SAP R3项目管理实战与关键概念解析

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"实施SAP R3软件中项目管理" 是一份详细的教学材料，由Andreas Mild和Alfred Taudes编写，适用于经济学和商业管理的生产管理部门。该文档覆盖了在SAP R/3系统中进行项目管理的各个关键方面，包括项目准备、案例研究、项目结构规划、进度安排、成本计划与控制、资源容量规划以及挣值分析等。 1. **引言** (Introduction) 引言部分通常会概述实施SAP R3项目管理的重要性，可能涉及SAP R/3系统在企业项目管理中的角色，以及实施过程中可能面临的挑战和目标。 2. **基础与关键词** (Basics & Keywords) 这部分可能介绍了项目管理的基本概念和术语，如WBS（工作分解结构）、Gantt图、关键路径等，并与SAP R/3系统相关的功能和模块进行了关联。 3. **工作坊准备** (Getting ready for the workshop) 提供了参与工作坊或培训所需的前期准备，可能包括对SAP R/3系统的基本了解，以及如何设置和配置系统以进行项目管理。 4. **案例研究** (Case Study) 案例描述了一个具体的项目，用于演示SAP R3在实际操作中的应用，可能包括项目的背景、目标和需要考虑的关键因素。 5. **规划项目结构** (Planning the project structure) 解释如何在SAP中构建项目层次结构，定义任务和子任务，以及如何使用WBS元素来组织工作。 6. **进度安排** (Scheduling) 包含了计划制定的通用方法和SAP中的实现步骤，包括基本计算、网络活动的安排以及项目规划板的使用。 7. **成本计划与控制** (Cost planning & Controlling) 讨论了如何在SAP R3中进行成本估算、预算分配和成本监控，以及如何通过SAP系统来执行这些操作。 8. **查看成本** (Looking up the costs) 描述了如何追踪和报告项目成本，以便于实时监控项目的财务状况。 9. **资源容量规划** (Capacity Planning) 介绍如何规划和管理人力资源和设备资源的可用性，以及如何在SAP环境中实现这些规划。 10. **挣值分析** (Earned Value Analysis) 深入讨论了挣值分析的基本原理，包括测量技术、挣值和偏差分析的计算，以及在SAP系统中如何执行挣值分析。 11. **执行** (Execution) 阐述了如何在SAP R3中执行项目活动，如确认网络活动、处理发票和物料管理等。 12. **信息系统** (Information System) 讲解了如何利用SAP系统生成成本报告和其他关键信息，以支持决策和项目监控。这份文档是SAP R3项目管理实践者的宝贵资源，通过它，读者可以全面理解如何利用SAP工具有效地规划、执行和控制项目，确保项目按时、按预算并达到预期的质量标准。

ASICS

& K

EYWORDS

SAP R/3 is an integrated and industry-independent standard software which

covers, integrates and connects all functional areas in a business. SAP AG defines

integration as "defined communication".

Although R/3 is designed for complete

integration, it can also be used for a couple of business areas.

SAP is the abbreviation for “Systeme, Anwendungen, Produkte”, the German words

for “Systems, Applications, Products”.

Information about the company can be found at: http://www.sap.com.

Projects are tasks with special characteristics. Attributes of a project are the following

issues:

 complexity, non-repetitivity, high risk

 detailed goals to be achieved

 time restrictions

 high cost and capital expenditure

 quality requirements

 often strategic significance

To be able to plan, monitor, control, and carry out a project as a whole, the project

goals must be precisely described and the activities to be performed have to be

structured.

A project can be described as follows:

 according to how it is organized, i.e. by explaining the project structure,

 according to the processes involved.

A project starts out as a statement of work which is either a written description of

the objectives to be achieved and the desired rough schedule like start and end dates.

In the description one could include also performance metrics and budget constraints.

A project is further subdivided into meaningful pieces, referred to as tasks. Tasks take

usually less than a few months. The task can be further subdivided into subtasks.

A work package can be defined as “a group of activities combined to be assignable to

a single organizational unit.”

AFOS (Hrsg.) SAP Arbeit, Management. Braunschweig/Wiesbaden 1996 p.59

Computerwelt No. 13 of 13. 3. 1998, p. 20

AFOS (Hrsg.) SAP Arbeit, Management. Braunschweig/Wiesbaden 1996 p. 59

Chase R./Aquilano N./Jacobs R. Production and Operations Management:

Manufacturing and Services, p.48

The project tasks, subtasks, and work packages are brought into a hierarchy by

defining a work breakdown structure.

The individual elements represent activities within the work breakdown structure and

are called work breakdown structure elements (WBS elements).

WBS elements can be:

 tasks

 partial tasks which are subdivided further

 work packages

WBS can be structured according to

 object

 function

 phase

Which kind of structuring is used depends on the focus of the project. Objects

orientation is often used, if the main part of the project is a physical object like a

power plant. Functional organisation is preferred, if many different parts of an

organisation or many organisations are involved.

In practice, all three kinds of structuring are used within one WBS.

“Project Management can be defined as planning, directing, and controlling

resources (people, equipment, material) to meet the technical, cost and time

constraints of the project.”

The primary reason why projects fail is insufficient

effort in the planning phase.

Project Management thus is considered as very

important.

The SAP Project System enables close and constant monitoring of all aspects of a

project by having constant access to data in all the departments involved.

Project management can be subdivided into project planning, i.e. the task which will

be undertaken before the project starts, and project controlling during the

implementation of the project.Planning must include:

 organization – service

 process – dates

 costs

 capacity

There are many possible project goals such as, for example, to realize a positive net

present value, to achieve a high imputed interest, to minimize costs, to cover costs, to

maximize gross profit, or simply to finish as early as possible. However, it is

important, that goals are defined operationally, thait is when it is possible to measure

to which extent the goal has been achieved.

The project manager breaks the project down into a set of activities. Then he also

defines the relationships among these activities. The outcome is a guideline

Chase R./Aquilano N./Jacobs R. Production and Operations Management:

Manufacturing and Services, p.48

Chase R./Aquilano N./Jacobs R. Production and Operations Management:

Manufacturing and Services p. 69

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