PROJECT SYSTEM Business Blueprint

Submitted to

Druk Green Power Corporation and Druk Holding & Investments

By

Wipro Ltd. 27/10/2010 Version 0.9

eGreen – PS Business Blueprint

DOCUMENT APPROVALS
Prepared By:

(Mr.Benarji Prasad)

………………………….
Wipro Lead Consultant
Reviewed By:

………
Date

(Ms. Tashi Lhamo)

…………………………
Core Team Member
Reviewed By:

………
Date

(Mr. Chador Tenzin)

…………………………
Core Team Member
Reviewed By:

………
Date

(Mr. Karma Gyamtsho)

…………………………
Core Team Lead

………
Date

Wipro Ltd.

Page 2 of 80

© Wipro Limited, 2010, All Rights Reserved. This document is proprietary to Wipro Infotech, a division of Wipro Limited. You may not modify, copy, reproduce, republish, upload, post, transmit or distribute any material from this document, in any form or by any means, nor may you modify or create derivative works based on the text of any file, or any part thereof for public, private or commercial use, without prior written permission from Wipro Limited.

eGreen – PS Business Blueprint

Reviewed By:

(Mr. Rajneesh Sharma)

…………………………
Wipro Project Lead
Reviewed By:

………
Date

(Mr. Balaji Srinivasamurthy)

…………………………
Wipro Project Manager
Reviewed By:

………
Date

(Mr. Jambay Tshering)

………………………
Druk Green Power Corporation Project Manager
Approved By:

………
Date

(Dorji P. Phuntshok)

…………………………
Druk Green Power Corporation Business Process Owner

………
Date

Wipro Ltd.

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© Wipro Limited, 2010, All Rights Reserved. This document is proprietary to Wipro Infotech, a division of Wipro Limited. You may not modify, copy, reproduce, republish, upload, post, transmit or distribute any material from this document, in any form or by any means, nor may you modify or create derivative works based on the text of any file, or any part thereof for public, private or commercial use, without prior written permission from Wipro Limited.

eGreen – PS Business Blueprint

DOCUMENT INFORMATION
Project Name e-green Document Name PS Business Blueprint Document Location Document Server

DOCUMENT HISTORY
Version 0.8 0.9 Document Name Business Blueprint Business Blueprint Date 15.08.2010 27.08.2010 Authors Benarji Prasad Benarji Prasad Reviewed BY Change Control COE/ Core COE team review recommendations Core team/ PMs Acronyms

Wipro Ltd.

Page 4 of 80

© Wipro Limited, 2010, All Rights Reserved. This document is proprietary to Wipro Infotech, a division of Wipro Limited. You may not modify, copy, reproduce, republish, upload, post, transmit or distribute any material from this document, in any form or by any means, nor may you modify or create derivative works based on the text of any file, or any part thereof for public, private or commercial use, without prior written permission from Wipro Limited.

............25 Project Initiation & Structure.....................................2.5...........................................................................................25........................... without prior written permission from Wipro Limited........... You may not modify...........................................................................5 1....14 1..........4.....................................................................................25............................................................................... This document is proprietary to Wipro Infotech...................1..................................... 2010.........................................................24 1..19 MASTER DATA......................25...............11 1.......................................... in any form or by any means........................ nor may you modify or create derivative works based on the text of any file.7 Company code: .............................17 1............................................................................................24 .............................................................................................................................23 Cost element: ...................14 Work Breakdown Structure (WBS): ...............................11 1...16 1.............................14 1................................24 1...................................................... Financial Accounting:..............20 1....................................................................................23 1....................................................................................11 Storage Location: ...........................25....................................... Controlling: .........................................................3 1.................................................................. a division of Wipro Limited............. © Wipro Limited...................25...5 Client: ....13 1............ private or commercial use..................................................................................................................................................18 1........................25 1.................27 Solution in SAP:.22 1...........................................1 1............. post.27 Standard Project: ........................................19 PS Texts: .................4 INTEGRATION..24 1....6 Controlling Area: ........... All Rights Reserved..............23 1...................................................... republish.......................24 1.........................................................26 Master Data: .....................................................................23 1...............................................8 Profit Centre: ....................25.... Investment Management (IM): .... copy.........16 1.................. upload.....20 1...........................................20 Material Master:.........................................35 Simulation Version:..............4 1.......12 Personnel Area: ........................36 Project Versions:...................16 Milestones: .25 1............17 1.................................................................................15 Network and Activities: .......................................................................17 1...........................eGreen – PS Business Blueprint TABLE OF CONTENTS EXECUTIVE SUMMARY.....20 1...................................................................15 ORGANISATION STRUCTURE...............................1 BACKGROUND ......................................... or any part thereof for public............................10 Plant: ...........14 ..................................................... .......................................37 Page 5 of 80 Wipro Ltd......................................................13 1.......22 Activity Type: ...................................17 Work Centre: ..............................................................................6 Purpose of Creating Project Structure:...21 Service Master: ...............12 1.............................................................................................. reproduce..............16 1...................................... Asset Accounting: ........................17 1...................9 Cost Centre: ......2 1...13 1................................................ transmit or distribute any material from this document..................................3....................................2 BUSINESS BLUEPRINT OVERVIEW.24 G/L Account: ......................23 1...................................14 1.....................24 BUSINESS PROCESS...13 Project Definition: ........18 Document Info Record (DIR): ....................................................................................... Material Management: ...........3 PROJECT SYSTEM..........................................................................

.........29...............30..............................................................................8 Approaches to Covering of Functional Deficits /Gaps: .........8 Approaches to Covering of Functional Deficits /Gaps: ...26........................49 1.......................46 Description of Improvements: .............................................25...................44 Key Integration Touch Points: ...........................................................26........................7 Planning of Resources and Material.......3 1....................................51 1............57 Solution in SAP:.41 1.............6 1.27...................................57 1..............57 Master Data:.. upload............................28 Planning of Cost .....25.........................40 1.......30 1.............................................................3 1.. copy.............2 1.....................43 Master Data:...................eGreen – PS Business Blueprint 1....................40 .....................................................30...................... republish....................................27..........................51 Budgeting ......................................................8 Key Integration Touch Points:..1 1............56 1..........2 Master Data:..........................................................................29..27.......................................25..............................................................55 1..............................29..28..28....................................................................2 Master Data...................41 Key Integration Touch Points: ..............................................................51 1.........40 1.................................................28.................................51 1...29......................................26 Date Planning..................................4 1..........29 1....... transmit or distribute any material from this document.......................................42 Description of Improvements: ...........7 Project Status:..2 1..........41 Solution in SAP:...........................................12 Approaches to Covering of Functional Deficits /Gaps: .............................................................28.........3 Solution in SAP:.........27.....27 1.............56 1.....................................49 1..26.....................................1 1........4 Key Integration Touch Points:.....27...... This document is proprietary to Wipro Infotech.............56 .....................................52 1.......................................................................56 Procurement .43 Process controls:.....................................................40 1......51 .........1 Purpose:.............28.................29.............40 1............ a division of Wipro Limited.....................3 Purpose:...........................................9 Description of Improvements: .............29........ All Rights Reserved...........................................................................5 Improvements ................................................49 1............7 Description of Functional Deficits /Gaps:.............................................................7 1......................................................44 Master Data:.............................................26..............2 1...................40 1.....................6 1...........................................................44 Solution in SAP:.............................47 Process controls:................3 Solution in SAP:.............52 1.......................................... ..........................4 Key Integration Touch Points: ..25......................................................................6 Process controls:..........................37 ...................................................30................47 Description of Functional Deficits /Gaps: .............................. nor may you modify or create derivative works based on the text of any file.......................................................... private or commercial use...........11 Description of Functional Deficits /Gaps: ................................10 Process controls:.37 1.....................................................26........................................................................52 1.....50 1....6 Process controls:..........25............29.......1 Purpose:...........................43 Approaches to Covering of Functional Deficits /Gaps: ............... You may not modify...........4 1.......26.......................................................26.......................47 Approaches to Covering of Functional Deficits /Gaps: ..............5 1..................25.................43 Description of Functional Deficits /Gaps ..................27...........56 1............................................................................. 2010.......................................................7 Description of Functional Deficits /Gaps: .........................................28................. post.....................................................................................................48 1...........27..........29..............................................................57 Wipro Ltd.................................... Page 6 of 80 © Wipro Limited.....................5 Description of Improvements:..28.........................5 1..................... without prior written permission from Wipro Limited...........................28..........1 1.....................49 1...... or any part thereof for public.......................52 1......................................... in any form or by any means................................... reproduce.................................

30............................................ This document is proprietary to Wipro Infotech..............................62 1...........................................................................4 Key Integration Touch Points: ............ republish......32........................33.......6 1.................................................... upload.......................................... or any part thereof for public............... reproduce.......................31........30...................................................................32...................................31............... nor may you modify or create derivative works based on the text of any file............32.......................69 Key Integration Touch Points: ......................................69 Master Data:...................7 1......................................33 Open PS:...3 1..........67 1...........2 1...75 Purpose:...6 Process Controls:...................... 2010..5 1. transmit or distribute any material from this document...........5 Description of Improvements: ...................................................... ...............31........35 Annexure 1 – Key Data Structure ....73 Purpose: ......73 Process: .....................................36 Annexure 2 – Business Process Master List..32 Period end Closing...............62 1.......72 Description of Functional Deficits /Gaps: ..........................................................eGreen – PS Business Blueprint 1.....71 Description of Improvements: ............................30...... Page 7 of 80 © Wipro Limited..7 Functional Deficits /Gaps: ............................................................2 Primavera:..... a division of Wipro Limited.........................................................80 1......................................34.........................61 1......................................8 Key Integration Touch Points: ............................3 Solution in SAP:.............................................................................37 Annexure 3 – Consolidate FRICE Objects...........32..........1 1..........79 1.......30...................33..........1 1..............62 1.............31..............................................................34.............................................73 1.............................................. post.69 Solution in SAP:.................................................................................................................32.....................................5 1.4 1......................1 1.62 1.............................................................................................................. without prior written permission from Wipro Limited...... All Rights Reserved............66 1.................................73 1.......................68 1..........................................75 Solution:.......72 Approaches to Covering of Functional Deficits /Gaps .................76 ANNEXURES........32.67 1.......................................... copy.... private or commercial use..31...........60 Description of Functional Deficits /Gaps: .......................72 INTERFACES...................6 1........................................59 Description of Improvements: ..8 Approaches to Fill the Functional Deficits /Gaps:...........................4 1...............2 1..30.......................................................................................31.......................................... You may not modify..7 Project Execution ................................................................................................................................... in any form or by any means.....................................68 ...60 Process Controls:..............................................................................................................34 1....................................................................68 1............................31........................................80 Wipro Ltd.....71 Process Controls:........................................61 Approaches to Covering of Functional Deficits /Gaps: .............................................31 1.......1 Purpose:..........38 Annexure 4 – Business Processes........2 Master Data:.....79 1..80 1.........32...75 STANDARD INFORMATION SYSTEM...................31...........................

copy. All Rights Reserved. post. private or commercial use. republish. nor may you modify or create derivative works based on the text of any file.. a division of Wipro Limited. reproduce. This document is proprietary to Wipro Infotech. upload. 2010. or any part thereof for public. Druk Holding & Investments Dagachhu Hydropower Corporation Document Management System Detailed Project Report Wipro Ltd. You may not modify.eGreen – PS Business Blueprint Acronyms Acronyms AM AR AUC BBP BCWP BCWS CATS CDM CO CLSD CPI CSBP CTM CV DoE DoP DGPC DHI DHPC DMS DPR Description Asset Management Appropriation Request Asset Under construction Business Blueprint Budgeted Costs of Work Performed Budgeted Costs of Work Scheduled Cross Application Time Sheets Clean Development Mechanism Controlling Closed Cost performance index Current State Business Process Core Team Members Cost Variance Department of Energy Delegation of Power Druk Green Power Corporation Ltd. . Page 8 of 80 © Wipro Limited. transmit or distribute any material from this document. without prior written permission from Wipro Limited. in any form or by any means.

conversions and Enhancements Feasibility Study Future State Business Process Fixed Assets General Ledger Human Capital Management Investment Management Material Management Material Requirement Planning Milestone Trend Analysis National Environment Commission Operations & Maintenance Personnel Area Purchase Order Percentage of completion Purchase Requisition Wipro Ltd. in any form or by any means. Reports. This document is proprietary to Wipro Infotech. Interfaces. nor may you modify or create derivative works based on the text of any file. without prior written permission from Wipro Limited. republish. or any part thereof for public. . transmit or distribute any material from this document. All Rights Reserved.eGreen – PS Business Blueprint Acronyms EAC ECC ERP FI FIAA FICO FRICE FS FSBP FXA GL HCM IM MM MRP MTA NEC O&M PA PO POC PR Description Expected Cost Calculation ERP Central Component Enterprise Resource planning Finance Finance Asset Accounting Finance & Controlling Forms. upload. a division of Wipro Limited. copy. You may not modify. post. Page 9 of 80 © Wipro Limited. reproduce. 2010. private or commercial use.

a division of Wipro Limited. copy. in any form or by any means. 2010. post.eGreen – PS Business Blueprint Acronyms PS PP PSMP RS R&M SAP SD SV TECO WBS Description Project System Production Planning Power System Master Plan Reconnaissance Study Renovation & Modernization Systems. or any part thereof for public. private or commercial use. . transmit or distribute any material from this document. This document is proprietary to Wipro Infotech. All Rights Reserved. Page 10 of 80 © Wipro Limited. You may not modify. reproduce. nor may you modify or create derivative works based on the text of any file. Applications and Products in data processing Sales & Distribution Schedule variance Technically Completed Work Breakdown Structure Wipro Ltd. without prior written permission from Wipro Limited. upload. republish.

in any form or by any means. or through any other arrangement with domestic and international partners”. upload.000 MW by 2020. and now more importantly “to take a lead role in accelerating hydropower development in the Kingdom by developing new hydropower projects independently. reproduce. under single SAP platform with minimum interfaces. within various departments. 2010. DGPC is set to grow in leaps and bounds within this decade itself. Given its present size and the expected huge growth and expansion in the size and scale of its operations over the next decade. through joint ventures. and Kurichhu Hydro Power Corporations. by giving prominence to larger objectives and to avail benefits of integration and industry best practice.  Develop central and secured MIS for better analysis of operations and decision-making process. Amongst its many mandates. or any part thereof for public. This document is proprietary to Wipro Infotech. You may not modify. All Rights Reserved. Today DGPC is one of the largest corporate bodies in Bhutan contributing to 20% of the GDP and 45% of the direct revenues to the Royal Government of Bhutan. transmit or distribute any material from this document. copy.eGreen – PS Business Blueprint EXECUTIVE SUMMARY 1. Further. .  Form basic infrastructure of communication and networking for adoption of advanced business software .1 BACKGROUND Druk Green Power Corporation Limited (DGPC) was incorporated under the Companies Act of the Kingdom of Bhutan on 1st January 2008 through a merger of the erstwhile Basochhu. DGPC also started the construction of the 114 MW Dagachhu Hydroelectric Project. Chhukha. the already diverse and complex business processes and operations will become even more demanding and arduous.  Develop history of various types of data for statistical analysis and decision-making systems  Adopt best business practices. Page 11 of 80 © Wipro Limited. without prior written permission from Wipro Limited. private or commercial use. post. nor may you modify or create derivative works based on the text of any file.0 project in time with minimum customization through co-operation of all.  Common understanding and methodology of work. Wipro Ltd. republish. Implementation of SAP ERP Solutions is one of the initiatives that DGPC has taken up to address these and run the power plants more efficiently. Objectives:  The primary objectives of the Project are as follows:  Integrate all business process across the organization. Considering these mandates and especially with the plans of the Royal Government of Bhutan to develop an additional generation capacity of 10. DGPC took over the Tala Hydropower Plant from the Tala Hydroelectric Project Authority on 1st April 2009. Meanwhile. Vision: To transform and leverage business processes of DGPC and Druk Holdings and Investments through the use of SAP’s best practice. Mission: To implement SAP ECC 6. taking advantage of SAP best practices.  Elimination of duplication of activities across business processes by capturing data at source point. the two major missions of DGPC are “to effectively and efficiently manage hydropower plants”. a division of Wipro Limited. The SAP implementation project has been initiated with effect from 15th May 2010 with the following vision and mission and objectives. plants. for majority of the processes. which was the traditional role of the erstwhile Hydro Power Corporations.SAP. units.

vsd The objectives of this document are: 1.xls 2_BP_FSBP_PS_R&M _0.vsd Druk Holdings & Investment 4 2_BP_FSBP_PS_DHI_ 0. or any part thereof for public. copy.8.9. republish.xlsx 2_BP_FSBP_PS_Infra _0. To identify and document the proposed SAP Business processes based on FSBP discussions. All Rights Reserved. 3. This document is proprietary to Wipro Infotech. 2010.8. post. Brief about the module’s standard functionalities.8. Table 1: Attachments of CSBP Business Processes Mapping with FSBP S. upload.vsd Renovation & Modernization 3 2_BP_FSBP_PS_R&M _0.9. nor may you modify or create derivative works based on the text of any file.2 BUSINESS BLUEPRINT OVERVIEW The following activities have been covered in the business blueprint phase:  FSBP process definitions and identification with reference to CSBP processes files are attached in Table 1. You may not modify. 1 Attachments Description Hydropower projects 2_BP_FSBP_PS_Hydr o_0. 2. Have one comprehensive document with reference to capturing of Gaps and FRICE requirements. transmit or distribute any material from this document. a division of Wipro Limited.eGreen – PS Business Blueprint 1. without prior written permission from Wipro Limited.xls 2_BP_FSBP_PS_DHI_ 0. .9.vsd Infrastructure projects 2 2_BP_FSBP_PS_Infra _0. in any form or by any means.  FSBP discussion with core team members along with changes in existing Organization structure. standard reports available in SAP.  Incorporation of any comments by the reviewers wherever justified and applicable. Wipro Ltd. Page 12 of 80 © Wipro Limited. private or commercial use.xls 2_BP_FSBP_PS_Hydr o_0. reproduce.8. its integration with other modules. No. master data requirements and relevant organization structure.9.

Page 13 of 80 © Wipro Limited.1. Project System module shall be used for mapping the business processes for Project Initiation & Structuring. 2010. reproduce.3 PROJECT SYSTEM In DGPC/ DHI. transmit or distribute any material from this document. or any part thereof for public. in any form or by any means. This document is proprietary to Wipro Infotech. copy. a division of Wipro Limited. upload. Project Planning. post. The broad level integration areas with SAP Project System are: 1. It is sub divided into:  Organization Structure  Master Data  Project Structure  Date Planning  Planning of Resource & Material  Planning of Cost  Project Oriented Procurement  Project Execution  Project Closure 1. Transfer of Actual cost to CWIP and Project Closure.4 INTEGRATION The Project System module is fully integrated with other modules of SAP R/3. . All Rights Reserved. Fully integrated processing helps to optimize the project execution within the company. The continuous exchange of information with other application areas in the R/3 System ensures a real time database. private or commercial use. republish. Project Budgeting. the integration takes place among modules.eGreen – PS Business Blueprint 1. Project oriented Procurement. nor may you modify or create derivative works based on the text of any file. Financial Accounting: • • • • • • Vendor down payment Invoice verification Vendor payment G/L Asset Accounting Direct postings Wipro Ltd. Project Execution. without prior written permission from Wipro Limited. Considering the specific requirements of the organization. You may not modify.

. reporting. in any form or by any means. 1. the modules which are strongly integrated with IM are Controlling (CO) and Asset Management (AM) modules. • • Asset under construction: Fixed Asset Settlement Wipro Ltd.2. republish. Following concepts are part of Investment Program: • Investment Measure: An individual investment which needs cost and financial accounting are handled through internal orders. the cost of internal task/activity is done automatically with the data maintained in activity type. Some of the components of the CO (Controlling) Module are as follows: • • • • Cost Element Accounting Cost Center Accounting Internal Orders Activity-Based Costing For example. it serves as a subsidiary ledger to the FI General Ledger. whereas for external activity. the cost of a material and an external service must be posted to the respective WBS/ Network Activity to track the project cost. Investment Management (IM): SAP IM is a tool designed to enable program management in SAP. transmit or distribute any material from this document. Besides PS. Asset Accounting: The Asset Accounting (FI-AA) component is used for managing and supervising fixed assets with the SAP R/3 System. You may not modify. projects and maintenance orders with the help of investment measure. and so on). All Rights Reserved. providing detailed information on transactions involving fixed assets. private or commercial use. or any part thereof for public. reproduce. a division of Wipro Limited. Page 14 of 80 © Wipro Limited. Management can take decision with the levels of information provided by this module. the costing will be done automatically through the price maintained in material/ service master. plants. We can define the hierarchical structure in accordance to organizational needs. nor may you modify or create derivative works based on the text of any file. upload. profit centers.3.4. Program Management is the process of defining a hierarchy above all the projects with the purpose of planning & controlling costs. Controlling: The SAP CO (Controlling) Module provides supporting information to the Management for the purpose of planning.eGreen – PS Business Blueprint For example. 2010. Appropriation Request: It is used for planning and approval phase of investments. • 1. without prior written permission from Wipro Limited. copy. as well as monitoring the operations of the businesses. Investment Program: It is a component of IM and it represents the planned or budgeted costs for the capital investments (or other projects) of an enterprise or corporate group in the form of a hierarchical structure. In SAP R/3 Financial Accounting. It is not dependent on organizational units in the SAP R/3 System (such as. post. 1. including project appropriation management and budget authorizations. This document is proprietary to Wipro Infotech.

or any part thereof for public. Wipro Ltd. post. upload.eGreen – PS Business Blueprint For example. without prior written permission from Wipro Limited. republish. private or commercial use. nor may you modify or create derivative works based on the text of any file. in any form or by any means. The project and WBS are closed technically and the final settlement is done during the capitalization of fixed asset. 1.5. vendor master is also used for project’s procurement transactions. Page 15 of 80 © Wipro Limited. This document is proprietary to Wipro Infotech. reproduce. transmit or distribute any material from this document. a division of Wipro Limited. 2010. The broad levels of integration with material management are: • • • • • Purchase requisition Purchase order Good receipt Invoice receipt Material issue Human Capital Management: Employee master data will be used for workforce planning for project activities. All Rights Reserved. copy. a periodic settlement is done for WBS to move the cost from WBS to AUC (Asset under Construction). Material Management: In addition to Material and service master. You may not modify. .

Page 16 of 80 © Wipro Limited. a division of Wipro Limited. While defining the project process (during project creation). While logging on the system each user must specify a client key.eGreen – PS Business Blueprint ORGANISATION STRUCTURE The Project System module has no organizational structure of its own but it uses the organizational structure defined in financial accounting and Logistics modules.5 Client: The client is the highest hierarchical level in the SAP system. The code of the client for DGPC and DHI defined in the system is shown in table 2. Different functional areas also use these data. in any form or by any means. which ensures that they are stored against the client. republish. Many company codes can be assigned to the same Controlling Area as long as they share common Chart of Accounts and Fiscal year variant. Customer addresses are stored at client level so that all company codes can access the data. Following are the organizational structures of other modules on which SAP PS is dependent on: 1. Table 2: The Code of the Client Client Druk Green Power Corporation Druk Holding & Investments 1. Creation of Project and WBS Elements will be done by the authorized person. post. we can default the Company Code. The codes of the Controlling Area which are defined in FI/CO module are shown in table 3 and the project system uses the same structure for the project processes. the company code cannot be changed once the cost planning. transmit or distribute any material from this document. these specifications are to be entered only once. Any changes in Project and WBS Elements which can be adding. This document is proprietary to Wipro Infotech. The specifications that are configured or data that are entered at client level are valid for all company codes and for all other organizational structures. Consequently.6 Controlling Area: Code DHI1 DHI1 An Organizational Unit within which management accounting is performed. 2010. such as sales organization and purchase organization. Wipro Ltd. reproduce. All Rights Reserved. like customer’s address for sending out an order confirmation as well as for printing a dunning notice (reminder letter). budgeting or actual values are posted to that particular project. or any part thereof for public. A user master record must be created with access authorizations. deleting and releasing of all or individual WBS element can be done by authorized person only. and Plant which can be changed and assigned as and when required in the work breakdown structure. However. private or commercial use. copy. You may not modify. without prior written permission from Wipro Limited. . For example. Each client is a self-contained unit with separate master records and a complete set of tables. nor may you modify or create derivative works based on the text of any file. A client key is used in all master records. upload. Central maintenance ensures standardized data storage.

Table 4: The Code of the Company Company Druk Green Power Corporation Dagachhu Hydropower Corporation Druk Holding & Investments Code DG01 DH01 DI01 1. corporate office will be treated as Plant.8 Profit Centre: A Profit Centre is a management-oriented organizational unit used for internal controlling and reporting purposes. The codes of the plant which are defined in Wipro Ltd. or any part thereof for public. All Rights Reserved.eGreen – PS Business Blueprint Table 3: The Code of the Controlling Area Company Druk Green Power Corporation Druk Holding & Investments 1. In case of DGPC. and materials planning aspects. . copy. nor may you modify or create derivative works based on the text of any file. 1. Page 17 of 80 © Wipro Limited. It allows analyzing areas of responsibility by revenues generated and costs incurred. transmit or distribute any material from this document. post. All transactions that would form the complete set of accounts should be posted and evaluated at the company code level.9 Cost Centre: A Cost Centre is a management-oriented organisational unit used for internal controlling and reporting purposes.7 Company code: Code DP01 DI01 A Company Code is the central organizational unit in Financial Accounting in SAP system. A complete set of financial statements includes the balance sheet. All Management Information System (MIS) reporting in finance for a legal entity also is derived from company code dimension. upload. private or commercial use. procurement. republish. It is the smallest organizational unit of external accounting for which a complete. Similarly for DHI. the power generating Plant and Corporate Office would be treated as Plants in SAP. self-contained set of accounts can be created. treating them as ‘companies within the company’. income statements and statement of cash flows. In business. This document is proprietary to Wipro Infotech.10 Plant: It is an organizational unit. All transactions in SAP which has a financial impact are posted to a company code. 1. a division of Wipro Limited. You may not modify. 2010. maintenance. reproduce. without prior written permission from Wipro Limited. which subdivides an enterprise according to production. This will ensure that data used to generate financial statements is complete. a cost centre is a division that adds to the cost of an organization thereby giving overview of its profit. in any form or by any means. The codes of the company which are defined in FI/CO module are shown in table 4 and the project system uses the same structure for the project processes.

1. without prior written permission from Wipro Limited. or any part thereof for public. .11 Storage Location: Code DG01 BS01 CH01 KU01 TA01 DA01 DH01 Storage location is a place where stock is physically kept within a Plant and is the lowest organizational unit within the Material Management module. a division of Wipro Limited. nor may you modify or create derivative works based on the text of any file. copy. upload. 2010. Table 5: The Code of the Plant Plant Druk Green Power Corporation Basochhu Chhukha Kurichhu Tala Dagachhu Druk Holding & Investments 1. Each inventory holder in DGPC is defined as a storage location in addition to physical locations. You may not modify. transmit or distribute any material from this document. This document is proprietary to Wipro Infotech. republish.1: Organizational structure of DGPC Wipro Ltd. Extracted Organizational structure for projects of DGPC is as shown in Figure 2. private or commercial use. post. Page 18 of 80 © Wipro Limited. Controlling Area DP01 Druk Green Power Corporation Company Code DG01 Druk Green Power Corporation Company Code DH01 Dagachhu Hydropower Corporation Plant DG01 DGPC CO Plant BS01 Basochhu Plant CH01 Chhukha Plant KU01 Kurichhu Plant TA01 Tala Plant DA01 Dagachhu Storage Location Storage Location Storage Location Storage Location Storage Location Storage Location Figure 2.eGreen – PS Business Blueprint Materials Management module are shown in table 5 and the project system uses the same structure for the project processes. All Rights Reserved. in any form or by any means. reproduce.

12 Personnel Area: It is an organizational unit according to personnel. Table 6: Personnel Area with Code Company & code Druk Holding & Investments (DI01) Druk Green Power Corporation (DG01) Druk Green Power Corporation (DG01) Druk Green Power Corporation (DG01) Druk Green Power Corporation (DG01) Druk Green Power Corporation (DG01) Dagachhu Hydropower Corporation (DH01) Personnel Area & code Druk Holding and Investments (DI01) DGPC corporate office (DG01) Basochhu (BS01) Chhukha (CH01) Kurichhu (KU01) Tala (TA01) Dagachhu Hydropower Corporation (DH01) Wipro Ltd. or any part thereof for public. All Rights Reserved. republish. without prior written permission from Wipro Limited. You may not modify. nor may you modify or create derivative works based on the text of any file. a division of Wipro Limited. Page 19 of 80 © Wipro Limited. administrative.2. private or commercial use. transmit or distribute any material from this document. Controlling Area DI01 Druk Holding and Investments Company Code DI01 Druk Holding and Investments Plant DH01 DHI Storage Location Figure 2.eGreen – PS Business Blueprint Extracted Organizational structure for projects of Druk Holding and Investments is as shown in Figure 2. . This document is proprietary to Wipro Infotech. time management and pay roll and is assigned to the company code.2: Organisational structure of DHI 1. It also helps in segregating the employee strength with respect to different locations. post. 2010. reproduce. The employee number range is defined based on the personal area and is shown in Table 6. upload. copy. in any form or by any means.

without prior written permission from Wipro Limited. as given below: Wipro Ltd.). All Rights Reserved. a project definition includes the project profile and organizational details (controlling area. etc. or any part thereof for public. upload. and determine its costs. The WBS can be structured from various viewpoints. a division of Wipro Limited. This document is proprietary to Wipro Infotech. It has overall project start and finish dates. nor may you modify or create derivative works based on the text of any file. to define basic dates. step-by-step into structured elements. The WBS divides the project. For example. company code. 2010.  Project Definition  Work Breakdown Structure (WBS)  Network and Activities  Milestones  Work centres  Document Info record (DIR)  PS Text  Material and service components Creation and Maintenance of the data for Project Management processes as required by DGPC will be covered in SAP project system and the creation of materials and services for the same will be maintained in SAP materials management module. These elements are called Work Breakdown Structure elements (WBS elements) in project system. post. WBS element structure will be created for cost planning. and the project objectives (responsible person. copy. 1. in any form or by any means. reproduce. It gives overview of the project and facilitates the coordination and implementation of the project. for example. 1. PS text. private or commercial use. You may not modify. republish.14 Work Breakdown Structure (WBS): It is a hierarchical model of the project that organizes project work packages at various levels. as well as project control.eGreen – PS Business Blueprint MASTER DATA Project System has the following objects/ master data for defining Project Management process. . The main objective of the WBS is to split the project into manageable units.13 Project Definition: It is the binding framework for all organizational elements within a project. etc) are defined in the project definition. Each WBS element is a result due to this splitting. transmit or distribute any material from this document. scheduling. Page 20 of 80 © Wipro Limited. It is the functional basis for further project planning.

nor may you modify or create derivative works based on the text of any file. This document is proprietary to Wipro Infotech. or any part thereof for public. upload. post.eGreen – PS Business Blueprint  By phase (logic or process oriented)  By function (function-oriented)  By object (object-oriented) A Typical Project System’s hierarchy structure is shown in Figure 3. in any form or by any means. a division of Wipro Limited. copy. Page 21 of 80 © Wipro Limited. reproduce.1: Project Project Definition Definition Company code Controlling area WBS WBS Element Element Plant Controlling area Networks Networks Plant Activities Activities Company code Plant Internally Internally Processed Processed Activity Activity Plant Work Centre Externally Externally Processed Processed Activity Activity Plant Purchasing org Purchasing Group General General Costs Costs Activities Activities Plant Material Material Component Component Purchasing org Purchasing Group Plant Storage location Wipro Ltd. republish. . private or commercial use. without prior written permission from Wipro Limited. 2010. You may not modify. All Rights Reserved. transmit or distribute any material from this document.

The following Internal Number Range will be maintained for the network for DGPC/DHI Business. analyzing. You can assign networks to a project. transmit or distribute any material from this document. private or commercial use. dates and resources (such as people.15 Network and Activities: A network represents the flow of a project or of a task within a project. From Number 100000000 200000000 300000000 400000000 To Number 199999999 299999999 399999999 499999999 Page 22 of 80 © Wipro Limited. All Rights Reserved. without prior written permission from Wipro Limited. materials. An Activity must have:  Duration  A defined start and a defined finish  Processed without interruption  Resources required to execute them  Incurring costs During the life of a project. Table 3.1: Internal Number Range for Network Group DG01 TA01 KU01 CH01 Wipro Ltd. controlling and monitoring schedules. machines. documents and drawings).eGreen – PS Business Blueprint Figure 3. This document is proprietary to Wipro Infotech. networks are used as a basis for planning. 2010. You may not modify. in any form or by any means. . republish. It is a group of activities arranged in a relationship. a division of Wipro Limited. there may be technical dependencies between individual activities and are represented by relationships in which one activity is the predecessor or the successor of another activity. For example. There is usually a reason for a specific sequence of activities in a network. post. nor may you modify or create derivative works based on the text of any file. reproduce. or any part thereof for public. copy. upload. A network comprises the following:  Activities  Activity elements  Relationships Relationships determine the chronological sequence of activities in a network. Various structural elements of a project and their interdependencies can be displayed graphically using Critical Path Method (CPM) in the Project System.1: Hierarchical structure of Project System 1.

PS texts are managed by means of description which can be edited using PS texts catalogue or in the project (Project builder or the project planning board). in the form of PS texts and can be emailed to the member of the project team. nor may you modify or create derivative works based on the text of any file. Other Masters: There are other Master records which would be used by the Projects Department during planning or while processing the activities.16 Milestones: They are used to mark the transition between various phases in a project and are also used for monitoring and trend analysis. electricians. upload. graphics. 1. copy. This document is proprietary to Wipro Infotech. or any part thereof for public. in any form or by any means.eGreen – PS Business Blueprint BS01 DA01 DH01 500000000 600000000 700000000 599999999 699999999 799999999 1. reproduce. plumbers or a representation of maintenance crew in any location. Project events which are important for the progress can be created as milestones. post.19 PS Texts: During project processing. For example: All Tendering.18 Document Info Record (DIR): It is a master data in Document Management System (DMS) representing a document or a set of documents. A document contains information that can be stored in the form of technical drawings. All Rights Reserved. a division of Wipro Limited. You may not modify. They are subdivided into categories to specify their suitability to use for certain purposes. This includes:  Material Master  Service Master Wipro Ltd. republish. designs will be stored in DMS and attached to the respective WBS elements. For example:  Personnel involved in an activity which are also recorded as employees in personnel administration  Company-owned resources (Machines) involved in an activity The work center may be a group of fitters. 1. transmit or distribute any material from this document. The work center contains the details of capacity by the way of man-hours. project proposals.17 Work Centre: Work centers are the combination of equipment and persons involved in internally processed activities that have capacities. . or text. any information can be entered into project systems. programs. 1. private or commercial use. This information is either for the person responsible or for exchanging between different systems. 2010. without prior written permission from Wipro Limited. Page 23 of 80 © Wipro Limited. For example.

1.eGreen – PS Business Blueprint  Activity type  Cost element  G/L Account 1. copy. 1. The primary cost or revenue elements must have a corresponding GL account in financial accounts. All Rights Reserved. private or commercial use. service masters can be copied and purchase requisition will be created. . The service master database is a source of default data set by the system when service specifications are created. which are categorized by the type.e. You may not modify. Cost elements are of two types i. without prior written permission from Wipro Limited.20 Material Master: A company manages its materials in the material master. 1. reproduce.21 Service Master: It is a repository for the descriptions of all services a firm frequently hires.24 G/L Account: G/L account master records contain the data to determine the account's function and control the posting of accounting transactions to G/L accounts and the processing of the posting data. Machine hours and labour hours. a division of Wipro Limited. in any form or by any means. nor may you modify or create derivative works based on the text of any file. primary and secondary cost elements. This document is proprietary to Wipro Infotech. There is a service master record for each service description.22 Activity Type: Activity type classifies the specific activity provided by the cost centers and determines the quantity output of the cost centre. it is used to record expenses and income. post.. republish. A cost centre may have multiple numbers of activities. Secondary cost element exits only in controlling and is used to allocate costs within company. or any part thereof for public. upload. Material master consists of spares and consumables. For example: While creating service activity. Page 24 of 80 © Wipro Limited. 2010. For example. group etc. Wipro Ltd. 1. These materials are stored in storage locations with reference to respective WBS.23 Cost element: A cost element is an item in a chart of accounts. For example: Project manager hours. transmit or distribute any material from this document.

 If any clearance(s) are required from the concerned agency for construction. Infrastructure Projects:  The project team or the management will identify project based on the requirement. Based on phase report submitted. Reconnaissance Study. project plan will be prepared to conduct study for renovation and modernisation. social and economic expertise that investigations have to be organized in a rational and structured manner. Page 25 of 80 © Wipro Limited. the result of project investigations may prove to be negative and investigations are therefore arranged in steps or phases. Renovation and Modernization:  Project proposal will be submitted by Operation & Maintenance Division or Department based on technological progress or if the plant has passed successful life of 25 to 40 years.  After completion of the study. without prior written permission from Wipro Limited.  Planning and design of hydropower projects involve uncertainties which requires different sciences and technical.  Competent Authority takes decision whether to take up study internally or to be outsourced. Competent Authority takes decision whether project would be executed internally or outsourced to the contractor. Pre-Feasibility Study.eGreen – PS Business Blueprint BUSINESS PROCESS 1. in any form or by any means. republish. Accordingly the project structure will be created for execution in the system. reproduce. project team has to prepare cost estimation and it should get approved from the Competent Authority. the projects are identified by Projects Department or DGPC Management. Feasibility Study. copy. project team estimates cost (rough cut cost planning) for the project and submits to Competent Authority as per Delegation of Power (DoP) for approval. post.  Project team prepares proposal and submits to DGPC Management and then approval is sent to Board.  Therefore hydropower project developments involve several phases like Desktop Study. upload. private or commercial use. . a division of Wipro Limited.  To initiate each phase. 2010. the O & M Division will submit the study report to the Competent Authority for review and approval.25 Project Initiation & Structure Existing Processes Hydropower Projects:  Based on the Power System Master Plan. Wipro Ltd.  The Competent Authority decides whether to implement (internally/outsourced) or to close the project. transmit or distribute any material from this document. However. This document is proprietary to Wipro Infotech. Meanwhile. application will be submitted. All Rights Reserved. Competent Authority will decide whether to proceed to next phase or not. Project team prepares proposal and submits to Competent Authority as per DoP for approval. You may not modify. or any part thereof for public. environmental. nor may you modify or create derivative works based on the text of any file. and Execution. DPR Study. After getting approval from Board.

the structure will be created in the Project System using the operative structures i. DHI management will assess how to go about with the project. republish. projects may be proposed by private individuals/companies from both outside and inside Bhutan and finally projects may be initiated by the DHI project team based on DHI’s investment plans and other related research. . or any part thereof for public. analyzing. cost planning. transmit or distribute any material from this document.25. Wipro Ltd. To plan and procure the components and services required during project implementation. reproduce. To have a functional basis where process planning. post.  Projects may be directly handed over by the government to DHI to spearhead and implement. private or commercial use.  Once DHI receives a proposal to develop a project through any of the above channels. without prior written permission from Wipro Limited.  If project is internal..  If project is approved. in any form or by any means. This document is proprietary to Wipro Infotech. All Rights Reserved.1 Purpose of Creating Project Structure: The structuring of a project is important since it has impact on budgeting and also on project settlement and reporting. a division of Wipro Limited. You may not modify. controlling and monitoring schedules and resources can be done. Further studies as required may be conducted internally or outsourced depending on the capacity available. scheduling as well as project control can be done. 2010. nor may you modify or create derivative works based on the text of any file. To have a system where planning. Page 26 of 80 © Wipro Limited. project team prepares project plan. To document the various activities that has been performed during the project along with the duration. To capture the cost incurred during project execution. Depending on the type of project and the emphasis on the project monitoring. The purposes of creating project structure are as follows: • • • • • • To plan Capital Investments by individual Departments. DHI management conducts a short pre-feasibility study of the project and then takes decision on whether to submit the proposal to the Board for approval or not. upload. Work Breakdown Structure & Network.e. 1.eGreen – PS Business Blueprint DHI Projects: Projects are initiated at DHI via three different channels. copy.

Creation of Network 3. the information can be transferred to the projects that will be used for actually carrying it out.1: Link of FSBP S.25.3 Solution in SAP: Investment Program Structure: Investment Management program represents the planned or budgeted costs for the capital investments (or other projects) of an enterprise or corporate group in the form of a hierarchical structure. No. • Once the appropriation request has been approved. The master data can be in the form of WBS elements. FSBP No. Creation of WBS project 2. . work centers. network activities. The hierarchical structure can be defined in any form according to the requirement of the company and is independent of organizational units in the SAP R/3 System (such as. ideas in the stages before they are actually implemented concretely. Creation of Activity 1. • Appropriation requests allow storing investment plans.25.Table 4.2 Master Data: It is an object for defining project management process.1. milestones etc. 1. DGPS01 DGPS02 DGPS03 DHI01 1 Project Structure Creation structure of 1. Investment Management programs are also used for planning and budgeting for individual measures such as: • Planning of budget • Administration of budget • Monitoring of a global budget Appropriation request: The functions of appropriation request are as follows: • Appropriation requests serve a similar function as purchase requisitions and maintenance notifications. appropriation requests make it possible to include planned investments in cyclical (annual) investment planning using an investment program. Major Process Sub Process Minor Process CSBP No. plants. and so on). which has been described in chapter 3. • In the context of capital investment planning.

• Values for the project profile are maintained in Project System Customizing.e. System will assign organizational units such as controlling area DP01. Following are the requirements: • Overall project start and finish dates are to be defined. and the costs involved in the project. function wise. It shows the amount of work. • • Determine the Project Objectives (Responsible person. for example. while creating a project structure for Dagachhu Hydropower Corporation. Company Code DH01. profit centre and plant or which settings are used for graphics that can be passed on to the WBS elements. from project profile to project definition. • The project profile contains default values and parameters for processing the project. finalizing the WBS and WBS Elements) depending on project requirements. etc. and Hierarchy of the WBS Elements are identified by project manager after the necessary approval by the management.). For example. which factory calendar is used for time scheduling. organizational values such as controlling area. It forms the basis for organization and coordination in the project. control and success. Work breakdown structure for the project can be created by using the Work breakdown structure elements. Project Definition Creation: A clearly and unambiguously structured project is the basis for its planning. the project goals (WBS Elements start and finish date etc) must be precisely described and the project activities to be carried out must be structured. the time required. monitoring. Project definition is the binding framework for all organizational elements within a project. . Structure. When a project definition is created. and Plant DA01. the project profile is saved in the project definition. After creating project definition the project is to be structured (i. • Default settings can be changed from the project profile while working with the work breakdown structure. company code. relevant project profile should be assigned. Work Break down Structure: The individual levels of the hierarchy in a work breakdown structure enable us to organize a project into steps. If a work breakdown structure is created.Project Definition: Project definition will be created after the following pre-requisites are met: • • • Project has been approved by Management/Board Project has been identified with clear goals Project Name. WBS elements and Network activities. a relevant project profile for the project must be assigned. Start date and Finish date. object wise or as a hybrid structure. In order to carry out a project in its entirety. A WBS structure could be defined phase wise. text.

RS Study. Mechanical. feasibility study and execution is phase wise whereas Civil. .. are considered as function wise. DPR study. electrical and Instrumentation etc.For example: Desktop study.

The billing indicator of relevant WBS element has to be activated. electricity will be generated it results revenue has to be adjusted with project cost. Work breakdown structure in the project can be divided into useful steps i. It is to be noted that each project should only have one top level WBS element (root WBS element). till the level of detailed breakdown required to carry it out. monitor and control dates. To activate Account assignment element to the lower most WBS element since it will be easier to track and settle costs. costs.g. which helps to plan. resources and payments. and estimated project costs. This is the responsibility oriented structure.Information) in the project. Since it will be easy to operate with planned costs.. the revenue generated during trail run of turbine. Billing element allows posting Revenues to respective WBS element. Joint venture 2.:-costs) and manage (e.:. DHI Owned Project . FDI Project 6. Account assignment element facilitates to post the actual costs to respective WBS element. It is always recommended: a) b) c) To activate Planning element indicator to All WBS elements in the structure. Therefore. Project Type: Project type in SAP will differentiate one project from another. The WBS is an important tool.g. and DHI projects. The following project types have been identified for DGPC 1.A WBS can further be broken down into steps of individual elements. Domestic JV 5. WBS elements by specifying basic dates. It is recommended that a maximum of 3 to 4 level structure is defined for projects with a maximum of 30 to 40 WBS elements. with a standardized structure to represent all DGPC. In case of hydro power projects. The three Operative indicators in PS Module are as follows: • Planning element • Account Assignment Element • Billing Element Planning element is to be activated if one wants to plan the costs for respective WBS element.e. Own undertaking 3. the same needs to be structured as a WBS. Grant The following project types have been identified for DHI 4. These elements are referred to as work breakdown structure elements (WBS elements) in the Project System. mainly depending on how one would like to control (e. the objects where control is required functionally. the lowest level representing work packages. Planning and Account Assignment indicator will be defaulted for the projects through customization. the work involved.

DPP (DHI Private Partnership) 9. PPP (Public Private Partnership) 8.7. Others .

and general costs elements. dates and resources (such as manpower. Before initiating each phase project team will seek approval from the Competent Authority and then the structure of the phase will be created in the system. • • • • • If standard projects are available. Activity elements and Relationships and graphically displays the relationships dependent on time to illustrate the logical process chain. Types of activity elements include internal processing elements. external processing elements. . top level WBS element. Upon approval from the Competent Authority. Optional: Activities are given in detail by activity elements. In such cases. it will be further submitted to the Board for review and approval. the network cannot be scheduled using normal method. analyzing. A cycle is a closed sequence of relationships and activities ("closed" means that the flow starts from one activity and ends back at the same activity with relationships). project definition. materials. documents and drawings etc. project team will create project structure with all the tasks and check list as activities in the system. The cycle analysis is a function that can be used only in the network structure graphic. Competent Authority will review the project proposal. Upon approval by DGPC/DHI Management. During the life of a project. cycle analysis. machineries.). a tool that enables to detect cyclic relationships is used to correct them and schedule. will be created. Project proposal document will be attached to Appropriation Request.. a relevant project profile for the project must be assigned. Various structural elements of a project and their interdependencies can be graphically displayed through network structure. In case of Hydropower projects. • Appropriation request will be created with reference to the existing node (i. networks are used as a basis for planning. A network consists of Activities. If the activity-relationship-activity path is cyclic. The person delegated by the Competent Authority may approve or reject in the system by updating or confirming the approval or rejection accordingly. it will be copied as operational projects (optional).Network Structure: Network represents the flow of a project or of a task within a project. With respect to DGPC/DHI: • Program structure will be created in the form of hierarchy to agree with the organizational plan of DGPC/DHI and can be used to manage projects which belong to one controlling area (DGPC or DHI controlling area). All activity elements have a date reference to the activity to which they are assigned. When a project definition is created.e. Plants or Departments) or to the new node (if the project is not undertaken under existing Plants or Departments) as per requirement. controlling and monitoring schedules.

1. It is proposed to use the following project coding masks for each of the projects handled by DGPC. Based on the first two characters in the project coding mask.3: Project Coding Mask for DGPC A B Project identifier First 2 digits represent the kind of project Infrastructure 01: Building 02: Bridge 03: Road Renewable 01: Hydropower 02:Wind Power 03: Solar energy 04: Biomass Renovation and Modernization 01: Building 02: Bridge 03: Road 04: Power Plant Information Technology related 01: IT related project Second 2 digits represent the year in which project has started Third 2 digits represent serial number of the project in that year Level 2 WBS element Level 3 WBS element Level 4 WBS element Level 5 WBS element Level 6 WBS element C D E F G .1. the system would automatically format the number assigned to the project by following the project coding mask.000000-00-00-00-00-00 A B C D E F G Description Renewable Energy Projects Table 4. • Table 4.• Each project needs to be mapped in the system using a project coding mask.2: Project Coding Mask for DGPC ID RE IF RM IT Coding Mask RE-000000-00-00-00-00-00 A A B A B B C D E F G Infrastructure Projects Renovation & Modernization Projects Information Technology related Projects C D E F G C D E F G IF-000000-00-00-00-00-00 RM-000000-00-00-00-00-00 IT.

• • • • . If any task involves work and cost.SS. DP-000000-00-00-00-00-00 A B C D E F G Table 4. a project can be structured in two ways i) work break down structure and ii) Networks and activities.4: Project Coding Mask for DHI A B DHI projects First 2 digits represent Industry sector Industry Sector Key: 01 = Energy and Resources 02 = ICT 03 = Transportation 04 = Financial Services 05 = Trading 06 = Manufacturing 07 = Services 08 = Infrastructure and Real Estate 09 = Internal 99 = Others Second 2 digits represent the year in which project has started Third 2 digits represent serial number of the project in that year Level 2 WBS element Level 3 WBS element Level 4 WBS element Level 5 WBS element Level 6 WBS element C D E F G • Once a project is created. relevant work center will be maintained in the activity. service activity will be maintained and relevant services from the model services can be copied. Using PS. structure can be modified as per requirement.FF. If task is related to service provider. • If project structure is copied from standard project or simulation version.SF). quantity of work. next important step in the project process is to structure the project. Both of these are described briefly below. If any task or item in the checklist is not existed in the structure.Following project coding mask is proposed to use for DHI projects.1. As per the sequence of the activities proper relationship will be maintained between the activities (FS. those can be created as activities.

Sample Structure diagram with numbering is shown in Figure 4.25.1. . systematically. When the time comes to create new projects in the system. which simplify the process of creating and planning various projects. Standard projects and networks are defined to facilitate the creation of simulation project versions and operative projects. controlled and monitored precisely. the most commonly used project structures.1: Sample Project Sample Project RE-010902 RE-010902 Desktop Study Desktop Study RE-010902-01 RE-010902-01 Reconnaissance Reconnaissance Study Study RE-010902-02 RE-010902-02 Pre-Feasibility Pre-Feasibility Study Study RE-010902-03 RE-010902-03 Feasibility Study Feasibility Study RE-010902-04 RE-010902-04 DPR DPR RE-010902-04 RE-010902-04 EIA Study EIA Study RE-010902-04-01 RE-010902-04-01 SIA Study SIA Study RE-010902-04-02 RE-010902-04-02 Figure 4. most efforts undertaken by a single organization follow a similar structure or a finite set of similar structures. SAP Project System module provides the standard structures or template. Successful project management requires structural identification of all processes that are necessary to and depict them in a structural and process-oriented way.1: Sample structure Project 1. Although each project is unique. These templates speed up the creation process and default as much data as is practical. and control of projects. these templates are copied to create simulated project versions or operative projects.4 Standard Project: Project management requires numerous activities involved to be planned. as closely as possible. A clearly structured project and precisely described project goals build the basis for successful planning.1. The templates are set up to mirror. monitoring. and efficiently.

. Simulation versions may be created with different combinations of internal resources and external resources. Each task of project duration can be reduced or increased to see whether project can be finished within the specified timelines. • Integration with PP / MM • Material requirements planning • Status Management The processes to create simulation version in DGPC and DHI would be as follows: • • • • • Before initiating project. The operative project is then used as the controlling object during the execution phase to capture actual costs and manage the project resources and schedule. Work units will be created as work breakdown structure of the project using standard Work Breakdown Structure.25. project team will identify different work units and tasks. Project team can compare project cost using simulation versions. without affecting the operative project. the details of the actual project plan are added to arrive at estimated costs. Activities can be shifted from one period to another period to see impact of project cost and resource availability. the following functions are not available in project simulation versions: • Manual planning of costs. Each task will be linked with each other using relationships. However the planned values cannot be changed directly in the simulation version. Minor tasks of each work units will be created as activities by assigning relevant WBS element using Standard Network structure. However. the planned values are transferred to the WBS elements. Simulation versions can be changed. For each activity estimated duration can be entered. scheduling and resource requirements and generate sales documents. project team will create different simulation versions to see capacity availability and economical feasibility with different alternatives.5 Simulation Version: It is recommended that simulation versions are used for what-if analysis. cost estimated and scheduled. With the default projects as a starting point.With respect to DGPC/DHI • • • • • For each project type. revenues and payments in WBS elements: If an operative project is transferred to a simulation version. 1. The simulation version is useful to simulate and save changes to a project.

25. System Statuses: Following are the “System statuses” and briefly described as follows: Created (CRTD): It is the initial system status for new WBS elements created. During this period of life cycle. network. Released (REL): The released status can be set based on project approval. The process involved in Hydropower projects and Infrastructure is attached as an annexure 4. 1. Actual costs can be posted in this status after assigning costs/budget to WBS elements.e. can be planned. project team shall copy relevant simulation version as operative project. Many numbers of project versions can be created depending upon the requirement. The current status of a project determines the type of business transactions executed within the system.25. User status: The user status is linked to the authorization whereby certain people are authorized to create or change the status.• Project team submits best version as proposed project plan to Competent Authority for approval. posting costs and changing dates. for instance planning tasks. but still expects costs to accrue from the commitments (purchase order) already made. Locked (LKD): Locked status is set to lock for individual business transactions or all the data in a work breakdown structure or WBS element. 1 Key Integration Touch Points: Module FI Description Values as defined in the Financial accounting module on the Remarks . to document (as a history) the state of the project in the past and also can be used for comparison purposes.6 Project Versions: A project version shows the state of the project at a certain point time or at a certain status. Closed (CLSD): Closed status is set for a work breakdown structure or WBS element which has been completed from both logistic and an accounting point of view. The user or system status has to be defined in order to trigger creation of project versions while configuration. In case of status-dependent project version.. Actual costs cannot be posted .. costs etc. 1. The status management in Project System differentiates system status and user status. project version can be created manually at a particular point of time and can be done in the WBS. or information system. In case of time-dependent project version. Time-dependent and Status-dependent.7 Project Status: Since the project is not a static object and has its own life cycle that begins when it is created and continues till completion.no. various business transactions which take place change the project. Project versions are the basis for statistical evaluations. In this status the project can be structured and dates.25. whenever there is change in system or user status. the system automatically creates a project. 1. It is proposed to use Time dependent project versions in DGPC/DHI to create manually the project versions at the end of every month as part of month end closing activities. There are two types of project Versions i.8 S. After getting approval from the Competent Authority. Technically Completed (TECO): This status is set for WBS elements which are completed from a technical point of view.

based on the project profile selected. cost elements are used for planning of costs against the WBS elements. WBS element is also used as a cost collector object. Purchase organization and plant are the two organizational units from MM which get defaulted in project during project creation. which are populated while creating the project. . all the actual costs booked against a project are cumulated in the project in addition to the appropriate GL account in FI. Process Diagram: Figure 4.2: Flow chart for Project initiation.2 CO 3 MM organisation units such as Company Code and GL account. In addition. Since. An organization unit value such as controlling area is defaulted by the system at the time of project creation.

.3: Flow chart for Project structure building.Figure 4.

9 Description of Improvements: S. This reduces the time taken to create the project from the scratch.25. Simulation versions can be analyzed and compared with each other for ‘what if’ scenario using information system. Status of the project controls business transactions Status of the project life cycle is updated to project using system status Standard templates for the WBS structure and networks can be created and used across the projects. 1 2 2 3 4 Control process Create Appropriation request by assigning project proposal and change status for approval.11 Description of Functional Deficits /Gaps: Not Applicable 1.NO.25. 1.4: Flow chart for project template processing.Figure 4. 1. Appropriation Request will be approved or rejected by authorized person(s). Project versions can be compared with operative project. Project structure will be created and assigned to IM program Structure. Management can have Management Information System reporting based on project type. Any documents related to the project can be attached to the project using DMS. maintaining and updating of a specific project would be exclusively done by the person(s) authorised for the project only.12 Approaches to Covering of Functional Deficits /Gaps: Not Applicable .10 Process controls: S.25. Structuring the project hierarchically will give clear representation of the jobs to be performed. Project can be differentiated as per the project type.25. 1 3 4 5 6 7 8 9 10 DESCRIPTION OF IMPROVEMENT Project structure can be used for both large scale and small scale projects based on project management needs. Creating. Based on the delegation of power the approval workflow will be triggered. Access Control List (ACL) will be activated for this purpose for all the projects. 1.NO. At any time project details can be captured by using project versions.

System also calculates required dates of planned material with reference to activity start date. the planning has to be done. time planning.26.26 Date Planning DGPC/DHI executes various types of projects which include work packages and tasks. Considering the various interlinked activities among the different work packages.2 Master Data: WBS element Network activities Solution in SAP: Once the project is structured. Major Process Sub Process Minor Process CSBP No. there are several options for planning and managing dates and schedules (system updates automatically the earliest start date and end date of all activities depending on backward / forward scheduling).1. Scheduled Dates: Scheduled dates for networks (for both the internal and external activity) are the start and finish dates of activities calculated by the system on scheduling based on the duration (days / Hours) and relationship that have been entered. FSBP No. The dates are recorded on the schedule which is prepared in spread sheet. whereas backward scheduling is used when we know the end date of the final activity and the duration of the project and desire to arrive at the start date of the first activity. The concerned person responsible for the work package needs to plan dates.2. to arrive at the end date of the project. Forecast dates are the dates that are expected based on more detailed planning or on changes that will occur during the course of the project. Planning essentially covers cost planning. overall scheduling of activities need to be carried out. . Actual dates are entered in the system manually through confirmations of various activities. No. During scheduling.1: Link of FSBP S. Various types of dates are used in projects and the same are described here below: Basic and Forecast Dates: Basic dates are the dates that have a binding character for time scheduling.1 • • 1.26. Forward scheduling is used when we know the start date of the first activity and the duration of the project. DGPS01 1 Project Planning Manual Scheduling Automatic DGPS02 DGPS03 DHI01 1. Actual dates: Actual dates provide the information on the state of the project. material planning and manpower planning for the project. Table 4. The type of date used for planning and scheduling can be decided based on the project requirements. system uses normal duration of internally processed and general cost activities. Date Planning and Scheduling: In Project System. whereas for externally processed and services activities the system uses the number of planned delivery days.

The project planning board is based on an interactive SAP Gantt chart. Critical Path: The differences between the earliest and latest dates of an activity are referred as floats. viz: 1. Finish to Finish (FF) 3. project planning board and structure planning. There are various ways of carrying out project structuring. 1. and shows not only the hierarchical structure of the project but also the corresponding situation with regard to dates. SAP PS supports Critical Path Method (CPM) for project scheduling and calculates free float and total float. activities. Structure planning function can be used to plan these dates in the form of a table. If these are less than or equal to zero. With respect to DGPC/DHI: It is recommended to use bottom-up planning method for the scheduled dates at the WBS element level from the network activities.SAP PS supports four types of relationships between activities. the actual dates can be compared with the planned basic dates. Start to Start (SS) With leads and lags. For example. conversely. can be inherited from higher to lower-level WBS elements. In projects without networks. Project Planning Board: The project planning board enables to process the entire project structure such as WBS elements. 1 2 Module MM PS Description System calculates requirement dates components System determines capacity requirements Remarks for Process Diagram: . Hydropower Project: Before initiating each phase. dates can be planned manually for the WBS elements (basic dates). project Gantt chart could be viewed through project planning board. Basic dates can be extrapolated from lower to higher-level WBS elements or. Start to Finish (SF) 4. The project planning board can be used to plan basic dates for the WBS elements simply by dragging the mouse. to arrive at the project end date. Finish to Start (FS) 2. then the activity is defined as a critical activity.no. The consistency of scheduling data can be checked within the WBS structure.26. forward scheduling will be carried out. The Gantt chart comprises a table and diagram area. and the different objects assigned to them. the system also supports the constraint. In the execution phase.3 Key Integration Touch Points: S. In the project planning board or the information system. the actual dates can be entered by dragging mouse. planning and scheduling in SAP PS system using project builder. Critical activities define the critical path of the project. in an integrated environment.

maintaining and updating of project planned data for a specific project would be exclusively done by the person(s) authorised for the project only.7 Approaches to Covering of Functional Deficits /Gaps: None .6 Description of Functional Deficits /Gaps None 1.NO.4 S.26.26. 1.5 S.1 Flow Chart for Date Planning and Scheduling 1. Creating.Figure 4. execute scheduling.No.2. 1 2 3 4 5 6 Description of Improvements: Improvements Provision to enter dates manually for WBS/ activity Fully integrated management system ensuring project is being executed efficiently on time Constrains can be maintained for specific activities Critical path determination by system Entire project schedule can be monitored using Gantt chart.26. No third party software is required System checks hierarchical consistency of time scheduling within the project structure automatically Process controls: Control process Once project structure is created.26. critical paths and floats. 1 2 1.

27. . • • DGPC/DHI project team will have to create internal processed activities to plan the resources required for the work that is carried out internally in a project. Service activities are used if services are procured from the external agency. most of the project activities are performed using external resources.27. No. manually. The internal resource utilization is limited to maintenance or general functions.1 • • • • • 1. 1 2 Major Process Project Planning Project Planning Sub Process Minor Process CSBP No. Relevant work center has to be assigned to the internal processed activity. When DGPC/DHI wants to track internal resources. Purchase requisitions for materials and services are sent to purchasing dept. FSBP No. DGPC & DHI needs to have external resource planning for the project activities and generation of procurement requirements. The assignment of the work center to a cost center provides an activity type and a rate so that planned costs can be calculated for the activity.1. Table 4.31: Link of FSBP S.27 Planning of Resources and Material DGPC & DHI executes various types of Projects like new installation and capacity enhancement etc. The resources in Project System are as follows: Internal Processing: Internal processed activity contains a work center at which the work is to be carried out. Based on basic engineering and detail engineering. DGPC &DHI makes use of materials which are directly procured for specific project and also consumes from general stock from stores as well. Across all DGPC /DHI Units.2 Master Data: WBS element Network Activity Material Master Service Master Work Centre Solution in SAP: Resources: The purpose of resource planning is to determine the resources usage to perform the activities planned in the project structure. internal processed activity will be used. DGPS01 DGPS02 DGPS03 DHI01 Resource Planning Material Planning Resource Planning Material Planning 1. It contains the working time and the duration of the activity. the required material specifications and quantities are identified.

capacity requirements are consumed and actual dates are entered and actual costs are updated.• • • The activity type is determined from the work centre. Service activities: Service activities are also used to procure services externally. Project team will level the capacities by changing the work centre or rescheduling the activity to a period when capacity is available. • • • • • Workforce Planning: • • • • • • In the project. Often. The objective of capacity planning is to provide a final schedule by considering the capacity requirements of the facilities and work centers as well as the time structure of the processes. During scheduling. Using workforce Planning DGPC/DHI project team will distribute the work from network activities to project staff using project view. 002 and 007 organizational assignments. Work centers contain data for costing activities. External Processing: Externally-processed activities are used for procuring activities or services that are not procured or available within the company. Red sections of these bars indicate overload within a specified period. When the activities are confirmed during the project execution phase. the most important resource considered is the project staff. System can determine capacity requirements when work center is assigned to activity. Unlike externallyprocessed activities. personal data and planned working time will be maintained respectively. In the system. Work centers also contain the scheduling and capacity data required for scheduling and capacity planning. the system determines the capacity requirements for the project. This is essential for the calculation of the cost for an activity. Project team will compare the capacity requirements for the projects using project planning board for the work centers assigned to internal activities. employee data will be maintained as info types using HCM module. Individuals assigned to a cost center are linked to a corresponding Work Center so that accurate rates can be determined for labour cost planning purposes. Purchase requisitions are generated for externally procured activities. A work center is the place where an activity is carried out or work output is produced. Employee records from HCM module are linked to the respective work centers which in turn are assigned to the activities in the projects. Resource planning at activity level of the project is possible in SAP when employee records are maintained through HCM module. System calculates capacity for work centre using number of Individual capacity. These work centers appear as bars on time axis. • • Work Centre: • Work Centers represents a group of people with the same skill set which belong to the same cost center. This info types are important for workforce planning. capacity supply does not match capacity demand. this activity type enables to define service specifications and value limits for . Using info types 0001. work hours per day and utilization of percentage.

Employee records are linked to the respective work centers which in turn are assigned to the activities in the projects. for current scenarios: Plant stock: This material is managed in general stock. Employees planned time and actual time spent could be entered for monitoring and tracking purpose. but it contains a hierarchy of planned services to be purchased. Services activities and components. that contains prices and delivery times for external processing). and value limits for unplanned services. The individual stock segments are assigned to WBS elements. a purchase requisition is also created that is processed further in Purchasing. The goods receipt for services involves two steps: entering the service and accepting the service. Purchase Requisitions are generated for External processing activities. Material number. It is not assigned to any particular project object. the system generates a purchase requisition for the material. The following different types of stock can be used. Project Stock: The projects can have their own stock. Requirement for Non stock item: If the allocated material is identified as a non-stock item. Also. to control the flow of materials and for scheduling. availability of the resources could be tracked and analyzed. Service processing which includes entry and acceptance of services performed) is also carried out by the Purchasing Department. This document authorizes the Purchasing Department to procure the required quantity of in a specified date. When the activity is released.no. for example.unplanned services rendered by the service provider.3 S. Quantity. Item Category: If planned material is stock item. During project planning DGPC/DHI project team. Material: The purpose of material planning is to determine the materials required in a project by means of networks. a PR and a reservation will be generated for the material. Activity Types are assigned to work centre. Data from Purchasing Department can be used for external processing (a purchasing info record. item category as L is assigned and item category as N is assigned for non stock item. When an external processing activity is created. When work centre assigned to activities resource cost will be updated to project with respect to activity type price 4 CO Process Diagram: .27. will assign components to activities that are required to execute the work. A service activity triggers a similar purchasing process. Purchasing organization and Purchase group are entered. Item category. Service procurement is mapped in networks by means of external processing and service activities. 1. 1 2 3 Key Integration Touch Points: Module MM MM HCM Description Material Master and Service Master are used to assign for activities as per project requirement and purchase requisitions generated from project. Material stock management: Material components in networks can be managed in different stocks. This component is also used to monitor the material requirements and costs in projects.

Figure 4. Purchasing Department. 1 2 3 Control process If work is planned to execute by internal employees. PS offers all the capabilities of MS Project but is fully integrated with the Finance. material will be planned for that activity. internal processed activity will be created. service activities will be created.4 S.27. 1 2 3 Description of Improvements: Description of improvements Purchase requisitions for planned material and services can be automatically generated. Purchase Department will decide procurement of material based on availability of stock at Plant. If material is required for the execution of activity.27.6 Description of Functional Deficits /Gaps: None .1: Flow chart for Planning of Resources and Material 1.5 Process controls: S.3. If work is planned to be outsourced.NO. 1. 1.NO. Material procured for project will be stored as project stock and consumption will be tracked. and Human Resource Department.27.

7 Approaches to Covering of Functional Deficits /Gaps: None .27.1.

the estimates may vary. Based on various options with respect to design and technology.28. Network cost planning includes automatic calculation of the planned cost from activities. estimated prices etc.2 • • • • 1. scheduling or costing.28 Planning of Cost DGPC/ DHI execute various types of projects like new installation and capacity enhancement etc.1 Purpose: To have a functional basis where process planning. S. During project execution. The project team identifies new project and estimates cost and duration.1. The quantity structure is .28. The estimated cost will be submitted to Competent Authority as budget proposal. cost planning acts as the base for an initial cost estimate. DGPS01 Cost planning Manual cost planning DGPS02 DGPS03 2 Project Planning Cost planning Automatic cost planning DHI01 1 Project Planning 1. Major Process Sub Process Minor Process FSBP No.3 Master Data: Work Breakdown Structure Network Material Master Service master Solution in SAP: Cost planning has different aims at different stages of the project and is elaborated as follows: • • • During the conceptual and rough planning stage. Cost planning deals with the costs that are expected to incur during the execution of the project. the cost is estimated. Previous project experiences. cost planning.28. Network cost planning: DGPC/ DHI will carry out detailed cost planning at activity level for capturing the details of materials and services required to execute a project. Table 4. 1. new/ revised prices.1: Link of FSBP CSBP No. No. as well as project control can be done. are used in the preparation of cost estimate. planned cost is used to monitor and control cost variances. activity elements and components.4. Based on the project specific work packages.. equipment and activities. At the approval stage. it forms the basis for the budget allocation.

Work (hours). System calculates the planned cost using values maintained for service specifications. 1 2 3 4 Key Integration Touch Points: Module CO CO CO MM Description Even though cost planning is carried out in PS module. Figures are broken down by the fiscal year. System also supports copying of planned values from one version to another version.28. Any material or service to be procured for a project need to be created as a master data in Material Master module. structure oriented planning (overall planning) can be carried out using WBS structure. Process Diagram: . planned total. Material Cost: The material components are assigned to network activities in order to plan the cost of material component. Manual Cost planning Methods: Manual cost planning in the WBS involves four methods: • Overall planning (structure-oriented planning) is the basic planning. o o o o In this option. Cost of Internal Resources: Internal processed activity has to be maintained in order to plan the cost of internal resources. In addition to planned values. 1. activity type and duration of activity has to be maintained. if required. System calculates planned cost of material with moving average price maintained for that material master. Cost element maintaining with respect to Activities and Components. The system calculates the costs automatically on the basis of the existing price/quantity structure.No. Version 0 (zero) will be used as active version for the purpose of capturing the current planned and actual costs. Overheads: System calculates overheads automatically on the planned cost based on percentages maintained in the costing sheet. Using service activities. the distributed. Travel expenses are planned using cost activity. If details are not sufficient to carry out detailed cost planning. It contains all network data needed for the calculation. it uses the CO functionality of cost element planning. service specifications are maintained for various services provided by service provider. External Resources Cost: Service activities have to be maintained in order to plan the cost of services to be procured from service provider. the individual WBS elements are planned in appropriate CO version. CO versions are maintained for structure cost planning and easy cost planning. Project cost versions will be used to support multiple cost versions. The price of internal resources will be maintained using activity type.the basis for costing. cumulative etc can be seen.4 S. Versions 1 to 5 will be used for capturing various other estimates of the costs throughout the project duration. It also includes costing sheet for the overheads. The costs are aggregated at higher WBS element level. distributable. where costs are entered for each WBS element. work center. The costs are planned for the fiscal year.

1.6 S.28.28. cost planning is shifted automatically. 1 2 3 Process controls: Control process Projects will be assigned to the relevant node of the hierarchy structure of DGPC/DHI. Estimated cost of assigned projects can be accumulated and viewed at individual and entire organization level.7 None 1.4.1: Flow chart for Planning of Cost 1.8 Approaches to Covering of Functional Deficits /Gaps: None .28.Figure 4. maintaining and updating of project planned data for a specific project would be exclusively done by the person(s) authorized for the project only. part of project is rescheduled.NO.5 Description of Improvements: When detail cost planning is done using network activities. Creating. Description of Functional Deficits /Gaps: 1.28.

1.29 Budgeting Hydropower projects: After identifying the project, project team submits project proposal along with rough cost estimation for the project to DGPC Management/Board for approval. After getting approval from DGPC Management/Board, project team gets budget approval by submitting detailed cost estimate for desktop study. Desktop study will be initiated and expenditures are booked against Desktop study budget. Upon completion of Desktop study phase project team submits desktop study report to DGPC Management/Board/DoE. Upon approval of Desktop study report, Reconnaissance study will be initiated. Project team submits estimated cost for Reconnaissance study to DGPC Management/Board. Upon approval, project team will assign approved budget to Reconnaissance study. Similar process is followed for other phases of the project. Other projects of DGPC: DGPC’s Board approves the budget for the proposed project. Cost estimate is the basis for budget. After budget allocation, monitoring is carried out manually by evaluating payments and other expenses . DHI projects: DHI management /Board approve the budget for the project proposals which have been justified. Cost estimate is the basis for Budget. Budget monitoring is carried out manually by evaluating payments and other expenses. Table 4.5.1: Link of FSBP

S. No. 1

Major Process Budgeting

Sub Process

Minor Process

CSBP No. FSBP No.
DGPS01 DGPS02 DGPS03 DHI01

Original Budget

Original Budget Supplement Transfer Returns

2

Budgeting

Budget updates

1.29.1 • • 1.29.2 • • 1.29.3

Purpose: To have control over actual cost incurred for the execution of Project. To have a system, where budget planning, analyzing, controlling and monitoring can be done. Master Data Work Breakdown structure Period / year Solution in SAP:

DGPC projects: Projects which are assigned to program structure of Investment Management, the planned cost of projects (Budget proposal) will be updated to program structure. This will be an estimation

of required funds. Details of cost planning will be submitted to Competent Authority for review and approval (offline activity). DGPC Management and Board will review and approve budget for projects. Person(s) delegated by DGPC Management will allocate budget to the program structure. This is approved budget of investment measure. Authorized person(s) will distribute budget further from program structure to projects as approved by the Competent Authority. Authorized project team member will distribute budget further to subordinate WBS elements of project, which is the original budget of project. Hydropower Projects: Before initiating each phase, detailed cost planning will be carried out by allocating resources like human resources, materials and equipment as per project’s requirement and carry out scheduling. If tasks are to execute internally, internal processed activities are created for which materials and activity types will be assigned and system will calculate the planned cost. Otherwise the tasks or works to be outsourced to external agency will be created as service activity with technical specifications. System will calculate planned cost of service activities as per the cost mentioned against the BoQ/specifications of the services. Superior WBS element of the phase will be assigned to relevant node in the DGPC hierarchy structure of Investment Module. Planned cost of that phase will roll up to hierarchy structure, where DGPC Management can review planned cost of that phase. The planned cost will be submitted, in paper, to Competent Authority for approval. Competent Authority will review the estimated cost. Upon approval from DGPC Management it will be further submitted to Board to take decision on budget. Person(s) delegated by DGPC Management will allocate budget to the program structure. This is approved budget of investment measure. Authorized person(s) will distribute budget further from program structure to phase (WBS element) of project as approved by the Competent Authority. Authorized project team member will distribute budget further to subordinate WBS elements of project, which is the original budget of project. If additional budget is required, project team will submit additional budget request to DGPC Management and subsequently to Board. Upon approval, the person delegated by DGPC Management will allocate additional budget to relevant program node in IM which will be further assigned to relevant phase of project which will allow continuation of work.

DHI projects: Projects which are assigned to program structure of Investment Management, the planned cost of projects (Budget proposal) will be updated to program structure. It is an estimation of required funds. Details of cost planning will be submitted to the Competent Authority for review and approval (offline activity). DHI management will review and take decision on budget for projects. Person delegated by DHI management will allocate budget to program structure and then program structure. This is called approved budget of investment measure. Authorized person will distribute budget further from program structure to projects as approved by the Competent Authority. Authorized project team member will distribute budget further to subordinate WBS elements of project. This is called original budget of project.

Figure 4.5.1: Sample Hierarchy Program Structure of DGPC with Projects

Availability Control Tolerances: System enables to monitor and control project costs using availability control. It enables project team to control costs actively by issuing warnings and error messages when costs are incurred. Availability control checks the current distributable budget (or release) against the assigned value. 1. If the actual value reaches 80% of the Budget – System should give warning message 2. If the actual value reaches 90% of the Budget – System should give warning message along with email to person responsible 3. If the actual value reaches 100% of the Budget – System should give error message The current distributable budget forms the basis for availability control. The system checks automatically the availability of budget while creating PR / PO and if there are any actual cost booking as per the tolerances, i.e., if budget reaches 80%, the system will give warning message and after reaching 100%, the system gives error message and automatically stops generating business transactions. Unforeseen events, additions to the planned, increase in vendor price, etc., may make budget updates necessary. Normally this budget update requirement comes up as a result of availability check. Budget Updates: When there is requirement of extra budget, project team submits proposal to the Competent Authority. Upon approval of extra budget from the Competent Authority, supplement budget

will be assigned at program position and then it will be supplemented to the project by the authorized person(s). If project has more funds than it is required, the excess funds can be returned. Return of excess fund in the project is made from the bottom-up (from a lower-level WBS element to the next one up). Project team can only return budget that is distributable or available. Year –End closing activities: • • Commitments: Project team will use ‘commitment carry forward’ function to transfer commitment values that are still open into the first period of the next fiscal year. Budget: Project team will use ‘budget carry forward’ function to transfer any funds not used in the previous fiscal year to the budget of the new fiscal year after Management’s decision. Key Integration Touch Points: Module MM FI/CO Description Budget availability control for commitments of PR, PO and actual cost of GR, GI Budget availability control while posting any miscellaneous cost postings Remarks

1.29.4 S.no. 1 2

Process Diagram:

Figure 4.5.2: Flow chart for Project Budget

1. an alert will be triggered to the responsible person indicating the utilization of budget. Hence the necessary action can be taken. 1 1.NO.6 S. Authorized project team member will distribute budget further to reaming WBS elements.29.29.5 • • • Improvements The availability control at each WBS element level will help the user to prevent excessive commitment. Process controls: Control process Person delegated by Competent Authority will allocate budget to program structure and then to assigned WBS elements of projects as decided by Management/Board.29.1.8 Approaches to Covering of Functional Deficits /Gaps: None .29. Once certain amount of budget values is utilized.7 Description of Functional Deficits /Gaps: None 1. Effective monitoring of planned cost versus Budget is possible.

A purchase requisition is an internal document that defines the requirements of a material or a service. the system generates a purchase requisition for the material. limited tender and open tender etc.30 Procurement Purpose: 1. are explained in the Material Management (MM) module.3 Master Data: Material Master Vendor Master Service Master Purchasing Info Record Solution in SAP: Project Procurement covers procurement of goods and services (including works) for a project. . DGPS01 DGPS02 DGPS03 DHI01 1 Procurement Material 2 Procurement Services 1. Detailed procurement processes including single tender. external commitments will be created and internal commitments are reduced by the value of purchase requisitions. Purchase requisition will be created and the value of PR will be created as internal commitments for the project. Technical Evaluation: Technical and commercial evaluation is done by the evaluation team. Based on technical and financial evaluation. FSBP No. System will check the availability of the budget with committed value. Material and services can be initiated. Table 4. purchase order will be issued to qualified vendor. As soon as the activity is released.1. procured and tracked throughout the project cycle.2 • • • • 1. Purchase Order: Purchase order will be created by the Purchasing Department. .30. No. A reservation is generated for the material if it is identified as stock item. A reservation is an internal document that defines the requirements of a material and reserves a specified quantity for the network activity. The technical evaluation contains comparison of technical features and recommendation. When the purchase requisition is converted as purchase order.6. Major Process Sub Process Minor Process Purchase Requisition Purchase Order Goods Receipt Goods Issue Invoice Posting Purchase Requisition Purchase Order Service Entry Invoice Posting CSBP No.30. System will check the availability of the budget with committed value.1: Link of FSBP S.1 Project specific procurement is one of the major activities of DGPC/ DHI Project management.30.

It is not assigned to any particular sales order or project. Issue letter of Intent to successful service provider. Project stock can be valuated or non-valuated. The monetary value of each quantity of material is calculated separately. Goods Issue: When the material is issued for execution of project activity. Each WBS element in a project definition has a separate individual stock segment. you can use the following different types of stock: • Plant stock: This material is managed in general stock. Depending on the network and the settings entered in the material master. Service acceptance: Service entry and service acceptance will be done by project team and will enter the record of measurement in measurement book. is only available for this WBS element. when entering goods movement. Service PO is issued. Goods are received with reference to purchase order and stored as project stock. • . Services: • Generation of Purchase Requisitions: Service activity contain service specification containing planned activities and value with limits for unplanned activities. Service entry sheet acceptance will post the actual cost into the service activity. from a MRP view. The individual stock segments are assigned to WBS elements. Project Stock: Project can have its own stock and is viewed from material requirement planning. Techno-commercial evaluations: • • • • Service provider is finalized for the specific work/ services package based on technical and financial evaluations and its approval by the Competent Authority. All goods movements for the project stock trigger corresponding postings in the stock accounts in Financial Accounting. Based on this work execution is initiated. • Valuated Project stock: Every material in project stock is managed both in a quantity basis and a value basis. the project stock reduces and the actual costs are debited to the corresponding activity. The purchase requisitions for the services are generated by creation of appropriate activities. Materials that are needed to carry out the project are managed as project stock. Each stock segment is permanently assigned to a WBS element and. Service activities give rise to the planned cost of the project. Goods receipt reduces the external commitment by the amount of purchase order.Goods Receipt: The project specific stock is traceable specific to the project object. as well as the plant and storage location. Managing Stocks of Material Components: Material components in networks can be managed in different stocks. Unlike general stock. the relevant WBS element must be entered.

purchase requisitions. All objects and documents in the Project System are taken into account – both planned. purchase orders. and purchase orders or entering deliveries from projects.no. Material Requirements Planning. The access is given to data from the Project System.4 Key Integration Touch Points: S.• Non-valuated project stock: Project stock. Goods movements to individual stock are not valuated and do not give rise to postings in Financial Accounting. Project-oriented procurement deals with monitoring the project relevant requirements with specific tools and reporting functionalities. goods issues. the value of the project stock is calculated in total at the period end by result’s analysis and the values are then transferred to Financial Accounting. are carried out in MM module while referring to a WBS element in each of these transactions to establish the relationship between the material and the project. Individual steps in the procurement process. Process Diagram: . or balance sheet transfers can be carried out directly in ProMan. and execute individual procurement functions. and Inventory Management. Material master is created in MM. and unplanned objects. Production. Purchasing. In general. such as creating reservations. goods receipt and so on. ProMan: ProMan is an integrated tool that enables to process all information from the procurement process about project objects. 1. where each material is managed in terms of cost on a quantity basis only. and documents that have been created manually.30. Transactions such as purchase requisitions. 1 Module MM Description Project procurement is entirely integrated with Materials Management (MM).

1: Flow chart for Project Procurement 1. 1 2 3 4 5 6 Process Controls: Control process Reservation will be generated automatically when material is planned for activities and Purchase Requisition will be created automatically upon releasing the project.30. Purchase Order will be created with reference to Purchase Requisition. System creates purchase requisition automatically for consultancy services/works upon releasing the project. Goods are issued against the reservation number.NO. .6 S. System will check budget availability with purchase requisition commitments.Figure 4. Project Stock will be updated upon Goods Receipt.5 Description of Improvements: All the procurements of the materials and services for the project can be monitored and tracked 1.6.30.

1.7 Consultancy services/works are recorded using service entry sheet in the system with the values of measurement book.7 None 1.30.8 Description of Functional Deficits /Gaps: Approaches to Covering of Functional Deficits /Gaps: None .30.

The work execution will again be carried out either by project team or by external agency for which site supervision will be done by the project team. The Human Resource module contains a Cross Application Time Sheet (CATS) and is preferred method for time recording for internal employees and approval. No. Progress of sites activities are reviewed periodically and issues are resolved if any.1 Purpose: The project team or an external agency will carry out the design and detail engineering activities. The project team will enter their confirmations using CATS (Cross Application Time Sheet).31 Project Execution 1.3 Master Data: WBS element Network activities Solution in SAP: During the phase of project execution. When an operative project is created. Project Manager or responsible person will have the authorization to approve or reject time entries.31. • . the status of the project should be changed to REL (Release). FSBP No. Internal Activity Confirmation: • • Confirmations can be done only once the project and associated WBS elements have been “released”. When the status of the project is changed from CRTD (Created) to REL (Release).7. 1 2 3 Major Process Project execution Project execution Project execution Sub Process Material procurement Service procurement Activity confirmation Minor Process Material procurement Services Internal activity CSBP No.1: Link of FSBP S. It means before giving confirmations to an operative project.31. DGPC/ DHI needs comprehensive tool to record and consolidate the project activities relevant information. in consultation with project team. The actual measurements are taken and recorded in the measurement book during the supervision. The deviations are also recorded.31. Release process in SAP indicates the change of project status. all WBS elements will have CRTD status. In order to execute the project. by confirming the activities.2 • • 1. The activities where material procurement is required are carried out by the purchasing dept.1. DGPC/ DHI project team has to update the project status on a regular basis. Table 4. Precise confirmations are required for realistic and accurate project planning. DGPS01 DGPS02 DGPS03 DHI01 1. the project has to be released. The confirmation or cost booking is possible only if project status is in released (REL) status. the assigned WBS will also get released subsequently.

Subsequently material is withdrawn for the project object for which it has been procured. The time confirmation would be transferred from CATS to CO and PS. Revenues: The power will be generated during the trail run of hydropower projects. The Invoice Verification will verify the amount and quantity as per Service Entry Sheet (Certification provided by project team). CDM registration) as part of project execution which are created as separate WBS or activities and confirmed once process is completed. The payment will be done against the vendor's invoice on monthly basis or milestone basis. If any activity is done which is not a part of project plan and which involves cost. The goods will be stored as project stock. For this. the same will be created as an activity. the details will be entered in the system. FDI registration. Goods issue reduces project stock and actual costs are debited to the corresponding activity. This revenue will be adjusted with project cost. Actual costs will be posted upon issue of goods receipt and reduces the external commitment by the value of purchase order. the goods are inspected and good receipt will be issued with reference to PO. based on measurements recorded in Measurement Book. The activities which are related to checklist can be confirmed by responsible person when it is completed. Actual overheads are calculated based on the costing sheet entered in the WBS element.. Overhead calculation process results overhead expenses which are charged to Network activities and WBS elements and it credits to cost centre. • • Once the goods arrive. network activity. When the purchase requisition is converted to purchase order. Confirmations of an activity leads to an activity allocation which leads to actual cost credit. and debit network activities. Invoice will be . DGPC/DHPC sells this power to BPC or PTC of India. Once the activities are confirmed. delays can be determined. the goods receipt entry will post consumption of material to the project activity. As and when goods are required for the execution of the project activity. Actual cost: Purchase requisition results in purchase requisition commitments for the project object.• • • • • The actual time worked on the project will be posted against the network activity. Once the contractor submits the bill. Goods receipt and consumption: For non stock items. the goods will be issued for the relevant activity by the Purchasing Department upon request from project team. the goods receipt updates the project stock. the scheduling has to be carried out for the project. The bills are processed in FI with reference to service entry document. This will reschedule the project and therefore. Acceptance of Services: • • • • • • • The service entry is created and accepted for the works/services. the cost centre assigned to the work centre. which is known as Invoice Verification. DGPC/DHI project team initiates some registrations (Ex. For stock material. The vendor outstanding will be created after the creation of the invoice. it results in purchase order commitments.

The milestone dates are . and Estimated Costs at Completion (EAC) values are calculated. Value Index (CPI). For the purpose of tracking progress and performance of the project. Cost based progress analysis method would be used for calculating. Deviations from the planned schedule are made apparent.raised through sales order for which account assignment is WBS element of the project. Once revenue is received. Earned values (BCWP.7. which is triangular where the sides are the times axes. In the graphical form an MTA chart is used. The percentage of completion (POC) and earned value are important project key figures. Milestone Trend Analysis (MTA) method: MTA is a simple method for analyzing the dates in a project and compare them with planned data. are compared at various points of time. Figure 4. BCWS) will be calculated.1: Sample Graph for Progress Analysis Process for Progress Analysis of DGPC/DHI: Progress Analysis will be used by DGPC/DHI project team to know the current status of the project. This enables to identify cost and schedule variances and take appropriate action. Planned and Actual costs up to the end of the period or up to a key date are considered and divided by the overall planned cost of the project for calculating the Planned POC and Actual POC S-curve graphic report and progress report data can be obtained. it will be booked to corresponding WBS element with reference to invoice. These values are evaluated either at the level of individual project components or for the whole project/subproject as an aggregate figure. MTA tracks the performance of the project progress based on how milestones are met as compared to planned schedule. Costs Variance (CV). The scheduled dates of the milestones. which are relevant for the course of the project. analyzing costs and schedule variances. Schedule variance (SV). Percentage of completion (POC) will be calculated by the system based on planned and actual costs. DGPC/DHI will use it to recognize trends and deviations from the planned schedule promptly. DGPC/DHI project team has proposed to use progress analysis method and Milestone trend analysis. It is a prerequisite to have planned costs and actual costs in project for calculation of POC. Progress Analysis: Progress analysis is the tool to determine and compare planned and actual project progress values.

project team will monitor and record the quantity of work executed using measurement book. o o o o Plan/Actual dates. the employee can enter work hours by specifying activities using CATS (Cross Application Time Sheet). This analysis provides important clue to the Management in identifying trends developing in the project and to take timely corrective actions. cost and timelines of internal employee will be updated to the project. Finance Department will make the payment. the system will pop up a warning message. Scanned copy of site inspection will be attached to relevant project object. All milestones created for the project will be made relevant for MTA for this purpose. • During project execution. When cost reaches 90% of the budget. Purchasing Department will process the procurement of services/works (through tendering process) with reference to the purchase requisition of services/works from project. the system will trigger a mail to the responsible person of WBS element. When the Contractor/Consultant submits monthly bill. During execution of work.plotted against the report dates. Work measured will be further entered in the service entry sheet in the system. duration with variation report Plan/ actual cost and Budget reports Cost element reports Capacity analysis • • . Purchase order will be created upon selection of successful bidder. The project information system is a tool with which project can be monitored and controlled. Purchasing Department will verify the bill using invoice verification and service entry sheet in the system. During project execution. If cost reaches 100% of budget. the system will throw an error and the remaining work cannot be carried out before allocating additional budget. following reports are useful to monitor and control the project. Upon approval. the value of the PR and PO will be shown as commitments. • • • • • • When cost reaches 80% of the budget. the actual cost will be posted automatically. receipt of goods and service entry. when PR and PO are created. Work in the service entry sheet will be entered only after checking the quality. Authorized person(s) from the project will approve work hours of the employee. With respect to DGPC/DHI: • If the internal employees are deployed for the project. Every time the amount of work is entered in the service entry sheet. Actual cost will be booked through different business transactions such as confirming activities.

report will be submitted to Department of Energy. purchase requisitions. the system reduces the commitment and increases the actual costs to the proportion of goods received out of the total number of orders Goods issue from stock also update cost on the project cost element to be used for material costs Inventory differences and other miscellaneous differences are also posted to the project under different cost elements Materials directly ordered for the project would update cost on the WBS element and the quantity received in the inventory report will not be seen Postings are made through miscellaneous cost postings where invoices is received for the services but there are no purchase orders involved Any other journal entries for adjustment are also posted to the project objects 4 5 6 7 8 MM MM MM FI FI Process Diagram: . • Relevant documents such as approvals. 1.4 S. project team will prepare report based on work carried out and will submit to Competent Authority/Board for approval. reports. ProMan Stock/requirements overview Progress analysis After completion of each phase.no.o o o • Lists of reservations. Subsequently. will be attached to the relevant WBS element/activity for reference..31. 1 2 3 Key Integration Touch Points: Module MM MM MM Description Commitment cost is updated when purchase requisitions are created When purchase requisitions are converted to purchase orders the system still shows the cost under commitment cost When goods are received against purchase order. purchase orders pertaining to the projects. drawings etc. upon approval.

R/3 Standard reports are more suited for managerial reporting.31. Budget should be released before executing project transactions. Controlling documents are generated automatically from financial expenditure postings.7. The actual data generated is compared with the planned dates and costs. 5. Reduces the project lead time.2: Flow chart for Project Execution 1.5 Description of Improvements: 1.NO.31. 2. 1 2 Process Controls: Control process Activity confirmation. .Figure 4. 3.6 S. goods receipt. 1. goods issue and actual cost booking will be possible project release. 4. Appropriate invoices are created and unplanned variances are documented.

1. Scanned copy of inspection report will be attached to relevant project object. The daily progress report contains detailed information which is useful for claim settlement. 1. etc) with respect to a project is to be restricted to a group of persons.31.31. .3 4 5 6 System will check budget availability when transactions are related to commitments and actual cost. Even viewing the project structure and other data (dates. material and equipment in a specified time for both internal processed activities and external processed activities. costs. 2. The mail trigger ahead of one day for specified activity of earliest start date and finish date can be done through ABAP development. compliance certificate for work and post quality inspection is carried out. The site inspection parameters and records are planned to be captured with respect to project activity. 3. DGPC requires triggering mail one day ahead of earlier start date and finish date of specified activity to project team. design and drawing. In order to ensure that work has been carried out as per specification. Internal employees work hours will be captured through Cross Application Time Sheet. Scanned copy of daily progress report will be attached to relevant project object. DGPC collects daily progress report pertaining to work execution and resource usage in terms of man power.7 Functional Deficits /Gaps: 1.8 Approaches to Fill the Functional Deficits /Gaps: 1. 3. Confirmations with respect to specific projects are to be done by a specified and authorized person(s) only. Since SAP PS has no standard functionality to capture the quality parameters. 2.

FSBP No. Settlement profile provides the following receivers: Fixed Assets (FXA). to DGPS01 DGPS02 DGPS03 DHI01 Settlement Settlement CWIP/Asset Project Close 2 Project Closure 1.32.8.1 • • • • 1. Carry out Project Settlement: If the project is capital work. No. DGPC & DHI carries out various internal Projects:  Capital Investment projects: Settlement to Capital WIP / Fixed Asset  Expansions (Renovation and modernization): Settlement to Fixed Asset Table 4. the top WBS element will have an Investment Profile. the cost needs to be settled before it is closed. Cost Center (CTR). Therefore costs should finally be settled to some other business object. A settlement rule is required to perform settlement and contains distribution rules and settlement parameters for a sender object. The settlement rule provides the valid period and the receiver information.2 Master Data: Work Breakdown structure Network Activities AuC/Asset Cost centre Solution in SAP: Project Settlement: Costs are collected in the project temporarily. which causes creation of AuC (Asset under Construction) upon releasing the project.32 Period end Closing As per the standard rule of project. Costs posted at WBS Elements will be settled to the stipulated receivers as per the Settlement Rule on the corresponding WBS Elements. However if the whole cost of the project is not settled to the AuC and if a part of the costs need to settled to a cost center (as an expense). .32. They are settled to one or more receivers as part of period-end process. The initial settlement rule need not be maintained to the AuC. General Ledger (G/L). This is derived from the basic concept that projects are dynamic and have a definite start and end. Work Breakdown Structures (WBS).1: Link of FSBP S.1. 1 Major Process Project Settlement Project Closure Sub Process Minor Process CSBP No. the project team is authorized to maintain the settlement rule accordingly.

It can be either settled at one or more assets depending on the number of assets that are declared out for a Project. Settlement Type: User has to choose either PER (Periodic settlement) or FUL (Full settlement) based on process. then the system will filter and propose settlement receivers list. For example: Sometimes user may require to settle cost of project object to more than one cost object by specifying amount or percentage to each cost object. Following Table is an example which shows settlement rules CAT FXA Settlement Receiver 400015-0 % 100 Settlement type AUC The costs posted at WBS elements initially will be transferred to Asset under Construction (AuC) as a month end activity. select FXA WBS: If user wants to settle actual cost of the project object to the WBS element (ex: activity to WBS element). The unused project inventory has to be transferred to a specified storage location based on Management’s decision. then specific asset has to be entered under settlement receiver field. project closure can be done in the system by attaching all relevant documents to corresponding project. By default the system will propose 100% but user can mention how much percentage of cost can be settled to the specified cost object. If you know details like company code/asset class and other details mentioned in the specified field of selection screen. If project object is activity and user wants to settle cost to superior WBS element of activity. Then user can choose required settlement receiver from the list. For example: if you select CAT as FXA. • • • CTR: If user wants to settle actual cost to the cost centre.The actual costs incurred in a commercial object are allocated wholly or in part to one or more receivers during the settlement. The same will be settled at the respective asset during the period end processing. The final settlement has to be performed and all costs collected during the project life-cycle are capitalized or . The costs settled under AuC by the project team will be the input to the FI-Module for capitalizing these costs under assets. To select cost receiver object. the system will popup asset selection screen. then the specific cost centre has to be mentioned for which the cost has to be settled. select CTR FXA: If user wants to settle actual cost to the assets. The unused budget has to be returned to top level WBS element and further return to IM program node. the settlement receiver has to be BS. select WBS Settlement Receiver: User has to enter settlement receiver for which actual cost has to be settled. The system will popup cost objects selection screen based on selection of the category you have selected in the CAT field. CAT: Following three categories of cost objects can be selected. All the unused materials of the project have to be identified. place the cursor in the cell of settlement receiver field and press F4 from the key board. If user selects CAT type as FXA. Project completion report would be prepared by the project team and once the competent authority approves it. Project closure: The project closing will occur when the following conditions are met: Outstanding Purchase Orders are delivered and no more material and service deliveries are expected or kept in pending. The debit posting assigned to the sender object (project) can be viewed even after settlement. The settled costs are updated to the respective receiver objects and displayed in the report. If category is CTR.

1.32.1: Flowchart for Period end closing and Project Closure 1.expensed off.8. It also cancels the “remaining work” for the time confirmations so the project is 100% complete from time perspective. the status of the whole project to be set as CLSD once the capitalization is carried out. then the Project team closes the project and will be done by setting the system status to CLSD (closed) at the project level. System status designation CLSD (Closed) provides integrated closing controls and can be undone or reversed. Upon meeting all the project deliverables.no. Note: No credit to be posted to WBS elements after settlement to fixed asset. while it can collect the outstanding invoices/journal vouchers from the open Purchased Orders.32. If all of the above conditions are met. the project status TECO (technically closed) will be assigned by the project team. 1 Key Integration Touch Points: Module FI Description Actual cost will be transferred from project to AuC Remarks Process Diagram: Figure 4. Hence.3 S. This process stops any open purchase requisitions (not released for purchase order) and material reservations. Any unused WBS elements during the project execution are deleted.4 Description of Improvements: .

7 Approaches to Covering of Functional Deficits /Gaps None .32. evaluation of the project cost can be carried out. Settlement transaction has to executed under period end closing activity. 1 2 3 4 5 6 1. Before closing project unused materials are transferred from project stock to unrestricted Plant stock and remaining budget has to be returned to IM program structure.• • Better Periodic monitoring. 1.32. the final settlement has to performed and all costs collected during the project life-cycle to be capitalized.NO. On settlement only the costs collected at network level can be sent to a cost center or higher level WBS element Process Controls: Control process AUC will be created upon releasing the project.6 Description of Functional Deficits /Gaps: None 1.5 S. Once project is completed project status has to be changed to ‘closed’ Settlement of project and project closure can be done by authorized users. Before closing project.32.

If it is difficult to access the system to create structure while travelling. The software is not directly part of the SAP R/3 System and has to be installed separately.33. It gives the freedom and flexibility to access individual parts of the Project System from external system and carry out important business transactions.1 1) DGPC/DHI currently uses MS Projects to manage the project. it is required to integrate SAP PS with MS Projects. choose Download or Upload to interface with SAP R/3 PS. 3) Following are the Pre-requisites for integrating MS Projects with SAP PS: • • • • Microsoft Windows® ME. SAP ECC6 and above SAP ECC6 and above.2 Process: 1) Open PS for Microsoft Project (OpenPS4MSP) which is an add-on program that allows exchange of data between SAP Project (PS) and Microsoft Project. The screen captured of the same is shown below in figures 1-3. To import or export project plan. 2) Data can be transferred from Microsoft Project to the Project System and from the Project System to Microsoft Project.33. . following interfaces are envisaged: 1. Choose Connect to specify logon data and connect to SAP R/3 PS. or mySAP ERP 4) The Open Project System is an addition to the Project System.33 Open PS: Purpose: 1. or Windows® XP Microsoft Project 2000 and above (Standard or Professional) Local installation of a SAP GUI standard installation. If connected. MS project can be used to create the structure and can be transferred to the Project System. 2) Data exchange between two software should be two way and both reading and writing should be possible. 5) If Open PS was installed successfully Microsoft Project appears with a new Open PS tool bar. 1.INTERFACES For PS Module implementations. Windows® 2000.

2: SAP Open PS Settings . such as specifying the language of the Open PS4MSP interface and defining link types.Figure 5. One can carry out the following settings: 1) 2) 3) 4) 5) 6) Defining Time Units Defining Link Types Defining Control Keys Setting up Object Types Factory Calendar Map user fields Figure 5. choose Settings. To access the SAP Open PS Settings dialog box.1: Microsoft Project 6) The SAP Open PS Settings dialog box allows making various settings (Figure X) for OpenPS4MSP.

• • Pipeline Software Impress .34 Primavera: SAP PS can communicate effectively with other External Project Software (EPS). 9) One can restrict the upload of tasks from Microsoft Project to PS. work breakdown structures and networks whereas Micro soft project can have only one structure and does not recognize work break down structure as independent objects. it is necessary to map project objects from one program to the other.2 Solution: Following external third party software is available in the market to exchange data between Primavera and SAP PS. 1. The project system can have two structures for planning projects.1 Purpose: DGPC monitors the High End Projects through Primavera. 1. This enables to do detailed (lower-level) planning in Microsoft Project and also make higher-level data available in PS. then the task is not uploaded to PS. 8) The Role SAP_PS_EPS needs to be added to the user to enable upload of projects. Use the Retain in PS field to do this.34. Owing to this difference. 1. Before carrying out the upload. Summary Tasks are used in Microsoft Project to give projects a hierarchical structure but there are no networks. set the Retain in PS field to yes for those tasks that are to be uploaded to PS. Figure 5. If this field is set to No for a particular task.34.3: Open PS Dialog Box 10) Microsoft Project and the Project System do not contain the same objects.7) The direction in which one transfers a project that exists in both Microsoft Project and the Project System determines whether a new project is created or whether an existing project is updated.

functions.Plan/Actual/Commitment/Rem.• • LaborLogix Primavera Inspire STANDARD INFORMATION SYSTEM The Project Information System is flexible and comprehensive that can be used to monitor and control the project data of individual projects. and views of current data. For example.Display Commitment items – Line item .Actual/Plan/Variance Absolute/Variance % S_ALR_87013544 . or multiple projects.Display Actual Cost Line Item CJI5. Report evaluation includes a wide range of functions. revenues. version data. and archive data for:  Structures  Controlling  Resources  Material Depending on the objects. one can branch off to other reports for more detailed information. partial projects. The Project System includes the following information systems in order to fulfill these requirements:  Dates/deadlines: Structure Information System  Capacities: Resource Information System  Budget. summarizations. send reports via Mail. Plan/Assigned CJI3 . The Project Information System is designed to meet the needs of both project management and ordinary project personnel. payments: Controlling Information System Cost Reports: S_ALR_87013542 . The standard also includes reports offering different degrees of detail. procedures and scenarios used. or print them.Actual/Commt/Total/Plan in CO Area Currency S_ALR_87013543 .Actual/Plan Comparison: Periods S_ALR_87013537 . The central function of the Project Information System is to evaluate and represent this data to various levels of detail. a wide range of data is generated while the project is being executed. The system includes overview reports and reports offering various degrees of detail.Commitment Detail S_ALR_87013533 . costs.

Lists the Purchase Orders CN52N – Material Component Overview MBBS .Project Definitions CN43/CN43N .Budget updates Structure Overview Reports: CN41/CN41N .Project Oriented Procurement CATS_DA – Working time Confirmation Reports: CN48N .Claim Hierarchy Milestone Trend Analysis: .Valuated Project stock MMBE .Stock Overview MB25 .WBS Elements CN46/CN46N – Networks CN47/CN47N – Activities Material/Service Reports: ME5J – Lists the Purchase requisitions ME2J .Display Actual Cost Line Item Claim Report: CLM10 – Claim Overview CLM11.Budget/Actual/Variance S_ALR_87013558 .Confirmations Overview CJI3 .Service PO overview CNMM .Budget Reports: S_ALR_87013557 .Budget/Actual/Commitment/Rem Plan/Assigned S_ALR_87013559 .List of Reservations ME2S .Structure Overview CN42/CN42N .Budget/Distributed/Plan/Distributed S_ALR_87013560 .

Asset Explorer .CNMT – Milestone Trend Analysis Period-End Processing Reports: S_ALR_87011963 – Asset Balance by asset number S_ALR_87011964 – Asset balance by Asset class AW01N .

DHI ED. Analyst.: 1 2 3 4 5 6 7 8 9 Project type description Joint venture Own undertaking Grant Domestic JV FDI project DHI owned Project PPP (Public Private Partnership) DPP (DHI Private Partnership) Others DHI Responsible person: S No 1 2 3 4 5 6 7 8 9 10 11 12 Resp. FID Sr. Analyst. Person Number 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Name of the Person Karma Yonten Damber S.35 Annexure 1 – Key Data Structure Claim Notification Type: S No 1 2 Claim Notification type D1 D2 Description DGPC Deviation claim DHI Deviation claim Internal Number range From 100000000 To 199999999 From 200000000 To 299999999 Project Type: No. Analyst. Analyst. Analyst. FID Sr. CPD Sr. CPD Legal Counsel and CS Asst. FID Asst. Analyst. FID . Analyst. Analyst.DHI PD. Kharka Kinga Tshering Thuji Yonten Passang Dorji Kinzang Tobgay Sonam Rinchen Om Bhandari Sonam Lhundrup Jigme Thinley Choni Ome Phuntsho Namgay Area CEO. FID Sr.ANNEXURES 1. FID Asst. Education City Sr.

Analyst.8. 020-POC. CPD Asst.anlys 1.37 Annexure 3 – Consolidate FRICE Objects 2_BP_PS_Gaps_0. xlsx 1.38 Annexure 4 – Business Processes Hydropower project.xls 1. res.POC.of complete. Analyst Key Data: 1) Progress version 100 2) Statistical key figures: 010 . Analyst. CPD Asst.36 Annexure 2 – Business Process Master List 2_BPML_PS_0. CPD Asst.doc Infrastructure.13 14 15 16 2012 2013 2014 2015 Deki Phuntsho Jigme Tshering Singye Lhamu Ugyen Wangdi Asst. aggregated.8.docx . 030-Percent. non-aggregated. Analyst.

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