Praxis fall
On a fictional, but quite realistic example is a special R/3-Problematik shown, resulting from the high levels of integration Components yields. The mutual dependence of R / 3 requires:
• A particularly close cooperation between the departments themselves and the project team
• A streamlined project organization
• Support the management of the project The practice case shows the importance of cooperation of the Department for Can project progress.
Baseline
A previously independent company was acquired by a corporation. This has made on the management of the company, the requirement introduce the following R / 3 application components:
• Financial System with Asset Accounting (FI)
• Controlling (CO)
• Materials Management (MM)
• Distribution (SD)
The Board has appointed an employee from the field organization with the project. The launch was carried out in line with the ASAP Roadmap. The following procedure relates to the field of cost and has occurred in life of project.
Phase "Business Blueprint"
In the first section of the project, the department was controlling responsibility to provide a cost plan and a cost center hierarchy Company to pass on the project team. This information will provide the basis for further system. Within the specified Schedule was fulfilled this requirement. The cost of the project team was as master data in the application component Controlling created and defined hierarchy assigned. Upon completion of these activities, the members were of the Project team who cared for other components these cost in the following Allocate and use application components:
• Fixed Assets (Cost in the asset master record for imputed Depreciation and excess or shortfall) on disposal of assets
• Distribution (cost center identification, through sales contracts for revenue allocation) to cost
• Materials Management (Cost Center determination in automatic postings, for example)
For price differences without the fixed cost in the application components further actions are not possible.
The deposit of the cost occurred in the individual application components with a different workload.
• The sales are sales channels, sales organizations and divisions of the assignment to cost centers affected.
• By contrast, in the plant records during the exchange of a cost center in the master record calls for another.
As can be seen that the cost in an integrated application -component of meaning. Changes in the scope of Data are always contributed to other application components made and may, therefore, consider not only from the viewpoint of controlling will.
Phase "realization"
After the transition into the implementation phase has been prepared by controlling the Establishment costs in relation to its severity (number and structure of the Cost) fundamentally changed. This meant that in the above application components with the settings partial had to be started from scratch. Particularly affected was the distribution, since it receives the proceeds of the previous requirements now divided into different cost centers should be? This change required the complete rebuilding Order is filed and the reasons assigned through distribution channels, Sales organizations and divisions.
The resulting loss of time occurred was compensated by longer working hours. The Controlling Department but assured that those changes absolutely necessary and certainly the last of its kind were.
After some time had passed (by now been tested), presented the Controlling a new request to amend the cost. After agitated, sometimes they do not always substantive discussions Change as absolutely final correction was adopted.
The experience of the first amendment to the project was in the Meeting Minutes the statement of the controlling head start that this guaranteed to last change was the project team and other changes could refuse.
The new amendments were endangering the project's progress in the field of Distribution, since they were there very time consuming. The changes were achieved through overtime.
Phase "pre-production"
During the phase of pre-production, the department requested controlling again a change in the cost. A meeting between the Head of Controlling and the Project team, the Cost Center accounting supervised, brought no result.
The project staff described the project manager the problem. Since this point a meeting protocol existed, the project was the requirement the controller with a reference to the appropriate protocol reject the trial of the conductor controlling this change directly impose on the Executive Committee, was unsuccessful. The project manager was the Steering Committee of the board by of overtime worked and the project progress (pre-production) satisfied that a change in the start of production significantly would threaten. Controlling the head was offered as an alternative, incorporate the costs for the next fiscal plan.
This Proposal was accepted by him eventually. Through the consistent position of project manager, good organizational Management of the project with meeting minutes and the backing of the Management was able to overcome this critical condition. |
