices. This is because the technical Interface will have already made sure that all actual Revenues, booked in BusinessOne are transferred to PPM via the SAP ECC Financials (see also section Business Planning – Value Flow and chapter Business Planning Invoice Process). 62. The Stage Gate functionality will be used in the closure process in the same manner in which the approval and release project process. This is to say that the project manager will set up an SAP approval and decision point and invite the necessary people required to instigate the steps required to close the project. 63. The administrator will receive a notification email informing of the request to close after the approval has been granted by Business Unit Manager. 64. The administrator closes the BusinessOne project code. 65. The administrator closes the PPM Project and portfolio. The final snapshot of the Actuals is taken to preserve the actual margin achieved. 66. The final report is run to calculate the Margin and Profit achieved. This is checked by the administrator before it is used in the bonus calculation. 67. The administrator checks that there are no outstanding unapproved CATS entries.
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68. The administrator changes the Portfolio Item Status to “Closed".
2.2.2
PROJECT BONUS
69. The next part of the lifecycle is the calculation of the bonus. This is an accounting task and is performed off system with the Bonus Calc Form. 70. The system will not produce a Profit and Loss account with exchange rate fluctuations ignored. The system will produce the Profit and Loss account with the exchange rate fluctuations included. 71. When the accounting department and the payroll department have finished with this part of the process they set the status to “Closed and Bonused”. This is the final point in the process. 72. The Revenue and Costs for a project in the Closed status is still seen in the portfolio. The portfolio manager will still be able to see the performance of this project in the context of the performance of the portfolio.
2.3
Engineering Core Business Lifecycle
The following diagram outlines the lifecycle of the typical engineering project in
Figure 14
Services
Analysis
Opportunity Identified
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Cost
Opportunity qualified
Design and WP Definition
High level ROM
Ready for Implementation
Detailed Estimate and Final Contract Operational Plan Project Closure
Project Bonus
The below paragraphs will explain the Engineering process depicted in the diagrams above.
2.3.1
OPPORTUNITY IDENTIFIED (Product Management - Analysis)
1. An opportunity is identified by the Sales Department or Product Management. It is not managed in SAP at this point. 2. It is the intention of the design that the Product Management personnel will log their time to a special “core project” time-code. This time-code (Overhead project) is not the project code that is the main subject of the process in this section but it is mentioned for completeness and clarity.
2.3.2
OPPORTUNITY QUALIFIED (Product Management - Cost)
There is no difference between this part and the previous part of the process.
2.3.3
HIGH LEVEL ROM (Product Management - Design & WP Definition)
3. The PPM Project is normally created from a Template. The Template project is a pre-cast project with likely roles, tasks, phases, resources and indeed hours. The main use of templates is to speed up the Project creation process and provide a consistent structure to projects. It also removes the risk of someone forgetting to add a particular piece of data to a project e.g. the 4 SAP phases. The user can override the defaulted data in the project after a template has been used.
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Figure 15 Create Project from Portfolio: the template used is logged within the Project for reference. 4. It is important to note that the Project will not be updated automatically if the template is altered after the project is created. This is a copy function and not a referenced function. 5. The typical project structure is for an Engineering project is illustrated below.
Figure 16 Project Structure showing the four phases to drive the approval
Figure 17 Project Structure showing work packages to allow cost reporting at work package level 6. The four SAP Phases are shown above. The phases are required primarily to drive the stage gate approval process. After the first phase, a Head of Engineering Approval takes place for the Project estimation. The engineering core process does not require a CEO approval like the services project. These four Phases will be defaulted in from the template. 7. The phase-tasks present in the services project are not used in the engineering process structure. This means that time and cost is recorded against the Work Package and not the phase of the work package. 8. The following table outlines the possible engineering Task status. These statuses will allow the project manager to control whether labour costs can be booked to the particular work package. A person cannot submit time against a Closed work package. Additional status are present in the Engineering project task to enable the project manager to record the phase of the Work Package. This is a small difference to the Services status. Phase-Task Status Created Released Backlog
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Released Design Released Implementation Released Verification Closed These Engineering status are illustrated in the picture below.
They will be selectable from the popup box created after pressing the Status Management button.
9. The engineering project will not have revenues associated with it. So, revenues will not be filled in on the PPM portfolio item. Forecasted labour costs will be automatically filled out based on the Project resourcing data. 10. The PPM Portfolio Item can contain non-labour costs. The labour costs from the PPM Project will be rolled up to the Portfolio item and will be visible there. But the user cannot edit the labour costs at Portfolio item level. The user is forced to enter Hours, Roles based on Role Types and Resources to define the labour cost in detail at Project level. This is important as the Role provides the business with the skill capacity requirements as the basic information for the staffing process leading to resources on roles and tasks. 11. The portfolio item has a status network that indicates where within the HIGH LEVEL ROM part of the lifecycle the portfolio item is. 12. The status of the progress of the Portfolio Item is represented by a number of SAP fields. There will be a User Status on the Portfolio Item that will store the Status. In addition to this, there will be a field to store win probability. 13. The user can calculate the labour costs based on the Role Type or Resource. The Role Type method requires that the person to perform the role is unknown. When the resource method is chosen the person is known. 14. The Role Type is a drop down list with a blended rate configured behind it. The Role Types and their structure will be defined by
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15. The Engineering resources will be associated with the Engineering Organisation Units and can be searched in this manner. 16. When the Resource is placed into a Role, the Role Type specific Cost Rate is ignored by the system and instead the Cost Rate on the Business Partner is used. (E.g. the Role Type is defined with a Rate Rate 1, wich is calculated with 100,-- Euro per hour. The assigned Business Partner is defined with Rate 2, which is calculated with 120,-- Euro per hour. Planned Labour Costs will be determined by using the Business Partner Rate). 17. It is not possible in the standard SAP system to assign a feature team as a team to a Work Package. The Project Manager will be required to assign the team members one at a time. It is possible for the PPM system to group the resources into feature teams using PPM Team functionality.
18. It will be possible to represent the Feature Teams as HR Organisation Units in PPM. This will be different to the HR Organisation Units in ERP that will link resources to Line Managers. The below screen shots show the Organisation Unit of Feature teams and the resulting screen enabling the search by Organisation Unit.
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19. The cost categories used to define the costs for the engineering project will align to the accounts and cost/revenue elements defined in the associated ERP system.
20. The financial costs can be forecasted per month. The user can forecast up till the end of the project in one view. Totals for the year and for the project will be displayed in the Financial View on Portfolio Item Level. 21. The costs of the project are rolled up to the engineering product portfolio bucket (a bucket is a folder within the portfolio in which projects are placed) and further up the portfolio hierarchy to the engineering business unit. This provides an interactive view to the portfolio managers on the performance of the portfolio and projects under their responsibility. 22. When the user is happy with the costs achieved for the project (s)he will then send the project for approval by releasing an approval decision point on the Portfolio item level.
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23. This will invoke a notification that will be sent to Global Operations so they can process this Project and make this project released. A released project can receive labour costs via CATS Time Registration.
2.3.4
DETAILED ESTIMATE (Product Management – Ready for Implementation)
24. The global operations administrator will receive the Notification request to action the new Project. The primary tasks of this part in the process are that the PS Project and WBS structure will be created and the BusinessOne project code will be assigned to the Project. 25. The global operations person will create the BusinessOne code in BusinessOne and then type this into the SAP PPM Project as the PPM Project Number. This will create the link from BusinessOne to SAP PPM via SAP Project system as part of the ERP system. It will enable BusinessOne ledger entries to be posted to the PPM Portfolio item Financial view via the actual cost and revenue elements (without labour costs) on the Top WBS element in the PS project when the PS project is created.
26. The Portfolio Item Type is altered to ensure that the capacity and financial information is rolled up at this point. 27. The status of the project is changed to “Released and Transferred” which creates the PS Project definition and associated WBS elements automatically via the automatic Accounting integration between PPM Project Management and Project system. The WBS structure will be the same as in the PPM - Project system and the System behaviour will be based on a Project Profile in the PS - Project system connected to the PPM Project type through replication. The created TOP WBS Element in SAP ECC Project System will be used as Costing Object during Financial Bookings, coming via the Interface from BusinessOne. 28. The same Project number will be used for the ROM, the estimate and the project. This number will appear on the CATS timesheet system. It will be the one number that uniquely defines the project. 29. At this point in time the system will have the planned costs on Portfolio item level. (Manually Planned Costs (and revenues) for Non Labour costs and Labour costs, rolled up from the project tasks.
2.3.5
FINAL CONTRACT (Product Management – Ready for Implementation)
30. Global Operations will baseline the project. This will freeze the project Cost and plan. The baseline will be taken using CO version functionality. 31. The status of the project changes will be documented by snapshot versions to be displayed in a project version report within PPM. So, the project manager can keep versions of the Project and his/her estimates. It is also possible to see the CO versions that contain the financial versions including the baselined costs.
2.3.6
OPERATIONAL PLAN (Product Management - Operational Plan)
32. When the Project becomes operational the project is moved to the operational plan stage. 33. Actual Costs continue to flow from CATS (Labour Costs) and BusinessOne (Financial Bookings, transferred to SAP ECC and PPM). 34. The Actual labour costs from CATS use a bespoke piece of code to override the standard functionality and use a unit cost calculated on the basis of the salary paid to the individual.
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The System will not use the Planned Rate (coming from the Business Partner Rate) for actual Bookings. Instead of this a person specific calculated actual rate will be used to calculate and transfer person specific Labour Costs to the project. 35. The actual overtime time is logged as with any other hours. Accounting WIP is not relevant for Engineering Projects. 36. Through the course of the operational project the timesheets are approved by the project manager via a workflow. The submitter submits the timesheet. A workflow and MS Outlook email is sent to the project manager. The project manager selects the items that can be approved and presses the ‘Approved’ button. The items to be rejected are selected in a similar way and a ‘Reject’ button is pressed to reject these entries. 37. As the Actual costs and revenues flow into the system via the BusinessOne Interface to the SAP ECC Financial and Controlling Table there is foreign currency exchange rate conversion happening. The foreign currency treatment is outlined in section Business Planning – Currencies and Exchange Rates. 38. The project manager can update his plan and his resource mix and update the forecasted costs in the project at any time. 39. There is a control point each two weeks where the Project manager is requested to make sure that the forecasted values are up-to-date. The project manager updates the same financial view with the forecasted costs. 40. The forecasts are updated every two weeks by the project manager. The baseline plan versus forecast can be reported against as each of the revenue and costs exist on a separate CO version. Indeed as the costs and revenue are categorised the baseline to forecast deviation can be reported against at category level. 41. The Risks on the project can be logged and viewed in a SAP Project Checklist.
Figure 18 Risks and Issues can be logged on a SAP Checklist 42. Any extra people or resources that the project manager might need on the project, is covered in the section on resourcing. The resources that might roll off the project can be signalled by the end date on the Role on the project. This field provides a good way of the business monitoring the precise date the resource will need a new project in order to maximise productivity.
2.3.7
PROJECT CLOSURE (Product Management - Closure)
43. The project closure part of the lifecycle is initiated by the Project Manager. 44. The Status of the Project and portfolio is changed “Complete” to indicate that the project has been completed from a delivery perspective. It might be the case that the Project Manager and the business might keep the Item open for some time after as perhaps some extra Costs might flow from BusinessOne. 45. The Status of the Project and Portfolio is changed to “Request to Close” in the decision point when the Project Manager is satisfied that no more costs are going to flow.
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46. The Stage Gate functionality will be used in the closure process in the same manner in which the approval and release project process. This is to say that the project manager will set up an SAP approval and decision point and invite the necessary people required to instigate the steps required to close the project. 47. The administrator will receive a notification email informing of the request to close. 48. The administrator closes the BusinessOne project code. 49. The administrator closes the PPM Project and portfolio. The final snapshot of the Actuals is taken to preserve the actual costs expended. 50. The administrator checks that there are no outstanding unapproved CATS entries. 51. The administrator changes the Status to “Closed".
2.3.8
PROJECT BONUS (Not Applicable)
52. This part of the process is irrelevant to the engineering business.
3.
COMMERCIAL LIFECYCLE STRUCTURES
3.1
Services Fixed Price
The above section described the Project process including the estimation process for Services Fixed Price projects at
Figure 19 Gantt chart view of a template or a project
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3.2
Services Time and Materials
For Time and Material projects the Cost/Revenue rate in PPM project management could be used to calculate the costs and the revenues based on blended rates for roles and the revenue rate agreed with the customer. The SAP standard Revenue rate can only be used if the same Price per Hour is the same for each member of the blended role type. The solution appreciates that this is not likely but this functionality is included for completeness. Time and Material Projects will have their own Project type and Item type. The cost estimation will be based on the amount of hours planned in the PPM project. Planned revenues are estimated in the same way as the Fixed Price Project Type. The Services Time and Materials project Type operates in the same way as the Fixed Price Project Type. The extra Project Type is only used for information purposes and to enable easy reporting.
3.3
AT&T
The structure of an AT&T project is different (seven main/phase tasks). This will be reflected in the structure of the templates for AT&T. The structure of the AT&T project is illustrated below. This structure can be used at AT&T if they want to cost labour costs at phase level: it will however mean that they will need to assign people at each phase-task. It was agreed in the workshops that it is unlikely that AT&T will use this structure as a more simple structure is typically required in AT&T. The paragraphs after the illustration will outline this more simple approach.
Figure 20 AT&T detailed project phase structure The main difference in AT&T consists of the "very short term" assignments of resources to a project. This will be reflected also in the templates. They will contain not only roles but also resources assigned to the roles. Our recommendation is to assign the resources to the tasks with a start and an end date of each assignment. This is different from the existing process at AT&T and may cause some additional report for a more formalized planning of resources and will lead to an improved tracking of resources.
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The below project structure illustrates the more simple AT&T structure where resources are assigned to one task representing the entire executable project. This structure is more suitable when there are many resources working on many projects and they alternate the project they work on a daily basis. In this scenario we assign the people for the duration of the project so that they can book time.
Figure 21 AT&T Structure where people are assigned to the Phase Task called Execution and Estimation The advantage of the above simplified structure is that people only need to be assigned to one phasetask which is a reduction in administration time. The disadvantage is that labour costs are collected at a project level and not at a project phase level. It should be noted that capacity planning requirements can only be driven if the requirements are typed into the project. If the resources are merely assigned with either no workload or full work load on several projects then the capacity management will not be accurate. It is important to note that the same SAP phases are contained in the AT&T project to drive the identical approval process as the services Project Types. The description of the approvals for Release, Approval and Closure in the sections above are identical for the AT&T project. It should be noted that the Journyx-type functionality where people are assigned to groups of projects that is described in section 2 can also be used to reduce the administration overhead further. This is non-standard SAP functionality and will be built using ABAP to alter the available project codes in the timesheet entry screen.
3.4
Engineering Core
Engineering Core consists of the development of new products and the development of new releases for existing products. A new release is represented by a PPM project. This project consists of work packages as tasks and the members of the feature teams as resources assigned to roles. The Work Packages in an Engineering Core project fall into two categories: the scheduled ones and the backlog. SAP will reflect these two groups. The scheduled tasks (with relationships between each other) and staffed tasks are the prioritized ones. This is very viewable on the Gantt chart. These Work Packages are listed under the Phase: Execution and Estimation. It will be also possible use the sort field of the Task to prioritise the work-package within the “release” or PPM Project. This enables a ranking of all work packages in the project.
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Figure 22 Sort field used to indicate the priority rank of the work package The other tasks that are not scheduled (Work Packages) are "the Backlog list" of that project. These are not yet planned and scheduled but are ready to be moved in the plan easily if the project manager has the capacity to increase the scope of the project. The below illustrates the structure of the Engineering Core projects. The reader will note that the same four-phase structure is used to drive the approval process.
Figure 23 Engineering Core Project Structure When the project is finished a new project will most likely start to develop the next release of e.g. the Policy Manager. This project will be created based on the existing "old release development" project. The unfinished Work Packages can be copied into the new release project. This decreases the amount of work in project planning and makes sure nothing will be forgotten from the Backlog list and that all the feature team members are on board. The phase structure of an Engineering project will be the same as in Services because of the stage
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gates to ask the internal customer (Product Manager e.g.) for approval of the prioritization and the planned effort of that project. A Portfolio Bucket will be created for each Product and it will contain items for all the projects related to that product i.e. all releases for that product. In the Financial view the costs per month and the year and the grand total will be displayed. It is possible to calculate the profitability by adding the license revenues.
3.5
Engineering Assist
Engineering Assist supports Sales Activities and will be tracked in an Overhead project for Sales. This is the scenario where the sales department have requested the use of an engineering resource on a project for which the sales department have responsibility. There is a scenario where a part of the
Figure 24 Engineering Assist structure In the similar way to the rest of the Engineering projects the resources are allocated to the Work Package. Cost analysis is possible at the project level and Work Package Level but not the project phase level.
3.6
CPSES
CPSES is the Service business unit to support customers using
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The below structure illustrates the project for the CPSE. The people will be allocated to the one task in the project to reduce the administration for the project.
Figure 25 CPSE Project Structure will be created for year calendar year
3.7
Overhead Projects
For a proper tracking of resource utilization all resources have to enter their actual hours to CATS (Cross Application Timesheet). All the resources will be assigned to the appropriate overhead projects in their business unit. So the overhead project tasks will be part of their "default” task list in CATS to select for time confirmation entries. Overhead consists of Sales activity projects, Business development, Management support, Vacation, Sick leave. These overhead projects will be created for each business unit to be part of resource reporting. If a resource is for a longer period of time not available, he or she may become the status "inactive" and thus will not to be taken into account for planning and headcount measures. It is anticipated that the overhead projects are not capacity managed as the resources are typically quite constant on these projects. However, the Programme Managers who are 50% billable onto projects can be blocked booked to Overhead Projects for the remainder 50% thus making them only available for the 50%. This is the mechanism by which we can make Programme Managers available for billable work. Note: it is possible to change the block booking for the programme managers so that their time is 50% for some months and 30% for others.
3.8
Project Templates
The above subsections explain the possible structure of the projects in the solution. In order to quickly create these structures we will deploy templates that the user can copy. This section outlines the templates that we envision at this point. These templates can be created by Global Operations easily in the future. The following Project Templates will be created. Further Templates can/will be defined during Configuration Phase.
Initial Engineering Project Templates
Initial CPSES Project Templates
Initial Other Project Templates
ENGINEERING_CORE
CPSES_TIMEMATERIALS
OTHER
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ENGINEERING_ASSIST
CPSS_FIXEDPRICE
Initial Services Project Templates SERVICES_SOLUTION SERVICES_CAPACITY_EXPANSION SERVICES_SUSTAINED_TEAM SERVICES_SOLUTIONCAPACITY SERVICES_CHANGE_REQUEST SERVICES_SUPPORT_OPERATIONS
3.9
Check Lists
The PPM solution provides the functionality to create Check Lists populated with Check List Items. The screen shot below illustrates how these can be constructed and associated with the project task phase. These Lists and List Items are easily edited and created by
3.10
Questionnaires
The
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Within the SAP system solution these questionnaires will continue to be stored on MS Excel spreadsheets and they will be hyperlinked to the project. The file will be held on the Sharepoint document management system.
4.
VALUE FLOW
4.1
Integration
The following Chapter outlines the system landscape, the integration between the systems and value flow within the Landscape. The diagram below depicts the value flow of revenues and costs in the solution. The table after the diagram outlines the flows as illustrated in the below diagram.
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Figure 26 Value flows between the systems in the solution
4.2
Landscape - Interfaces
1
System
Business One
Business One is the leading system for all financial bookings to projects
SAP ECC
SAP ECC will be the system for delivering actual Labour Costs from Time Registration, Primary Costs and Revenues to PPM, booked to a Project
PPM
PPM will be the leading System for Portfolio and Project Management
BW
BW will be the Reporting Interface, using Data out of Business One, SAP ECC and PPM
2
Value Flow
1
Financial Bookings to Projects in Business One will be transferred to Financials in SAP ECC.
2
Financial Line Items will transferred to a CO-Line Item Table
3
Time Registration Data via CATS Interface will be stored in the CATS DATABASE TABLE
4
Time Registration Data in the CATS DATABASE TABLE will be transferred to the CO Line Item Table
5
Actual Data from Financial Bookings (COSTS and REVENUES) and Data from Timer Registration (ACTUAL LABOUR COSTS) will be transferred to the Financial Data Table in PPM
6
REVENUES and PRIMARY COSTS (expenses not Labour Costs) will be planned on the Portfolio Item Level via a Financial View and stored in the PPM Financial Data Table.
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7
Planned Labour Costs on Project Task Level will be stored in the PPM Financial Data Table.
8
Planned Data for Primary Costs and Revenues and Planned Labour Costs will be visualized on the Financial View. Primary Costs and Revenues but no Planned Labour Costs can be changed via the PPM Financial View
9
Actual Data for Primary Costs and Revenues and Labour Costs will be visualized on the Financial View.
10
Data will be extracted out of PPM and used in BW for Reporting/Analyzing
11
Data will be extracted out of SAP ECC and used in BW for Reporting/Analyzing
12
Data will be extracted out of Business One and used in BW for Reporting/Analyzing
3
Object Links
A
WBS Elements are the Accounting Objects for Primary and Secondary Costs, reflecting Projects and Tasks from PPM
B
WBS – Elements will be used as Accounting Objects during Time Registration in the Background for storing in the CO Line Item table. The End User will see the tasks, known from PPM during Time Registration
C
The Business Partner, coming from HR – Personal Master Data will be known in PPM and SAP ECC. In PPM the Business Partner will be used as a resource that can be assigned to specific tasks via Assignment to specific Roles. The Business Partner will be known during Time Registration in SAP ECC – CATS Time Registration.
D
A Project in PPM will be assigned to a Portfolio Item.
E
A Project in PPM will be assigned to a Project in SAP ECC- Project System(PS)
4.3
Profit Centre, Cost Centre and Project
Within SAP ECC every project will be assigned to an SAP Profit Centre. Thus, every CO line item will be reflected as a statistical booking on the Profit Centre. Within the Project header a responsible Cost Centre will be assigned. A combination of the PS master data and the CO/profit centre line item bookings within BW will allow a Profit and Loss statement at Profit Centre level for each Profit Centre. The Profit Centre structure mirrors the Cost Centre hierarchy at node level.
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5.
RESOURCE PLANNING PROCESS
The above sections have shown how the system represents an
5.1
Roles and Role Types as the Starting point for Resourcing
When resourcing a project the project manager or resource manager will consider cost level and skill level. These attributes have been encapsulated into the Role Type field on the Role in a Project. In a project there are roles to define the "skill type" and the typical costs for a first estimation of labour costs in that project. Roles are based on Role types. Role types are part of the Configuration. A Role type is connected with a rate at least for costing. In Time and Material projects also for the calculation of revenues.
Figure 27 the PPM Role on a project can store the required qualifications for the role in addition to the Role Type field value. After reading this subsection the reader understands that the Role in a Project stores the Role Type and the Qualifications required to perform the role. This information is used to staff the project and is
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also used in reports to identify the kind of skill shortages and skill over-supplies that the business is experiencing.
5.2
Resource search from within a Project
This section will show how the
Figure 28 The manager searches for resources filtering by duration start dates, area-location, and previous experience with the Role Type and customer The Resource Search screen tab entitled "General" provides Start and Finish date filter criteria. It also has filter criteria for Area, Location, prior working experience for the same customer and on that role type.
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Resource search screen "Organizational Structure" delivers a filter for search on the Cost Centre of a resource. Organizational Structure is in PPM not necessarily connected to the Cost Centre in the ERP system but as part of our design the Organizational Units are the Cost Centres of
The qualifications catalogue will be set up in the HR Master record. The possible qualifications values have been defined by the HR department. The project manager can search for Resources based on the skills or qualifications. It is also important to note that the Resource’s assigned Role Type that defines the blend will be searchable from within this screen.
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The availability in terms of duration dates and work hours capacity can be also searched for in the screen above. It is very important to note that the results of a filter can be filtered further using the post filter buttons: Filter and Sort
5.3
.
Resource and Staffing Views
There are two basic ways to manage and view the staffing: Project-Related Resource-Related The next two subsections will outline these two ways of looking at resourcing and staffing.
5.3.1
Project-Related View of Staffing
Staffing of roles on project tasks is part of the project planning (PPM Project Management). A resource assigned to a role will be assigned to a task. Therefore a start date, an end date and the amount of hours required is specified. All the existing entries of a resource on the project tasks with an amount of hours or days (workload) will be part of the Resource dashboard in Resource Management. In Resource Management there are two dashboards available: 1. One shows the results of the staffing process on project tasks (Staffing view). This is a projectcentric view of assignments. 2. The other shows the assignments for the resources. This is a resource-centric view of assignments.
Authorizations will control the organizational level of the resources displayed in resource view e.g. based on a bucket and its resources. The other trigger is the assignment as a responsible resource manager to a resource, a resource team or a resource pool. All of the above are required in our solution.
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All the projects accessible controlled by authorizations will be visible. Their demand is summed up on top. Below the total demand the remaining demand (not staffed yet) is shown. Each project will be split by its roles and their demand. Indicators will show if the demand is fully (green), partially (yellow) or not staffed (red).
Figure 29 A project-centric view of assignments of people to tasks
5.3.2
Resource–Related View of Staffing
All the existing entries of a resource on the project tasks with an amount of hours or days (workload) will be part of the Resource dashboard in Resource Management. The Resource management will be mainly "distributed" at
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Figure 30 Resource-centric views of assignments
5.4
Resource Project with Resource from other Resource Pool
The Program Managers at
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Figure 31 PPM Organisation Structure will enable the system determine who hard books a soft booked resource For resources under the control of other
2. The Project Manager searches for a suitable resource within the Project Plan view. She finds a suitable resource but the resource is outside her group. The resource is available at the time the Project Manager needs the resource. 3. She assigns this person as a Soft booking. This is shown in the below screen shot as a tick in the column entitled ‘Soft-Bktd’.
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4. There is a PPM workflow that sends an email to the resource pool manager that the Resource belongs to. It is also envisioned that the Global Operations Resource managers and Business Unit Managers will be Managers of their subordinate resource pools thus they will also receive workflows of impending cross-pool resourcing. The notifications will appear in the dashboard of the respective Business Unit Manager and Global Operations Resource Managers. The process would be to make a phone call to follow up on a soft-booking request. 5. The resource manager has the ability to confirm this booking and turn this soft booking into a hard booking by clicking on the Approve button on the workflow item. 6. In the event that the resource manager of the resource is not happy to give this resource to the Project manager the soft booking can be rejected. The project manager receives this rejection notice. This resource issue is escalated (off-system) to a superior manager to resolve at this point. This resolution is addressed outside of the system. Note: the soft booking flag is visible in reports to enable the user to see whether bookings are hard or soft. SAP uses the field ‘Booking Type’ to distinguish Soft from Hard bookings.
The differences between hard and soft booking are listed in the below table. Soft
1. The icon beside the resource in the Resource tab of the project is different. 2. The soft booked field in the staffing tab of the Details is set to True. 3. Reports will show the hours as Booking Type 1. So, reports can be generated to display soft bookings. The readers of these reports can choose to include these in resource requirements or
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not. 4. Soft bookings are not considered as fulfilled resource requirements at the PPM View of capacity requirements. Hard
1. The icon is instead of the soft booking item above. 2. The soft booked field in the staffing tab of the Details is set to FALSE. 3. Reports will show the hours as Booking TYPE 2. So, reports can be generated to display HARD bookings. The readers of these reports can choose to include these in resource requirements or not. 4. HARD bookings are considered as fulfilled resource requirements at the PPM View of capacity requirements.
5.5
Loan a Resource
The loan a resource process is used when a person is transferred from one resource pool to another but more importantly it is a loan that goes across different Business Units. The loan is usually for c. three months. The person who is loaned is still retained legally in the original cost centre. Salary and other such legal processes are driven with respect to the original costs centre. The loan process will be managed using the Area and Location fields on the Resource (Business Partner) screen. The Area will indicate the ‘Loaned to’ Business Unit. The possible values for the Area and Location combination will map directly to the Cost Centres that represent the Business Units in the
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4. It is possible to add notes no the staffing tab to explain the details of the loan.
5. The resource manager may off-system consult with their Business Unit Manager to gain approval for the loan. Sometimes the Business Unit manager might veto this move. 6. Once the resource manager is happy to proceed with the cross-business unit loan the resource can be hard booked. 7. Periodically the Global Operations team will run a report to ensure that all Loaned resources are correctly setup in the system. The report will use the Area field to determine this. The report is illustrated below. Resource
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Task Staff Area
HR Cost Centre
Human Resources Area
Resource Pool Description
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Date Start
Date Finish
Name
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Run Date Entered in Selection
Screen 23481
EMEA
100023
NAR
Eric Veere Direct Reports
01-Oct2012
01-Oct2013
Enri-K Salazar
03-Oct2012
12348
EMEA
100023
CALA
Eric Veere Direct Reports
01-Oct2012
01-Oct2014
Nora Buckley
03-Oct2012
8. The resource is moved from the loaning resource pool to the new receiving resource pool. This is performed by Global Operations. The person now is on the resource radar of the receiving resource pool manager. The new resource pool manager has responsibility for the utilisation or billability of the Loaned resource.
9. The Location and Area is altered on the Resource so that the loan Business Unit is shown for the period of time the loan is agreed.
10. There will be a BW report that uses this time sliced data to determine the head count in the Business Unit and include and exclude loan resources as necessary. For the duration of the loan period. The report might look similar to the below. Location
Area
Resource Count
Loaned In
Loaned Out
EMEA
EMEA
120
2
4
APAC
APAC
200
1
30
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Note this report can also include details of the individuals and who they are loaned to as it is a BW report. 11. At the end of the loan period the resource is moved back to the original resource pool. His time-sliced Location information is also checked to ensure that the accurate location data is reflecting the correct business unit. 12. The report below (which is illustrated above also) will also be used to signal that the loan return is scheduled to automatically occur. The resource pool will need to be updated on this basis. This report will be automatically run each day to proactively inform Global Operations of the loan return pending event. It will be a manual off system process to confirm that the system is correct and the loan will be returned as planned. Resource
Task Staff Area
HR Cost Centre
Human Resources Area
Resource Pool Description
Date Start
Date Finish
Name
Run Date Entered in Selection Screen
23481
EMEA
100023
NAR
Eric Veere Direct Reports
01-Oct2012
01-Oct2013
Enri-K Salazar
03-Oct2012
12348
EMEA
100023
CALA
Eric Veere Direct Reports
01-Oct2012
01-Oct2014
Nora Buckley
03-Oct2012
Note: The project in which the loaned resource works will receive the costs of the resource for work carried out. The costs of the holidays are costed against the Project that sits in the loaning business unit. The resource will book his costs to these projects during the loaning period.
5.6
Resource vacancy and Dummy resources as indicators for Recruitment
Normally resources will come via interface from HR as Business partners. For urgent demand in projects with a shortage of this particular skill set it will be useful to create Dummy Business partners/resources to level and indicate the demand for recruitment and the potential utilization of a resource with that skill set.
5.7
Longer absence from work
Resources absent for a longer period in time may be set to inactive not to be taken into account for head counting and resource levelling.
5.8
Emergency Resource Project
There is a scenario in
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5.9
Inactive Resources
A resource will not set to inactive by the system if a resource has not been used for a specific period of time. The inactive Status will/can be set by HR.
6.
TIMESHEET CONFIRMATION PROCESS
6.1
Time Registration and Approval
The timesheet confirmation will be done via CATS (Cross Application Timesheet). CATS will be part of the ESS (Employee Self service) at
Figure 32 Internet-based timesheet in SAP A CATS user will get all the Tasks (s)he is assigned to in the data entry screen. CATS will collect these tasks using a background program from the PPM database. Therefore it is necessary to have employees and contractors as resources in our system assigned to tasks in projects.
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The screen above shows the possible Worklist on a CATS Data Entry View where the CATS user will get a list of all his/her projects by Project ID, Project description, Project Subobject (Task). This screen is taken from the CAT2 transaction as part of the ERP system. The CATS screen in the ESS or in a browser window will look similar. The user gets this screen with his/her worklist based on the existing assignments for the period (week) to be reported. The structure of the worklist will contain at least an identifier for the project and for the task (subobject). Possible are Project number, Project description, Task number and Task description. The user selects a row by highlighting in the worklist and copies it in the Data Entry Area below the Worklist. As long as the Program Manager does not close the task, a resource can enter extra hours than planned to the task. During Aproval Process it can be decided to accept or to reject this bookings. After creating actual hours for each day in the week displayed on the screen the CATS user takes the next entry from the work list to edit the actual hours. It is possible to setup CATS differently for other Business areas for smaller portions of work e.g. in Service (CPSES). It could setup for daily confirmations. Service people could use CATS with a different setup. Time confirmation on Maintenance contract projects could be done according to a list of projects (= customers) and tasks (= reasons for "tickets). That would work without pre-populating the Worklist in CATS via a huge amount of assignments on tasks in maintenance contract projects. After all the confirmations for a week are done the CATS user releases the hours for the next step. The next step will be the approval or rejection of time either by the line manager determined by the organizational structure or by the program manager in the role of the project manager.
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The standard system CATS allows one approver per confirmation done in the system in the standard workflow. Project Managers will receive one workflow notification for all of the outstanding approvals required; this is to ensure that the inbox is not overloaded. For resources working on two projects, two separate approvals will be sought by the system from the two different project managers. The illustration below outlines a screen that is similar to the screen that the Project Manager will see while approving timesheets. Note the ESS version of this screen might be slightly different.
Figure 33 Timesheet approval screen If the user does not want to look at the emails they can instead simply log into the system and view the screen above.
Vacation, public holiday and sick leave are not overtime hours. vacation time is pre-approved in hr and not post-approved. Public holiday is neither pre nor post approved. this is to cut down on unneccesary approvals. Sick leave is neither pre nor post approved. The sick leave is managed at three levels in the HR module: certified, uncertified and unpaid. We will use another activity type for overtime. CATS time registration overtime records will use this activity type. this overtime can be selected and reported upon. The overtime hours will be used in HR for paying overtime in KL using a report. The confirmations of work are in the CATS database. After approval they will be delivered by another background program to the tasks and project they belong to. The hours will be visible as actual work and as actual costs in the PPM Project Management project. The costs will be transferred via the account integration to the appropriate WBS element in SAP Project system.
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Figure 34 The Project in PPM can show the hours and the actual costs on the Accounting View Actual costs for labour based on the confirmed hours will be also visible as the result of the rollup to the Portfolio item representing the Financials of that project. This subsection has outlined the standard way that the SAP timesheet will work based on the specific assignments of the timesheet submitters to the PPM Project. There is a drawback to this standard functionality in that it forces a project assignment to be in place before the person can enter a timesheet. To overcome this restriction we will create a bespoke development. This bespoke development is explained in the next subsection.
6.2
Timesheet Development
The SAP timesheet tool called CATS tool will allow the employees and contractors to fill in timesheets on a web-based application within the Employee Self Service (ESS) portal.
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for a person that is defined outside of the standard PPM Project. The subsequent paragraphs in this section will explain more about this new bespoke functionality. Proposed Solution Design The CATS time recording application will pre-populate the work-list for an employee based on his/her standard assignment to various projects/tasks. The work-list will provide easy filter options for the employee to find a project using various criteria. The following screen displays possible Project & tasks combination in a CATS worklist. The user will click on the filter button which will trigger a new screen for selection.
The user will enter the filter criteria and press “Filter” button to drill down to a particular Project Task entry.
For instances where employees do not have projects assigned to them in the PPM Project like Shared Services, a new “Group Worklist” button will be introduced on the CATS screen which will populate the work-list based on User Group & Project Group assignment strategy similar to current timesheet solution Journyx. This strategy will have to be maintained separately by Global Operations. When the user presses this “Group Work-list” button, a new window will appear for the user to find and select the relevant worklist item or Project Task.
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With the above approach the system would fetch only those items which satisfy the given criteria and thus give good performance. Access would be given to authorized users who will maintain User Groups & Sub Groups assignments in a separate screen. The link between Users, Project, Tasks and linking groups can be viewed in the illustration below. This data structure is very similar to the Journyx functionality. The users are grouped into user groups. The projects are grouped into project groups. The two types of groups are linked to together so that in effect there is a one-to-many link between the user and the projects. This will provide the ‘Group Worklist’ functionality an alternative set of project tasks to display to the CATS timesheet user. This functionality will meet the need to link people to projects indirectly that is quicker to maintain than the standard PPM staffing functionality.
Figure 35 Data structure used to link people directly to projects without using the standard staffing functionality Note: the JIRA workflow system will be used to formalise the creation, edit and delete of Timesheet Groups. The Global Operations team will control and manage these lists and edits to this list will only take place on the basis of a JIRA workflow from the Programme Manager. It is a requirement that two exception reports will be run to manage the timesheet process: a. The exception report that highlights timesheets not submitted; b. The exception report that highlights timesheet not approved. A reminder email will be sent when timesheets have not been approved within 2 weeks of submission. An reminder email will be sent when timesheets have not been sent within 3 working days of the end of the particular working week.
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Engineering Assist projects can be set up as projects under the Engineering portfolio. It will be possible for non-support people to book time against support codes.
7.
BUSINESS PLANNING
7.1
Currencies and Exchange Rates
The following currencies will be used. This list can be extended in the future if
Currency ID
Currency Name
EUR
EURO (Default)
USD
American Dollar
BRL
Brazilian Real
MYR
Malaysia Ringgit
GBP
UK GBP
ZAR
South Africa Rand
AUD
Australia Dollar
CAN
Canadian Dollar
JPY
Japanese Yen
SGD
Singapore Dollars
7.1.1
Currencies in the Financials
In the BusinessOne system
7.1.1.1 Company Code Currencies In Financial Accounting, a company code currency will be defined for each company code (See Blueprint FI/CO/PS) We will define parallel currencies for each company code. These settings also affect Controlling. (see Chapter Controlling) The SAP ECC system requires these definitions to check whether an entered currency is allowed and to translate the currencies during posting.
7.1.1.2 Currency Code Table A currency table within the SAP ECC System will have entries for all currencies which occur in
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7.1.1.3 Posting Documents in Foreign Currency in FI When a document is posted in SAP ECC in a foreign currency, the SAP ECC system stores the amount in both local currency and foreign currency in each line item. The system checks whether the currency key has been defined in the currency code table and is therefore permitted. Therefore the following specifications will be made in SAP ECC system: •
Currency key for each currency
•
Number of decimal places
•
Local currency per company code
•
Exchange rate between local and foreign currency
7.1.1.4 BusinessOne – SAP ECC Financials Interface Requirements – Currency Key, Exchange Rate SAP ECC will not use a different posting date and the currency key in the document header to automatically convert the currencies during ECC posting. We will force the ECC system to post the same values in ECC on the same posting date like it is done in BusinessOne. This makes sure, that no different Exchange Rate will be used, if the Exchange Rate Table in SAP ECC does not contain the same Rates as in Business One. Using the Interface the amount will be entered in each line item in both local and foreign currency, so that no Currency conversion will be done. The amounts and the currencies will be the same as delivered from business one per line Item.
7.1.1.5 Use of different Exchange Rates and Exchange Rate Types The previous section was focused on the BusinessOne interface. This section will take care of the requirements regarding to the CO postings triggered by planning activities and actuals coming time registration. Exchange rate types will enable the system to record different exchange rates valid on the same date for different purposes.
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In Standard the SAP ECC system uses exchange rate type M (= average exchange rate) for postings. After establishing a basic currency for the exchange rate type,
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7.1.2
Use of Currency and Exchange Rates in Controlling
The types of currencies in the following subsections will be valid in Controlling.
7.1.2.1 Controlling area currency The system uses this currency for cost accounting. This currency will be defined in the controlling area 1000 (
7.1.2.2 Object currency A WBS - element may use a separate currency specified in its master data. When PPM creates a WBS Element in CO, the SAP system defaults the currency of the company code to which the WBS element is assigned as the object currency. The system allows the user to specify a different currency for a WBS-element only if the controlling area currency is the same as the company code currency. It will be checked during the Realisation if this restriction can be overcome. There will be an object currency for the sender (Cost Centre) as well as one for the receiver.
7.1.2.3 Transaction currency
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Documents in Controlling are posted in the transaction currency. The transaction currency can differ from the controlling area currency and the object currency. The system automatically converts the values to the controlling area currency at the exchange rate specified.
7.1.2.4 Exchange Rate Type M and currency storage in CO line Item Table The system will always translate actual data with the average rate (exchange rate type M). All three currencies are saved in the totals records and the line items level. This enables
7.1.2.5 Additional currencies The following additional currencies will also appear as controlling area currencies in Controlling because cross-company code cost controlling will be usable. 7.1.2.5.1
Local Currency
Company code currency (country currency) used for local ledgers in external accounting. 7.1.2.5.2
Group Currency
Group Currency will be specified as a parallel currency (additional local currency) for a company code. 7.1.2.5.3
Hard Currency
The Hard Currency will be specified as a secondary currency for countries with high inflation if needed. It will be specified as a parallel currency (additional local currency) for a company code. 7.1.2.5.4
Global Company Currency
Currency used in a corporate group. In the CO application component companies can be created to represent divisions, regions, or product groups. This will not be configured for
7.1.3
Currencies in PPM
The following section will outline the currency and exchange rates used within the PPM module.
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7.1.3.1 Portfolio Item Currency A particular currency will be defined at the portfolio Item Level. The screen shot below illustrates this in the Portfolio item.
Figure 36 Portfolio Item Currency
7.1.3.2 Currencies on Bucket Level A different currency can be used in the financial view at the portfolio Bucket Level. This allows the EMEA region to perform projects based in a non-EUR currency, for example in South African Rands or US Dollar. The portfolio bucket will be in EUR and the Item will be in SAR (South African Rands). Costs and Revenues can be visualized in different currencies on Bucket Level.
Figure 2 Bucket Currency
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7.1.3.3 Currencies on the Financial View Planned Costs and Revenues on the financial view of the portfolio item can be shown in different currencies.
Figure 3 Portfolio Item Financial View in different currency Within the PPM project there are a number of objects that can be denominated in different currencies. The following objects can be defined in different currencies: 1. Rate on the Role Type 2. Planned Rate on the Resource 3. Actual Rate on the Resource The following paragraphs will outline these objects and explain how the exchange rate will be treated.
7.1.3.4 Currency on the Role Type The Role Type Rate will be the blended labour rate for planning purposes. The Rate currency on a Role Type will be the same currency as used for the Company Code to which the Role Type belongs.
7.1.3.5 Currency of the Planned Rate on the Resource The currency of the planned rate of the specific resource can differ from the currency of the actual rate used for actual costs. In our design the planned rate of the resource will be denominated in the currency of the legal entity (Company Code) to which that person belongs.
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7.1.3.6 Currency for the Actual Rate on the Resource Our design will denominate the Actual Rate of the resource in the same currency of the Salary of the individual as defined in SAP HR. During time registration the system will convert the salary based rate to the currency of the project. In fact the underlying CO table will contain the values of the CO line items in all currencies as explained in the section above in section 3.2. This enables the user to see the BW and PPM reports in different currencies as are defined on the CO document.
7.1.3.7 Special Requirements One requirement collected in our workshops is the fixed rate for a project from registration to closure. This is not possible as part of the PPM transaction system. PPM reflects exchange rates maintained in SAP Transaction OB08 in all its scenarios. So, for example, a Portfolio item could be denominated in USD whilst the bucket where the item is located is in EUR. For the rollup on Bucket level the exchange rate will be taken into account. This is necessary to reflect properly the floating of exchange rates for P&L and Cash flow considerations. Each Bucket may have its own currency and also each Portfolio item. The currency defined in Bucket creation will be the one used over the life of a Bucket. To meet this requirement the financial view of the Portfolio item could be downloaded to EXCEL and the exchange rate from the Project initiation could be used to calculate a P&L without any effects of the floating in the currency exchange rates for a proper bonus calculation.
7.2
Cash Flow
Cash flow is to be monitored on Project level in two ways: ITD – Initiation to Date YTD – Year to Date ITD is the period of time over the lifecycle from a registered project until today (ITD). This will be done based on the Financial view on Portfolio item level. There are all the cost elements and revenue elements time sliced by month. The other cash flow figure is from the beginning of the year until today (YTD). This could be done also as part of the Financial view on Item level as the summarization of all actual cost and revenue elements as the total figure of the year. With the rollup from the lowest bucket level to the Top level (
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7.3
Invoice Process
7.3.1
Invoice Process – Milestones
The invoice process described in this section outlines how
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1. The projects portfolio item is setup in PPM with revenue figures, planned (forecasted) in the financial view on Portfolio Item Level. For each of the milestones there is a forecasted revenue total in the column for the relevant month.
2. In those months that the project manager forecasts the revenue, invoices will be issued for the milestones.
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3. The project is setup in PPM with Milestones in the project plan to represent the Milestone Dates on which the Project Manager will seek approval from the
4. In the event that the milestone moves due to a re-plan, the Project Manager will update and adjust the month, in which the revenue figure is positioned AND also the milestone date. At any point in time the Finance team will be able to run a report (pull Report), on the BW Database, to list the invoice-able milestones, the planned Revenues and actual Revenues for all projects and milestones due for a particular period (e.g. current running month). The report can be run at any time by the Project Manager, Programme Manager or the financial team also. The report will be published to one finance team member automatically. The Username to which the report is sent is adjustable without configuration. The period over which the auto report gathers data is adjustable by the system administrator. The frequency at which the report is sent is adjustable by the system administrator. All of these adjustments can be made by a system administrator without the need for programming or a configuration transport. If Planned Revenues for a specific milestone are invoiced, the milestone will reflect this by a special Status (Invoiced). Project
PLANNE D Revenue [EUR]
Project Manage r
Milestone
Milestone Text
Date
TUC01123
100,000
Enri-K Salazar
102323
30% down payment for system design
13-Jun-2012
TUC00012
50,000
Joe Smith
234812
10% Hardware installation
28-Jun-2012
TUC01111
234,000
Peter O’Toole
234785
Final payment for telco analytics system
24-Jun-2012
123412
Initial payment for telco analytics system
12-Jun-2012
234944
Final Payment
12-Jun-2012
TUC0123
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10,000
John
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Milestone Status
Actual Revenue
Complete
Complete
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10,000
Doe
for System Partridge
5. The report will prompt the accounting department to seek the status of the invoice-able milestones from the relevant Project Manager. This can be performed by email to seek clarification. 6. The Project Manager who has an invoice payment forecasted to be in the current month but is currently showing as not Complete (or not yet invoiced), can seek confirmation from the customer that the invoice can be transferred. 7. When the customer agrees that the invoice can be sent, the status of the milestone will be changed to a specific status that informs that the invoice can be created. 8. The Invoice Creator creates the invoice in the SAP BusinessOne system. 9. The BusinessOne to SAP ERP interface runs and transfers / posts the financial revenue line items in SAP ECC Financials and the SAP PS-WBS element will be used as accounting object (receiver for the revenue) associated with the project in PPM. 10. The receipt of the actual revenue amount into the PPM system will be visualized in the Portfolio Item Financial View and is the signal that the actual invoice has been successfully issued to the customer. The Project Manager can read this data to understand this.
11. The invoice is mailed to the customer. If this is created, interfaced but not sent the revenue will still appear in the PPM actuals. Technically the process will be driven by status management. Note: the customer and the Sold To fields on the PPM Project will store the customer for each of the projects.
7.3.1.1 Customer Payment Terms The Customer Payment Terms will be stored as Information on The Business Partner, which represents the Customer.
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The Information will be taken from Business One. Customer Master Data and updated.on a regular basis. This Master Data will also be available in BW, so that this Information can be shown in several Reports, if needed.
7.3.1.2 Number of Milestones per month The design allows to have more than one Invoice Milestones within a month. Each Milestone represents one Invoice.
7.3.1.3 Milestone Status Each Invoice Milestone can have a specific Status. Statuses will be “Open” (No clearance to invoice”) “Invoiceable” (Signal by the PM to Finance that the invoice is ready to go, and Invoiced (Where finance record the invoice number against the milestone).
7.3.1.4 Milestone Number in Business One There will be a field in Business One Invoice, wich represents the Milestone in PPM (Text, 20 CHAR). This Text can also be printed on the Invoice, generated in Business One.
7.3.1.5 Filtering of invoiceable Milestones There will be a report, which filters all invoiceable Milestones. Therefore the Status will be the selection criteria. The Manager can change the Status, the Revenue Amount or the date for billing for each Milestone.
7.3.1.6 Document Link Detailed Information e.g. Invoice Line Item specific texts will be stored in a document, which is linked to the milestone via a hyperlink. It will also be possible to link this Documents to the Portfolio Item.
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7.3.1.7 Reports There will be 2 Exception Reports to support the Invoicing Process. The first report will contain actual Data with the following fields:
Project Number,
Milestone Number,
Company Code,
Invoice Number,
Invoice Type,
Total Amount,
Currency,
Invoice Date.
The second report will contain Planned Data with the following fields:
Project Number,
Milestone Number,
Invoice Type,
Planned Revenue,
Planned Invoicing Date,
Planned Amount on Portfolio Item.
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Invoice Process – Time and Materials The Time & Materials (T&M) process follows the same process as the Fixed Price Milestone above. In this scenario there will be a milestone for each and every month contained in the project. This way the same report above will prompt the accounting department to consider T&M projects for invoice creation. As in the scenario above the planned revenue figures will represent the best estimate of the future revenues at this point. The Sell Price for each resource will be specified on a spreadsheet that can be hyperlinked to the project. The project manager will manually calculate the invoice total based on the actual hours logged in PPM and the sell rates in the spreadsheet above. The project manager will set the final value before the Status of the Milestone is moved to “invoicable”
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7.3.2
Invoice Process – Expenses
There are some projects in
Type
CO Doc Number
FI Doc Number
Comment
Total
FI Document TUC001
Expense
237481239401234
123483294819
Bruno Suares Hotel
-300
Expense
237481239401234
123483294819
Bruno Suares Meals
-200
Revenue
34123049
2193049
Bruno Suares Hotel
300
TUC003
Expense
237481239401234
123483294819
Peter Pan Conference
-100
TUC004
Expense
237481239401234
123483294819
Peter Pan Flight Cost
-500
1. The project manager can use this report to determine which expenses should be invoiced. 2. It is recognised that in some cases not all expenses will be invoiced. 3. The above report will be sufficient for the Project Manager to provide the information to the accounting department to enable them to issue an invoice. 4. Within the underlying SAP ECC System technically the booked Expenses (inserted as primary bookings in FI or from CATS Time Registration) are stored as Actual costs in CO – Line Items, identified by specific cost elements. The difference to the process to handle Revenues as agreed fixed price is that a specific financial category, for Actuals will be used, different from the financial category of the agreed planned fixed invoice amount. So in summary, a different report is needed for expenses than the T&M/Fixed report because the underlying data representing invoice-able expenses is different to the data representing planned revenue. One is actual costs: the other planned costs (expense-type). 5. The milestone on the PPM Project is also used in this case to definitively specify that an invoice should be sent.
7.3.3
Non Billable Portfolio Item Types
The following Item Types will not have any Revenues and thus will not be billable.
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Non-Billable Services Portfolio Item Types
Non-Billable Engineering Portfolio Item Types
Non-Billable CPSES Portfolio Item Types
Overhead (Absence, PreSales) Core Activities
Overhead
Overhead
Core Products Engineering Core Engineering Assist Core Activities
Core Activities
Financial Views are assigned to Portfolio Item Types. Non Billable Portfolio Item Types will have no assignment of Revenue Categories.
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7.4
Health Indicators
There is some functionality available to provide budget, schedule and staffing status for Portfolio Items in the Portfolio Buckets that the Business Unit managers will view. The below screen illustrates this functionality.
The indicators and the columns are defined in the table below. Indicator
Description
Budget
The budget status is based on the ratio of total actual cost to total planned cost. This data is transferred to SAP Portfolio and Project Management through the SAP FI/CO interfacing process and is displayed on the Project Details screen. The total actual cost is the sum of all actual costs posted in SAP FI/CO on the portfolio item cost collectors over the complete posting period of the associated PS project element. If costs are within 90% to 100% of planned the indicator is GREEN. If costs are within 80% to 90% of planned the indicator is YELLOW. If costs are less 80% of planned the indicator is RED.
Schedule
The schedule status is based on the ratio of completed tasks to date to all tasks to be completed to date. Each task is weighted by the number of planned hours it takes to complete and the percentage completion of the task. If costs are within 90% to 100% of planned the indicator is GREEN. If costs are within 80% to 90% of planned the indicator is YELLOW. If costs are less 80% of planned the indicator is RED.
Staffing
The staffing status is determined by calculating the difference between total demand (for all roles) and total assignment (assignments for all roles) for this item with a given assignment unit within the following 12 months. The formula is as follows: Assignment = 0 status: red 0 < Assignment < Demand status: yellow Assignment = Demand status: green Assignment > Demand status: yellow
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8.
CHANGE REQUESTS AND REFORECAST
8.1
Reforecast Costs and Revenues
The following section will outline the process undertaken each week to update the forecasted revenues and costs for each services project. 1
On a regular basis the project manager of the project will update the projects revenue forecast figures for each month. This is important so that the business or portfolio understands the expected invoiced revenue. Note: the updates to the Portfolio Item financial views will be reflected in BW after the BW extraction has taken place. The extractions will take place each night.
Figure 37 The forecasted non-labour and revenues are updated on the financial view 2
The project manager will review the capacity requirements for each of the resources. The resources that are assigned to tasks can book time to these tasks. The hours related to these assignments will block the resources from getting seen as available to other Project Managers.
3
If there are new Resources, Tasks, Role/Role Types required on the Project, these are updated at this point by the Project Manager.
4
The milestones that represent the bill payments are moved if required.
5
After the project is saved any alterations to the Business Partner blended rate will be reflected in the project.
6
After these updates have been saved, the data for the Global Operations Department is available, to consider who is available, over booked or rolling off a project soon.
7
The BW updates can be triggered by a planned technical job or started manual on demand. In the event that a BW report is required immediately a request can be made to the system administrator to start the extraction to BW.
8
After the project has been saved the data related to forecasted invoices in available to the accounting department.
9
The project manager can take a version snap shot each week so that the progressive elaboration of the project can be stored and analysed.
The important point about the process in this section is that the project manager does not need approval to make these changes. The next subsection will outline how the change to the project is carried out where an approval is required.
8.2
Large Change Request
The following process is used in the case where a customer requests that
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Every time a large Change Request comes in this type of Change Request will trigger the creation of a new Project, which will follow the same lifecycle as every other project. For a large Change Request the change request will receive a new Project Code for timesheet purposes and also for accounting and tracking purposes. It is also important to note that the approval for the large Change Request undergoes the same approval protocol as the normal lifecycle approval described in section 1. The original project and the associated change request will be united together for reporting purposes using the SAP PPM Programme field and object. This programme data structure will allow reports to be built that calculate revenue and margin and costs at programme level i.e. the combination of the original contract and change request.
8.3
Small Change Request
Small change requests will be managed in a similar way to the re-forecast process where the project manager simply increases the revenue and cost forecast for the PPM Project. In this process the business has delegated the authority to the project manager to allow them to approve the new work or the change request. The Project Manager is trusted to know when the change request is so large that it should follow the Large Change Request process as outlined above.
8.4
Project Re-baseline
This section covers the scenario where the project needs to be reapproved with a new agreed baseline. The Change Request process is not suitable here as the Project Manager simply alters the cost profile associated with the project as a result of this event. The status network will allow the project to enter from an operational stage to an estimate phase and seek approval. The same workflows will be invoked to gain approval from Business Unit and CEO. The ‘CO Version 0’ will contain the project valid baseline. When the project manager is to create a new baseline for the project, the version 0 will be copied to a new version e.g. version 3 and the version 0 will continue as the valid project baseline. Using CO versions in this way ensures that we can store the old and new baselines. The PS project exists so a CO version can be taken as a new baseline. In addition the portfolio and project has a snap shot taken before and after the re-baseline. The project continues with the historical actuals posted but it has a different forecasted profile in terms of revenue and cost. Most importantly the baseline used for bonus purposes has been changed and stored so that performance can be measured against the new baseline.
8.5
PPM Version Snapshots
There is version control available on the PPM Project. The
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2. The user presses the Create Version button and then the Create Snapshot option. 3. SNP00001 or equivalent version number is chosen.
4. OK button is pressed. 5. A new snapshot is stored of the data in the PPM Project. 6. The Project Versions tab now shows the version that was created.
7. The user might like to compare this older version with the operational next. 8. The user goes to the Versions area of SAP.
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9. The user presses the Compare button.
10. The user specifies the project to compare and presses the Compare button.
8.6
CO Version CO Versions will be used for planning, forecasting and booking actuals of financial Data. The original Plan (Baseline) will be frozen. Using CO Version on the financial View will alow to compare Baseline, Forecast and Actual Figures on Portfolio Item and Bucket Level.
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The project will be able to follow the below process to seek a reapproval of a rebaseline. 1. The Programme Manager sets the user Status ‘Request for Re-baseline’. 2. The workflow is sent to the CEO and Business Unit Manager for approval. 3. The email is sent to them to remind them of this pending approval. 4. The approval is logged in a dashboard or screen for the CEO and Business Unit manager. 5. When both the CEO and Business Unit managers approve the workflow. 6. The workflow will go to the Gloabla Operations team who will action the re-baseline by copying a new baseline CO version. The old baseline is also retained. 7. The project proceeds with the new recently approved baseline.
9.
MONTH-END PROCESS
9.1
Work in Progress
The business needs the ability to calculate the (WIP) Work in Progress for each PPM Project. The WIP is used to report to the board of directors and revenue commissioners a fairer reflection of the
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(WIP) revenue of the company to date. In addition the solution must be able to calculate the predicted WIP at months in the future based on the forecasted hours. In order to deliver functionality that meets this requirement our design has included a new bespoke transaction or screen to calculate WIP (predicted and current). The following paragraphs outline the algorithm that this new screen will use to calculate this WIP total. The recognised revenue or WIP revenue is very different to PPM Project revenue stored in the systems financial views. The PPM system will store the actual true billed revenues and the planned true billed revenues in the financial views of PPM Portfolio Management. It will store the WIP revenue in the financial views. The system will need to calculate the WIP revenue in a bespoke program based on the following algorithm outlined in this section. The WIP revenue calculation is based on hours worked to date on the project in
Jan Revenue Hours
Feb
Mar
1000
Apr
May
2000
50
50
20
20
50
30
25
50
Jun
Total
3000
6000
50
245
Planned Hours Actual 4. The formula used to calculate WIP revenue at the end of March is illustrated as follows. The spreadsheet below has the columns indicating the formula used.
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5. The formula must calculate the percentage of the total revenue figure at completion that contributes to the WIP revenue. The percentage of completion is based on the actual hours to-date and the most up-to-date forecasted hours to complete. This is seen in cell H8. The pure WIP is the amount over and above the billed amount (Cell H20). The Pure WIP is multiplied by a regional factor (Cell H22). The WIP per financials is the pure WIP minus the provision (Cell H24). This is added to the total billed to date to give the recognised revenue (Cell H28). It is this figure that the report must show and store. 6. The above has explained the WIP for the current month. It is also required that this development calculates the predicted WIP for each month in the future. So, the future predicted WIP at each month April and May and June in the future can be calculated. The equivalent algorithm should be used. 7. For completeness the following calculation is defined for the May month. This is the predicted WIP for May.
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8. The calculation for the forecasted WIP is identical to the current WIP except the cutoff date is different. The forecasted hours are assumed to be actual hours from the original cutoff date and the end date of the month for which WIP is forecasted. It is intended that WIP is run on all projects automatically each weekend. Thus, the latest version of the WIP for each project will be available after the weekly timesheets have been posted. Users can run this program manually and calculate WIP for one project or a selection of projects because there is a selection screen on the front of the WIP program report. All intermediate results and final results for every project and every week of the relevant project will be stored in the z-table. This will enable easy reporting on the results. It will also provide a means to audit and debug the algorithm. There will be a transaction with filter and sort capability to report and view the results. The below table illustrates the intermediate results and final results after the WIP has been run. The user will be able to filter and sort on each of these fields.
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It is also a requirement that the user can lock WIP calculations for all months to a certain point in time e.g. Quarter End. This is particularly important where cost re-forecasts can cause a reduction of previously calculated WIP figures for months in the past. This is to be avoided as it in effect reduces previously calculated WIP revenue positions communicated to shareholders and revenue commissioners. When locks are placed on these months the algorithm will only calculate the WIP of months after the locked months. The calculated WIP will be used e.g. in the financial view for Margin Calculation
The above table and all its entries are available for reporting in the system. The user can query these entries based on the fields outlined in the algorithm above. Note: it is important that the system is able to archive WIP calculations. So in the event the users can see what was calculated at various points in time. The ability to restore from an archived version is also important.
10.
HR PPM INTEGRATION
10.1 Role Type and HR Integration The following section will explain how the HR Career Framework integrates with the PPM (Portfolio and Project Management) module. The vision for the system is that the project cost planning, project role planning and career planning are aligned. The following table will explain definitions of some of the data objects. After this table we will be explain the relationship between these objects. Data Object
Module
Definition
Project
PPM
An SAP Project is a set of interrelated tasks and subtasks that define a goal. This is created in the PPM system to represent an agreed engagement with a customer. Costs and team members are associated with the project in order that the project can fulfil its objective. It is typically represented in the RevRes system and has a Journyx Timesheet code e.g. TUC00647
Task
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PPM
An SAP Task is created inside a Project. There can be many tasks
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created inside the Project. For example, “Install Database” might be a small task inside a larger project “Policy Manager Implementation”. Role
PPM
A SAP PPM Role defines a position in the project or a Qualification/Skill combination that is required to perform a task or collection tasks. We associate or link Roles to Tasks in the Project. The Role is a free-text format.
Role Type
PPM
A Role Type specifies information about the Role. It is a defined set of values that cannot be altered by the User. The Role Type determines the Cost per Hour of the Role. The Role Type determines the careerpath level of seniority and skill that is required. When the links between Role, Role Type and Task have been made the cost of the costs can be determined for planning purposes.
Resource
PPM
A PPM Resource is equivalent to an Employee in the HR module. We link a resource to a Role and thereby assign an Employee to a Project and more importantly to a Task on the Project.
Employee
HR
A HR Employee is equivalent to a Resource in the PPM module. These two data objects are synchronised by the SAP system so we can refer to them as representing the same thing in real life. Although independent contractors are not legal employees of
Business Partner
PPM and HR / SAP ECC
Internal and external Ressources (and also customer) will be set up as Business Partners. The Business Partner contains a field with the HR Personal Number for employees. Within the HR Minimaster information about the Home Cost Center of the employee is strored. The Business Partner Data will contain the individual actual blended rate. The Business Partner, coming from HR – Personal Master Data will be known in PPM and SAP ECC. In PPM the Business Partner will be used as a resource that can be assigned to specific tasks via Assignment to specific Roles. The Business Partner will be known during Time Registration in SAP ECC – CATS Time Registration.
Job Families
HR
A high level grouping of jobs within the company such as technical, administrative, or programme management. SAP has a concept of a job family that maps to the same concept within the
Job
HR
Jobs are general classifications of individuals within
Discipline
HR
Skills and qualifications are associated with an Employee to record the
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abilities that this person has. These can help search for and find suitable people for Roles in a Project. There is one special Qualification which is called Role Type. This field value indicates the following for an employee: the blended fully loaded cost of the employee, the 'Job', ‘Discipline’ and 'Organisation Unit' (location), and Employee Group (Employee / Contractor). Discipline
This is a term used in
The structure below outlines the relationships between the objects. A project has tasks; the tasks are associated with Roles. The Roles are defined by the
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It is important to note that the SAP system as standard does not enforce integration between Role Type and Job and Employee. For example, it is possible to define a Role Type as Programme Manager and Job as Accountant. We would like integration so we will enter equivalent data in the PPM Role Type and the HR Job tables so that in effect we have an aligned the PPM Role Type and the HR Job. The Role Type is a field value that needs to indicate the following: Job Discipline Location
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Employee Group (i.e. Contractor or Employee) The Role Type field values will thus be structured with the following nomenclature. The second row denotes the number of characters that we will use for each code part. Job
Discipline
Location
Employee or Contractor
Advanced Engineer
Tester
Malaysia
Employee
2 characters
1 character
2 characters
1 character
‘AE’
‘T’
‘MY’
‘E’
This nomenclature is required because the Role Type determines the hourly rate that is used for project planning purposes. The code parts above are the criteria that best allow the business to group people according to salary and skill type. So every 6 months the accounting department will recalculate the blended rates by using the following formula.
BlendedHourlyRate Re gionOverheadFactor
TotalOfSal ariesForAllPeopleInRoleType TotalOfAll HoursWorkedIn Pr eviousSixMonthsByPeopleInRoleType
The method of generation and storage of the personal actual blended rate will be explained in a separate document (Functional Specification).
The following process can be envisioned that shows the alignment of data fields in PPM and HR. 1. A project is created with a task that requires one day of an Advanced Engineer in the testing discipline. The project is executed in Washington, USA. 2. The project manager of the project would like to cost this project. She translates her role requirement into the code structure AETWAE. 3. She creates the PPM Role in her project calling it the “Java Front End Mobile Phone Tester”. She specifies the Role Type AETWAE against this role. This indicates specifically the type of person that she is looking to perform the role on her project in terms of cost and skill. 4. She searches for a Resource to perform this Role. But there is none available. She decides to search for a contractor instead and searches for a AETWAC. There is none available either. The Role Type on the Role is still AETWAE. 5. She fails to find any employee or contractor with the Role Type equivalent of AET in any place in
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11. Upon saving the record the system checks that a sensible Role Type is specified against the Employee’s Job. If for example a Project Manager Role Type is specified against a Job of Accountant then the system will issue a warning. This is a bespoke error message. 12. Every six months the Average Hourly Blended Rate is calculated based on all of the Advanced Engineers in the testing discipline employed in Washington, USA. This rate is automatically assigned to the Resource representing the new employee. 13. In the case of our newly hired Employee in this example, the blended rate is set up by the Global Operations by looking at the equivalent rate for another AETWAE. This is because we cannot wait for the blending program to run. 14. The project manager performs the search for a AETWAE again and finds the newly hired person. She assigns this person to the Project Role. The project is costed accordingly. The Resource blended rate overrides the Role Type rate. Note: The purpose of the above process is to explain how the Role Type and Job are used in the identification of a capacity demand and the fulfilment of this through hiring an employee. There is a step omitted related to the creation of the Resource in PPM to represent the soon-to-be hired Employee. This ‘dummy’ Resource can be planned on the project and will appear in the BW reports related to Capacity Supply. It is important that the ‘dummy’ Resource is deleted after the Employee has been hired on the system otherwise the system will double count the capacity supply in terms of head count. Note: There is a piece of bespoke code required to enable the Project Manager upon creation of the Project Role to easily find the correct Role Type to use. The list is likely to be close to 100 entries so might be difficult to find. We envision a design that has a button next to the Role Type field on the main screen. Upon pressing this button the User receives a popup box with the ability to filter. There are drop downs on each of the filter criteria that enable the user to reduce the list to a smaller list. The user will be able to use wild cards in this search and thus by entering Role Type equal to *WA* the system will return all records with the letters WA contained in the Role Type field value.
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The results screen also contains the Cost/unit value to help the Project Manager choose an appropriate Role Type that suits the cost objectives of the project. The user selects the value required then presses OK. The system places the value chosen into the Role Type field on the main screen. Note: the above section shows how the SAP standard field can be used to represent the skill-location blend rate as a Role Type. It can be used to track the role and discipline requirements for projects by those interested in capacity planning. It should be noted that this field can be decomposed into its constituent elements in BW to enable users to report over elements of all Role Types e.g. reports can be written to collect data on all Contractors globally.
10.2
HR Employee to PPM Business Partner Mapping
The following is a list of the fields that are synchronised between the ERP HR Employee master and the PPM business partner. In some cases we will not be using the field in the list below in HR and thus the data will not be synchronised across.
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In addition the Organisational Structure and the Qualifications mappings are synchronised from HR to PPM. The reader can read the section on resource searching to understand the fields that can be used to search in the PPM Project during the staffing process. The business partner fields are also augmented by the PPM Resource fields. These resource fields are illustrated below.
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11.
REPORTING
11.1 Overview This section will outline the reports that are required in the solution. The approach in this section has been to analyse the major reports currently in use at
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Regarding to adHoc Reporting or flexible Analyzes the Functionality on the Portfolio Item Level is restricted to Filter functionality. Therefore for interactive flexible Reporting, more complex Reports will be defined in BW. There are many standard reports available in the PPM module that might be sufficient as delivered out of the box. However, we have taken a conservative approach to this and assumed that the major reports will need to be built in the BW system. The table below lists the major reports analysed. The table also indicates the team who will build the report. It is noted that the IBM BW team will provide the dataset for the
Category
Team
WIP Report NAR WIP_Feb12.xlsx Support et al detail Timesheet Cost Feb.xlsx – User Analysis
zABAP Report built in SAP BW report
ABAP
Support et al detail Timesheet Cost Feb.xlsx - Project Analysis NAR Profitability and Cost Detail_Feb12.xlsx - NAR Billable Cost USD NAR Profitability and Cost Detail_Feb12.xlsx - NAR Non Billable Cost USD YTD Services Regional Profitability Summary_Jan12.pdf Consolidated YTD Services Regional Profitability Summary_Jan12.pdf – Region Business Unit YTD Services Regional Profitability Summary_Jan12.pdf – Transfer Summary YTD Services Regional Profitability Summary_Jan12.pdf – Travel report Euro
BW report
BW
BW report
BW
BW report
BW
BW report
BW
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Report Creator Gautam Maiti
Comment
Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly
IBM will support and supply the dataset.
Rachael Flynn/Eoghan Donnolly
IBM will support and supply the dataset.
IBM will support and supply the dataset. IBM will support and supply the dataset. IBM will support and supply the dataset.
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Gaps Report APAC EMEA 2012-03-22.xlsm - EMEA 70% Mar
BW report also similar Standard Reports BW report
BW
Rachael Flynn
IBM will support and supply the dataset.
BW
Rachael Flynn/Eoghan Donnolly
IBM will support and supply the dataset.
IBM will support and supply the dataset.
CPSES Monthly Billability Analysis _Feb12.xlsx - Bill Type Summary Departmental Cost Summary_support_Feb 2012.xlsx – Environmental Engineering Departmental Cost Summary_support_Feb 2012.xlsx – Headcount Departmental Cost Summary_support_Feb 2012.xlsx – Costed Time Summary Departmental Cost Summary_support_Feb 2012.xlsx – Support Activity Summary Engineering Monthly Billability Analysis _Feb12.xlsx - Bill Type Summary Engineering Monthly Billability Analysis _Feb12.xlsx - Bill Type by Dept. Engineering Monthly Billability Analysis _Feb12.xlsx Overhead Hrs Engineering Monthly Billability Analysis _Feb12.xlsx - Eng Hrs Engineering Monthly Billability Analysis _Feb12.xlsx - Non Eng Hrs Engineering Monthly Billability Analysis _Feb12.xlsx – Total Hours by User Engineering Monthly Billability Analysis _Feb12.xlsx Overhead by User Invoices Forecast Report
BW report
BW
Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly
<BusinessOne Report>
<BusinessOne Report>
BW report
BW
IBM will support and supply the dataset.
BW report
BW
Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly
BW report
BW
Rachael Flynn/Eoghan Donnolly
IBM will support and supply the dataset.
BW report
BW
IBM will support and supply the dataset.
BW report
BW
BW report
BW
BW report
BW
BW report
BW
BW report
BW
BW report
BW
BW report
BW
Services Regional Profitability and Cost Detail_Feb12.xlsx
BW report
BW
Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly Rachael Flynn/Eoghan Donnolly
120329 - Resources-StatusCombined.pdf 120118h-GPO-v1.0.xlsm CALA Forecasted Project Profitability_Feb12.pdf
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IBM will support and supply the dataset.
IBM will support and supply the dataset.
IBM will support and supply the dataset. IBM will support and supply the dataset. IBM will support and supply the dataset. IBM will support and supply the dataset. IBM will support and supply the dataset. IBM will support and supply the dataset. IBM will support and supply the dataset. IBM will support and supply the dataset.
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11.2 WIP Report NAR WIP_Feb12.xlsx This reporting represents a billing forecast.
The table below will indicate the SAP data fields where the data fields above will be found. The
1 Revenue
2 Actual Jyex
3 RR
The SAP report will show all actual hours entered in CATS for all months to date.
The SAP report will show the forecasted hours for each of the months after the current month.
Source Customer
Project.Customer Number
Project
Project.Name
Code
Project.Number
Team
Project.Responsible Role This is assumed to be the
Status
Project.User Status
Tot 11 Feb 12: Inv
The forecasted invoice billing per month. The SAP report will use the WIP calculation algorithm as specified in another chapter to calculate the WIP based on hour expended. The 15% safety factor is defined in a z-table per Business Unit.
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Note: The WIP calculation always discounts the overtime. The report will always discount the timesheet hour of one person over the 8 hour defined in the unit of measure table. There will be a z-table to indicate the contingency factor by which the WIP is adjusted during the WIP calculation. It is a business rule that the Project Managers will not forecast overtime in the projected hours in PPM. The primary reason for this is to show a capacity demand that can be related to head count more easily and the WIP calculation will require this also. The selection screen will include a selection criterion that determines the date, from which the report uses forecasted figures and not actual figures. There will need to be a program that combines the actual and forecasted hours based on the date specified above.
11.3 Support et al detail Timesheet Cost Feb.xlsx – User Analysis The following report is a report showing costs based on the hours posted in the Project Types for Overhead and Core Business by person.
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The costs above will be gathered from the CO table that contain the posting from the timesheet CATS submission.
11.4 Support et al detail Timesheet Cost Feb.xlsx - Project Analysis The following report is a report showing costs based on the hours posted in the Project Types for Overhead and Core Business by person.
The costs above will be gathered from the CO table that contain the posting from the timesheet CATS submission.
11.5 NAR Profitability and Cost Detail_Feb12.xlsx - NAR Billable Cost USD This is very similar to the above reports for the support projects but split out for NAR.
11.6 NAR Profitability and Cost Detail_Feb12.xlsx - NAR Non Billable Cost USD This is very similar to the above reports for the support projects but split out for NAR.
The
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11.7 YTD Services Regional Profitability Summary_Jan12.pdf - Consolidated
11.8 YTD Services Regional Profitability Summary_Jan12.pdf – Region Business Unit
11.9 YTD Services Regional Profitability Summary_Jan12.pdf – Transfer Summary
11.10 1.6 YTD Services Regional Profitability Summary_Jan12.pdf – Travel report Euro
Only invoices are shown in this report. The following table outlines where the data will be sourced for this report. Field
Description
Region
This will be obtained from the portfolio bucket to which the project is linked.
Project Code
The Project.Number represents this element in SAP.
Source
The description of the finance document in the BusinessOne system. This is the vendor account or the customer account.
Travel and other Expenses
This is the actual expenses euro value imported to SAP ERP from B1.
Travel Recharge
This is the actual revenue euro value imported to SAP ERP from B1
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representing invoices raised for expenses. Grand Total
The summation of the above fields to give a column that can be totalled.
Note: the USD equivalent report can only be produced for the companies that post in USD. The APAC company Kualar Lumpar posts in Ringgits and EURO not USD. By using exchange Rates, Object and Transaction Currencies during financial bookings all reports can be shown in different Currencies.
The below costs are not booked in PPM. They are best obtained from the BusinessOne system. This is not in scoope.
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11.11Gaps Report APAC EMEA 2012-03-22.xlsm - EMEA 70% Mar This presentation is broken into three different reports. There is one presentation created for each regional Business Unit. This blueprint will explain one regional business unit only.
The table below will outline the fields used from SAP for this report. Field
Description
Client Name
Project.AdditionalData.Customer
Project Name
Project.BasicData.Name
Role
Project.Resources.General.RoleType
Team
Project.Structure.BasicData.ResponsibleRole This is the project/programme manager and resource manager.
Region
The portfolio bucket to which the Project belongs.
Unidentified Resources
This will be the capacity demand in hours for the role. We can change the unit of measure also and make it appear in FTE months.
Comment
Project.AdditionalData.Area Project.AdditionalData.Location
Status
Project.Status
Probability
Project.Probability(Severity)
Month
The Role Start and Finish Date of the Role will be filtered based on the filter criteria.
Date Start Date Finish
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The red status definitively shows that the role has not been staffed with an SAP resource.
The warning sign shows tasks that have not been sufficiently assigned to a resource. So, there is additional capacity to be found for the task. The Role Type of the Role can also be attained for this report as each Role will have a Role Type assigned.
There are some standard reports available to see overbooked and under booked resources. The resource managers and the project managers will be also able to see this in the status icons. The Availability column is calculated from the Billability% z-field on the HR master.
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The Projects field contains the projects that the person is staffed to.
The above reports are graphical representations of the count or totals in the other reports.
11.12 120329 - Resources-Status-Combined.pdf This file is a presentation that is made up of reports. The reports will be explained in this section. The text information about context cannot be stored and reported in SAP. The reports are produced for each regional business unit. This document will analyse one of these regions.
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The above graph can be produced with the following dataset and equivalent SAP field values. The monthly difference can be produced when the presentation is created. PPM Project Customer Business Partner
Project Number
PPM Project Role
Role Type
Count of Roles
Sri Lanka Telecom
TUC1111
000001023
KLSE1TC
2
Sri Lanka Telecom
TUC1111
000001024
KLSE1TE
Axis
TUC3333
000002222
KLSE1TE
Axis
TUC2222
000002223
KLSE1TE
Axis
TUC2222
000002224
KLSE1TE
3
The above screen shot is a snap shot of the previous months report and also the snap shot run for the current month. The below table will outline the fields that are used to construct the above reports. Field
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Weighted Probability
This not within scope as this is the numbers adjusted statistically
Probability >= 80%
This is the total demand in terms of hours divided by conversion figures in the PPM configuration to denote FTE months. There might be some projects planned in Days so the conversion must be able to cater for this. The probability of 80% related to a group of User Status on the PPM project. Each status is analogous to a status and the >=80% relates to a group of them. The severity field will be used to record the percentage probability for the project.
Probability >= 70%
Similar to above
Probability >= 50%
Similar to above
Probability >= 25%
Similar to above
Resources on Loan to other Regions
A resource on loan is identified as having an Area Location combination different to his cost centre equivalent. This data is time-sliced as with all HR data. If the resource in allocated to two Area-Locations in the one month. The hours can be split according to the proportion of the days to 30 days.
Resources on Loan to other Businesses
This is equivalent to the above field.
Total PS headcount
This is the total of the Business Partners in the particular Business Unit that is being measured e.g. EMEA, APAC. The Business Partners will be assigned an Area Location that is time-sliced and this will need to be reflected in the month columns in the report. If a resource is switching Area Location during the month in question the report can adjust the headcount by the fraction of that month spent in each Area Location combination. There will be some Business Partner records that will have been deactivated. This will need to be taken into account as a deactivated Business Partner is not counted in the head count. The Business Partner active field will be time-sliced also. Extra Business partners will be created with a separate Business Partner Type to represent employees that have not yet joined the company are expected to join.
Available headcount
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Billable
The Billability% field on the HR master will determine this field.
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For those persons that are partially billable they will be considered billable in this report. Resources on Loan from Other regions
These are identified as Business Partners that have a different Area Location as EMEA but a Cost Centre that is not EMEA. There might need to be a z-table to map the Area Location to the associated Cost Centre.
Resources on Loan from Other Business
The above data can break down the data to where the resource originated from so this information is available: business Unit or Region or Business. It should be noted that this data is time sliced also. So future Cost Centres and Area-Locations field values can change over time.
Excess/Shortfall
The values of supply and demand are subtracted to give a balance headcount figure.
It will be possible to include the dummy Business Partners that represent future to-be hired resources. The reader will notice that the Win Probability% is a property of this dataset and will be represented by a separate field to the Status field. This will enable BW report writers to write reports that can filter and sort based on the Win Probability%. So, for example, a User can see demand for all projects with Win Probability 10%, 20% 30% only. This will be selectable for the user of the report. It should be also noted that the PPM view of capacity will not be able to distinguish between Win Probability%: it will roll up all project demand above 50%. The dataset used in this report can be used to explore and understand resource requirements at lower Win Probabilities. The win probability will be used for Engineering also. However, it is highly likely that they will use 0% and 100% only.
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The above report shows projects that have a status between SOW and baselined but which have an actual posted against them. The fields can be found with the below mapping.
SAP Field
Customer
Project.AdditionalData.Customer This is a Business Partner.
Project
Project.Name
Code
Project.Number The number will be an integer in the SAP system when it is at this stage in the sales process.
PID
<not relevant>
Region
The portfolio bucket to which the project belongs.
Team
Project.ProjectManager
Flag Status
Project.Status
Probability
As above Project.Status
Currency
Currency used will be EUR in the case of portfolio items.
Revenue
Revenue for the months forecasted in PPM. This will be in EUR
The expected invoicing report is similar to the one described in the invoice fixed price project process. The other fields required for this report are contained in the report above.
The permanent v contractor headcount report can be produced with data on the Business Partners split between Employee and Contractor in the Employee Type field in the equivalent HR record.
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Billability% v Count of Business Partner This report is best achieved by analysing the total number of hours recorded in the month split across the Project Types. The Project Types denote whether the project is billable or not. The hours can be adjusted to change the unit of measure to be FTE months.
The above report can be achieved by showing total hours split across the Project Types and the Portfolio Buckets.
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The above report can be achieved by breaking down the total hours per month by the Activity field that captures the
The above report can be achieved by sorting the Overhead Projects by total hours booked by individuals. The fields are mapped as illustrated in the following table.
SAP Field
User Cost Centre
Business Partner Cost Centre
User
SAP Username posting the booking
Project Type
Overhead Projects
Task
The bespoke field capturing the
Project Sub Project
Project.Number
Month
The month of the timesheet entry.
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The above report is similar to the last report but it breaks down the hours into the month of the year to date.
The above report is a Project that has a status SOW and has a Project Code with integers only i.e.
11.13 120118h-GPO-v1.0.xlsm This is the ResRev file and as such is more a database than a report.
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11.14 CALA Forecasted Project Profitability_Feb12.pdf
This is a variance report between the baselined project and the current gross margin position. Legacy
SAP Field
Customer
Porject.Customer
Project
Project.Name
Code
Porject.Numer
Region
Portfolio to which the project belongs
PM
Proejct.PersonResponsible
Status
Project.Status
Currency
The currency of the project will be the currency of the company code into which the costs and revenues are booked.
Ex
This is not required as SAP will post in EUR and the company code currency as stored on the date of the post in the Exchange Rate table.
PCR Revenue
The total revenue amount entered into portfolio item. This is adjusted to not include the revenue elements that do not make up the
PCR Cost
The total cost amount entered into portfolio item. This is adjusted to not include the cost elements that do not make up the
PCR GM
The subtraction of the above to figures.
PCR GM%
The percentage of GM over the revenue in the baseline.
Revenue
The forecasted revenue but adjusted for
Cost
The forecasted total costs at completion but not including those (e.g. HW, SW)
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margin calculation purposes. GM
The subtraction of the above to figures.
GM%
The percentage of GM over the revenue in the baseline.
11.14.1
Forecasted Gross Margin % on Bucket and Portfolio Item
The most important requirement from a Program Manager perspective is to have a clearly visible Forecasted Gross Margin % for each Portfolio Item on the Main Screen. The Margin and the underlaying Figures will be presented on the Portfolio Item via Financial Views. This is currently not final configured. The Functional Specification will precise the calculation. A Data Model is set up in Excel which represents the Financial Views, that will be set up in PPM It will be possible to report/compare Baseline, Operational Forcasted and Actual Data on Portfolio Item Level and BW. Therefore different Versions (CO-Versions) will be defined and used in PPM The financial revenues and costs can be forecasted per month. There is a need for cut off control on this report for actual. There will be a cut off date functionality in the WIP report. The calculated WIP Figures will be shown and used within the PPM financial view.
Costs
Revenues
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Margin
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Underlying Data
Note: Not every Cost Category will be relevant for the Margin Calculation The following screenshots show the financial View on Bucket and Portfolio Item Level
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11.15 CPSES Monthly Billability Analysis _Feb12.xlsx - Bill Type Summary This report is almost identical to the report described in Support et al detail Timesheet Cost Feb.xlsx – User Analysis above.
11.16 Departmental Cost Summary_support_Feb 2012.xlsx – Environmental Engineering
11.17 Departmental Cost Summary_support_Feb 2012.xlsx – Headcount
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• The head count is the count of discrete timesheet submitters in the month. (Not currently the case for Employees) The date is broken out by employee type contractor or employee based on the HR master. The projects are grouped in the white rows above. The employees are broken out according to region across the top. This is analogous to the HR cost centre to which they are assigned. The head count is the count of discrete timesheet submitters in the month.
11.18 Departmental Cost Summary_support_Feb 2012.xlsx – Costed Time Summary This is the timesheet hours costed across the months and the projects and project tasks. The Project Type will drive the categorisation of these line items.
User Activity = Project Type Cost Centre to which the person belongs.
11.19 Departmental Cost Summary_support_Feb 2012.xlsx – Support Activity Summary This is the timesheet hours costed across the months and the projects and project tasks.
User Department = Project Code The User Activity field in the report is the Project Name in PPM. There will be some breakdown according to the ‘
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11.20 Engineering Monthly Billability Analysis _Feb12.xlsx - Bill Type Summary
The report above is a combination of PPM Project and Timesheet z-field that was “
11.21 Engineering Monthly Billability Analysis _Feb12.xlsx - Bill Type by Dept. The report above is a combination of PPM Project and Timesheet z-field that was “
11.22 Engineering Monthly Billability Analysis _Feb12.xlsx - Overhead Hrs The report above is a combination of PPM Project and Timesheet z-field that was “
11.23 Engineering Monthly Billability Analysis _Feb12.xlsx - Eng Hrs The report above is a combination of PPM Project and Timesheet z-field that was “
11.24 Engineering Monthly Billability Analysis _Feb12.xlsx - Non Eng Hrs The report above is a combination of PPM Project and Timesheet z-field that was “
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11.25 Engineering Monthly Billability Analysis _Feb12.xlsx – Total Hours by User The engineering department people are identified by the Cost Centre. Legacy System Field
SAP Field
Employee Type
The HR master contains the Employee Type.
Department
The Cost Centre to which the Employee belongs.
User
HR Name and Surname
Jan
The hours have been broken out by month based on the timesheet week.
Feb
11.26 Engineering Monthly Billability Analysis _Feb12.xlsx - Overhead by User The report above is a combination of PPM Project and Timesheet z-field that was “
11.27 Invoices Forecast Report This report is explained in section the fixed price invoice process. Project
Revenue [EUR]
Project Manage r
Milestone
Milestone Text
Date
TUC0112 3
100,000
Enri-K Salazar
102323
30% down payment for system design
13-Jun-2012
TUC000 12
50,000
Joe Smith
234812
10% Hardware installation
28-Jun-2012
TUC0111 1
234,000
Peter O’Toole
234785
Final payment for telco analytics system
24-Jun-2012
123412
Initial payment for telco analytics system
12-Jun-2012
234944
Final Payment for System Partridge
12-Jun-2012
TUC012 3
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Milestone Status
Actual Revenue
Complete
Complete
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10,000
11.28 Services Regional Profitability and Cost Detail_Feb12.xlsx
The “(A)WIP” and “(C)Total Revenue” field is not required. Non-labour expenses will be required in this report. Non Billable Time is the people who have the cost centre for the business unit for which we are running the report. The row “Consolidation Translation” is not required. The row “Uncosted Payroll” is not required. The row “Contractor estimate vs. time logged” is not required. The field “Transfer Variance due to timesheet revisions after transfer report and FX” is not required.
12.
BASE CONFIGURATION SETTINGS
The following section does not contain every necessary Configuration Settings. It just contains some basic settings. One of the main focuses is the Financial and Controlling Integration Settings for the Financial View on Portfolio Line Item.
12.1
Object Types for Object Links (System Integration to SAP ECC)
The object types for which object links will be created in a project will be activated Object links will be made to Objects in SAP ECC PS-System.
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12.2
Time Units
The time units for use in Project Management will be defined Because of use Accounting Integration, the time units that are defined here will exist in the ERP system and be defined in the same way.
The following Settings will be used. Time Unit
Description
D
Days
H
Hours
MON
Months
The time unit H (hours) will make sure that resource Planning and Time Registration will use the same Time Unit. A default time unit will be specify for each project type. The default will be H - Hours. The Standard working day definition in terms of Hours per day will be 8 hours per day for each Location
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The SAP unit of work MON (Month) is defined as (30) thirty 24-hour days. The SAP unit of work DAY (Day) is defined as 1 24-hour day. We will define two new Units of Measure: FTE Month and FTE Day. This configuration will allow
This will be defined as seventeen (20.25) 8hour days. This is adjusted for holidays.
FTE Day
This will be defined as 8 hours.
If there is a region in the world that would like to deviate from the above standard
12.3
Areas
The following Areas will be defined. These are required to drive the loaning process. They will mirror the cost centre structure of the Business Units used by the HR solution to assign people. Area
Description
APAC
Asia Pacific
ATT
AT&T
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CALA
Central and Latin America
EMEA
Europe Middle East Africa
ENG
Engineering
NAR
North America Region
CPSES OPS
Operations
The locations defined underneath these areas will be defined as US State or Nation.
12.4
Project Types
The Project Types are primarily used for informational reporting purposes. Type
Text
Revenue Bearing
Z00000001
Services Fixed Price
Z00000002
Services Recurring Revenue
Z00000003
Support Project
Cost Bearing Z00000004
Engineering Assist
Z00000014
Engineering Core
Z00000005
Core Activity Project
Z00000006
Overhead Project
12.5
Role Types
The definition of Role Types used in PPM will follow the Naming Convention determined by the HR department as part of the
Discipline
Location
Employee or Contractor
Advanced Engineer
Tester
Malaysia
Employee
‘AE’
‘T’
‘MY’
‘E’
2 digits
1 digit
2 digits
1 digit
This Logic will be followed when setting up the rest of the Role Types in SAP Project – Resource Management Settings. See the following Example which is not complete. Role Type
Job
Discipline
Location
Employee or Contractor
Description
PMPGEE
PM
P
GE (Georgia)
E (Employee)
NAR Georgia
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Manager)
ProjectMgr Employee
SETBRE
SE
T (Tester)
BR (Brazil)
E (Employee)
CALA Brazil Employee
SETGEE
SE
T (Tester)
GE (Georgia)
E (Employee)
NAR Georgia Tester Employee
SEDWAC
SE
D (Developer)
WA (Washington)
C (Contractor)
NAR Washington Developer Contractor.
SEDREE
SE
D (Developer)
RE (Reston)
E (Employee)
NAR Developer Reston Employee
SEDWAE
SE
D (Developer)
WA (Washington)
E (Employee)
NAR Washington Developer Employee
SETWAC
SE
T (Tester)
WA (Washington)
C (Contractor)
NAR Washington Developer Contractor
SETGEE
SE
T (Tester)
GE (Georgia)
C (Contractor)
NAR Georgia Tester Contractor
SETIEE
SE
T (Tester)
IE (Ireland)
E (Employee)
EMEA Ireland Tester Employee
SETGEC
SE
T (Tester)
GE (Georgia)
C (Contractor)
NAR Georgia Tester Contractor
SETWAE
SE
T (Tester)
WA (Washington)
C (Contractor)
NAR Washington Tester Contractor
SETGEE
SE
T (Tester)
GE (Georgia)
E (Employee)
NAR Georgia Tester Employee
Our design assigns a Person to one and only one Role Type (blend). Our design does not allow a person to be assigned to more than one Role Type. To each Role Type an hourly Cost - Rate will be assigned
12.6
Priorities
Priorities will be defined, that can be assigned in the projects and portfolio elements.
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Tester
12.7
Project Reasons
12.8
Roles
The role describes the function exercised by a resource in a project. It contains information about the qualifications the resource must have and when and how long the resource will be available for.
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12.8.1 Role Functions Role Functions will be defined for grouping roles. A role function will be assigned to each role.
Example: Role Function
Description
PM
Project Manager
SE
Software Engineer
DB
Database Administrator
TE
Tester
ENG-ARCH
Architecture
ENG-DEV
Development
ENG-LOHIKA
Lohika
ENG-PMO
PMO
ENG-SS
Shared Services
ENG-TEST
Test
12.9
Status Networks
The status of the progress of the Portfolio Item is represented by a number of SAP fields. There will be a User Status on the Portfolio Item that will store the status. In addition to this, there will be a Portfolio Item Win Probability field. There will be two distinct fields to store this information. The below table seeks to align the Win probability with the appropriate status, however, other combinations are also technically possible e.g. 10% win probability but Complete. The Status and the Win probability will be on the same screen on the Portfolio Item.
9.
Portfolio Status
User Status Status)
(Commercial
Win Probability
Created
ROM Projected
10%
ROM RFx
25%
ROM Proposal
40%
10.
Released
Release Agreed
50%
11.
Transferred
Release Agreed
50%
Statement of Work
70%
Statement of Work
90%
Completed
100%
Fully Invoiced
100%
Closed
100%
Dead Cancelled
100%
12.
Complete
13. 14.
Closed
15. 16.
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Status Progress
Services Item Type
Probability [%]
1
Opportunity qualified
2
High Level ROM
Below 50%
3 4
Detailed Estimate Final Contract
Higher 50%
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Comment Estimation not yet done High Level estimation done on Project level Detailed Estimation with resources staffed on Task level in a project Project execution will start
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12.10
Top Portfolio
Enterprise Portfolio Services
Engineering Assist Engineering Core
CPSES
Other
Portfolio Structure APAC CALA EMEA NAR AT&T Ops-Adm Engineering Assist Policy Management Evolved Charging All other products Environment Engineering Global Support GPO IT Systems Production Engineering Production Readiness Overhead Finance Global Ops HR Marketing Sales
The following screenshots do not contain the final Configuration Settings. They just should give an idea, how the system will look like on the Portfolio Management Level.
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12.11 Financial Categories A financial category is a monetary grouping such as costs or revenue.
Each financial category will be linked to a number of financial groups. A financial group is a subordinate grouping of a financial category
12.12 Financial Views A financial or capacity view is the combination of financial category and financial group that defines the process for the portfolio item (item), the item of initiative, the initiative, and the bucket. Settings will just been made for Level Portfolio Item.
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The financial and capacity planning data for a portfolio item will be controlled by a process for view types, which determines how financial information must be filled. The following view type processes will be used:
Manual All the categories and groups in this process contain manual entries. This view type process will be available for portfolio items.
Integration All the views for the categories and groups for this view type process are read-only. This view type process will be available for portfolio items.
The Financial View will be mapped to Cost Elements, coming from SAP ECC in the CO Line Item.
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12.13 Portfolio Types
12.14 Linkage of Portfolio Type to Financial category
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12.15 Linkage of Portfolio Type to Financial category
Financial views will be used on Bucket an Portfolio Item Level e.g. for a Margin Reporting
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12.16 Portfolio Category We will use the Portfolio Category field to store whether the revenue is recurring or one-off. This is an important field for accounting information. The possible values that can be chosen from tis field are listed in the table below. Portfolio Category Recurring One-Off Engineering Miscellaneous
12.17 Dashboard Configuration The solution will contain the following status indicators for the portfolio item: Budget Status
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Schedule Status Staffing Status The following paragraphs will outline how these indicators are defined.
12.17.1
Staffing Status
The staffing status for an item is determined depending on the values for total demand (for all roles) and total assignment (for all roles) with a given Project for the next 12 months of the project. The logic for the staffing icon is as follows: Assignment
Icon
Definition
Assignment = 0
Red
Critical Under-Staffed
0 < Assignment < Demand
Yellow
Under-Staffed
Assignment = Demand
Green
Properly Staffed
Assignment > Demand
Yellow or Red
Over-Staffed
12.17.2
Schedule Status or Percentage of Completion
The schedule status for an item is based on the ratio of completed phase-tasks to-date to all phasetasks that are planned to be completed to-date. Each task is weighted by the number of planned hours it takes to complete and the percentage completion of the task. The table below shows the determination for schedule status. Ratio Completed
Icon
Definition
0% - 49%
Red
Critical Behind Schedule
50% - 89%
Yellow
Behind Schedule
90% +
Green
On Schedule
12.17.3
Budget Status
The budget status is based on the ratio of total actual cost to total planned cost. This data is transferred to SAP Portfolio and Project Management through the SAP FI/CO interfacing process and is displayed on the Project Details screen. The total actual cost is the sum of all actual costs posted in SAP FI/CO on the portfolio item cost collectors over the complete posting period of the associated PS project element. The budget icons in the Item dashboard are calculated on budget cost and actual cost in the following way. You can adjust the ratio ranges defining the status in Customizing. Criteria
Budget Ratio Calculation
Icons
Definition
Budget ratio = For total planned cost >
(total actual cost - budget cost )
Red
Critical Under Budget
total actual cost
/
Yellow
Under Budget
Green
On Budget
Yellow
Over Budget
Red
Critical Over Budget
total actual cost * 100 Budget ratio = For total planned cost
(total actual cost - budget cost )
<= total actual cost
/ budget cost * 100
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The following screen shot illustrates these indicators.
Figure 38 the portfolio item reflects the red amber green indicator status of schedule, budget and staffing status of the project
13.
AUTHORIZATIONS
Warning: SAP uses the word ‘Role’ within the PPM Project to describe a member of the project team. It also uses this word to describe Authorisation that can be granted to a Username so that system security can be managed. In this chapter the word Authorisation will be placed in front of the word Role in order to distinguish this from the PPM Project Role. The following chapter will outline how the SAP PPM solution will permit or restrict people from using the system and parts of the system. The Authorisation in the PPM module is slightly different to the more traditional approach in other modules. Namely, (a) there is some access granted by adding Usernames to the Project itself and (b) there is some access granted via portal ESS and MSS authorisation. This is important to note for readers familiar with traditional SAP authorisation as the three methods (a) and (b) above and the traditional method will work together to provide the correct level of access to each Username in
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13.1
General Authorisation
When we refer to General Authorisation, we refer to traditional authorisation that is used in other modules e.g. FI CO MM. This Authorisation will be managed centrally by the System Administration function in AMS. This Authorisation is managed using SAP Authorisation Composite Roles and SAP Authorisation Roles. These objects contain the authorisation that is then granted to a Username. An Authorisation Role is simply a group of authorisations that are granted as a unit to a User. The reader can visualise these as a bunch of keys. An Authorisation Composite Role is a collection of (above) Authorisation Roles. The reader can visualise a composite role is as a biscuit tin with several bunches of keys inside. The diagram below shows how a Username or User is assigned to many (Single) Roles or (Comp.) Composite Roles. It also shows how Composite Roles are constructed from Single Roles.
Figure 39 Authorisation Structures: Objects, Roles, Composite Roles, and Usernames The system screen below shows how the Username has been assigned to a number of Authorisation Roles and Authorisation Composite Roles. This is the screen that the Administrator will use. The Role Type column indicates if the Role is Single or Composite. The symbol
denotes a Single Role.
The symbol
denotes a Composite Role.
Figure 40 Username assigned to Roles and Composite Roles
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The next few paragraphs in this section will outline the General Authorisation design for the
13.2
PPM Composite Role Mapping to
The below table will outline the Composite Roles that will be built for
PPM Standard Composite Role (functions)
PPM Standard Role Description
Comments
Inherits PPM Standard Role Authorisation
Z_PPM_ADMINISTR ATOR
The Global Operations business unit will have c. 5 specific people who will be trained in the administration of the system.
Every role listed in this table.
They will form a part of the AMS or support organisation for the system. So, they will require access to almost all project data and projects, PS and PPM and BW. The people with access to this Authorisation Role will not have access to the HR data as this is sensitive. They will only have access to the HR Data that is deemed Global Operationsspecific e.g. Default Activity Type, Area, Location. The PPM administrator will have access to all non-HR sensitive End User transactions.
SAP_CPR_TEMPLATE_RESPONSI BLE SAP_XRPM_ADMINISTRATOR SAP_CPR_PROJECT_ADMINISTR ATOR SAP_CPR_TEMPLATE_ADMINISTR ATOR
This role will be a composite of all other Composite Roles listed in this table. These people will also have the responsibility for the PPM Project templates. It is noted that some Global Operations people (e.g. Merrill) will also be given access to the HR data of Contractors. In order to achieve this, the HR Authorisation Role Z_HR_Administration_Contractors will also be given to this person. Z_PPM_PORTFOLIO
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_MANAGER
Portfolio Manager
people in the business, who are responsible for portfolios but not projects.
SAP_RPM_PROJECTREVIEWER
Typically these will be Regional Vice Presidents, Business Unit Managers, and Executives. They will be able to view the portfolio data at this level in Portfolio Management. They will be able to run reports in BW to receive information on the finances of the portfolios and projects. Z_PPM_PROGRAMM E_MANAGER
This will be the main user in the PPM module. This role will be assigned to all
SAP_CPR_BCV_USER
Provision might be made to give access to Programme Manager delegates so that alternative people can edit the system when the Programme Manager is on leave.
SAP_CPR_USER
The people with Z_PPM_PROGRAMME_MANAGER will not be able to create or edit templates. They will be able to copy templates for use in PPM projects.
Z_PPM_EXECUTIVE
Z_PPM_RESOURCE _MANAGER
Z_PS_ACCOUNTING
SAP_CPR_BCV_USER_COMP SAP_CPR_RESOURCE_MANAGE R SAP_RPM_BCV_USER SAP_RPM_BCV_USER_COMP SAP_RPM_PROJECTMANAGER SAP_RPM_RESOURCEMANAGER SAP_XRPM_USER
The SAP system typically refers to the managers of projects as Project Managers. In
SAP_TIME_MGR_XX_ESS_WDA_1
This role will be given to Usernames who can approve a Workflow related to the Approval of a Project.
SAP_RPM_PROJECTAPPROVER
There is the case that there might be a person who is assigned resource management monitoring tasks at Business Unit and Portfolio level. They might not have Programme Management access. This Composite Role (Z_PPM_RESOURCE_MANAGER) can be used for this purpose in resource management.
SAP_CPR_BCV_USER
The accounting department will have some system administration tasks. This role will be used for these people.
SAP_RPM_PROJECTREVIEWER
SAP_RPM_PROJECTREVIEWER
SAP_CPR_BCV_USER_COMP SAP_CPR_RESOURCE_MANAGE R SAP_RPM_RESOURCEMANAGER SAP_XRPM_USER
These Usernames will be able to set exchange rates, open, close periods. They will be able to view financial
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information on the projects. They will be able to run the bespoke programme to create to calculate blended rates for the Resources and the Role Types. Z_TIMESHEET_SUB MITTER
This role will enable someone to enter a timesheet into ESS.
Notes: 1. Project Team Members are only required to submit timesheets on the system. We will not create an Authorisation Composite Role for Project Team Members. The reason is that there will not be enough licences for each team member and there is no need for team members to see the PPM resident project plan: they only enter timesheets. 2. The main reason for isolating the Executive and Approver from the other Composite Roles is to reduce the numbers of transactions that they are trained in while providing the transaction that they require to participate in the processes.
13.3
Portfolio and Project-Specific Authorisation
The above section outlined the general authorisation that is granted at a global level to each Username in the system. This section will explain the additional authorisation that is granted via the Project itself. The user will require both authorisations before access to the Project data can be achieved. Access in PPM is controllable at the Item and Project level by a screen similar to below. It is modifiable by administrator (owner) of the object (Project or Portfolio Item) e.g. the Project Manager. Access can be granted, limited, or denied in this screen. The screen shot below displays an example of how each Username is assigned rights on a Project by the Project Manager.
By default the creator of the Project will be granted Administration access to ensure that a Project is only ever saved with someone able to re-access the data. The table below illustrates how this will be setup for each Project in
Example Username
None
Z_PPM_PROJECT_MANAGER
Enri-K Salazar
Admin
Write
Read
Yes
Evaluate
Accounting
Res.Mg mt
Staff Mngr
Cand. Mgr
Yes
Yes
Yes
Yes
Yes
The project manager of the project.
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Inherited From
Z_PPM_PROJECT_MANAGER
Nora Buckley
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
The deputy project manager when the project manager is on leave. Z_PS_ACCOUNTING The accounting department team member or members. Typically they will need access to see the project for invoicing purposes. Z_PPM_RESOURCE_MANAGER The resourcing is primarily performed by the Project Manager who is given a pool of resources to deliver projects for a particular customer. However, in this example, we have decided to create a new resource manager who can assign resources at a regional level. Z_PPM_EXECUTIVE
Eoghan Donnolly
Yes
Mrs. Resource Manager
Yes
Niall Norton
Yes
Yes
Yes
Yes
This executive signs off the final P&L as the project enters the ‘Final Contract’ part in the
Eric Veere
Yes
This is the Business Unit manager or Regional Vice President who can see the figures from this project in a portfolio view. Z_PPM_ADMINISTRATOR
Rachael Flynn
Yes
Yes
Yes
The administration team will be defaulted onto every project via a template as they will need access to the data in case of questions. It is important that they can see all data as they will need to answer perhaps questions on the behaviour of the system.
The screen shot below displays how each Username is assigned rights on a Portfolio Item.
The table below illustrates how this will be configured at
Example Name
Programme Manager
Enri-K Salazar
Yes
Global Operations Administration
Rachael Flynn
Yes
Business Unit Manager
Eric Veere
Yes
CEO
Niall Norton
Yes
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None
Admin
Write
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Read
Person Responsible
Inherited from
Yes
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If
13.4
Portal Authorisation
There is a third aspect of the authorisation that needs to be correctly in place before the person can successfully perform transactions within PPM, for example, enter a timesheet. This authorisation is portal authorisation which governs how the screens are displayed for each person. In the SAP PPM Portal, the following “Portal Roles” control what each user can access via tabs. Recommend assigning all Portal Roles to all whom have any access to PPM. Read / write authority can be attributed to control further using other authorisation devices i.e. the composite roles in the table above.
In SAP PPM each role (see left column) is also configured using this table. We recommend keeping the configuration here the same as standard. See the table below the screen shot for
Views when accessing cProjects ROLE
How applied in
SAP_CPR_DECISION_MAKER
Regional Vice President, “C” Level , Executive
Z_PPM_PORTFOLIO_MANAGER
SAP_CPR_INTERESTED
FIN, HR, Read-only
Z_PS_ACCOUNTING
SAP_CPR_PROJECT_LEAD
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Program
Z_PPM_PROJECT_MANAGER
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Manager, My project only access SAP_CPR_RESOURCE_MANAGER
Program Manager, Global Ops
Z_PPM_RESOURCE_MANAGER
SAP_CPR_TEMPLATE_RESPONSIBLE
Global Ops Admin
SAP_CPR_TEMPLATE_ADMINISTRATOR
As a design principle we will not use these portal mechanisms to control authorisation. We will use the other mechanisms.
14.
WORKFLOW AND DASHBOARDS
The SAP workflows that are part of the system are listed in the table below. Soft Hard Booking Workflow Timesheet Approval Project Release Project P&L Approval Project Closure Holiday Approval There is a requirement that dashboards are required to accompany any emailed workflow as this is how
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Figure 41 Even if the workflow emails are deleted the manager can access his workplace and action Workflows from this screen. The following paragraph will explain how the project release, approval and closure emails will operate using decision points, phases and status. This will be a more detailed description than is written in the section 1 above. The example used in this case is the closure of the project. 1. The following data structure is needed to support the process.
Figure 42 The data structure of a project, item and decision point There is a bucket with a Portfolio Item. There is one project associated with the portfolio item. The portfolio item has two decision points that have been linked to the two phases in the associated project. The decision points work together with the phases. The tasks are linked to the phase in this illustration above. 2. The project manager decides that the project is finished and the closure workflow is to be initiated.
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3. The project manager goes into the approval screen within the phase of the project and checks that the decision makers are correct. These will be defaulted from the template. The screen below shows how the project manager checks the decision makers. IN our process there will be two approvers the CEO and the Business Unit manager, who both approve before the project can be Closed. The below screen shot shows one decision maker not the two.
4. The decision point is released within the Portfolio Item object next. The screen below illustrates how this is carried out.
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5. The approval is generated and is sent to the Approval Dashboard of the approver. An email is not sent in this case. 6. The approver logs into the Approvals Dashboard and sees the pending approval.
7. The approver clicks on the approval to view the approval required.
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8. The Approver presses the Grant Approval Button. This is not illustrated in the screen above. After pressing the Grant Approval button the fields (Decision Maker, Password) illustrated above are shown. 9. The approver re-enters their password into the password field and presses OK. This grants the approval. 10. The same process as detailed here is carried out for the CEO who also approves the same decision. 11. When both CEO and Business Unit manager have approved the closure, the Phase closes and no more time can be booked to the Project. 12. The subsequent phase ‘Project Closure and Bonus’ is released. 13. A workflow is sent to the Global Operations and sits in the Workplace inbox to inform them that the actions required to close the project should be undertaken. For example, the BusinessOne codes can be closed down as the last and final phase has started.
15.
DATA MIGRATION
The following section will outline the data migration solution that will be deployed to support a go-live in the PPM module.
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The data migration volumes and approach can be refined in realisation but this section will outline the approach based on workshops in the blueprint phase. The data migration approach is influenced by when the cutover would take place. The assumption for this section is that the cutover will take place in 2013 Q1 or Q2. There are some standard tools supplied by SAP to import the PPM data. The team will endeavour to use these standard tools where possible. There are some systems in the
Mod ule
Import
Load Type
Comment
InfoType 0024 Qualifications
HR
IBM HR Program
Auto
InfoType 0315 Timesheet Defaults
HR
IBM HR Program
Auto
InfoType 0105 Communication for ESS
HR
IBM HR Program
Auto
Project Authorisation - PS and PPM
PPM
SAP Standard
Manual
Project Templates and Checklist Templates
PPM
Global Ops
Manual
There are over 1000 employees and contractors so it is best that we use an automatic import program. The data will be gathered from the spreadsheets compiled by HR on the disciplines and jobs attributed to every person in the company. The timesheet default value is the same for every person. There are 1000 people so an automatic upload is appropriate. There are 1000 records to import so an automatic program is appropriate. The source of this data will be the SAP Usernames, MS domain names for each person and the Employee numbers. The permissions deployed to people in the system will be a manual data entry exercise. There is no equivalent legacy system with template data. Furthermore the templates will be built in a way that drives very SAP processes. It is best that these are typed into the system.
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Volume
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1000
1000
1000
75
10
Portfolio Items
PPM
Program Managers
Manual
Planned Revenue
PPM
Program Managers
Manual
Planned Costs
PPM
Program Managers
Manual
Role Types with Blended Rates Possibly Manual due to dependency on historic timesheets
PPM
Global Ops
Configurati on
There are a low number of Projects and it is best that these are typed into the system. The forecasted revenue will be typed in by the appropriate programme manager. The forecasted cost will be typed in by the appropriate programme manager. This data is configuration so it can be created once and transported up the systems.
260
1000
1000
800
There is a program built to calculate these rates but this algorithm would require the old timesheets so it is not possible to use this program to generate the rate values. It is best to type these in as these calculations have been already calculated in legacy systems.
One-Task Projects and Project Roles
PPM
Program Managers
Automatic
Projects with Phases, Tasks and Checklist Items
PPM
Program Managers
Manual
General Ledger Accounts
FICO
SAP Standard
Manual
General Ledger Accounts Balance
FICO
SAP Standard
Manual
Exchange Rates
FI
Finance
Automatic
Background Jobs
BC
BASIS
Manual
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The list of Role Types will be about 200. This is small enough to type into the system. There are a large number of Projects and it is best that these are imported into the system. There are a low number of Projects and it is best that these are typed into the system. There are only 10 of these so they will be typed into the system. There are only 10 of these so they will be typed into the system. There is an automatic upload program to enable the upload of exchange rates. These will be typed into the system by the basis administrator.
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1000
260
10
10
50
50
Business One Expenses and revenues
FICO
Journyx Timesheet Group to Project Load
PPM
Interface (RFBIBL01)
ABAP
Interface
Auto
There will be an interface in place to upload this data. When we cut over the system the initial time this interface runs it will supply all revenue and non-labour costs. The previous timesheets after the 01-Jan-2023 and prior to go-live will be loaded.
10000
1000
It is possible to load every single timesheet entry or else summarise these old timesheets and post only the summaries.
Resources to Task Assignment
PPM
Program Managers
Manual
Regardless of the level of detail loaded there will be more than 1000 entries so an automatic import is advised. There is a bespoke program that will enable assignment quickly based on the Journyx data structure. This could be used to quickly ensure that people can enter timesheets on the first day of go-live.
1000
The correct capacity demand and cost profile will need to be input so that WIP and capacity management will function correctly.
Resource Allocation Start Interface
PPM
Interface
Interface
Timesheets - CATS inception to start of year Values
HR
ABAP
Auto
As part of the two-weekly update of the project that programme manager will update the assignment and the forecasted hours for each of these people. There is an interface that supplies the ERP CATS timesheet system with the data from PPM. The data object represents the timesheets from the start of the project to the start of the year. These values might be
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1000
120000
required to correctly compute the actual cost of the labour costs.
Business Partner Start Interface
PPM
Interface
Interface
Business Partner Un-hired
PPM
Global Ops
Manual
Usernames - All Users
BC
Global Ops
Auto
Business Partner vendors
FICO
Accounting
Manual
Further analysis is required in this object as it might be sufficient to enter the EUR balance for these actual costs at go-live. This is because the legacy hourly rates would change historically and it might be difficult to source this data. This interface when started will synchronise the HR Employee Master with the Business Partner and PPM Resource. A manually created Business Partner represents a soon-tobe hired HR employee. It is possible at go-live that a few new hires will need to be created. There will be over 1000 usernames required in the system. These will be automatically imported. The source of this data will be the MS domain names in
1000
50
1000
50
This field is available as part of the HR go-live One and so can be updated manually if this data is required. This data is not required for any of the PPM processes as the PPM is not used to pay the contractors.
Business Partner – Customers Sold To
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Accounting
Manual
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There will be a few entries required to represent the Sold To and Customers in the system. These are few and will be entered manually.
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138
Figure 43 Data Objects migration approach The above table has outlined the data migration approach for each of the objects above. During Realisation further analysis will be required to perform a field-to-field mapping between the new system and the legacy systems. This level of detail is not required for a Blueprint document.
16.
BESPOKE DEVELOPMENTS
The following table outlines the bespoke developments that are required. Object ID
Change Request ID
Category
Title
Reference
ENH001
2
CATS
Overwrite the activity type rate with the salary based hourly rate stored in Infotype 315 upon timesheet submission. The hourly rate would be calculated based on employee salary and stored in an Infotype 315 of the Employee in a separate development. ( Ref
2.2.9 Planning Rate Structure
ENH002
7
CATS
Enhance the CATS timesheet tool to automatically book time and cost to an overhead project when absence is booked by an employee.
5.2 Timesheet Developments
ENH003
9
CATS
In order to allow timesheet booking by employees not allocated to a project, enhance the CATS timesheet tool to include "Group Work-list" functionality.
5.2 Timesheet Developments
REP002
9
CATS
Build "Group Work-list" maintenance application which would be used by administrators to create and delete assignments of employees.
5.2 Timesheet Developments
ENH004
9
CATS
Add Filter functionality to CATS work-list screen for easy search of Items.
5.2 Timesheet Developments
ENH007
14
CATS
Add "Task Code" field to the CATS timesheet item which would help in reporting, in a similar manner to Journyx.
5.2 Timesheet Developments
These will be a list of valid values defined centrally. ENH009
REP001
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CATS
5
Custom development to add Approval functionality to CATS timesheet using workflows. The Project Manager would be required to approve the timesheet to book costs to a project.
5.2 Timesheet Developments
A bespoke program to calculate the hourly rate of employees based on salary and update Infotype 315 with the calculated rate. This rate would be used while booking timesheet costs to
2.2.9 Planning Rate Structure
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the project. ENH010
10
Ensure HR Job consistent with Role Type using enhancement.
ENH005
11
Customize "Role Type" filter/search in the "Create Role" screen to allow easy search of role types. This should enable search of Role Type based on Rate type, Rate etc…
9.1 PPM HR Integration
ENH006
12
Add various custom fields to Portfolio Item including margin, margin %.
4.2 Requirements,
The bespoke development will calculate:
Section 1
PPM ITEM
-
Margin (based on the
-
Margin % (based on the
The bespoke development will calculate these statistics over the following periods: -
Initiation to Date (ITD)
-
Year to Date (YTD)
-
At Completion (AC)
WIP
Predicted WIP calculation for each month between now and the end of the project for each project. The revenue elements and cost elements will need to be forecasted by month in order to calculate the WIP correctly as this algorithm requires the month on which the billed revenue is registered and associated costs.
Section WIP Calculation
B1 INTF
Interface between SAP Business One and ECC to transfer projects costs & revenues to PPM
Section Value Flow
INT001
PPM - CATS ALE Integration (Business Partner )
Section Value Flow
INT002
PPM - CATS ALE Integration (Qualifications).
Section Value Flow
INT003
PPM - CATS Accounting Integration
Section Value Flow
ENH011
BADI to override default Project Profile
ENH008
6, 17
INT004
ENH012
-
-
An upload program to mass upload the Project Groups, Task Codes and users into the new journyx functionality in SAP.
T5.2 Timesheet Developments
ENH013
-
-
WIP calculation archiving functionality and restore functionality of this archive
Section WIP Calculation
ENH014
-
-
Billability% field on the resource is needed for the report “Resources-Status-Combined.pdf”
Resources-StatusCombined.pdf
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17.
TERMS AND DEFINITIONS
The following are standard definition that may help understand specific object, process, data groupings, controls, and general terminology used in this document and other material related to SAP PPM and other applications. PPM Portfolio Management is SAP’s Project and Portfolio Management application and contains PORTFOLIO BUCKETS (structure to store and present Portfolio Items) and PORTFOLIO ITEMS PPM Project Management is SAP’s Collaboration Projects application which contains PROJECTS with Phases, Tasks, Activities, Roles and Resources PS – is SAP’s Project Systems application which is part of FI/CO, and contains PS PROJECTS but is integrated with PPM Project Management Projects and PPM Portfolio Management Portfolio Items Portfolio Item – Refers to the header and administrative level of a project. Portfolio Items are visible in the system from a Portfolio Dashboard (each as one line item). The Portfolio Dashboard provides a view where the health status of the project in terms of staffing, scheduling and budgeting by traffic lights is visualized. There is a one-to-one relationship between Project and Portfolio Item. Project – Refers to project structure level supporting phases, activities, roles, resources, and accounting interface (think: MS-Project Project) PS Project – Refers to Cost Collector by project used by FI/CO and PPM and contains WBS Elements by Project Item/Project ID – the external identifier that definitively defines one and only one project using this alpha numeric field. May be automatically generated or entered manually. PPM required that Item, Project, and PS Project are identical. Portfolio Bucket – Refers to a strategic (and usually operational as well) collection of portfolio items (and associated project definitions) that usually represents a planning, managing, and monitoring level in the enterprise portfolio We have aligned these to the reporting structure in
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Initiative – [Out of Scope] an object within PPM that function as a portfolio item and then can accept projects assigned to that initiative to provide an association between projects associated with that initiative (purpose) Category/Sub-Category – used to filter projects and reporting analytics to group projects by purpose, characteristics, ownership, or responsibility. Technology Type – like Category / Sub-Category, Technology type is an assignment to a grouping of projects related to the tools or skills required with the best IT example being UNIX, ABAP, DB2, MS Server. Item/Project Type – involves defining a set of controls, defaults, and characteristics of Items and/or Projects to support both flexibility across a project portfolio and be able to specify business rules and rigor to each item/project definition (i.e. short term project, support, long term, SAP) Templates – supports the capability to predefine items and projects with default data, phases, role assignments, durations, etc. for defining new items and/or projects. Financial Planning – functionality in SAP PPM that provides time phased representation of data that has been entered in RPM manually, rolled up from lower level portfolio buckets and from individual projects, or brought back from R/3 FI/CO and displayed (FI/CO is single source of truth) for managing projects. Financial View – are the individual “types” of costs that tracked in each project and aggregated up through the portfolio structure. Typically financial views are Actual Costs, Planned Costs, Forecast Costs, and Estimated Costs. They can be defined to be entered manually or to reflect cost data in FI/CO application. Financial Group – within each Financial View there can be a higher level grouping of costs which might be Capital, O&M (expense) or grouping of costs by Labour, Material, Travel or grouping of expense by internal, external. Financial Cost Categories – within each Financial Group, the use of Cost Categories depending upon financial needs might typically be Internal Labour, External Labour, Hardware, Software, Travel, and Misc. This depends upon how financial information is defined and the capability to maintain that information. PPM Financial Reporting Cockpit – real-time functionality that is used evaluate and plan projects within portfolios based on data within PPM or returned from the FI/CO system using various charts and tables. PPM Financial Governance – is the process of distributing target dollars (or allocation of funds) down through a portfolio bucket structure to help establish a goal for both “funded” projects/items and “non funded” projects/items. Once distributed, planned and target totals from each level roll up to monitor compliance and/or trends within the governance model. PPM Financial Data Transfer – is the mechanism for the collection of financial data from FI/CO (PS WBS) objects and displaying them in predefined PPM Financial planning categories and views. This data can also be rolled up through the portfolio structure and used in PPM Reports and Analytics plus used for metric reporting and alerts. PPM Financial Data Roll-up – mechanism that aggregates financial data from one level of a portfolio structure and/or projects and displays at each level up through the structure. Project Role – applies to a specific project and describes the skills, duties, expectations of a yet unassigned resource to a task or tasks in the project. It does not necessarily reflect the kind of resource “role type” designated to fill that project role. Role Type – designates further how a “project role” can be filled with a specific talent, expertise that can be associated eventually to a resource or multiple resources to fulfil the project role on a specific project. It should be noted that this table entry holds planning rates for both a cost and expected revenue as assigned to that role. This can be made sensitive to a date range, type of resource (employee vs. contractor), AND High-Medium-Low rate schedule. Organization can be configured to drive a specific planning rate within a “role type”. Demand – is the term applied to the level of effort by “project role” in regards to a project, phase or task as expressed in hours, days, weeks, or months to be associated with a “role type”.
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Allocated – is the term applied to the number of hours, days, weeks, or months of an actual resource being “assigned” (allocated) to that project role. This may be a generic “resource to be named later”. That usually indicates a commitment to hire/acquire a specific resource for to fulfil the “project role” assignment. Business Partner – is the SAP Application (transaction BP) that is populated with information from the HR system and is treated as a mini master and can have optional data structures (e.g. Skills catalogue, availability information) associated with it. Reports and Analytics – is an application that is tied to a package such as SAP PPM and provides ready to use reports (“standard”) and provides the ability to modify and save new versions (uses BEX engine). Security/access is built into design streamlining reporting. Item/Project Versioning – basic functionality that allows a version to be copied, changes made, and released to replace current version. Used to apply change requests or make adjustment to a project and its forecast/planned data. Used for more than just minor adjustments to resourcing and tasking. Item/Project Simulation – basic functionality that allows usually more than one project (usually a portfolio) to be pulled into a multi-project plan and making changes to the simulation model such as delaying projects, shifting demand to match resource availability, re-prioritization. Item/Project Baseline – basic functionality that recognizes the desirability to capture a copy of a project as it is released for execution or approved for execution. There are additional functionality that exists for comparisons to baseline as project are changed (minor) or versioned. Re-baselining is usually a process of creating a version, getting full approvals and capturing the baseline for comparison to the new project. Calendar (Factory Calendar) – is defined in SAP ERP modules to specify a calendar for each Area/Location (or down to the factory level) to provide a schedule for each country or controlling entity and can specify a complete work days (and shifts) reference showing all defined holidays in reference work project planning. Projects can build their own calendar to match a customers work schedule for that location. CATS – SAP’s “Cross Application Time Sheet” application that can receive a project member’s authorized “work-list” items to charge against and returns both hours and activity information to charge the appropriate project WBS Cost Element and task. SAP GUI – is the “classic” version of SAP which is a transaction base suite of hundreds of transactions, most designed as “CRUD” (create, read, update, display) transactions. SAP NetWeaver Portal – is radically different as it is a web based technology with many SAP functions built into the engine itself. (e.g. Universal Work-List). SAP Enterprise Portal is another layer of functionality/capability. Security is not SAP Classic and a browser is required. Customization – is the term applied to adding or changing functionality. Most common is adding user defined fields, modifying built in “User Exits”, changing formulas. All changes are subject to the impact of new releases an service packs (“do-overs”). Plus customization can impact performance, data accuracy, and support (caution). Configuration – is the term applied to setting table entries and master data up in such a way that the application behaves as required to meet requirements (within application design constraints). ABAP – is SAP’s programming language required for applying custom changes. Portal Page – Refers to a group of iViews (screens) running under a portal. Each page is usually attached and navigated via Portal Tabs, Application Tabs, Action Buttons, or a navigation panel. iView – is a more technical term for what is commonly called a “web page” or “screen”. Tab – is a common term used for a navigation element for selecting web pages and iView/screens. Navigation – PPM has a web interface and provides side panels and top panels with buttons that open up or transfer to another “web page”. The following paragraphs provide some explanation of the SAP data structures and the master data design for the solution.
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The diagram below conceptually outlines how an
Figure 44 Conceptual view of the relationship between buckets, items and Projects, Decision Points, Phases and Tasks The following screens illustrate the relationships outlined above.
Figure 45 the portfolio is made up of a hierarchy of portfolio buckets
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Figure 46 each portfolio bucket is made up of a list of portfolio items
Figure 47 There is a link between the Portfolio Item and the PPM Project. In our design this is a one-to-one link. The user can access this Project from the Menu option highlighted.
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Figure 48 the link between Phase and Decision point is a technical one and shown on the Portfolio Item.
Figure 49 There is a one-to-many link between the project and the phases. There is also a oneto-many between the tasks and the phases. The link back to the portfolio item is also shown in the Project The financial and capacity values are rolled up the hierarchy based on the Status. The Released status will cause the roll-up. The Released status is analogous to the 50% in the RevRes. When the project is ‘Closed’ the roll up will stop as the portfolio will only contain currently live projects. This will enable Business Unit mangers e.g. Eric Verre can see his figures up to the EMEA level, and be able to see cost/revenue for overall EMEA.
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18.
SAP TERMINOLOGY AND INTEGRATION
The SAP PPM Blueprint will be configured in conjunction with the SAP HCM blueprint. The following table includes the definitions required to understand the main entities within the SAP HR module. SAP Term
Explanation
Company Code
This is a standalone legal entity. The official definition is: Smallest organizational unit of external accounting for which a complete, self-contained set of accounts can be created. This includes the entry of all transactions that must be posted and the creation of all items for legal individual financial statements, such as the balance sheet and the profit and loss statement.
Personnel Area
The Personnel Area is a subset of the company code used to group personnel in a meaningful way. The official definition is: The personnel area is an organizational unit that represents a specific area of the enterprise and is organized according to aspects of personnel, time management and payroll.
Personnel Sub Area
This is a further subdivision of the Personnel Area. Within
Employee Group
This is the primary subdivision of personnel and allows the system to distinguish between the various types of employee and the various types of contractor.
Employee Sub-Group
The employee subgroup is used to group personnel by their pay frequency – Daily / Weekly / Monthly / etc.
Personnel Number
Each employee and contractor will be represented by a unique personnel number within SAP. When Personnel are integrated into the PPM (Projects) module of SAP, they are referred to as a 'Business Partners' or 'Resource'.
Organisation Units
Describes an
Job Families
A high level grouping of jobs within the company such as technical, administrative, or programme management. SAP has a concept of a job family that maps to the same concept within the
Jobs
Jobs are general classifications of individuals within
Discipline
A Discipline is an attribute of a job such as ‘Tester’. SAP does not have this concept in the standard system but IBM will extend the attributes of a job to include ‘Discipline’.
Positions
A position is a specific occurrence of a Job, occupied by one individual, and can be vacant. As such, each job will have multiple positions, and each position can have one person assigned at any given time.
Infotype
An infotype is a screen within SAP HR that holds data related to an individual. Similar or related data-points are grouped into infotypes. For example: an individuals name, date of birth, marital status, PPS Number, Gender, Nationality, etc. are all located on the Personal Data infotype.
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Commercial in Confidence
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Wage Type
Wage Types are pay elements related to an individual. These can be payments suns as salary and bonus; or deductions such as pension contributions.
Absence Type
Absence Types are used to differentiate between the different reasons why an individual may be absent from work.
Absence Quota
Some absences have a quota which is an allowed number of hours or days that can e taken in a specific period. Within
Activity Type
An activity type is the entity that holds the planned (blended rate) for an individual. The cost planning functionality of the financial modules will determine a set of blended rates appropriate for
Qualifications Catalogue
Job
Discipline
Location
Employee or Contractor
Advanced Engineer
Tester
Malaysia
Employee
‘AE’
‘T’
‘MY’
‘E’
The Qualifications catalogue used record qualifications / competencies / skills / etc. against an individual. Qualifications are typically grouped in a meaningful manner to facilitate separation from a data management point of view. For example: some qualifications will be managed within the HR function and other qualifications will be self-managed by the individual. The third usage for the qualifications catalogue is to facilitate integration between the SAP HR module and the PPM module. As the qualifications catalogue associated with an individual is copied to PPM,
PPM Role Type
Job
Discipline
Location
Employee or Contractor
Advanced Engineer
Tester
Malaysia
Employee
‘AE’
‘T’
‘MY’
‘E’
A PPM Role type is used to describe the type of resource required to perform a project task. This role type is essentially an unnamed generic resource used for planning purposes until a suitable living resource can be identified and assigned to the project task. Within
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Job
Discipline
Location
Employee or Contractor
Advanced Engineer
Tester
Malaysia
Employee
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‘AE’ CO
‘T’
‘MY’
‘E’
Controlling This is a module that performs management accounting processes in the SAP system.
Profit Centre
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Organisation Unit object for which a Profit and Loss statement can be made.
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