SAP R/3项目管理实战教程：规划、成本控制与执行关键步骤

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本Word文档《ProjectManagementwithSAPR/3》是一份教学材料，专为经济与商业管理学院的生产管理专业设计。作者Andreas Mild和Alfred Taudes共同编撰了这份版本为V.1.0的教材，旨在指导学生在实施SAP R/3这款企业资源规划系统时进行有效的项目管理。文档详细阐述了项目管理的关键环节，包括： 1. **介绍**：首先，文档提供了对SAP R/3在项目管理中的整体概述，可能涵盖了其在企业中的作用、优势以及为何是项目管理的理想工具。 2. **基础与关键词**：这部分介绍了项目管理的基本概念和与SAP R/3相关的关键词，帮助读者理解项目生命周期的关键术语和技术。 3. **准备研讨会**：为确保顺利进行研讨会，文档涵盖了必要的准备工作，如理解用户需求、数据准备和系统配置等。 4. **案例研究**：文档深入探讨了一个实际项目的例子，从项目描述到所需的数据，为学生提供了一个具体的实践场景。 5. **项目结构规划**：包括一般原则和如何在SAP R/3中实现，可能涉及项目分解、组织结构和任务分配。 6. **调度**：这部分讲解了项目时间安排的基础理论，包括基本计算方法，以及如何在SAP R/3中创建和维护项目计划。 7. **成本规划与控制**：涵盖一般策略和SAP R/3中的具体操作，可能涉及预算制定、成本追踪和控制机制。 8. **成本查找**：介绍如何通过SAP R/3查询和分析项目成本信息。 9. **能力规划**：强调了资源分配和利用的重要性，展示了在SAP R/3中进行的能力规划步骤。 10. **挣值分析**：定义了挣值分析的概念，包括测量技术、计算公式和数据汇总方法，并展示了如何在SAP R/3中执行此类分析。 11. **执行**：讲解了如何在SAP R/3环境中实际执行项目活动，涉及网络活动确认、发票处理和物资管理。 12. **信息系统**：着重于SAP R/3在项目管理中的信息系统支持，包括成本报告和挣值数据的展示。这份文档全面而深入地探讨了项目管理在SAP R/3环境中的应用，对学习者来说，是理解和掌握如何在企业中运用SAP R/3进行项目管理的宝贵参考资料。

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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.

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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