S49010_EN_Col26

S49010
Exploring Investment Projects in

SAP S/4HANA
.
.
PARTICIPANT HANDBOOK
INSTRUCTOR-LED TRAINING
.
Course Version: 26
Course Duration: 2 Day(s)
Material Number: 50166457
SAP Copyrights, Trademarks and
Disclaimers
© 2024 SAP SE or an SAP affiliate company. All rights reserved.
No part of this publication may be reproduced or transmitted in any form or for any
purpose without the express permission of SAP SE or an SAP affiliate company.
SAP and other SAP products and services mentioned herein as well as their
respective logos are trademarks or registered trademarks of SAP SE (or an SAP
affiliate company) in Germany and other countries. Please see https://
www.sap.com/corporate/en/legal/copyright.html for additional trademark
information and notices.
Some software products marketed by SAP SE and its distributors contain proprietary
software components of other software vendors.
National product specifications may vary.
These materials may have been machine translated and may contain grammatical
errors or inaccuracies.
These materials are provided by SAP SE or an SAP affiliate company for
informational purposes only, without representation or warranty of any kind, and SAP
SE or its affiliated companies shall not be liable for errors or omissions with respect
to the materials. The only warranties for SAP SE or SAP affiliate company products
and services are those that are set forth in the express warranty statements
accompanying such products and services, if any. Nothing herein should be
construed as constituting an additional warranty.
In particular, SAP SE or its affiliated companies have no obligation to pursue any
course of business outlined in this document or any related presentation, or to
develop or release any functionality mentioned therein. This document, or any related
presentation, and SAP SE’s or its affiliated companies’ strategy and possible future
developments, products, and/or platform directions and functionality are all subject
to change and may be changed by SAP SE or its affiliated companies at any time for
any reason without notice. The information in this document is not a commitment,
promise, or legal obligation to deliver any material, code, or functionality. All forward-
looking statements are subject to various risks and uncertainties that could cause
actual results to differ materially from expectations. Readers are cautioned not to
place undue reliance on these forward-looking statements, which speak only as of
their dates, and they should not be relied upon in making purchasing decisions.
Typographic Conventions
American English is the standard used in this handbook.

The following typographic conventions are also used.
This information is displayed in the instructor’s presentation
Demonstration
Procedure
Warning or Caution
Hint
Related or Additional Information
Facilitated Discussion
User interface control Example text
Window title Example text
© Copyright. All rights reserved. iii

iv © Copyright. All rights reserved.
Contents
vii Course Overview
1 Unit 1: Evaluating Different Tasks in Investment Projects
3 Lesson: Planning and Execution of Investment Projects at the

Hybrid Machinery Company
7 Lesson: Describing Typical Activities in Investment Projects
15 Unit 2: Introducing SAP S/4HANA
17 Lesson: Introducing SAP S/4HANA

25 Lesson: Understanding the SAP Fiori UX
33 Lesson: Working with the SAP GUI
37 Lesson: Understanding SAP Business Client
45 Unit 3: Managing Projects with SAP S/4HANA Project System
47 Lesson: Describing Project Management with SAP S/4HANA

Project System
55 Unit 4: Working with Project Structures
57 Lesson: Outlining a Work Breakdown Structure (WBS)

61 Lesson: Creating a Work Breakdown Structure (WBS)
67 Lesson: Applying Documents, Milestones, and Mass Change
75 Unit 5: Reporting
77 Lesson: Analyzing Projects with the Structure Information System

83 Lesson: Analyzing Projects with Financial Reports
89 Lesson: Reporting in SAP S/4HANA
101 Unit 6: Working with Project Plans
103 Lesson: Planning Dates for WBS Elements

107 Lesson: Checking the project schedule
109 Lesson: Planning Costs for WBS
117 Unit 7: Setting Up Project Budgets
119 Lesson: Budgeting Projects

125 Lesson: Integrating Investment Management with SAP S/4HANA
Project Systems
© Copyright. All rights reserved. v

131 Unit 8: Explaining Project Execution
133 Lesson: Posting Documents to WBS Elements

139 Lesson: Carrying Out the Purchasing Process for Investment
Projects
145 Unit 9: Executing Period-End Closing
147 Lesson: Executing Period-End Closing Procedures
vi © Copyright. All rights reserved.

Course Overview
TARGET AUDIENCE
This course is intended for the following audiences:
● Project Manager
● Application Consultant
● Super / Key / Power User
© Copyright. All rights reserved. vii

viii © Copyright. All rights reserved.
UNIT 1 Evaluating Different Tasks in
Investment Projects
Lesson 1
Planning and Execution of Investment Projects at the Hybrid Machinery Company 3
Lesson 2
Describing Typical Activities in Investment Projects 7
UNIT OBJECTIVES
● Get to know the Hybrid Machinery company and some of its employees
● Evaluate the steps for the planning and execution of investment projects at Hybrid
Machinery
© Copyright. All rights reserved. 1

Unit 1: Evaluating Different Tasks in Investment Projects
2 © Copyright. All rights reserved.

Unit 1
Lesson 1
Planning and Execution of Investment Projects
at the Hybrid Machinery Company
LESSON OBJECTIVES
After completing this lesson, you will be able to:
Investment Projects at the Hybrid Machinery Company

Introduction
This course starts with a scenario that is repeatedly used throughout its units. You first get to
know some of the key employees of a company called Hybrid Machinery. In this course, we
focus on the planning and execution of investment projects in SAP Project System (PS) at
Hybrid Machinery, and their integration to Financials, Controlling, Procurement, and Asset
Accounting.
Recently, Hybrid Machinery successfully implemented SAP S/4HANA for all of its lines of
business. Hybrid Machinery is now running all its investment projects using SAP S/4HANA
Enterprise Portfolio and Project Management (EPPM).
Next, let's get to know James, Linda, and Thomas, who all work at Hybrid Machinery.
Note:
Let's meet some of the employees of Hybrid Machinery, starting with James:

Figure 1: James
James works as a project planner at Hybrid Machinery. He is responsible for the planning,
execution, and supervision of projects. He supports Linda from Controlling in planning and
supervising cost and investment projects.
Figure 2: Linda
Linda, as a project controller, is responsible for investment projects and their integration with
other areas of the business, such as Financial Accounting and Asset Accounting. Linda's main
focus points in investment projects usually are the budget and the costs of a project. The
activated values in Asset Accounting, as well as the depcreciations, are also of interest to her.

Lesson: Planning and Execution of Investment Projects at the Hybrid Machinery Company
Figure 3: Thomas
James and Linda are discussing the handling of investment projects with Thomas, who is the
IT manager of Hybrid Machinery. They both already have experience with implementing and
working with projects in SAP S/4HANA.
Note:
In the next lesson of this unit, you can follow a conversation between Thomas,
James, and Linda regarding investment projects at Hybrid Machinery.
LESSON SUMMARY
You should now be able to:


Unit 1
Lesson 2
Describing Typical Activities in Investment
Projects
LESSON OBJECTIVES
Machinery
Investment Projects at Hybrid Machinery

The Dialogue
Here, you can follow the dialogue that Thomas, James, and Linda have on the question of how
to process Hybrid Machinery's investment projects in SAP S/4HANA.
Thomas starts:
"Welcome James and Linda. I've invited you to this meeting to discuss our options and the
process for handling our investment projects in the future. As you all know, we've recently
successfully implemented SAP S/4HANA, and already started carrying out investment
projects. And now that we've successfully implemented SAP S/4HANA EPPM Project
System, I want to discuss with you the detailed steps that are required when carrying out
investment projects."
James answers:
"Certainly. Then I will start. A project usually starts off with me creating the project plan and
the project structure. I often also take care of the project team. Linda, please feel free to
interrupt me, if you want to add something."
"At Hybrid Machinery, we do not only build and sell forklifts to our customers. We also have
internal projects, such as our SAP S/4HANA implementation. Other examples are the
extension of an existing software implementation, or cost assignments to control the budget
of different areas. These projects are usually not as complicated as the logistics projects.
They are often handled by controllers such as Linda, and a project planner such as myself."
Linda says:
"My main responsibility here, is the supervision of budgets and costs for these investment
projects. For the investment and costing projects, I usually do the cost planning or calculation,
and the budgeting. I take care of the period-end closing as well."
Thomas continues:
"Great. Thank you both for this summary. We are planning to enhance and extend our existing
Production Planning application, by adding more features. I would like to see this project
implemented in the new SAP S/4HANA Project System environment."
Linda answers:

"Sounds good. I will get to work on it with James immediately after this meeting. If we
enhance the existing features of the product, I assume this increases the expected
commercial value of the software. We will have to create assets under construction, and
eventually assets in Asset Accounting. We can't focus only on costing and budgeting."
James answers:
"Yes. That is true. And as we had similar projects in the past, we already have created
templates we could fully or partially use to copy the project structure. We already have a
template for investment projects that we used in the past, I assume this one will fit here as
well."
Thomas says:
"That sounds great! Would you walk me then through the main project activities?"
James answers:
"Sure. I will first create the project with the help of a template, finish the project structure, and
define responsibilities and work packages using the Work Breakdown Structure (WBS). Then I
will schedule the project phase according to our requirements.
After this, Linda can start with the cost planning."
Linda adds:
"Yes. When James has created the project structure I start the planning of costs for the
investment project. For these types of projects we already know the central parameters that
affect the costs, therefore we will use a planning template for cost planning as well in the form
of Easy Cost Planning. Using Easy Cost Planning has the additional advantage that I can
distribute the costs between the dates of the corresponding project phase.
After planning and evaluating the costs, we meet with the steering committee to decide on the
project budget. The project could be part of a bigger project package whose projects share a
common budget pool. Another option is to budget each project separately. In any case we will
carry out budgeting and will then use an active availability control to make sure the budget will
not be exceeded during the realization phase.
When the project is approved and the project work can start, we will release the investment
project or a certain investment project phase represented by a Work Breakdown Structure
element. Then the actual project work can start."
James continues:
"The setup of the project team and resource management is currently carried out outside of
SAP S/4HANA. However, actual data will be recorded to the project structure. The assigned
colleagues will record their project-related work to a WBS element using activity allocations
booked directly to the WBS elements or by using the Execution Service in SAP Easy Cost
Planning.
Sometimes we might also need external services from our suppliers, software licenses, or
other materials. For these objects, we can create purchase requisitions directly from the
Execution Services. For services, procured software and procured materials, purchase
requisitions and purchase orders are created and processed. These generate commitments
on the WBS elements.
At the end of the realization process, when the work is recorded or the goods receipt or
invoice receipt from our suppliers is posted, actual costs are posted to the WBS elements."
Thomas replies:
"I see. And then we have the period-end closing as usual where Linda is always very busy.
Right, Linda?

Lesson: Describing Typical Activities in Investment Projects
Linda nods:
"Indeed. Period-end closing and of course year-end closing are the most stressful and active
times for us controllers. I will check together with Thomas that all project-related costs of the
period to be closed are booked to the project. This also includes the booking of actual
overhead costs. Then I will check which of these costs will be activated later in Asset
Accounting. These costs will then be booked to an asset-under construction during the
project settlement run. When the project phase is completely finished, we might also create
assets and later book depreciations. Costs that are later not activated on the asset, will need
to be settled to a cost center or another object.
And this step concludes the investment project processing part.
Thomas replies:
"Thanks a lot Linda and James for giving me the process details. Then let's start planning our
new implementation investment project."
To summarize the preceding conversation:
The planning and execution of an investment project at Hybrid Machinery consists of the
following steps and responsibilities:
● The project planner creates the project plan and the project structure, possibly with the
help of a template. Responsibilities and work packages are defined, using the work
breakdown structure (WBS).
● The project planner then also often takes care of setting up the project team.
● The project controller takes care of the cost planning and calculation. A planing template
for cost planning in the form of Easy Cost Planning can be used.
● The project controller (together with the steering committee) then takes care of the
budgeting for the investment project. An active availability control is then used during the
realization phase of the project to ensure the budget is not exceeded.
● After approval (and when it's time to start the work), the investment project is released.
● People working on the project will record their project-related work in the system using
activity allocations. External services and materials can also be procured for the
investment project.
● The project controller also takes care of the period-end closing activities for the
investment project, like overhead calculation.
● Assets and assets under construction are also created in Asset Accounting, and
depreciations can be posted.
LESSON SUMMARY
Machinery


Unit 1
Learning Assessment
1. Which of the following activities are usually NOT part of the planning and execution of
investment projects?
Choose the correct answers.
X A Cost planning
X B Revenue planning
X C Budgeting
X D Order creation
2. What does a typical process flow look like for an investment project?
Choose the correct answer.
X A Project release → Cost planning → Budgeting
X B Cost planning → Budgeting → Project release
X C Budgeting → Cost planning → Project release
X D Cost planning → Project release → Budgeting
3. When a project starts off, what two things are usually created first?
X A Budget distribution
X B Project structure
X C Cost plan
X D Project plan

Unit 1: Learning Assessment
4. What task is usually NOT part of the work of a project controller?

X A Project cost planning
X B Budgeting
X C Project release
X D Period-end closing activities for projects

Unit 1
Learning Assessment - Answers
1. Which of the following activities are usually NOT part of the planning and execution of
investment projects?
X A Cost planning
X B Revenue planning
X C Budgeting
X D Order creation
Correct. Revenue planning and order creation are usually not part of activities related to
investment projects.
2. What does a typical process flow look like for an investment project?
X A Project release → Cost planning → Budgeting
X B Cost planning → Budgeting → Project release
X C Budgeting → Cost planning → Project release
X D Cost planning → Project release → Budgeting
Correct.
3. When a project starts off, what two things are usually created first?
X A Budget distribution
X B Project structure
X C Cost plan
X D Project plan
Correct. The project plan and the project structure are usually created first.

Unit 1: Learning Assessment - Answers
4. What task is usually NOT part of the work of a project controller?

X A Project cost planning
X B Budgeting
X C Project release
X D Period-end closing activities for projects
Correct. Project release is usually not a task that is part of the work of a project controller.

UNIT 2 Introducing SAP S/4HANA
Lesson 1
Introducing SAP S/4HANA 17
Lesson 2
Understanding the SAP Fiori UX 25
Lesson 3
Working with the SAP GUI 33
Lesson 4
Understanding SAP Business Client 37
UNIT OBJECTIVES
● Explain the benefits of SAP S/4HANA

● Work with SAP Fiori apps
● Describe the SAP GUI that is also available in SAP S/4HANA
● Describe SAP Business Client

Unit 2: Introducing SAP S/4HANA

Unit 2
Lesson 1
Introducing SAP S/4HANA
LESSON OVERVIEW
This lesson introduces you to the new SAP solution SAP S/4HANA and how it affects your
business processes and system environments.
LESSON OBJECTIVES
Introduction to SAP S/4HANA

Introduction
Figure 4: James
Hybrid Machinery is using SAP S/4HANA. Before implementing the solution, James was also
involved in checking the general features and benefits of this solution. In the following lesson,
you get an overview about SAP S/4HANA and SAP EPPM Project System (PS) within it.
SAP S/4HANA is the central software product SAP Offers to deliver the concept of the
intelligent Enterprise to its customers. The details and advantages are covered in the
following sections.

SAP's Strategy: Delivering the Intelligent Enterprise
Figure 5: Delivering the Intelligent Enterprise
In the area of Business Collaboration, business networks are supported across all business
processes, in combination with an industry cloud solution. All aspects of the value network
are interconnected in real time to drive business outcomes. The SAP Business Technology
Platform (BTP) forms the foundation of these solutions and brings business processes and
analytical capabilities together in real time. This enables a smarter, faster, and simpler
enterprise, connecting every aspect of internal operations.
SAP's industry cloud enables customers to discover and deploy vertical solutions from SAP
and partners. It provides industry best practices and extends a customer's current business
processes.
SAP's solutions for sustainability can help customers understand and manage their impact on
people and the environment.

Lesson: Introducing SAP S/4HANA
SAP S/4HANA Enterprise Management Lines of Business
Figure 6: SAP S/4HANA Lines of Business
SAP offers an integrated suite of applications that support the various end-to-end business
processes a customer has. The suite helps manage every part of an organization: employees,
customers, products, spend, Finance, and IT. With Embedded Analytics in SAP S/4HANA,
SAP provides a 360-degree view of the business of a customer.
At the center of the SAP S/4HANA Suite is SAP S/4HANA Enterprise Management. SAP S/
4HANA Enterprise Management is available on-premise and in the cloud, with different
licensing and subscription models. SAP Project System (PS) is also part of this solution and it
is assigned to the Research & Development (R&D) / Engineering line of business.
SAP S/4HANA and the Way a Business Is Run
Figure 7: SAP Fiori to Support a Business

SAP S/4HANA uses SAP Fiori to provide a consistent and uniform user experience across all
SAP software. By creating visually pleasing designs with a strong focus on ease-of-use, the
experience is intuitive and simple across all devices.
Based on SAPUI5 technology, SAP Fiori focuses strongly on users and the way they work. It
allows users to concentrate on core tasks while still tracking activities in other areas.
Improvements to the existing SAP Fiori launchpad allow the user a higher degree of flexibility
and guidance, supported by Machine Learning and Artificial Intelligence.
These improvements include enhanced discovery and navigation features, access to action-
oriented personal notifications, improved collaboration, and more.
Figure 8: SAP S/4HANA Machine Learning Apps
Machine Learning makes SAP S/4HANA more intelligent. The machine learning applications
provide real-time insights and business context while simultaneously freeing resources from
repetitive tasks.
Some examples:
● SAP Cash Application software learns matching criteria from a company’s historical
financial clearing data to automatically pair invoices with incoming payments. This creates
more efficient shared-services centers and allows Finance professionals to be deployed to
more strategic activities.
● The SAP Fiori apps for contract consumption predict contract expiration or goods
consumption ahead of time. This enables more effective supplier negotiations and
relationships. Customers can now forecast contract consumption directly within the
application and update the model using their own data, retraining with a single action.
● Predictive Analytics for Stock in Transit:
The world is moving faster every day; this means that companies must be even more agile
when sending and receiving goods, and managing delays, shortages, or other problems.
SAP Predictive Analytics for Stock in Transit allows users to take action and manage
delays by applying machine learning to get more accurate results.

SAP S/4HANA Enterprise Management has been designed by SAP by simplifying the SAP
ERP solution, and reintegrating and simplifying specific parts of the SAP Business Suite
solutions like SAP Customer Relationship Management (CRM), and SAP Supply Chain
Management (SCM). SAP S/4HANA Enterprise Management is available both on premise and
in the cloud (public and private cloud), with different licensing and subscription models.
More solutions can be integrated. These solutions can be cloud-based, like SAP
SuccessFactors, or on-premise based, depending on specific needs.
SAP S/4HANA: Deployment Options

SAP S/4HANA is available in both a cloud environment and on-premise.
There are multiple cloud deployment options, with some differences between them:
SAP S/4HANA Cloud Edi SAP S/4HANA Cloud Pri SAP S/4HANA Cloud Pub
tion vate Edition lic Edition
Customizing: Yes (full configuration availa- Only self-service configura-

ble) tion apps (SSCUIs)
Extension capabilities: Yes Only self-service apps, in-app
and side-by-side extensibility
Modifications: Yes Limited
Business processes: Full scope (Best Practices + Best Practices
complete configuration)
Code line: Same as on-premise Own code line
On-premise and SAP S/4HANA Cloud Private Edition deployments offer a larger scope of
business functions, when compared to SAP S/4HANA Cloud Public Edition. They also offer a
broader spectrum of configuration possibilities. On-premise customers can also decide
exactly when they would like to update/upgrade their SAP S/4HANA system. However, new
functions and innovations are delivered only once per year. Major releases even only once per
two years. SAP S/4HANA Cloud Public Edition offers innovations semiannually.
An on-premise deployment means that the entire application and infrastructure is owned by
the customer. Such a system can also be moved into a cloud-based environment if necessary.
Management and execution of the implementation of such a system can be arranged through
SAP, a partner, or by the customer themselves.
SAP S/4HANA Cloud Private Edition: a private cloud deployment means that a customer
does not share the applications and platform with other customers, but has their own private
SAP S/4HANA application and platform. This is technically similar to an on-premise edition of
SAP S/4HANA, but it is running in the cloud and completely managed by SAP or one of its
hosting partners. Deeper customizations are possible and the customer can decide exactly
when updates are applied. Upgrades are available semiannually.
SAP S/4HANA Cloud Public Edition: when using this deployment option, a customer shares
their applications and platform with other customers. Each customer's data is strictly
isolated, and each customer has their own technical container. Customers do not affect each
other, in terms of the performance of the system.
Some other related terminology and offerings:
GROW with SAP: this is a complete offering of solutions, adoption acceleration services,
community, and learning so that any size company can successfully adopt cloud ERP. This is

suitable for new SAP customers, or existing customers that want to move specific parts of
their business into SAP S/4HANA Cloud.
RISE with SAP: a complete offering of cloud solutions, infrastructure, and services that helps
migrate an existing SAP ERP into the cloud and that empowers a customer to thrive in the
cloud.
Note:
This course is valid for SAP S/4HANA Cloud Private Edition and also for the on-
premise deployment option of SAP S/4HANA. Most of the Project System (PS)
functions are also available in SAP S/4HANA Cloud Public Edition, but this is not
covered in this course.
SAP S/4HANA: Value Proposition

Business value proposition:
From a business value perspective, SAP S/4HANA creates unique opportunities to reinvent
business models and drive new revenues in the following ways:
● Enterprises can easily connect to people, devices, and business networks to deliver new
value to their customers. As a result, technologies and solution like Internet of Things, Big
Data, and Artificial Intelligence become accessible to any business.
● Enterprises can dramatically simplify their processes and change them as required to gain
more efficiency. They can use the power of business AI (Artificial Intelligence).
Business users can get access to any needed data, from anywhere, in real time. This
includes planning, execution, prediction, and simulation data. All decisions can be made
instantly with the highest level of granularity for faster business impact.
IT value proposition:
From an IT value perspective, SAP S/4HANA creates unique opportunities to simplify the
landscape and reduce total cost of ownership (TCO) in the following ways:
● Enterprises can significantly reduce their data footprint and work with larger data sets in
one system.
● The user experience of SAP S/4HANA is based on SAP Fiori, offering integrated and
modern usability on any device.
● The architecture of SAP S/4HANA is nondisruptive. This means that SAP Business Suite
on-premise customers can easily upgrade, or fully migrate to the cloud. A hybrid
deployment can also be set up.

Characteristics of SAP S/4HANA

Characteristics of SAP S/4HANA
Figure 9: Characteristics of SAP S/4HANA
With SAP S/4HANA Enterprise Management, core ERP processes remain stable:
● Reporting and analysis:
Data is stored in its finest granularity. Data is semantically integrated and easy to consume
(no redundancies or aggregates). There is no latency when analyzing the data.
● Scalable infrastructure:
Trends include cloud, system consolidation for an on-premise landscape, SAP S/4HANA-
specific services (for example, localization), support for multiple devices. These trends are
supported by scale-out possibilities and the reduction of the memory footprint of the
system.
● User experience:
The SAP Fiori-based user experience supports user productivity. Multiple devices are
supported as well as analytical capabilities of all of these devices.
● Increased throughput:
Elimination of data redundancies and a reduced data footprint. This eliminates a long
waiting time for users and postprocessing of, for example, failed inventory postings.
Advantages in Data Processing

SAP S/4HANA uses a simplified data model when compared to SAP ERP, reducing the need
for indices and aggregation tables, which enables aggregation and analysis on the fly.
SAP S/4HANA has a great performance, especially in mass processing. This performance is
basically the result of processing fewer tables (aggregates) than in an SAP ERP system, and
also no updating of cumulative values anymore.

Financial reporting in SAP S/4HANA is based on the universal journal entry table (ACDOCA),
which combines material and financial data in one table.
The Architecture of Management Accounting in SAP S/4HANA

The accounting architecture in SAP S/4HANA provides a single source of truth for all
accounting components: the Universal Journal. Reconciliation is not required, bringing
significant cost and time savings.
The Universal Journal is a simple but holistic data model, bringing unprecedented insight (in
both speed and content). It combines and harmonizes the best qualities of all accounting
components.
Figure 10: SAP S/4HANA Finance: Simplified Data Model
The described data model of SAP S/4HANA Finance provides the following benefits:
● One line item table with full details for all components. Data is stored only once, so no
reconciliation is needed (by design).
● Fast multidimensional reporting on the Universal Journal is possible without the need to
replicate data to another reporting solution. If another SAP BI solution is in place, a single
extractor is needed.
● Reduced memory footprint through the elimination of data stored redundantly.
● Technical structure enhances the capabilities of the SAP Financials solution: for example
multi-GAAP, or the use of additional currencies.
LESSON SUMMARY

Unit 2
Lesson 2
Understanding the SAP Fiori UX
LESSON OVERVIEW
In this lesson, you will learn about SAP Fiori UX.
LESSON OBJECTIVES
The SAP Fiori User Experience

IT and the use of electronic devices is no longer reserved for a group of experts; it has spread
throughout all roles in an enterprise. But different types of users, might also require different
types of use experiences when working with their devices. This might require different user
interfaces. In SAP S/4HANA, the focus of these user interfaces is no longer on maximum
functionality, but on an optimal user experience, which places the specific requirements of the
type of user at the forefront.
User Types
Figure 11: User Types
Depending on the industry and company involved, various types of users can be identified.
There are many different user types, depending on the structure of the specialized area and
the IT department, and the degree of digitization. However, in almost every company, there
are three basic types:

● Occasional user: This user uses the system only occasionally and needs simple, easy-to-
use applications. Often, single-step transactions are executed.
● Expert user (or key user): This is a fully trained SAP user, who knows the processes and
the available applications in detail. The expert user often uses multiple systems and
different user interfaces.
● Developer (or programmer): This user has detailed process and system knowledge, and
deals with the adaptation and extension of the existing applications. The developer
potentially has to look after several applications, possibly with different user interfaces.
Types of Access
Figure 12: Types of Access
Based on the type of access, applications can be categorized as follows:

● Multistep transactional
● Single-step transactional
● Single-step analytical
When summarizing the different factors, it is clear that a “one size fits all” approach does not
work.

Lesson: Understanding the SAP Fiori UX
Figure 13: Unified UX Direction for All SAP Software
The long-term goal of the SAP User Experience strategy is to offer all business and all analytic
applications running on SAP HANA, with SAP Fiori as the unified UI.
Types of SAP Fiori Apps
Figure 14: Types of SAP Fiori Apps
Transactional SAP Fiori apps need an ABAP (development and runtime) environment, and are
often used for single-step transactions. Analytical apps and so-called Fact Sheets are SAP
HANA-based, and often contain functionality that was not yet available in the SAP ERP
system.
The SAP Fiori Launchpad and Its Architecture

The SAP Fiori architecture consists of the following levels:
● An HTML5 client: the SAP Fiori launchpad
● An ABAP front-end server, with a central UI component and SAP Fiori roles implemented

● An ABAP-based back-end system

● A database (SAP HANA in the case of SAP S/4HANA)
The SAP Fiori launchpad is a role-based, personalized UI client that enables users to access
SAP Fiori apps alongside established UIs. The SAP Fiori launchpad is based on the technology
called SAPUI5, and can be used on multiple devices. It can be deployed on multiple platforms.
The SAP Fiori launchpad comes with predefined content to streamline implementation
processes.
Figure 15: The SAP Fiori Launchpad
The SAP Fiori launchpad can be visually adapted and customized using the tool called UI
Theme Designer. It is designed to provide a simple and intuitive user experience, while
supporting established UI technologies (such as Web Dynpro ABAP and SAP GUI for HTML).
Figure 16: Transactional SAP Fiori Apps: Change WBS Element Status

The preceding figure shows the SAP Fiori transactional application Change WBS Element
Status, which supports the user in maintaining the status values of WBS elements and
network activities. As this is a transactional app, it contains all standard views and
functionality.
Figure 17: Transactions in the SAP Fiori Launchpad: Project Builder
You can also use most SAP GUI transactions that were already existing in previous version of
SAP's ERP solution, in the SAP Fiori launchpad. This can be done together with the SAP
Business Client or through your web browser.
Spaces and Pages

Spaces and Pages in the SAP Fiori Launchpad
Figure 18: Spaces and Pages in SAP FIori
Spaces, pages, and sections represent the way the SAP Fiori Launchpad is structured. The
setup for this is usually done globally by the administrator. In older versions of SAP S/4HANA,
each user had to decide if they wanted to use spaces and pages or not. If not, groups of SAP
Fiori apps were shown. Spaces are delivered as predefined content, similar to catalogs and
(before) groups of SAP Fiori apps.
SAP provides space and page templates per business role for SAP S/4HANA, making it easy
for customers to structure the layout of the SAP Fiori launchpad for their users. This layout
remains stable, even if a user is assigned to more roles later.

An SAP Fiori space represents an area of work, typically corresponding to one or more
business roles. To further structure a space, you might use one or multiple pages, depending
on the number of assigned apps associated with the users’ business role. The usage of
multiple pages might be the case for business roles, which have many apps assigned. Each
page must then reflect one self-contained work-context.
Note:
An Overview page can be used: this is a page that summarizes the most important
and most used apps across the multiple work-context pages. The page may
contain the most used apps, and/or generic apps, such as My Inbox. To ensure
consistency, position this page as the first page on a multiple-pages space.
Page (and section) titles help identify the tasks that the content relates to. You can structure
each space using pages for various work contexts. A space comes with a predefined set of
apps related to the user’s business role. Tiles are used to visualize the content of a space. The
idea is to show only the most important and most used apps per space that users must
complete their daily tasks.
Note:
Users can easily personalize their pages, by adding or removing tiles, or adding or
removing sections. Users can still access all apps in the app finder, which they
might use to add apps to their pages or to directly launch apps that they rarely
use.
You can optionally use sections to further subdivide the work within a page. Sections can be
used to semantically structure the content of a page. Try to avoid too many apps in one
section, since this might overwhelm the user. A page must be kept as lean as possible. Apps
less used frequently should be displayed as links (instead of tiles).
Figure 19: User-Specific Space Activation

The screenshot shows the user-specific activation flag for the use of spaces. This was
needed/possible in an older version of SAP S/4HANA (/SAP Fiori). This is only needed if the
use of spaces has not been activated centrally by the system administrator.
LESSON SUMMARY


Unit 2
Lesson 3
Working with the SAP GUI
LESSON OVERVIEW
In this lesson, you will learn about the SAP GUI.
LESSON OBJECTIVES
The SAP GUI

The SAP Graphical User Interface (GUI) is a front-end program that can be used to access an
SAP system. Several variants of the SAP GUI are available and are adapted for use in different
environments. The SAP GUI connects the front-end computer to a specific SAP system. To
start the SAP GUI, SAP provides another program: SAP Logon. When the user launches SAP
Logon, a screen displays a list of available SAP systems. This list is derived from a file on the
front-end computer, and is preconfigured and made available to the various users in the
organization.
The SAP Easy Access Menu

When you access an SAP S/4HANA system using the SAP GUI, you end up in the SAP Easy
Access menu. Here, you can select transactions through a menu path or through executing
the transaction code.

Figure 20: The SAP Easy Access Menu
The Project Builder appears in the same way as in SAP ERP (ECC). The design has been
adopted to the available themes for the SAP GUI, but the functionality remains the same.

Lesson: Working with the SAP GUI
Figure 21: SAP Easy Access: the Project Builder
It is up to you which system access you prefer. Most SAP S/4HANA scenarios can be
executed using the SAP Fiori launchpad. As an alternative, you can use SAP Business Client
with standard Web Dynpro or the SAP GUI for HTML transactions. If users don’t want to work
with SAP Fiori or SAP Business Client, they are still able to use the SAP GUI and the classical
SAP transaction codes.

The SAP GUI with the Quartz Theme
Figure 22: The SAP GUI with the Quartz Theme
In the SAP GUI, you make settings so that the appearance is similar to the design the SAP
Fiori apps are using. In this case, you have to choose an SAP Fiori theme, for example the
Quartz Theme. Make sure that the flag Activate SAP Fiori features is activated in the SAP GUI
settings. This theme is also used in this course.
LESSON SUMMARY

Unit 2
Lesson 4
Understanding SAP Business Client
LESSON OVERVIEW
In this lesson, you will learn about SAP Business Client.
LESSON OBJECTIVES
SAP Business Client

SAP Business Client
The standard SAP GUI menu offers a wide range of access points for different objects, such
as projects, networks, or documents. Each individual object has its own search template. It is
not possible to search across all objects. If you want to define your own search, you do this
using the SAP Query tool. SAP Business Client attempts to provide features like this, in an
easier way. It does so by providing a different user interface and serving as an alternative to
SAP GUI.
Figure 23: The SAP Business Client User Interface

With SAP Business Client, SAP provides users with a user interface that they can use
alongside the SAP GUI. It can be used locally, installed on a PC, or web-based.
SAP Business Client can be used for both the SAP GUI and for the SAP Fiori launchpad. Even
for specific Web Dynpro scenarios, such as the ones used in SAP Portfolio and Project
Management.
The user interface of the SAP Business Client offers:
● A central point of access for all users
● An overview of:
- Transactions
- Object searches
- Favorites
- Personal worklists
SAP Business Client consists of the following areas:

● Navigation pane:
This area shows the transactions, based on the assigned role.
● Work area:
In this area, you can use the individual search templates, favorites, or object lists for
individual navigation objects, such as projects, networks, or material components. The
work area also contains the transactions for creating, changing, and displaying these
objects.
Control Center
Figure 24: Control Center

Lesson: Understanding SAP Business Client
After logging on to the system, the first thing you see is the control center. In both the local
and the web-based version of the SAP Business Client, the control center has a navigation
pane containing the role assigned to the user. Each entry contains the individual work areas
for project activities related to logistics or controlling.
Figure 25: Control Center Versus SAP Fiori Launchpad
Alternatively, you can access the SAP Fiori launchpad in the SAP Business Client and start the
HTML5 transactions there. When using the SAP Fiori launchpad in a web browser, the system
always uses the SAP WebGUI to render SAP GUI transactions. Not all transactions are SAP
WebGui-enabled, however. Using the SAP Business Client offers you the advantage that these
transaction work as well inside the SAP Fiori launchpad. The SAP Business Client renders the
SAP GUI transactions directly and does not use SAP WebGUI. You could therefore, for
example, display the Project Planning Board from the Project Builder. When you access your
system through the SAP Fiori launchpad, you are also able to use the SAPUI5 apps besides
the classical SAP GUI transactions.
LESSON SUMMARY


Unit 2
Learning Assessment
1. Which of the following are characteristics of SAP S/4HANA?

X A Faster reporting and analysis.
X B Redundant data storage in SAP Financials.
X C Available on any database.
X D Only a slightly bigger data footprint than SAP ERP.
X E Improved user experience.
X F Increased throughput.
2. The universal journal replaces all financial line item tables, including tables BSEG, COEP,
and also all CO-PA (Controlling-Profitability Analysis) tables.
Determine whether this statement is true or false.
X True
X False
3. The SAP Fiori UX is only available for expert users.

X True
X False
4. The long-term goal of the SAP User Experience strategy is to offer all major business and
analytical applications running on SAP HANA, using SAP Fiori as the unified UI.
X True
X False

5. As a user, you can customize and change spaces according to your own needs.
X True
X False
6. The SAP GUI is still available in SAP S/4HANA as an alternative user interface option.
X True
X False
7. SAP Business Client can only display SAP GUI transactions.

X True
X False

Unit 2
1. Which of the following are characteristics of SAP S/4HANA?

X A Faster reporting and analysis.
X B Redundant data storage in SAP Financials.
X C Available on any database.
X D Only a slightly bigger data footprint than SAP ERP.
X E Improved user experience.
X F Increased throughput.
Correct. Characteristics of SAP S/4HANA are faster reporting and analysis, an improved
user experience, and an increased throughput.
2. The universal journal replaces all financial line item tables, including tables BSEG, COEP,
and also all CO-PA (Controlling-Profitability Analysis) tables.
X True
X False
Correct. The universal journal does not replace all financial line item tables, including
BSEG, COEP, and also all CO-PA (Controlling-Profitability Analysis) tables.
3. The SAP Fiori UX is only available for expert users.

X True
X False
Correct. SAP Fiori UX is especially suitable for occasional users. It allows for an easy use
of the system. Expert users and developers can use the same apps, but they might also
want use other user interfaces like the (traditional) SAP GUI.

4. The long-term goal of the SAP User Experience strategy is to offer all major business and
analytical applications running on SAP HANA, using SAP Fiori as the unified UI.
X True
X False
Correct. The long-term goal of the SAP User Experience strategy is to offer all major
business and analytical applications running on SAP HANA, using SAP Fiori as the unified
UI.
5. As a user, you can customize and change spaces according to your own needs.
X True
X False
Correct. You can only customize sections of pages as a user.
6. The SAP GUI is still available in SAP S/4HANA as an alternative user interface option.
X True
X False
Correct. The SAP GUI can still be used in SAP S/4HANA as an alternative user interface
option, especially for transactions without a corresponding SAP Fiori app.
7. SAP Business Client can only display SAP GUI transactions.

X True
X False
Correct. SAP Business Client can display applications from several sources, including the
SAP GUI, Web Dynpro, and SAP Fiori apps based on HTML5.

UNIT 3 Managing Projects with SAP S/
4HANA Project System
Lesson 1
Describing Project Management with SAP S/4HANA Project System 47
UNIT OBJECTIVES
● List the characteristics of investment projects

Unit 3: Managing Projects with SAP S/4HANA Project System

Unit 3
Lesson 1
Describing Project Management with SAP S/
4HANA Project System
LESSON OVERVIEW
In this lesson, you will learn about the characteristics of projects and describe SAP solutions
for project management.
LESSON OBJECTIVES
Characteristics of Investment Projects

James and Linda Discuss Project Characteristics
James is a project planner at Hybrid Machinery. Linda works there as a controller. They are
discussing the way in which they want to handle the upcoming investment project. They have
talked about this topic already with Thomas, who is the IT manager at Hybrid Machinery.
They discuss various aspects of project management. It is important to know what a project is
composed of, and which key factors are most relevant for a successful project. They must
also investigate how projects are maintained in a project management application such as
SAP S/4HANA Project System (PS).
Note:
This is their conversation:
What Is a Project?
Professional project management is becoming an increasingly important factor for boosting
the competitive strength of a company. And not just for those companies whose success is
based on project-oriented business processes. Both large-scale projects such as constructing
a factory, and smaller projects, such as organizing a trade fair, require that the numerous
activities involved are planned, controlled, and monitored precisely, systematically, and also
efficiently.
Projects usually involve cross-departmental and highly complex business processes, the
results of which must often yield an extremely high level of quality. Projects are often cost-
intensive, time-consuming, and of strategic importance.
This all means that projects may also be seen as a potential risk for a company. Using the
right software to support project management under these conditions is essential.

Figure 26: Project Characteristics
A project is an undertaking, carried out by a company, that is characterized by its complexity

and the uniqueness of its general conditions and constraints.
These general conditions for a project include the following elements:
● The objectives of the project
● The time frame for executing the project
● Any financial and/or capacity-related restrictions
Projects are normally given an appropriate structure to allow dates, resources, costs,
budgets, and payments to be planned, controlled, and monitored transparently. This
structure is a hierarchy.
Hierarchies are often used for the following purposes:
● Evaluating aggregated data
● Allocating budgets
● Defining responsibilities
Projects are often cross-departmental. And project-specific organizational structures are

usually created for projects that are integrated in a company’s business processes. These
organizational structures are in a position central to the departments involved. This is done so
that all relevant tasks can be easily planned and can then be controlled during project
execution.

Lesson: Describing Project Management with SAP S/4HANA Project System
Note:
The term project is not specific to a particular industry sector. It may therefore
cover various aspects relevant for a company. Examples are research and
development projects, investment measures, make-to-order production, and
extensive maintenance tasks.
Solutions for Portfolio and Project Management

This course focuses on individual investment projects created in SAP Project System (PS). It
is however also important to take Portfolio Management into account. Portfolio Management
analyzes the costs, revenues, and the budget of several projects in the whole company.
Different solutions exist to map the project portfolio. One of these is SAP Enterprise Project
and Portfolio Management (EPPM).
Note:
Portfolio Management is briefly covered in this course in the chapter on Portfolio
and Project Management. For more details, you can refer to the available course
Discovering the Basics of SAP S/4HANA Portfolio and Project Management, which
focuses on Portfolio Management and the handling of implementation projects.
Below you can see the different applications in the area of SAP Enterprise Portfolio and
Project Management and their integration options.
Figure 27: SAP Solutions in SAP Enterprise Portfolio and Project Management (EPPM)
SAP Portfolio Management

SAP Portfolio Management is used for the strategic management of entire project portfolios.
Data from various project management tools, such as SAP Project Management, SAP Project
System (PS) or external applications such as Microsoft Project can be consolidated and
enriched with controlling data from SAP S/4HANA Financials. With the usage of SAP Portfolio
Management it is possible to distribute budget across several projects or to analyze financial

and other data of several projects. SAP Project System (PS) projects can be integrated
directly with SAP Portfolio Management. The main process steps are covered in this course.
SAP Project Management
You use SAP Project Management as an alternative to SAP Project System to oversee
projects, tasks, and time lines, while identifying critical paths, assigning resources, and
tracking progress. With SAP Project Management you can handle companywide project
management operations from structuring to visualization, and you can support various
implementation and financial management models.
SAP Project Management is typically used in implementation and consulting projects,
whereas SAP Project System (PS) is used for projects serving as a cost collector, projects
that are integrated to asset accounting and especially for logistics projects. SAP PS projects
are also used for the cost calculation of SAP Project Management projects.
SAP Project System (PS) for project financial control
SAP Project System provides structures that you can use to model and organize projects
flexibly. You can plan and monitor dates, costs, revenues, budgets, resources and materials in
these structures, using the relevant tools and reports from SAP Project System (PS).
In project financial control you calculate and distribute costs in projects, analyze costs and
revenues, and carry out budgeting activities. Project financial control plays an important part
in all SAP PS Projects, investment projects as well as logistics projects. Investment projects
are covered in detail in this training.
SAP Project System (PS) for logistics project control
In mechanical engineering, complex machinery is manufactured and assembled in lot sizes of
one. A complex and detailed project schedule has to be considered, and resources have to be
assigned to the project. The planning, production, and procurement of the required
components is also an important task.
SAP Project System (PS) offers the structures to model these processes. By integrating with
most areas of SAP S/4HANA, SAP Project System (PS) supports the total supply chain. From
the inquiry of a customer, to the engineering activities, the scheduling of resources, the
planning and procurement of materials, and the planning and realization of revenues. Delivery
and billing of the project are also supported.
Logistics projects are covered in the training Exploring logistics projects in SAP S/4HANA.
Resource Management
You use Resource Management to identify the right resources, check availability, optimize
utilization, and avoid project bottlenecks.
With Resource Management, you achieve optimized resource utilization by allocating human
capacities, capital, and equipment, based on project requirements, qualifications, availability,
and future needs.
SAP Portfolio and Project Management also offers a resource management application that
can only be used for SAP Project Management projects.
SAP Project System (PS) has its own integrated resource management solution. It is however
also able to access the more detailed capacity leveling functions of advanced capacity
planning in Manufacturing.
Commercial Project Management
Commercial Project Management is a solution to increase profitability and achieve real-time
transparency of customer projects. In project financial planning, you can improve planning,
monitoring, and control by creating cost and revenue plans and integrating them with

Lesson: Describing Project Management with SAP S/4HANA Project System
enterprise accounting. In issue and change management, you establish transparent

processes to record project issues and deviations and determine the financial impact of
changes. In risk management, you document and assess project risks through standardized
evaluation methods and plan and track risk mitigation activities.
Structures in SAP S/4HANA Project System

Project Structures
SAP Project System provides two structures for mapping out projects. These are the
following:
Figure 28: Project Structures
You can map a project using only one WBS or one network. You can, however, also represent
a project combining a WBS and one or more networks. WBSs consist of Work Breakdown
Structure elements (WBS elements) that are arranged at various levels to produce a
hierarchical model of the project activities to be carried out. Each individual WBS element can
act as a controlling object for which you can plan and monitor costs, revenues, payments,
budgets, and dates.
As stated, a network represents the flow of a project. The individual tasks in the project are
mapped as activities in a network. The temporal and logical dependencies between the
various activities can be represented as relationships.
Activities form the operative basis for planning and controlling dates, costs, and resources
(personnel, machinery, and materials). When activities are assigned to WBS elements, the
dates and costs defined in the individual activities are aggregated at the WBS level, and can
be evaluated. Activity funds that are already assigned, are checked against the budgets of the
respective WBS elements.

Note:
Networks and activities are not covered in detail in this course. They are covered
in more detail in the course Exploring Logistics Projects in SAP S/4HANA
(S49020).
LESSON SUMMARY

Unit 3
Learning Assessment
1. The individual tasks in the project are mapped as activities in a WBS.

X True
X False
2. Which of the following is used to plan basic dates manually for WBS elements?
X A Project Builder
X B Project Planning Board
X C Easy Cost Planning
X D Schedule Manager

Unit 3
1. The individual tasks in the project are mapped as activities in a WBS.

X True
X False
Correct. The individual tasks in the project are mapped as activities in a network.
2. Which of the following is used to plan basic dates manually for WBS elements?
X A Project Builder
X B Project Planning Board
X C Easy Cost Planning
X D Schedule Manager
Correct. Project Builder and Project Planning Board are used to plan basic dates manually
for WBS elements.

UNIT 4 Working with Project
Structures
Lesson 1
Outlining a Work Breakdown Structure (WBS) 57
Lesson 2
Creating a Work Breakdown Structure (WBS) 61
Lesson 3
Applying Documents, Milestones, and Mass Change 67
UNIT OBJECTIVES
● List the structure elements of WBSs

● Verify the tasks of WBSs
● Create a WBS
● Describe operative indicators for WBSs
● Describe organizational units for WBS
● Maintain WBS elements
● Create texts and documents in SAP S/4HANA project systems
● Create milestones
● Apply mass changes

Unit 4: Working with Project Structures

Unit 4
Lesson 1
Outlining a Work Breakdown Structure (WBS)
LESSON OVERVIEW
In this lesson, you will learn about the structure elements of Work Breakdown Structures
(WBSs) and how to verify the tasks of WBSs.
LESSON OBJECTIVES
Work Breakdown Structures (WBS)

Work Breakdown Structures (WBS)
The project with the ID I/00## (## stands for the number of the group to which a course
participant belongs) is an example of an investment or cost project that can be mapped with a
WBS only, that is, without networks or activities.
Figure 29: Structure of Project I/0030
The following steps are carried out for project I/00##:

1. Create a suitable WBS using the Project Builder.
2. Plan basic dates manually for WBS elements using the Project Planning Board.
3. Plan costs manually for the WBS elements using Easy Cost Planning.
4. Budget WBS elements.
5. Enter actual dates during the project execution phase.
6. Assign various documents for WBS elements using Execution Services to update
commitment and actual costs.
7. Calculate overheads and settle assets under construction in Asset Accounting.
The Project Builder, Project Planning Board, Easy Cost Planning, and Execution Services are
tools in the SAP system that are used here to carry out the project steps. In addition to these
tools, you can use a range of reports and information systems to evaluate the project data
during the various project phases.
A WBS is a model of a project and shows the project activities to be carried out in a
hierarchical structure. The various work packages in the project are described as individual
Work Breakdown Structure elements (WBS elements). You can divide these WBS elements at
various levels until you reach the level of detail you require. Since the WBS is structured
hierarchically, the data can be summarized and displayed at the corresponding higher-level
WBS elements.
You assign organizational units such as company code, business area, profit center, and plant
for each WBS element. Before you create a WBS, you have to create a project definition. The
project definition is a framework for all the objects created within a project. The project
definition contains data that affects the entire project (for example, start and finish dates,
organizational data, and planning parameters). It contains default values that can be passed
on to the WBS elements.
The controlling area that you specify when you create a project definition is unique for the
entire project. You specify the controlling area just once when you create the project.

Lesson: Outlining a Work Breakdown Structure (WBS)
Tasks of WBSs
Figure 30: Tasks of the WBS
The WBS forms the basis for all subsequent planning tasks in a project. The focus here is on
planning, analyzing, describing, controlling, and monitoring costs, basic dates, and the
budget. However, costs, dates, and payments are often planned using activities that are
assigned to WBS elements. The figure, Tasks of the WBS, shows the various tasks that a WBS
can perform during a project.
You can use WBS elements to do the following:
● Plan costs and revenues in detail.
● Post actual cost and revenues.
● Enter a budget.
● Assign purchase requisitions and purchase orders.
● Plan payments.
● Plan dates manually.
LESSON SUMMARY


Unit 4
Lesson 2
Creating a Work Breakdown Structure (WBS)
LESSON OVERVIEW
In this lesson, you will learn how to create a Work Breakdown Structure (WBS), describe
operative indicators for WBSs, maintain WBS elements, and use the hierarchy graphic to
display WBS organization.
LESSON OBJECTIVES
● Create a WBS
Create a WBS
Usage of the Project Builder
There are various ways to create and edit a WBS. The Project Builder is a tool in the SAP
Project System (SAP PS) that is user-friendly and allows projects to be edited quickly and
efficiently. You can use the Project Builder to maintain any object in the SAP PS, except for
the assignment of Production Resources/Tools (PRT). You can use context-sensitive menus,
drag, and relate, and the option of defining your own worklist and set of templates to help you
edit your projects more easily.

Figure 31: Project Builder
1. Worklist and templates.
2. Current project.
3. Selected object.
4. Overviews for selected object.
5. Details screen for selected object.
The Project Builder consists of a window that is divided into the following three areas:
● The structure overview (in the top left of the window).
● The worklist (in the bottom left of the window).
● The work area in which data is displayed and edited (in the right of the window).
The structure contains the selected project data of the current project, along with its
hierarchical relationships. You use the worklist to store frequently used projects, networks,
and WBS elements on a user-specific basis. The worklist always displays a list of the last
projects that were edited. The templates are used as a set of proposals while a project is being
edited, and you can incorporate new elements from these templates in the project.
The work area displays a detailed view of the selected object in the structure overview and
allows you to access the overviews of lower-level objects directly. You can then use the work
area to edit individual project elements. In the Project Builder, you can navigate between the
various views (detail views and overviews), graphics, and the Project Planning Board quickly
and efficiently to maintain the structures.

Lesson: Creating a Work Breakdown Structure (WBS)
Operative Indicators of WBS Elements

James and Linda Discuss the Operative Indicators for a WBS Element
now discussing the topic of operative indicators of WBS elements.
Note:
James says:
"Linda, I wanted to talk to you about the process steps planned for the WBS elements. Do we
have to execute planning and budgeting for all WBS elements?"
Linda answers:
"Based on my experience, we should only carry out cost planning on the second level of the
hierarchy structure. But of course, we must be able to record actual costs for all levels in the
project hierarchy. This means budget availability control has to be carried out on all levels as
well. It should however be sufficient to execute budgeting only for the work packages on level
two."
James replies:
"Understood. And we agreed that we will have no revenues in the project, correct?
Linda answers:
"Yes. For our own investment projects, we are not planning or realizing any revenues at all."
James answers:
"That's what I was thinking too. We can use the operative indicators for the WBS elements to
categorize their usage. I will then assign the account assignment indicator to all elements, as
actual costs can occur on any level. Also, I will assign the operative indicator for planning to
the level two elements for cost planning. And we won't use the operative indicator for
revenues."
Operative Indicators and Organizational Data

You use operative indicators to define the characteristics of a WBS element and to specify
what tasks the WBS element will perform during project execution.

Figure 32: Operative Indicators and Organizational Data
You can flag your WBS elements using the following operative indicators:
● Planning element
WBS elements for which you want to plan costs are flagged as planning elements.
● Account assignment element
WBS elements to which you want to post actual costs are flagged as account assignment
elements.
● Billing element
WBS elements where you want to plan or post revenues are flagged as billing elements.
Organizational Units of WBS Elements

Each WBS element is assigned its own company code. Since different company codes can be
assigned to the various WBS elements in a project, it is possible to process projects across
companies.
You can assign the following organizational units to WBS elements:
● Profit centers.
● Business areas.
● Persons responsible.
● Partners (internal and external).
● Cost centers responsible for the project.

Lesson: Creating a Work Breakdown Structure (WBS)
These assignments are used mainly for reporting purposes. This data allows you to use
project summarization to analyze a large number of projects together, for example, based on
the business area and the person responsible parameters. You can also analyze the project
key figures of several projects in your cost center hierarchy or profit center hierarchy. When
documents are assigned to the WBS, the business area and profit center are derived from the
WBS element. This information is used for reporting based on business areas as well as in
profit center accounting. You can generate cost center-based settlement rules for cost
projects. You can specify in the system that an email is to be sent to the person responsible
for the WBS element if the budget is exceeded. You can also use partner processing to assign
customers, vendors, personnel numbers, system users, work centers, shipping points, HCM
organizational units, and other objects to WBS elements. When you do so, the system
performs checks against existing SAP master data.
Maintenance Options for WBS Elements

James and Linda Discuss the Work Breakdown Structure (WBS)
discussing the enhancement of the project structure James has created for the investment
project.
Note:
Linda asks:
"James, we have used the existing template for our investment project, but it would be great if
we could now enhance the operative project. Do we have to this in the project itself, or could
we also copy structures from other projects? "
James answers:
"This is one of the advantages of using SAP S/4HANA EPPM Project System. We can copy
whole project structures, but we can also enhance existing projects with parts of other
projects. It doesn't matter if the source is a template or an operative project.
This means that we can start with our template, then enhance the structure individually, or
copy other project structures in part or in full. We can even use different views. Some users
prefer to work with the structure tables, while others prefer graphical representations of the
project structure."
Linda replies:
"Great to hear that we have such a big flexibility when creating projects."

Maintenance Options in the Work Breakdown Structure (WBS)
Figure 33: Maintenance Options
The preceding figure shows different ways to maintain WBS elements. You can use the
Project Builder to create and change WBS elements. You can do this on detail screens or in
the list of WBS elements.
You can use the hierarchy graphic to change WBS elements by double-clicking them. You can
also create new WBS elements, and insert these in the hierarchy.
In addition to maintaining projects manually in the Project Builder or using the hierarchy
graphic, you can use existing project structures or standard projects as templates. When you
create a new WBS, you can use an existing WBS, a section of the project hierarchy, or a
standard WBS as a template. You can also copy WBS elements from other projects or from a
standard WBS in an existing WBS. In addition to Project Builder, you can use other
transactions, such as those in the Project Planning Board, to create and edit a WBS.
LESSON SUMMARY
● Create a WBS

Unit 4
Lesson 3
Applying Documents, Milestones, and Mass
Change
LESSON OVERVIEW
In this lesson, you will learn how to create SAP Project System (SAP PS) texts and
documents, create milestones, and apply mass changes.
LESSON OBJECTIVES
Texts and Documents

Short and Long Texts
The easiest way to name WBS elements, network activities, or other objects is to assign a
short description to them (in other words, a short text). For example, the investment project
has the key I-00## and the short text Nellos System Implementation. Depending on the
system configuration, these short texts can also be defined in different languages. This means
that users who log on in English see the English short text, while their German colleagues see
the German short text.
If a short text of 40 characters is insufficient, you can also enter a more comprehensive text.
This text can be of any length. To maintain this text, choose (Text) beside the short text. Short
and long texts are object-specific (that is, short and long texts cannot be linked to another
object). For example, the long text of the WBS element A cannot be linked to the WBS
element B.

Texts and Documents in Projects
Figure 34: PS Texts, Documents, and Milestones
1. Documents
2. Short text and long text
3. PS texts
4. Milestones
PS texts are user-definable, useful for repeated usage, and managed in a PS text catalog. The
texts are grouped according to the text type and can be created in several different
languages. You can create PS texts in the SAPscript format or by using Microsoft Word,
Microsoft PowerPoint, or Microsoft Excel. The files in question are stored in the SAP
database. You can assign PS texts to one or more WBS elements or activities. You can assign
PS texts in most transactions for maintenance of projects. For example, in the Project Builder,
you can navigate to a WBS element and select PS Text Overview.
In the document management system, you can assign multiple original (external) documents
that are in various formats, such as XLS, DOC, PPT, BMP, TIF, CAD, and so on, to a document
info record (SAP internal). You can use the SAP Document Management system in the SAP
PS to assign document info records to WBS elements and activities. In the SAP PS, you can
display the document info records and the corresponding original documents.
You can assign documents in most transactions for the maintenance of projects. In the
Project Builder, navigate to the WBS element and choose Document Overview.

Lesson: Applying Documents, Milestones, and Mass Change
Milestones
Milestones in Projects
You can assign milestones to WBS elements, and, thereby, document events that are
particularly important in a project. Milestones can be used in many ways. For example, they
can be used for milestone billing in Sales and Distribution (SD). Another option is to use
milestones to determine the project progress.
Figure 35: Project Milestones
They can also be used purely for information purposes or for analysis in various reports.
Mass Change
Mass Changes
You can use the mass change transaction to make cross-project changes to the master data
fields of project definitions, WBS elements and milestones. The same authorization objects
used for individual changes are used for mass changes.

Figure 36: Project Mass Changes
If you make a mass change, this could mean that many objects are changed simultaneously.
In many cases, you cannot undo the changes. For this reason, always be particularly careful
when you use this transaction. You can use the CNMASS mass change transaction directly.
Alternatively, you can start a mass change from the Project Builder, the Project Planning
Board, or the structure overview. In addition to the master data, you can also change the
status values for several projects using the CNMASSSTATUS mass change transaction. The
transaction supports the change of system status values and the change of user status
values.
The restrictions are the same as for the master data mass maintenance. That is, you cannot
undo the changes made. However, you are able to do a test run before the productive run.
Note also that a status change might trigger other activities like the generation of assets
under construction.
LESSON SUMMARY

Unit 4
Learning Assessment
1. The various work packages in the project are described as individual ____________.
X A Activities
X B WBS elements
X C Tasks
X D Project definitions
2. The _______________ that you specify when you create a project definition is unique for the
entire project.
X A Controlling area
X B Company code
X C Planning department
X D Plant
3. WBS elements cannot be further divided.

X True
X False
4. WBS elements to which you want to post actual costs are flagged as _________.
X A Planning elements
X B Account assignment elements
X C Billing elements
X D Execution elements

5. A long text can be linked to more than one WBS element.

X True
X False
6. PS texts are user-definable texts that are managed in a PS text catalog.

X True
X False
7. Which of the following objects can you change with the mass change transaction?
X A Project definitions
X B WBS elements
X C Structure
X D Activities
X E Milestones

Unit 4
1. The various work packages in the project are described as individual ____________.
X A Activities
X B WBS elements
X C Tasks
X D Project definitions
Correct. The various work packages in the project are described as individual WBS
elements.
2. The _______________ that you specify when you create a project definition is unique for the
entire project.
X A Controlling area
X B Company code
X C Planning department
X D Plant
Correct. The controlling area that you specify when you create a project definition is
unique for the entire project.
3. WBS elements cannot be further divided.

X True
X False
Correct. WBS elements can be divided at various levels until you reach the level of detail
you require.

4. WBS elements to which you want to post actual costs are flagged as _________.
X A Planning elements
X B Account assignment elements
X C Billing elements
X D Execution elements
Correct. WBS elements to which you want to post actual costs are flagged as account
assignment elements.
5. A long text can be linked to more than one WBS element.

X True
X False
Correct. A long text cannot be linked to more than one WBS element.
6. PS texts are user-definable texts that are managed in a PS text catalog.

X True
X False
Correct. PS texts are user-definable texts that are managed in a PS text catalog.
7. Which of the following objects can you change with the mass change transaction?
X A Project definitions
X B WBS elements
X C Structure
X D Activities
X E Milestones
Correct. Project Definitions, WBS Elements, Activities, and Milestones can be changed
with the mass change transaction.

UNIT 5 Reporting
Lesson 1
Analyzing Projects with the Structure Information System 77
Lesson 2
Analyzing Projects with Financial Reports 83
Lesson 3
Reporting in SAP S/4HANA 89
UNIT OBJECTIVES
● List the characteristics of the structure information system

● List the characteristics of financial reports
● Analyze projects with hierarchy reports
● Analyze projects with cost element reports
● Analyze projects with line item reports
● Describe and explain reporting solutions in SAP S/4HANA

Unit 5: Reporting

Unit 5
Lesson 1
Analyzing Projects with the Structure
Information System
LESSON OVERVIEW
In this lesson, you will learn about the characteristics of the structure information system and
how to analyze projects with the structure information system.
LESSON OBJECTIVES
Reporting Options in the SAP Project System

James and Linda Discuss Reporting Options in the Project System
discussing the reporting options in SAP S/4HANA EPPM Project System.
Note:
Linda says:
"Hi James. I was wondering how we could report on all major KPIs and also on the progress in
our projects. Could you give me a short overview?"
James answers:
"Certainly. Based on what a specific user needs, and this users role in the organization, there
are several reporting options available.
As a project manager, I am interested in the current structure of the project, with an
aggregated view on dates, costs, and the budget. So, the structure information system serves
me fine.
But you as a controller might be interested in more detailed data on cost elements, budgets
or payments. So, you might want to use a cost or revenue report."
Linda agrees:
"Indeed. Although it is good to have an overview on the total costs, I'm also interested in the
details and the distribution between primary and secondary costs, for example. And this
information requires the usage of specific reports."
James replies:
"Yes, indeed. And Manuel, who's responsible for the procurement of components in projects,
might have to check the stock situation and the delivery dates of purchase requisitions and

Unit 5: Reporting
purchase orders. So, he may want to use a report like the stock/requirements list or an
overview of all project-related purchase orders."
Linda nods:
"I agree. But as far as I know, all of these tools are specific reports. Can we also use analytical
reports directly related to the project system in SAP S/4HANA?"
James answers:
"Yes, of course. SAP S/4HANA offers its own Embedded Analytics application that allows for
data analysis on the fly. If we need even more sophisticated tools, we could also use related
products like SAP Analytics Cloud."
Linda says:
"Thanks, James."
Reporting Options in SAP EPPM Project System (PS)

Within the SAP Project System (SAP PS), the project information system is a tool to monitor
and control your project data. You can analyze individual projects, subprojects, or several
projects together. Overview reports and detailed reports are available.
Figure 37: Information Systems
You can use the following to evaluate important key figures for your projects:
● Structure information system.
● Financial information system (cost, revenue, and payment) with hierarchy reports, cost
element reports, and SAP List Viewer for line items.
● Capacity analysis.
● Order report, lists of reservations, purchase requisitions, purchase orders pertaining to
projects, and Project-Oriented Procurement (ProMan).
● Stock and requirements overview.

Lesson: Analyzing Projects with the Structure Information System
● Progress analysis and progress tracking.

● SAP S/4HANA analytics.
The following reports and systems are available for cross-project evaluations:
● Profit center accounting reports.
● Profitability analysis reports.
In profitability analysis, reporting is performed at the profitability segment level. Reporting is

based on key figures and characteristics. The reporting tools are called drilldown reports. The
reports allow you to evaluate project data and production data together.
In profit center accounting, reporting is based on profit centers and their hierarchy. You can
execute reports that enable you to monitor the success of your organizational structure.
Types of Reports for Financial Reporting

The following types of reports are available for financial reporting:
● Hierarchy reports:
These are drilldown reports. This reporting is based on value categories. Hierarchy reports
allow you to drilldown based on various characteristics, and to call line items and
documents.
● Cost element reports:
These enable you to evaluate costs and revenues based on cost elements.
● Line item reports:
These enable you to evaluate line items and documents.
The structure information system enables you to evaluate objects and logistical and
accounting key figures. You can also edit (change and create) objects from the information
system.
With SAP Business Warehouse, you can evaluate business data across systems and
applications. SAP Business Warehouse allows you to display data interactively with high-
performance and easy-to-use evaluations.

Unit 5: Reporting
Structure Information System
Figure 38: Functions of the Structure Information System
1. Refresh
2. Print functions.
3. Save versions.
4. Data export.
5. Define and manage layouts (column selection).
6. Display/change objects.
7. Filter functions.
8. Highlight exceptions.
9. Sort and group functions
10. Alternative hierarchies
11. Send report data.
12. Go to other reports.
The structure information system evaluates the structural and logistical aspects of projects
and also displays costs, revenues, and other data in the structure. On the initial screen, you
specify which data you want the system to select from the logical database in the SAP PS.
You can select the data you require using dynamic selection or object statuses.
You can do the following using the structure information system:

Lesson: Analyzing Projects with the Structure Information System
● Analyze and edit the entire hierarchical structure of a project (including documents, PS
texts, networks, other orders, investment programs, and Sales and Distribution (SD)
documents through the structure overview and project structure overview transactions.
● Navigate from the structure overview to individual overviews, detail screens, and detail
screen lists.
● Access individual overviews directly.
You can display individual overviews as SAP List Viewer reports or enhanced individual
overviews.
Depending on which reports you choose, you can use a range of interfaces and functions.
Important functions supported by these reports allow you to select fields from the project
structures, display the fields as columns, and use them to sort or group objects. You can
define filters or exceptions to select particular objects or highlight these in a different color.
Using the Structure Information System

● Use other views for your evaluations. For example, you can evaluate your objects in
accordance with your cost center or profit center hierarchy.
● Display your project data graphically, send it through SAP office, and export it in different
formats.
● Store the settings that you have made in the structure information system using profiles
and display variants.
● Create and change project structures (for example, project definitions, WBS elements,
networks, and activities) from the reports.
● Display and change assigned orders, for example, production orders assigned to WBS
elements.
● Confirm activities and initiate pools of confirmations or confirmation workflows from the
information system.
● Go to the mass change transaction if you want to change fields in many objects.
● Refresh the data (in other words, read it from the database again) to evaluate the changes
straight away.
● Use the right-hand mouse button (context sensitive) to choose functions that are valid for
the current cursor position.
Note:
The possible functions depend on the transaction interface. Therefore, all the
functions of the structure overview will not necessarily be available in the project
structure overview.
Calling Graphics from the Structure Information System

You can call the following graphics from the structure information system:
● Hierarchy graphic:
Displays WBS elements and activities.
● Network graphic:

Unit 5: Reporting
Displays activities.
● Structure graphic:
Displays other objects such as SD documents, project orders, or investment programs
(except WBS elements and activities).
● Gantt chart:
Displays the hierarchical structure of your project and also the corresponding situation
with regard to dates. Unlike the Project Planning Board, this can be called for several
projects.
● Portfolio:
Provides an X-Y representation of two columns.
● SAP Business Graphics:
Displays graphs such as totals curves and histograms.
You can export data from the structure information system in a range of formats such as
HTML, TXT, Rich Text Format, or various spreadsheet formats.
LESSON SUMMARY

Unit 5
Lesson 2
Analyzing Projects with Financial Reports
LESSON OVERVIEW
In this lesson, you will learn about the characteristics of financial reports and how to analyze
projects with hierarchy reports, analyze projects with cost element reports, and analyze
projects with line item reports.
LESSON OBJECTIVES
Financial Reports
Figure 39: Analyzing Projects with Financial Reports
The following three types of reports are available for financial reporting:
● Hierarchy reports

Unit 5: Reporting
● Cost element reports

● Line item reports
Each of these types of reports analyzes a different level of detail. Line item reports are more
detailed than cost element reports, and cost element reports are more detailed than
hierarchy reports. However, hierarchy reports run faster than cost element reports, and cost
element reports run faster than line item reports. A report interface is built into the reports so
that you can easily shift from one report to another. For example, you can go from one
hierarchy report to other hierarchy reports or cost element reports by choosing the Goto
menu or an appropriate icon.
These report interfaces also enable you to go from hierarchy reports and cost element
reports to line item reports. Then, you can branch from line item reports to the original
documents and to the various accounting documents. This allows you to drill down into the
cost structure of the hierarchy report so you can analyze the actual costs in your project. You
can select fields in the report and go to a cost element report to carry out further analysis.
You can call the line item report where you require the cost element report to display the
accounting documents.
Hierarchy Reports
Figure 40: Analyzing Projects with Hierarchy Reports
Hierarchy reports on costs, revenues, and payments enable you to evaluate your data
interactively. Reports of this type can evaluate your data according to specific characteristics.
Each report contains a wide range of lists that you can access interactively. The hierarchy
reports include user-friendly functions that enable you to work online in these lists.
Using the drill-down functions, you can navigate from the basic list to the various levels in the
report. You can also change the sequence of characteristics as you proceed. You can select
individual elements and analyze their costs in greater detail using drill-down lists.

Lesson: Analyzing Projects with Financial Reports
For example, you could start by displaying the planned costs for the entire project, and then
display how the planned costs are distributed among the various value categories for one of
the Work Breakdown Structure (WBS) elements (for example, WBS 2). You could then
analyze the planned costs for one of the value categories (for example, the 620 value
category) of the WBS element WBS 2 according to the cost distribution over various periods.
In hierarchy reports, you can perform the following tasks:
● Sort columns and rows.
● Compress or expand hierarchical displays to the required level.
● Use exceptions to highlight values in a different color.
● Call other reports.
● Carry out conversions to different currencies.
● Use graphical display options.
● Send and print data.
● Use export functions in hierarchy reports.
Cost Element Reports
Figure 41: Cost Element Reports
1. Structure for selecting objects.
2. Display in Excel or other spreadsheet format.
3. Export report.
4. Call up report.
5. Refresh (menu).
Cost element reports display costs according to cost element.

Unit 5: Reporting
You can use cost element reports in the following ways:

● In a navigation panel in the cost element reports, you can go to a structure and choose the
object whose costs you want to analyze.
● You can use the sort and filter functions, and use different currencies to display data.
● You can print, send, and export data.
● If you want to use a spreadsheet to run calculation functions, you can output the data (in
the report itself) in Microsoft Excel or Lotus 1-2-3 format.
Other reports, such as line item reports, can be called from cost element reports. In the
expert mode, you can refresh your data.
Standard Line Item Reports
Figure 42: Line Item Reports
1. Original and accounting documents.
2. Save the settings.
3. Sort and filter.
4. Totals and subtotals.
5. Data export.
6. Flexible column selection and display.
All line items are evaluated using SAP List Viewer. This tool standardizes and simplifies the
procedure for working with lists in SAP applications.
SAP List Viewer supports the following features:

Lesson: Analyzing Projects with Financial Reports
● Typical list functions, such as flexible column selection, automatic adjustment of the
column width, and sorting and filtering data by column.
● Calculation of totals and subtotals, and printing, sending, and exporting of data.
You can store the settings that you have created for SAP List Viewer as layouts for yourself
(user-specific), or you can make them generally available.
In the line item report, you can perform the following tasks:
● Call and analyze every original document, including account documents.
● Analyze line items.
● Call the reports for the line items directly, or use report interfaces to move from one report
to another.
LESSON SUMMARY

Unit 5: Reporting

Unit 5
Lesson 3
Reporting in SAP S/4HANA
LESSON OVERVIEW
In this lesson, you will learn how to execute reports in the SAP S/4HANA environment.
LESSON OBJECTIVES
Reporting Solutions
SAP S/4HANA Real-Time Analytics Architecture
SAP S/4HANA blends transactions and analytics, allowing operational reporting on live
transactional data. SAP S/4HANA comes with prebuilt content (similar in concept to SAP BW
content) in the form of ABAP-based Core Data Services (CDS) views for real-time operational
reporting. The content is represented as a Virtual Data Model (VDM), which is based on the
transactional and master data tables of SAP S/4HANA. SAP HANA Studio contains an ABAP
development tool where you can create the ABAP-based CDS views.
Figure 43: SAP S/4HANA Real-Time Analytics Architecture
CDS views are SAP’s strategic modeling approach for business entities. High flexibility for
further multiple use cases are available (for example, Search, and so on) and Scripted (SQL

Unit 5: Reporting
plus extensions) are offered. SAP S/4 HANA is fully integrated with ABAP, Life-cycle,
Authorization Management, and so on.
Note:
Refer to the following links for more information:
● https://help.sap.com/abapdocu_750/en/abencds.htm
● http://help.sap.com/saphelp_nw75/helpdata/en/4e/
d1f2e06e391014adc9fffe4e204223/content.htm
A CDS view contains the following three levels:

● Basic view:
This is directly related to the standard data tables. It is also called private (SAP) view and
cannot be used by customers.
● Interface view:
This view accesses the basic view. On this level, joins (associations) can be built between
CDS views.
● Consumption view:
As a result, the analytical query can be used for all kinds of analytical front ends based on
the consumption view.
Company data is distributed across several applications that are used for entering data.
Analyzing this data is difficult, not only because it is distributed across several systems, but
also because the data is saved in a form that is optimized for processing and not for analysis.
SAP S/4HANA delivers the following project-related CDS views as standard:
● Project Definition Overview
● WBS Element Overview
● Network Overview
● Network Activity Overview
● Milestone Overview
● Material Component Overview

Lesson: Reporting in SAP S/4HANA
SAP Fiori Launchpad
Figure 44: SAP Fiori Reference Library
If you want to check if an SAP Fiori app is available, you can do this at https://
fioriappslibrary.hana.ondemand.com/sap/fix/externalViewer/#. You can search for an app
by Line of Business (LoB), role, application component, and so on. For each app, you also get
information about which role you have to assign to your user.
KPI Modeling Apps

It is possible to create an SAP Fiori tile through the KPI Modeling app Manage KPIs and
Reports.
The Manage KPIs and Reports app is a single platform for creating all analytical applications
using KPIs, reports, and stories. You can create applications that can be launched directly
from SAP Fiori launchpad. You can configure metrics in the KPI, visualize the data either in
chart or table format, and analyze the data to improve the quantity and quality of the different
business units belonging to an organization.
This app is integrated with SAP Analytics Cloud, which helps to analyze and interact with real-
time data. With SAP Analytics Cloud, data can be imported, or connected live from SAP S/
4HANA Cloud systems, modeled, and converted into various visualizations. This helps the
business units in data-driven decision-making. For more details, see the following section,
which explains the capabilities of Embedded Analytics powered by SAP Analytics Cloud.

Unit 5: Reporting
Figure 45: Manage KPIs and Reports
You can create groups, KPIs, reports, and stories from this page by choosing the relevant
tabs. The basic functions, such as edit, copy, and delete, can be performed on the relevant
entities by choosing the icons from the toolbar. The number groups, KPIs, reports, and stories
are displayed for each entity. Using the Search tab, you can refine your search based on
names, description, tags, and status.
The following features are available in the Manage KPIs and Reports app:
● Groups: You use this section to create groups for multiple KPIs.
● Key Performance Indicators (KPIs): KPIs are used to identify and measure the key metrics
of a business. You create an evaluation to define a specific representation of a KPI, which
means that you define a certain selection of the KPI data, the targets and thresholds that
are relevant, together with some additional information. For example, you've defined a KPI
to monitor car sales in a particular country. You can then create a KPI that restricts the
results to a certain area of that country for which one sales representative is responsible.
You must specify an active group when you're creating a KPI.
● Reports: You configure the reports for active KPIs as the starting point for further analysis.
At runtime, you select the application to open either an SAP Smart Business generic drill-
down application or a Data Analyzer and Story runtime. You can choose how to visualize
the tile by selecting one of the available tiles (numeric, comparison, trend, or actual vs.
target).
● Stories: With the integration of SAP S/4HANA Cloud with SAP Analytics Cloud you can
create stories, add data, and generate powerful visualizations and analyze the data using
Data Analyzer and Story runtime application
Project Cost Report in SAP S/4HANA

The analytical SAP Fiori apps Project Cost Overview and Project Cost Line Items can be used
by project financial controllers to monitor planned and actual project costs.

Note:
To analyze planned costs in the Project Cost Report app, the planned project
costs need to be stored in the ACDOCP table. One such planning method is SAP
Business Planning and Consolidation (BPC) for SAP S/4HANA.
Alternatively, you also have the option to set up the system in such a way to write
the costing planning data back to this table when using the cost planning methods
Easy Cost Planning or Network Costing. However, this method lacks the period
control that you have when using SAP BPC.
Figure 46: Project Cost Overview
With the app Project Cost Overview, you can analyze actual costs and planned costs of a
project, its WBS elements, internal orders, the assigned networks, network activities and
elements, and plant maintenance orders with header account assignment. The planned costs
are derived from the central financial planning table, ACDOCP, and the table for universal
journal entry, ACDOCA.
You can use the app to do the following:
● Analyze actual, planned, and additional planned costs, for example baseline costs, for a
selected project, its WBS elements, internal orders, assigned networks, network activities
and elements, and plant maintenance orders with header account assignment.
● Analyze the financial data in different currencies.
● Display variances of planned and actual costs in global currency.
● Switch between an aggregated and non-aggregated display of financial data.
● Navigate to the Project Cost Line Items application and expand and collapse the project
structure to view detailed information about the cost postings.
● Navigate to related apps to view the details of entities such as project, WBS element, and
network header. Export the contents of the analytical table to Excel.

Unit 5: Reporting
Note:
● Only the settlements from external senders are considered in the overview. All
internal settlements or settlements from the project or from the assigned
objects within the project are ignored, to enable analysis of the full project
costs.
● You can use the navigation to the Project Cost Line Items application to analyse
all settlement records.
You can select and filter the data based on the required fields, such as Plan Category,
Additional Plan Category (for comparison purposes), Project Definition, Controlling Area, and
G/L Account Hierarchy. You can select a single project in the filter option for Project
Definition.
In addition, you can also filter the data based on various optional categories, such as WBS
Element, Network, Internal Order, Plant Maintenance Order, Order Type, or organizational data
such as Company Code and Profit Center, or based on the Posting Date.
You can also save your filter as a variant for later use.
The Plan Category is used to distinguish between different sets of plan data. It is also possible
to group several plan categories together using virtual plan categories.
The Plan Category determines which data is loaded from the central financial planning table
and is displayed in the corresponding report column. Since different plan categories are used
for different object types, the selection of the plan category also determines the object types
for which planned costs are displayed. Plan categories have to be defined in Customizing.
The G/L Account Hierarchy determines how the costs are selected by allowing you to define a
structured list of G/L accounts. You can specify the G/L account hierarchy that you want to
use for data selection and display in the project cost overview. Only the cost postings related
to G/L accounts, which are part of a G/L account hierarchy are considered within the report.
Postings related to other G/L accounts are not selected or displayed.
The app supports the following functions for analyzing costs:
● Aggregated Cost View: The costs of WBS elements and the assigned orders are
aggregated by the project hierarchy. You can use this view to analyze the financial
situation at all WBS element levels, considering the costs of lower-level objects in an
aggregated way. The total aggregated costs are displayed against the project definition. In
this view, selecting the parent WBS element automatically selects all the nested WBS
elements within that hierarchy. The variance is also displayed in an aggregated way.
● Non-aggregated Costs View: The costs are displayed at the level of the account
assignment objects such as WBS elements, internal orders, assigned networks, and plant
maintenance orders. You can use this view to analyze the financial situation of individual
objects. In this view, selecting the parent WBS element does not select all the nested WBS
elements within that hierarchy automatically. You must separately select the individual
objects you want to analyze. The variance is calculated and displayed for individual
account assignment objects.
● View Cost Line Items: When you select a project object from the aggregated or non-
aggregated cost view, the View Details button is enabled. You can click on this button to
navigate to the Project Cost Line Items app for further analysis.

Figure 47: Project Cost Line Items
Using the app Project Cost Line Items you can analyze actual costs line items and planned
costs details for a project, its WBS elements, internal orders, assigned networks, and plant
maintenance orders with header account assignment. The planned costs are derived from the
central financial planning table, ACDOCP, and the table for universal journal entry, ACDOCA.
You can use the app to do the following:
● Analyze actual cost line items, and details of planned, and additional planned costs, for
example baseline costs, for a selected project, its WBS elements, internal orders, assigned
networks, and plant maintenance orders with header account assignment.
● Analyze the financial data in different currencies.
● Use configurable chart and tables views for the analysis.
● Navigate to related apps to view the details of journal entries and of entities such as
project, WBS element, network header, and network activity.
● Specify the object types (WBS element, networks, plant maintenance orders) to be
displayed.
● Specify whether settlement items are to be displayed.
● Use filtering, sorting, and grouping capabilities.
● Navigate to related apps to view the details of entities such as project, WBS element,
network header, network operation, plant maintenance order, and so on. Export the
contents of the analytical table to Excel.
You can select and filter the data based on the required fields, such as Plan Category,
Additional Plan Category, Include WBS Hierarchy, Project Definition, Include Settlements
Controlling Area, G/L Account Hierarchy, and Include Objects. You can select a single project
in the filter option for Project Definition.
You can also filter the data based on various optional categories, such as Cost Component,
WBS Element, Network, Network Activity, Internal Order, Plant Maintenance Order, Order
Type, Posting Date, and Company Code.

Unit 5: Reporting
If you specify a WBS element and a project, you can define whether to display the financial
data of only the WBS element (and the assigned network and plant maintenance order
respectively) or all lower-level WBS elements as well.
This report also uses the Plan Category and the G/L Account Hierarchy similar as the
overview report.
Also, you can Include Settlements, so all settlement postings for the selected objects are
shown along with the other actual cost postings. Without this setting, only the settlement
postings from the external sender, which are not assigned to the project are shown along the
other actual cost postings.
However, the costs settled from the project or within the project are hidden from the results
list.
Using the Include WBS Hierarchy setting when using a WBS element as filter parameter, the
result displays the cost line items for the WBS elements, all child WBS elements, and other
assigned object that you select under Include Objects. Otherwise, only the cost line items for
the individual WBS element and assigned objects is displayed.
The Cost Component filter refers to the lowest node to which a predefined group of G/L
accounts belong in a G/L account hierarchy. The cost components available depend on the
G/L Account hierarchy that you selected. Using this filter you can display the financial
information that you want to be selected and displayed by the nodes of the G/L account
hierarchy.
LESSON SUMMARY

Unit 5
Learning Assessment
1. The structure information system enables you to evaluate objects and logistical and
accounting key figures.
X True
X False
2. Which of the following statements about the structure information system are true?
X A You can only display structures.
X B You cannot edit structures.
X C You can create and change project structures.
X D You can execute confirmations.
3. What are the functions of a line item report?

X A Sorting and filtering data by column
X B Calculating totals and subtotals
X C Printing, sending, and exporting data
X D Using graphical display options.
X E Editing listed documents.
X F Totaling two-column values.
4. Hierarchy reports on costs, revenues, and payments evaluate your data interactively.
X True
X False

5. Data Warehousing Workbench is used to control, monitor, and maintain the data
procurement processes.
X True
X False
6. OLAP technologies allow multidimensional analysis to be performed according to various

business criteria.
X True
X False

Unit 5
1. The structure information system enables you to evaluate objects and logistical and
accounting key figures.
X True
X False
Correct. The structure information system enables you to evaluate objects and logistical
and accounting key figures.
2. Which of the following statements about the structure information system are true?
X A You can only display structures.
X B You cannot edit structures.
X C You can create and change project structures.
X D You can execute confirmations.
Correct. You can create and change project structures and execute confirmations in the
structure information system.
3. What are the functions of a line item report?

X A Sorting and filtering data by column
X B Calculating totals and subtotals
X C Printing, sending, and exporting data
X D Using graphical display options.
X E Editing listed documents.
X F Totaling two-column values.
Correct. The functions of a line item report are sorting and filtering data by column,
calculating totals and subtotals, and printing, sending, and exporting data.

4. Hierarchy reports on costs, revenues, and payments evaluate your data interactively.
X True
X False
Correct. Hierarchy reports on costs, revenues, and payments evaluate your data
interactively.
5. Data Warehousing Workbench is used to control, monitor, and maintain the data
X True
X False
Correct. Data Warehousing Workbench is used to control, monitor, and maintain the data
6. OLAP technologies allow multidimensional analysis to be performed according to various

business criteria.
X True
X False
Correct. OLAP technologies allow multidimensional analysis to be performed according to

various business criteria.

UNIT 6 Working with Project Plans
Lesson 1
Planning Dates for WBS Elements 103
Lesson 2
Checking the project schedule 107
Lesson 3
Planning Costs for WBS 109
UNIT OBJECTIVES
● Plan dates for WBS elements

● Check the project schedule
● List methods for cost planning with a Work Breakdown Structure (WBS)

Unit 6: Working with Project Plans

Unit 6
Lesson 1
Planning Dates for WBS Elements
LESSON OVERVIEW
In this lesson, you will learn how to plan dates for WBS elements with the Project Planning
Board and measure progression of WBS with Progress Analysis.
LESSON OBJECTIVES
Aspects of Planning
Planning Aspects
Figure 48: Aspects of Planning
Project planning includes the following business aspects:

● Dates
● Costs
● Revenues
● Material

● Resource
● Payments
You prioritize certain aspects depending on the type of the project. For example, in a
customer project, the planned finish date is of major relevance. In contrast, in investment
projects, the budgeted costs might be more important than other aspects. The aspects of
planning are mutually dependent. For example, to keep a deadline, you must allocate more
resources. By doing so, you are likely to increase costs.
Date Planning for WBS

James and Linda Discuss the Planning of Dates in Projects
discussing the necessity of planning dates in projects.
Note:
James says:
"Hello Linda. Our project structure is now fixed. I was wondering about our next steps. Do we
now also have to maintain dates for all the WBS elements? Usually, we are only using dates
when we have logistics processes and networks, or other order types."
Linda answers:
"This depends on the situation, and the type of project. Normally, the period in which the
costs are planned or recorded is more important. But in the case of our current investment
project, we want to distribute the planned costs using Easy Cost Planning. And of course, we
might face external restrictions, so we have to manually schedule the work packages. In these
cases, we have to maintain the dates for WBS elements manually. At least for the elements on
the higher hierarchy levels.
The distribution of costs will also allow us to better compare planned and actual values."
James replies:
"That makes a lot of sense. Thanks for this clarification."
Planning Dates for WBS Elements

Planned dates for WBS elements are called basic dates. You can enter basic dates manually in
tables or graphically in a Gantt chart.

Lesson: Planning Dates for WBS Elements
Figure 49: Basic Dates for WBS Elements
You can use the following transactions to enter basic dates:

● Project Planning Board (CJ2B)
● Project Builder (CJ20N)
● Change WBS (CJ02)
● Project Editor (PSHLP20)
In this lesson, we focus on using the Project Planning Board to plan dates for WBS elements.
You can enter or change basic dates manually and maintain them directly in detail screens. To
reduce the time and effort involved in planning, a range of functions is available to support
WBS date planning. Basic dates, for instance, can be extrapolated from lower to higher-level
WBS elements, or passed on from higher level to lower level WBS elements. You can check
the consistency of date planning within the WBS structure. However, unlike networks, you
cannot schedule WBS elements.
In the execution phase, you can also enter actual dates in the Project Planning Board and
compare them directly with the planned basic dates. In addition to basic dates and actual
dates, you can maintain forecast dates for WBS elements.
You can enter the following three sets of dates for WBS elements:
● Basic dates
● Forecast dates
● Actual dates
LESSON SUMMARY


Unit 6
Lesson 2
Checking the project schedule
LESSON OBJECTIVES
Checking the Project Schedule

Project Schedule UI5 Application
Besides the graphical planning board, SAP Project System (PS) offers a new SAPUI5 app for
checking project schedules. With this app, you can view the hierarchy of the project objects
and monitor their time lines. The chart area of the screen allows you to display different sets
of dates in a Gantt representation while displaying the project tree with detailed information in
the table area.
Figure 50: The App Schedule Project
The application offers the following key features:

● Display the project tree in the table view with a configurable set of attributes.
● Specify the default hierarchy level to be exploded on opening a project.
● Choose and display date information in the chart area, such as Basic, Actual, and Forecast
dates.
● Display relationships within networks or plant maintenance orders.
● Open the side panel with detailed information about the selected object.

● Apply custom coloring for shapes in the Gantt chart area (using the UI Theme Designer).
● Navigate to relevant object pages and other applications.
● Save the preferred configuration and use it for the next run.
LESSON SUMMARY

Unit 6
Lesson 3
Planning Costs for WBS
LESSON OVERVIEW
In this lesson, you will learn different methods for cost planning with a Work Breakdown
Structure (WBS) and how to plan project costs with Controlling Renovation.
LESSON OBJECTIVES
Methods of Cost Planning for WBS Elements

James and Linda Discuss Cost Planning in SAP Project System
Linda work as a controller at Hybrid Machinery and discusses with James, a project planner,
about how costs must be planned in the investment project they are responsible for.
Note:
Linda says:
"James, I am currently evaluating the different cost planning options for our project. I think we
should use Easy Cost Planning, as we originally planned."
James asks:
"Hello Linda. We could do that. But why are we not using the overall planning approach, which
we used for our last project? This approach was much faster and easier to maintain."
Linda answers:
"Our last project was a construction project, which at the start only required a rough cost
estimate. The lump sum approach in overall cost planning works fine for this purpose. We
were able to derive more detailed costs later on, using the orders assigned to this project. But
now for our investment project, the situation is different. We don't expect orders to be
assigned to the project. This means we have to provide detailed planning in the project
structure itself."
James replies:
"Oh I see. But then we could also use cost element based planning for the planning of primary
costs and activity allocation for the planning of secondary costs, correct?"
Linda says:
"Yes, that is correct. But this would require a lot of work, since all the planning values would
have to be entered manually. Using Easy Cost Planning, we can still have a detailed planning
based on cost elements, and we can also distribute the costs between the basic dates of the

WBS elements. And we also have the advantage that we can use planning templates that
derive the costing structure automatically, based on the valuation of central parameters by
the user. This makes things a lot easier for us."
James answers:
"I see. But would it then not make sense to use Easy Cost Planning for all of our projects?"
Linda says:
"Well, although the calculation is rather fast, we would first have to define the planning
templates. Most efforts in Easy Cost Planning are related to the definition of these templates.
This means that using Easy Cost Planning makes sense only if we have several projects of the
same type that can use the same template. And if these projects can be calculated, using only
a few central parameters. Otherwise, the whole model would be too complex.
And of course, if we have orders such as networks involved, we would not require Easy Cost
Planning at all, because the calculation can be derived directly from these networks.
James says:
"Thanks for the explanation. Let's indeed use Easy Cost Planning for our investment project."
Cost Planning in Projects
Figure 51: Cost Planning
You can plan costs for a project in the SAP Project System (SAP PS) based on WBS elements
and/or network activities.
The various ways that you can plan costs for WBS elements are as follows:
● Overall planning

Lesson: Planning Costs for WBS
This is the most basic form of cost planning, where the costs for WBS elements are
entered manually. You can choose to break down your figures by fiscal year.
● Detailed planning
This type of planning (of primary costs and activity inputs) is based on cost elements and
periods.
● Unit costing
For each WBS element, you use a scheme for entering quantities, such as materials,
internal activities, external activities, variable items, and so on. This type of planning is cost
element-based.
● Easy Cost Planning (ECP)
ECP is a user-friendly method for performing element-based cost planning with a quantity
structure. You can then use execution services to enter commitment and actual data
relating to planned costs.
● SAP Business Planning and Consolidation (BPC)
This is a method used to plan costs in SAP Analysis for Microsoft Office, for example,
Microsoft Excel, and transfer the data directly to the SAP S/4HANA planning tables in the
back-end system.
Cost Planning in WBS: Manual/Activities

In addition to manual planning in the WBS, you can assign different types of orders (internal
orders or maintenance orders) to WBS elements that are flagged as account assignment
elements. This assignment can then be used to display the planned costs of the orders for the
project. You can also assign activities to WBS elements and plan costs using these activities.
You can plan costs for a project in SAP PS using the following methods:
● Manual cost planning in a WBS
● Cost planning using activities (network costing)

Overall Planning Costs
Figure 52: Structure-Oriented Cost Planning
Structure-oriented cost planning is the simplest type of cost planning. It is a cost element-
independent type of planning where you enter and display the plan values hierarchically.
Structure planning is not by cost element, and it is not period-specific. It does not depend on
specific dates (overall planning value). It can be by fiscal year (annual planning). It is suitable
for a simple, first (rough) estimate of the costs for the project and its work packages.

Lesson: Planning Costs for WBS
Detailing Costs for WBS
Figure 53: Activity Input Planning
1. Primary costs: material, external activities.
2. Activity input: internal activities.
Use cost planning by cost element (detailed planning) when more precise information is
available. Cost element planning covers primary costs, activity inputs, and statistical key
figures. Cost element planning is independent of project scheduling. If a project or individual
work package is rescheduled, you must reschedule the cost plan manually.
You must only use cost planning by cost element and period for projects that you are
reasonably sure you don't have to postpone.

ECP for WBS Elements
Figure 54: ECP for WBS Elements
Easy Cost Planning (ECP) enables you to plan costs for WBS elements. You can access ECP
for projects from the Project Builder. You choose a WBS element from the structure and then
create costing items for this WBS element. Cost planning with ECP is cost element-based.
The cost planning periods are determined from the basic start date of the WBS element. To
enter costing items, you can also use planning forms. See the figure ECP for WBS Elements.
When you do this, characteristics, such as work in hours, are valuated. The characteristic
values from the planning form are linked to quantities, values, or actions in the costing items
(for example, to the quantity of an internal activity in the figure). Once you have transferred
the values, the costing items appear under the relevant WBS elements in the structure.
ECP can be used as a simple preliminary costing for projects. The preplanned costs are then
replaced, for example, by a quantity structure of networks and activities. You can also use
ECP to create planned data for the project execution phase. In this case, you can use
execution services to enter commitment and actual costs for the planned costs. In
Customizing, you define the plan version in which values planned by ECP are stored.
LESSON SUMMARY

Unit 6
Learning Assessment
1. Basic dates, Forecast dates, and Actual dates can be entered for WBS elements.
X True
X False
2. Which technology is used by the Project Schedule app?

X A ABAP
X B JAVA
X C UI5
X D WebDynpro
3. Which of the following cost planning methods for WBS allows period-based planning
X A Unit cost estimate
X B Easy Cost Planning
X C Cost Element Planning
X D Overall Planning

Unit 6
1. Basic dates, Forecast dates, and Actual dates can be entered for WBS elements.
X True
X False
Correct. Basic dates, Forecast dates, and Actual dates can be entered for WBS elements.
2. Which technology is used by the Project Schedule app?

X A ABAP
X B JAVA
X C UI5
X D WebDynpro
Correct. The Project Schedule app uses UI5 like all other native SAP Fiori apps.
3. Which of the following cost planning methods for WBS allows period-based planning
X A Unit cost estimate
X B Easy Cost Planning
X C Cost Element Planning
X D Overall Planning
This answer is correct. Only cost element planning and Easy Cost Planning allow the
periodization of costs. Easy Cost Planning requires the maintenance of basic dates for this
purpose.

UNIT 7 Setting Up Project Budgets
Lesson 1
Budgeting Projects 119
Lesson 2
Integrating Investment Management with SAP S/4HANA Project Systems 125
UNIT OBJECTIVES
● Integrate cost planning and budgeting

● Create an original budget
● Check availability control
● Integrate the budgeting of projects with investment management

Unit 7: Setting Up Project Budgets

Unit 7
Lesson 1
Budgeting Projects
LESSON OVERVIEW
The lesson explains how to manage the budgets of a project using the SAP Project System
(SAP PS).
Business Example
You are responsible for assigning budgets to projects and subordinate WBS elements. Cost
planning is used as a basis for assigning the budgets. For this reason, you require the
following knowledge:
● An understanding of cost planning and budgeting
● An understanding of the process for budgeting projects
● An understanding of the availability control for projects
LESSON OBJECTIVES
Cost Planning and Budgeting

James and Linda Discuss Budget Planning
After creating the project structure and calculating the costs, Linda, who works as a project
controller, discusses the budgeting process with James, who works as a project planner.
Note:
Linda says:
"James, the steering committee is ready, and I wanted to make sure that we can start the
budgeting process."
James answers:
"I have checked things and the project structure and planned costs exist, for all of the WBS
elements on level 2, based on the Easy Cost Planning values. So, we should be able to start.
Could you briefly run me through the process again? Do we also need to assign this project to
an investment program?"

Linda explains:
"Certainly, James. In our budgeting process, we base the assigned budget of our project on
the planned costs of each WBS element. The planned costs have been generated by Easy
Cost Planning.
For all projects that are budgeted from the same budget bucket, we have to define a budget
sum on bucket level first. This is done in investment management or Portfolio Management. It
is then assigned to the top WBS elements of each project.
In our case however, we only have this one investment project and the budget is assigned
directly to it. So, we don't need the assignment to an investment program."
James continues:
"I see. And of course, we can only budget account assignment WBS elements, which all WBS
elements in our project are. Do we have to budget all of them?"
Linda answers:
"Well, that depends. We want to carry out active availability control in our project. This means
that the system checks the assigned values of each WBS element against the budget, and
issues a warning or an error message if the budget is insufficient. But if a WBS element does
not have its own budget, the budget of the WBS element on the next superior level is relevant.
For our project, it should be sufficient to budget the WBS elements on the second and the one
on the top level."
James agrees:
"Yes I agree. Thanks for this explanation."
Budget Planning in Projects
Figure 55: Cost Planning and Budgeting
Although you must estimate your project costs as accurately as possible during the planning
phase, funds are allocated in the form of a budget in the approval phase. The budget is the
approved cost framework for a project. It differs from the cost plan in that it is binding.

Lesson: Budgeting Projects
Cost planning is normally carried out before project budgeting and forms the basis for
proposing and approving the budget. Once the planning phase is complete, the project is
approved and budgeted (assigned an original budget) by a decision-making committee. The
project manager then distributes the budget to individual Work Breakdown Structure (WBS)
elements at subordinate levels according to the top-down principle.
Project Budgeting
Figure 56: Budgeting Overview
Budgeting in the SAP Project System (SAP PS) is not a single transaction, but a process.
You can manage budgets in several ways, including the following:
● Maintenance of original budget
● Update of budget (supplement, return, and transfer)
● Budget releases
● Budget carry-forward
The figure, Budgeting Overview, illustrates the budget management functions in the SAP PS.
You can use the SAP PS transactions to maintain an original budget to allocate funds for a
project or a part of a project. When configuring budgeting, you can specify whether funds are
assigned as overall values, or distributed by year, or both.
Budgeting Views:
The following budgeting views are available for displaying the budget and checking the
consistency of a budget:
● You can use the distributed or distributable views to check the distribution of the budget
throughout the project structure. Budgets within the project must be distributed
consistently. This implies that the budget of a WBS element must be greater than or equal
to the aggregated budgets of the lower-level WBS element assigned directly to it.

● You can use the cumulative or remaining views to check the distribution of the budget over
a fiscal year. The total budget of each WBS element in a cumulative view must be greater
than or equal to the total of the annual values.
● The planned total is derived from cost planning and can be transferred to budgeting in the
budgeting view.
You can prevent users from maintaining the overall budget for a project by assigning
appropriate user statuses. If you lock (freeze) the original budget in this way, you can only
change it by defining supplements, returns, and transfers. You can use the Budget Release
function to make funds available at various points within a fiscal year. You can use the Budget
Carryforward function to transfer any funds that are not used in the previous fiscal year to the
budget of the new fiscal year.
Availability Control for Projects
Figure 57: Assigned Funds and Availability Control
Once a project is budgeted, you can use the availability control to check the budget and
assigned funds. The availability control is activated automatically or manually. Once
activated, the availability control checks whether assigned funds, such as actual costs,
exceed the budget.
While a project is being executed, various business processes use available funds. For
example, commitments are created and actual costs are incurred. Together with the planned
costs of apportioned orders, these forms of fund commitments result in what are referred to
as assigned funds.
The funds overview can be regarded as a passive availability control. During the availability
control, the corresponding assigned funds are calculated and checked against the budget. If
certain tolerance thresholds are breached (shortfall in budget or budget exceeded), this can
trigger various system reactions (such as a warning or an error message). In Customizing for

Lesson: Budgeting Projects
tolerance limits, you can specify which reaction should be triggered and when. Once
activated, the availability control is run for each subsequent posting in the project.
The following activities are carried out during the availability control:
● The budget-bearing WBS elements (controlling elements) are determined.
● The corresponding assigned funds are determined.
● The assigned funds are checked against the budgets of the controlling elements. The
assigned funds can be found in the subordinate WBS element itself, and in the lower-level
assignable WBS elements.
LESSON SUMMARY


Unit 7
Lesson 2
Integrating Investment Management with SAP
S/4HANA Project Systems
LESSON OVERVIEW
In this lesson, you will learn how to integrate the budgeting of projects with investment
management.
LESSON OBJECTIVES
Integration of Investment Management for Budgeting Projects
Figure 58: Budget Distribution from Investment Management
1. Proposal from investment measures.
2. Budgeting in IM.
3. Budget distribution among measures.
4. Budget distribution in project.

An investment program provides you with a complete overview of the planned projects of
your company. You can structure the investment program in a hierarchical form according to
your requirements, and assign orders and projects (your investment measures) to the
required investment program items.
In investment management, you create investment programs with reference to an approval
year. You can copy the plan versions of your choice here. You can copy the cost planning data
of investment measures (investment projects and investment orders) to the cost planning
data of investment program items by using the default plan value transaction.
The items are budgeted in the investment program. You can use the cost planning data of the
investment program as a proposal for budgeting. The investment program budget values can
then be distributed among the investment measures (as shown in the figure, Budget
Distribution from Investment Management, the level 1 WBS element of the investment
project). In the SAP Project System (SAP PS), you can then distribute the budget values
further from the level 1 WBS element to lower-level WBS elements.
LESSON SUMMARY

Unit 7
Learning Assessment
1. Budgeting in the SAP Project System (SAP PS) is not just a single transaction but a
process that involves various transactions. Which of the following transactions refer to
budgeting in the SAP Project System?
X A Maintain Original Budget
X B Transfer Budget
X C Convert Budget
X D Increase Budget
2. Cost planning is carried out before project budgeting and forms the basis for proposing
and approving the budget.
X True
X False
3. You can prevent users from maintaining the overall budget for a project by assigning
appropriate user statuses.
X True
X False
4. You can use the planned cost to check the budget and assigned funds.
X True
X False

5. You can use the cumulative or remaining views to check the distribution of the assigned
funds throughout the project structure.
X True
X False
6. An investment program provides you with a complete overview of the planned

investments of the company.
X True
X False

Unit 7
1. Budgeting in the SAP Project System (SAP PS) is not just a single transaction but a
process that involves various transactions. Which of the following transactions refer to
budgeting in the SAP Project System?
X A Maintain Original Budget
X B Transfer Budget
X C Convert Budget
X D Increase Budget
Correct. Maintain Original Budget and Transfer Budget refers to budgeting in SAP PS.
2. Cost planning is carried out before project budgeting and forms the basis for proposing
and approving the budget.
X True
X False
Correct. Cost planning is carried out before project budgeting and forms the basis for
proposing and approving the budget.
3. You can prevent users from maintaining the overall budget for a project by assigning
appropriate user statuses.
X True
X False
Correct. You can prevent users from maintaining the overall budget for a project by
assigning appropriate user statuses.

4. You can use the planned cost to check the budget and assigned funds.
X True
X False
Correct. Once a project is budgeted, you can use the availability control to check the
budget and assigned funds.
5. You can use the cumulative or remaining views to check the distribution of the assigned
funds throughout the project structure.
X True
X False
Correct. You can use the cumulative or remaining views to check the distribution of the
budget over a fiscal year.
6. An investment program provides you with a complete overview of the planned

X True
X False
Correct. An investment program provides you with a complete overview of the planned

UNIT 8 Explaining Project Execution
Lesson 1
Posting Documents to WBS Elements 133
Lesson 2
Carrying Out the Purchasing Process for Investment Projects 139
UNIT OBJECTIVES
● Create documents with account assignment to projects

● Post documents to WBS elements with Execution Services
● Internal activity allocation with CATS
● Post and Repost Internal Activities
● Carry out the purchasing process

Unit 8: Explaining Project Execution

Unit 8
Lesson 1
Posting Documents to WBS Elements
LESSON OVERVIEW
In this lesson, you will learn how to create documents with account assignments to projects
and post documents to Work Breakdown Structure (WBS) elements with Execution Services.
LESSON OBJECTIVES
Account Assignments of Documents to Projects

James and Linda Discuss the Account Assignment of Documents During the Realization
Phase
After all planning and budgeting activities have been finished, the project has now been
released and project work started. James, project planner at Hybrid Machinery, discusses
with Linda, who works as a project controller, how the account assignment of documents
works during the realization phase, and how actual costs are posted to the project structure.
Note:
James says:
"Hi Linda. Our investment project has been released. People are already busy with their
project work, and they are starting to post actual costs to the WBS elements in the project
structure. Some of them are also interested in the account assignment process during these
postings. Could you explain this process to me, so that I can reply to any questions they might
have?"
Linda answers:
"Of course. As you know, we expect to increase our company value with this investment
project, so this means we have to create an asset after completing it. The asset will then be
activated in Asset Accounting, and depreciation will be posted for it.
We have not reached this phase yet. But we still have to illustrate this process in our work. For
this reason, the system has automatically created assets under construction for each account
assigned WBS element. These assets under construction will collect the actual costs from the
WBS elements during the period-end closing activities, until the project phase is finished. We

can then create the final asset and transfer the costs from the assets under construction to
it."
James replies:
"Understood. But this does not affect the daily work of our colleagues, right?
Linda answers:
"Correct. This all happens automatically in the background, and during period-end closing.
For our colleagues, it is important to know that they always have to assign a WBS element to
every accounting document they generate. It doesn't matter if this document is generated by
a direct posting in FI, or if they record their working times using tools such as the cross-
application time sheet. Actual costs always have to be posted to a WBS element of the
project."
James answers:
"And we agreed to enable the Execution Services for this purpose as well. This makes it easier
for everyone to post the documents."
Linda agrees:
"Yes, definitely. Our colleagues can use the Execution Services directly in Easy Cost Planning
to post actual costs to the WBS elements. This is done using the calculated values from Easy
Cost Planning as a template. Of course, they can also book the costs directly to the WBS
elements."
James says:
"So they have various options available. Thanks!"
Account Assignment of Documents in the Project Realization Phase
Figure 59: Account Assignment of Documents
Many business transactions that establish a connection to WBS elements or activities

through document assignment. After assigning the appropriate documents, the costs
concerned are posted to a WBS element, network, activity, or activity element.

Lesson: Posting Documents to WBS Elements
During the project planning phase, you can plan costs for material, activity allocation,
services, and overheads with Easy Cost Planning. During the execution phase, actual costs,
commitments, and revenues arising from purchase requisitions, purchase orders, goods
receipts, activity allocations, or invoices for WBS elements are posted with respect to primary
cost planning, activity input planning, or revenue planning data for the WBS.
Execution Services
Figure 60: Execution Services
In the SAP Project System (SAP PS), some business processes are integrated in Execution
Services, which is based on Easy Cost Planning (ECP) for WBS.
To use Execution Services, you have to plan costs using ECP. In addition, you must have the
corresponding authorization to perform business transactions such as Create Purchase
Order.
You can go from the Project Builder to Execution Services and perform the following business
processes:
● Internal activity allocation.
● Direct process allocation (for processes).
● Reservations (for material items).
● Goods issue (for material items).
● Purchase requisition (for material items, external activity items, service items, and variable
items).
● Purchase order (for material items, external activity items, service items, and variable
items).

Internal activity Allocation with CATS
Figure 61: Cross-Application Time Sheet (CATS)
The CATS is an SAP component that enables standardized, cross-application recording of

employee working times.
You can use the CATS to provide information on hours worked to the following components:
● Attendances and absences in Human Resources (HR).
● Internal activity allocation in Controlling (CO).
● Confirmations in Plant Maintenance/Customer Service (PM/CS).
● Confirmations in the SAP Project System (SAP PS).
● Service entry in External Services Management (MM-SRV).
You can use data entry profiles to define the layout of the CATS yourself. In a worklist, you can
display the assignments that were made when work was distributed among employees as a
set of proposals for entering time data.
Reports transfer both released and approved working time to the different applications. The
working time may be important for various applications simultaneously. In this case, the data
is transferred to all relevant applications.

Lesson: Posting Documents to WBS Elements
Hint:
You cannot use the CATS to enter confirmations for production orders, because
production confirmations deal primarily with yields and scrap quantities.
However, you can use the CATS to enter hours and assign them to the receiver
object production order (Order) field. When transferred to management
accounting, the hours are posted as an internal activity allocation of the
production order.
Posting and Reposting Internal Activities

Allocation of Internal Activities
Figure 62: Internal Activity Allocation
The previous figure shows the app for entering activity inputs. Although the transaction is in
the Project System menu, it actually belongs to Controlling.
With this app you can view, create, and reverse direct activity allocations.
This app supports the possibility to split controlling documents containing a large number of
line items into several separate documents during posting to avoid the limit of input lines.
This app allows you to:
● Filter for direct activity allocations by various criteria, such as reference document, status,
or posting type.
● View the details of a direct activity allocation, including the relevant journal entries.
● Copy the attributes of one allocation to create a new allocation.
Use repostings to correct posting errors for incorrect receivers. Through a reference
document number, the system creates a reference between the document from the source
activity allocation and adjustment document. The source document remains unchanged.

Using the Entry Variant indicator, you can define the possible receivers. You can also choose
between individual and list entries. The following figure shows the list entry option. The
advantage of this option is that you can enter many posting lines on one screen. In
comparison, individual entries provide you with a clearer overview.
Figure 63: Internal Activity Allocation Reposting
Use repostings to correct posting errors for incorrect receivers. Through a reference
document number, the system creates a reference between the document from the source
activity allocation and adjustment document. The source document remains unchanged.
LESSON SUMMARY

Unit 8
Lesson 2
Carrying Out the Purchasing Process for
Investment Projects
LESSON OBJECTIVES
Processing of Purchase Requisitions in Investment Projects

Business Example
For investment and development projecst, you can not only rely on internal resources, but
might also need the support of external suppliers, such as consultants, developers, or testers.
The services of these suppliers are usually procured using purchase requisition and purchase
orders. Whereas it is possible to create purchase documents directly in materials
management and assign them to a WBS element, purchase documents may also be
generated using Execution Services in SAP Easy Cost Planning (ECP).
The Purchasing Process in Investment Projects

Using Execution Services in SAP Easy Cost Planning you generate purchase requisitions for
external processing activities, service activities, and material components procured
externally. These purchase requisitions are passed on to the purchasing department, where
they are processed further.
The purchase requisition results in purchase requisition commitments for the account
assignment object (WBS element). When you convert the purchase requisition to a purchase
order, it results in purchase order commitments for the account assignment object (this value
type is different from the purchase requisition commitments). Based on the account
assignment category of the purchase order, actual costs are posted upon goods receipt or
invoice receipt. Based on the account assignment, actual costs are passed on to the WBS
element. The goods receipt posting may also be skipped as it is difficult to identify the work
already delivered. Usually, the supplier just sends the invoice for the work carried out.
Depending on the account assignment category or the purchase order itself, it is defined if a
goods receipt is required or not.
In the SAP standard system, you use account assignment category P for the account
assignment of WBS elements.
As an alternative to the automatically generated purchase requisitions, you can manually
create purchase requisitions and purchase orders, and assign them to WBS elements.
You post the invoice receipt with reference to the purchase order item. Although it is possible
to post the invoice in Accounting without reference to a purchase order, it is not advised as in
this case the commitment from the purchase order will not be reduced and the purchase
order will not be updated.

LESSON SUMMARY

Unit 8
Learning Assessment
1. During the project planning phase, you can plan costs for material, activity allocation,
services, and overheads with Easy Cost Planning for WBS.
X True
X False
2. Which of the following business processes can be performed as Execution Services in

Easy Cost Planning (ECP)?
X A Internal activity allocation
X B Direct process allocation
X C Goods receipt
X D Reservations
3. Execution Services are based on unit costing for Work Breakdown Structure (WBS).
X True
X False
4. What are examples of results in the system after having triggered external procurement
for a project?
X A The posting of actual costs to the project.
X B An invoice for the work carried out by the supplier.
X C Purchase requisitions with an account assignment to an account assignment

object (WBS element).
X D The creation of purchase requisition commitments.

Unit 8
1. During the project planning phase, you can plan costs for material, activity allocation,
services, and overheads with Easy Cost Planning for WBS.
X True
X False
Correct. During the project planning phase, you can plan costs for material, activity
allocation, services, and overheads with Easy Cost Planning for WBS.
2. Which of the following business processes can be performed as Execution Services in

Easy Cost Planning (ECP)?
X A Internal activity allocation
X B Direct process allocation
X C Goods receipt
X D Reservations
Correct. Internal activity allocation, direct process allocation, and reservations are the
business processes that can be performed when you go from Project Builder to Execution
Services.
3. Execution Services are based on unit costing for Work Breakdown Structure (WBS).
X True
X False
Correct. Execution Services are based on Easy Cost Planning for Work Breakdown
Structure (WBS) elements.

4. What are examples of results in the system after having triggered external procurement
for a project?
X A The posting of actual costs to the project.
X B An invoice for the work carried out by the supplier.
X C Purchase requisitions with an account assignment to an account assignment

object (WBS element).
X D The creation of purchase requisition commitments.
Correct. Examples of results in the system after having triggered external procurement for
a project are purchase requisitions with an account assignment to an account assignment
object (WBS element) and also the creation of purchase requisition commitments.


UNIT 9 Executing Period-End Closing
Lesson 1
Executing Period-End Closing Procedures 147
UNIT OBJECTIVES
● List typical period-end closing activities

● Analyze projects with progress analysis
● Perform period-end settlement

Unit 9: Executing Period-End Closing

Unit 9
Lesson 1
Executing Period-End Closing Procedures
LESSON OVERVIEW
In this lesson, you will learn about typical period-end closing activities and how to analyze
projects with progress analysis, prepare for period-end settlement, and perform period-end
settlement.
LESSON OBJECTIVES
Period-End Closing Activities

James and Linda Discuss Period-End Closing
The first month of project work ends, and James, project planner at Hybrid Machinery,
discusses with Linda, project controller at the same company, the required steps that have to
be carried out during period-end closing.
Note:
James says:
"Linda, I have made sure that all of our colleagues have recorded their working times. And
also that all incoming supplier invoices have been posted in the system, and assigned to the
corresponding WBS elements. Can we now start our period-end closing procedures for the
current period?"
Linda answers:
"Yes, James, we should be good to go. Bookings to the last period have now been blocked in
the system and I've prepared the period-end closing for the current period."
James says:
"Do we have to carry out all of the available activities, or only specific ones?"
Linda answers:
"We don't have to carry out all activities. Only the ones for the specific reports and
evaluations, we are interested in. For example, the progress analysis and cost forecast
activities are only for evaluation purposes. They are not mandatory.

We have to carry out the overhead calculation for actual costs, as these overhead costs can
only be calculated at the end of the period once all actual costs have been posted. If we would
be using template allocations, the same concept would apply.
And if we would have revenues in the project we would have to carry out results analysis to
calculate the accrued costs and revenues. But this is not necessary for our investment
project."
James says:
"This will ease the workload. Could you tell me again what happens during the period-end
closing run?"
Linda answers:
"Of course. When executing the period-end closing run, the actual costs are automatically
transferred from the WBS elements to the assets under construction. If an asset has already
been created, the costs will be transferred to this asset.
For costs that should not be transferred to assets and activated afterward, an additional
receiver has to be maintained in the settlement rule of the WBS element beforehand. This
could be a cost center, for example.
I will make sure that such an assignment exists, before starting the period-end closing run."
James replies:
"Thanks. Then let's get to work."
Period-End Closing Activities
Figure 64: Period-End Closing Activities
You perform period-based business transactions as a part of the period-end closing

procedure. This enables you to ensure that all the data belonging to a period is determined
and made available to enterprise controlling. The preceding figure shows an overview of
period-end closing activities for projects.

Lesson: Executing Period-End Closing Procedures
The various period-end closing activities are as follows:

● Overhead costing:
Overhead costing is used to allocate the overhead costs (in terms of percentage or
quantity-based overheads) for supplied materials, machines, and labor.
● Template allocation:
Template allocation is another method for allocating overheads. This method does not
allocate costs, but determines the quantities used by the receiver object. The costs are
then calculated by valuating the quantities with a price that enables costs to be
determined according to cause.
● Interest calculation:
Interest calculation plays an important role in long-running and cost-intensive projects. In
the SAP Project System (SAP PS), planned and actual interest calculation can be used to
calculate and update interest.
● Cost forecast:
With cost forecasts, you can adjust cost planning to changing circumstances during the
execution phase of a project. In a cost forecast, the system determines and valuates the
remaining activities based on the planned, forecast, and actual values in the network.
● Progress analysis:
You use progress analysis to compare the planned and actual progress of a project based
on actual results.
● Results analysis:
Results analysis carries out a periodic valuation of projects. Data such as stock values,
cost of sales, and reserves are calculated.
● Incoming orders:
Using the project-related incoming orders function, the system determines key figures for
incoming orders and open orders from sales orders assigned to projects. This enables you
to conclude at an early stage regarding the anticipated result of a customer project.
● Settlement:
You use project settlement to allocate the costs and revenues in projects or allocate the
results analysis data to one or more receivers.
Progress Analysis
Percentage of Completion
The basic concepts of progress analysis include the following:
● Percentage of Completion (POC):

- Specifies the project progress as a percentage.
- Describes the ratio of activity carried out to a specific date as a percentage of total work
for the activity or project.
- Determines POC on the basis of the specified measurement method.

● Earned Value:
- Describes the value of work done in a project.
- Describes the costs corresponding with the POC of a project element.
Percentage of Completion (POC) is used to determine how much progress has been made on
a project. This type of analysis is common in most construction and engineering
environments. By using different techniques, you can use factors other than revenue and cost
planning to determine progress. However, planning is still an important factor.
To use POC, you must maintain the POC determination methods for determining your
planned and actual POC for a given period. It is possible to use different methods for different
objects. The system compares the progress that you should have made against your actual
progress to determine your schedule variance. It also compares your actual cost to your
budgeted cost of work performed, that is, how much time you should have spent to achieve
your actual POC. This comparison determines your cost variance.
Earned Value Analysis

The Percentage-of-Completion (POC) and the earned value are important project key figures.
You can analyze these at the level of individual project elements or aggregated for the whole
project or subproject. Like other project key figures, progress analysis values are available in
the following report types:
Figure 65: Evaluation of Progress Analysis
● Structure-oriented report on progress analysis

● Drill-down hierarchy report
● Report Painter or Report Writer reports
Planned POC: The planned POC is the value of the work planned for up to a certain point in
time, expressed as a percentage of all the work required.
Actual POC: The actual POC is the value of the work done up to a certain point in time,
expressed as a percentage of all the work required.

Earned Value (EV): The EV arises from the valuation of the POC and the base (for example,
the cumulated planned costs or the total budget). The planned EV or Budgeted Cost of Work
Scheduled (BCWS) provides the value of the scheduled work. The actual EV or Budgeted Cost
of Work Performed (BCWP) provides the value of the work performed.
You can compare the planned earned value with the actual earned value to calculate the
scheduling variance (SV). A positive scheduling variance means that the actual POC is lower
than the planned POC, so you're lagging behind your original project plan. A negative
scheduling variance means that the actual POC is higher than the planned POC so your
project progress is faster than originally planned.
You can compare the actual earned value with the actual costs to derive the cost variance
(CV). If the actual costs are higher than the actual earned value the costs are higher than they
should be according to the project plan.
You can use the structure overview to evaluate the POC and earned value. The system
displays the values in line with the project hierarchy. You can use the structure overview to
evaluate the POC and the earned value in the following configuration:
● Aggregated
● Not aggregated
● Corrected
● Not corrected
From the hierarchical display, you can navigate to a project object in the period breakdown
and the graphical display.
Creating Settlement Rules

Settlement Rules
Settlement rules are required to settle the project. These rules determine which portions of
the sender’s costs are transferred to which cost receivers. Settlement rules are stored in the
sender objects and contain distribution rules and settlement parameters. They are required
to settle the project. The following figure shows the typical scenarios for settling the projects.
Figure 66: Settlement of Investment Projects

You can create settlement rules manually in the Project Builder. For WBS elements, you can
also use the Create Settlement Rule (CJB1 and CJB2) transaction. Depending on predefined
strategies, these transactions create settlement rules for cost centers or profitability
segments, or they inherit predefined settlement rules.
When you settle your project, costs and revenues are transferred to financial accounting (G/L
account), asset accounting (fixed asset), management accounting, or profitability analysis
(order, cost center, and profitability segment), or the SAP PS (WBS elements, networks, and
activities).
For investment projects, WBS elements are normally settled to Assets under Construction
(AuC). The Assets under Construction (AuC) are created automatically when WBS elements
are released (this is controlled by the investment profile). Settlement rules prescribing
settlement to Assets under Construction (AuC) can be generated automatically when the
WBS elements are settled for the first time. When the project is technically closed, the WBS
elements are settled to an asset master record, and the values are transferred from the
Assets under Construction (AuC) to the asset. For sales projects, only the billing element is
normally settled, because results analysis is carried out at the billing element level. The
results analysis data contains costs and revenue not only for the billing elements, but also for
all the WBS elements and activities that are subordinate to the billing elements. However, only
the billing element has a settlement rule. A settlement profile, Do not settle, is assigned to all
other objects.
Actual Overhead Allocation

Actual Overhead Allocation
You calculate actual overheads based on the costing sheet and the overhead key that you
entered on the WBS element, network header, or network activity.
Figure 67: Actual Overhead Allocation
Actual overhead calculation allocates cost objects with actual overheads. Overhead is
allocated to cost objects using quantity-based or percentage allocation rates.
You can simulate overhead allocation (test run).
The overhead calculation process generates the following postings:

● Overhead expenses are charged to cost objects (network activities, network header, and
WBS elements).
● The cost center (or the overhead process) is credited. Costs are updated using the
secondary cost elements specified in the credit rows in the costing sheet. The actual
overhead calculation uses the costing sheet entered in the cost object.
Carry Out Settlement for Investment Projects

Carrying Out Settlement for Investment Projects
Settlement Parameters
Depending on the maintenance of the settlement rule, different options exist to carry out
settlement.
Figure 68: Settlement Options
In direct settlement, you settle each object in a project (WBS elements, networks, orders, and
activities) directly to a cost object not included in the project, such as a profitability segment.
In multilevel settlement, you first settle activities, orders, and WBS elements to the top WBS
element in the project. The top element then settles the costs collected.
Specify which of the following you want to use when you maintain or determine the settlement
rule:
● Multi-level settlement for settlement to WBS elements of other projects or the same
project.
● Direct settlement for the settlement of Project System structures to receivers outside of
the project.

Settlement of Investment Measures
Figure 69: Settlement of Investment Measures
Actual costs on investment measures (WBS elements and internal orders) arise from the
following:
● Postings in FI.
● Goods movements in materials management.
● Internal activity allocation and overhead within Controlling (internal management
accounting).
The account assignment object for acquisition postings is the order or the WBS element of
the investment measure. You cannot post the asset under construction that belongs to the
investment measure directly (exception: investment support).
The split of those costs requiring capitalization from costs not requiring capitalization takes
place during the periodic settlement.
The periodic settlement credits the order or WBS element and moves the amounts that
require capitalization from costs (expense) to the balance sheet (fixed assets or assets under
construction). The amounts requiring capitalization are shown in management accounting
only temporarily, as primary costs, until the period-end closing takes place. You can settle
costs that do not require capitalization to CO receivers (such as cost centers).
During the settlement of investment measures, there are always two different processing
types:
● Periodic settlement at the close of the period.
● Full settlement or partial capitalization of the investment measure at its completion.

During periodic settlement, the system automatically settles all debits to the asset under
construction that belongs to the measure (unless you entered a settlement rule that settles
differently). You do not have to create separate settlement rules for this process.
Often, the allocation price for internal activity and the price of stock from the warehouse also
include overhead. Usually, tax regulations or other legal restrictions forbid capitalizing these
overhead costs. From the point of view of management accounting and product cost
planning, it is desirable to capitalize 100% of all debits on investment measures to level large
cost blocks by means of depreciation. To meet this need, you can specify that amounts from
certain cost elements or cost element groups are capitalized only in certain depreciation
areas of the asset under construction. The system separates costs that are not capitalized
(valuation differences between depreciation areas) and treats them as non-operating
expenses.
Full settlement takes place when the investment measure is completed. During full
settlement, the system automatically settles the amounts on the asset under construction to
completed fixed assets.
LESSON SUMMARY


Unit 9
Learning Assessment
1. Which of the following are the period-end closing procedures?

X A Overhead costing.
X B Outgoing orders.
X C Cost forecast.
X D Progress analysis.
2. The system compares the progress that you should have made against your actual
progress to determine your schedule variance.
X True
X False
3. Settlement rules determine, in part, which portions of the sender’s costs are transferred
to which cost receivers.
X True
X False
4. Settlement rules are stored in the sender objects and contain distribution rules and
settlement parameters.
X True
X False

Unit 9
1. Which of the following are the period-end closing procedures?

X A Overhead costing.
X B Outgoing orders.
X C Cost forecast.
X D Progress analysis.
Correct. Cost forecast and Progress analysis are the period-end closing procedures.
2. The system compares the progress that you should have made against your actual
progress to determine your schedule variance.
X True
X False
Correct. The system compares the progress that you should have made against your
actual progress to determine your schedule variance.
3. Settlement rules determine, in part, which portions of the sender’s costs are transferred
to which cost receivers.
X True
X False
Correct. Settlement rules are required to settle the project. These rules determine which
portions of the sender’s costs are transferred to which cost receivers.

4. Settlement rules are stored in the sender objects and contain distribution rules and
settlement parameters.
X True
X False
Correct. Settlement rules are stored in the sender objects and contain distribution rules
and settlement parameters.

S49010_EN_Col26

Uploaded by

Copyright:

Available Formats

S49010_EN_Col26

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

S49010_EN_Col26

Uploaded by

Copyright:

Available Formats

S49010

Exploring Investment Projects in

© 2024 SAP SE or an SAP affiliate company. All rights reserved.

American English is the standard used in this handbook.

This information is displayed in the instructor’s presentation

Related or Additional Information

User interface control Example text

Window title Example text

© Copyright. All rights reserved. iii

vii Course Overview

1 Unit 1: Evaluating Different Tasks in Investment Projects

3 Lesson: Planning and Execution of Investment Projects at the

15 Unit 2: Introducing SAP S/4HANA

17 Lesson: Introducing SAP S/4HANA

45 Unit 3: Managing Projects with SAP S/4HANA Project System

47 Lesson: Describing Project Management with SAP S/4HANA

55 Unit 4: Working with Project Structures

57 Lesson: Outlining a Work Breakdown Structure (WBS)

77 Lesson: Analyzing Projects with the Structure Information System

101 Unit 6: Working with Project Plans

103 Lesson: Planning Dates for WBS Elements

117 Unit 7: Setting Up Project Budgets

119 Lesson: Budgeting Projects

© Copyright. All rights reserved. v

133 Lesson: Posting Documents to WBS Elements

145 Unit 9: Executing Period-End Closing

147 Lesson: Executing Period-End Closing Procedures

vi © Copyright. All rights reserved.

© Copyright. All rights reserved. vii

© Copyright. All rights reserved. 1

2 © Copyright. All rights reserved.

Investment Projects at the Hybrid Machinery Company

© Copyright. All rights reserved. 3

4 © Copyright. All rights reserved.

© Copyright. All rights reserved. 5

6 © Copyright. All rights reserved.

Investment Projects at Hybrid Machinery

© Copyright. All rights reserved. 7

8 © Copyright. All rights reserved.

© Copyright. All rights reserved. 9

10 © Copyright. All rights reserved.

X A Project release → Cost planning → Budgeting

X B Cost planning → Budgeting → Project release

X C Budgeting → Cost planning → Project release

X D Cost planning → Project release → Budgeting

© Copyright. All rights reserved. 11

4. What task is usually NOT part of the work of a project controller?

X A Project cost planning

X D Period-end closing activities for projects

12 © Copyright. All rights reserved.

Learning Assessment - Answers

X A Project release → Cost planning → Budgeting

X B Cost planning → Budgeting → Project release

X C Budgeting → Cost planning → Project release

X D Cost planning → Project release → Budgeting

© Copyright. All rights reserved. 13

4. What task is usually NOT part of the work of a project controller?

X A Project cost planning

X D Period-end closing activities for projects

14 © Copyright. All rights reserved.