Integrating Primavera and SAP at the Inland Empire Utilities Agency

Stacey D. Scott and John R. Knoke, P.E.

Integrating Primavera and SAP at the Inland Empire Utilities Agency
• • • • • • • • Introduction Background Initial State Business Blueprint Desired State Realization Results Questions?

2 Integrating Primavera and SAP at the Inland Empire Utilities Agency

Introduction
• Stacey D. Scott, MBA, BA – 10 years experience with financial data and information management, in banking, manufacturing, and academia – Six Sigma Black Belt • John R. Knoke, PE, MBA, BSIE – 35+ years experience in construction and project management, project controls, and project information systems development – Primavera systems user, implementer, and integrator since 1984

3 Integrating Primavera and SAP at the Inland Empire Utilities Agency

Introduction

4 Integrating Primavera and SAP at the Inland Empire Utilities Agency

Introduction
The Agency’s mission is to supply imported drinking water and recycled water; collect, treat and dispose of wastewater; and provide other utilityrelated (renewable electrical energy compost) services to the communities it serves. The Agency strives to provide these services in a regionally planned, managed, and cost effective manner. Key Agency priorities include protecting the public health and environment, maximizing the recycling of water and organic compost in the service area, protecting the Chino Groundwater Basin, and maintaining high customer satisfaction.

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Background
• • • • • 300+ employees ~$120 million annual CIP budget 750,000 Service Population, expected to reach to 1,500,000 in ten years ~200 projects in CIP master schedule Primavera Schedule implemented in January 2005
– ~3,000 activities – Cost and resource-loaded – Bi-weekly updates, directly by project managers – Semi-automated integration of actual costs and actual hours from Agency accounting system, implemented in July 2005

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Background

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Background
• • • 2-Level WBS – consistent with project phasing and Agency accounting system Project schedules developed from a standard 20+ activity template Resources divided into two categories
– Labor: Hours and related cost - Agency staff only – Non-Labor: Cost only - Consultants, Contractors, Materials, Other

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Initial State
Annual Budget Development

Actual Hours and Costs from Accounting Progress and Variance Reports

Project Managers Update Budgets and Schedules

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Initial State
• • New projects are developed during the Annual CIP Budgeting process and added to Primavera Actual hours and costs from the Agency’s accounting system are imported into Primavera bi-weekly, using a semi-automated process. Costs represented in the accounting system cannot be unambiguously attributed to specific project activities at the level of detail required by project managers. Project managers update project budgets and schedules bi-weekly Schedules, remaining costs, and costs to complete are calculated by Primavera Progress and variance reports are provided to project managers and Agency management

• • •

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Business Blueprint
• • Agency Wide System Management Project (AWESOME) implementation process began in the Fall of 2006 SAP Implementation divided into two Phases – Phase I – Planned completion July 2007 – Phase II – Planned completion December 2007

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Business Blueprint
Blueprint Design Process Identify current “As-Is” environment (Leads, SMEs, Consultants) Confirm and describe requirements (Leads, SMEs, Process Owners, Consultants) Develop and critique “To-Be” environment (Leads, SMEs, Process Owners, Consultants) Confirm design (Leads, SMEs, Process Owners, Consultants) Finalize and sign off on blueprint (Steering Committee) Blueprint Objective User driven requirements and design Agency optimization, recognizing needs of individual functions Design “90%” complete

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Business Blueprint
Phase I – AWESOME Project Scope – July 2007
• • • • • • • • • • • General Ledger ==== Budget Control ==== Cash Management Billing/Accounts Receivable Grant Management Purchasing & Contract Management Inventory Project Systems ==== Accounts Payable Plant Maintenance Management Asset Accounting Primavera interface (export and import) Primavera interface (import) Primavera interface (import)

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Business Blueprint
Phase II – AWESOME Project Scope – December 2007
Budget Preparation ==== Payroll ==== Primavera interface (TBD)

Primavera interface (import)

Personnel Administration Benefits Administration Business Warehouse

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Desired State
1. Create Work Breakdown Structure in Primavera to represent hierarchy of work required to complete project
Level of detail can be increased during project

2.

Identify Project Budget [estimated cost based on resource allocation] and master data in Primavera
Overall project budget (estimate at completion) and corresponding allocation to WBS elements

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Desired State
As project details become known… the WBS is utilized to support the project processes

Project Lifecycle
Budget Prep Project Development Design Bid & Award Construction

Create initial WBS

Purchase Requisitions Purchase Orders Possible Grant Opportunities Capture Fixed Assets

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Desired State 3. Synchronize Engineering & Financial
Systems Primavera to SAP
Project WBS and estimate at completion

Project Structure (WBS) Estimate at Completion

SAP to Primavera (system enabled)
Actual costs, encumbrances, earmarks, and budget amendments
Actual Costs Encumbrances Earmarks Budget Amendments
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Realization
• The Agency elected to develop procedures for transferring data between Primavera and SAP internally . . .
– Data extracted from Primavera via queries on the physical database – Data imported into Primavera via SQL Server procedures against the SDK

• •

Data is exchanged between the applications via field-delimited text files Three basic interface processes . . .
1. Project WBS/Task structure and dates from Primavera to SAP 2. Project Budgets from SAP to Primavera user-defined-field (for variance analysis) 3. Project actual hours and costs from SAP to Primavera TASK table

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Realization – Development Issues
• Limitations in SAP WBS structures and accounting codes required changes to Primavera project schedule coding for project numbers; WBS and task codes; and project codes. Loss of some flexibility in Primavera –
– Activity codes fixed to ensure one-to-one match with SAP cost accounts – Required one-to-one match for project-level data complicates copying schedules, what-if analysis, etc.

To simplify accommodation of historical costs, some coding restrictions of the legacy accounting system were retained in the new integrated system, potentially limiting future growth. Efforts to enhance and simplify the project schedule model lead to challenges in mapping historical costs; however, corresponding ambiguities for future costs are minimized. These changes necessitated redevelopment of most standard reports.

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Results
• SAP-Primavera integration ensures the synchronization of capital project structures, budgets, and actual costs between various Agency departments.
– Uploading initial (and occasionally modified) project structures from Primavera to SAP ensures that the project scope, as contemplated by the project manager, is accurately represented in the financial system. – By enforcing the allocation of costs to the same structure, both accounting and the project manager may be assured of controlled and unambiguous correlation between work performed and value received. – Utilizing the same allocation of costs should significantly reduce the time required for actual hours and related costs to be represented in Primavera, increasing users’ confidence in the information’s timeliness and value.

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Questions?

Contacts – Stacey Scott, sscott@ieua.org – John Knoke, jknoke@pmaconsultants.com

21 Integrating Primavera and SAP at the Inland Empire Utilities Agency

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