2 Structures and Master Data Network 2·3

service, you must specify a Work center (see Section 3,2.1) that is or assigned documents, or by specifying appropriate info records or
supposed to render the respective service. In addition, you must outline agreements from Purchasing. Figure 2.12 shows an example
enter the amount of work in the Work field. of an externally processed activity that is used to procure an external
construction service within the network.

r;~ttl fijJ connerke1 rS01 [']' 3IJbnt,,·-.,..I', '.1"J:f:

~. 2606 Df'J-rojert-sLim. PbU;Z

2000 ! 1300 OisIKeYO<lil"Rqlrll 1300 0 Prijlecl-sUm

Work 40,0 HR Number Percent Pur~h,j~lng Qlg r.Jalerj-;i1 erouo -BBi'
C;iI{uIMICin kay i!I Eli€C1Jln rai:tdr 11100 Purch.group 001 aonrerm iNsl:rit£K
1421 I REqUlsilionSI
AClll~Typ. BlJSlneSS prcc.
101' ;75"EUR pet 1 Reclpfenl
w PHJHtj i;l $1d ,eldkey
415000 DFrPHce Hac-King Number
usaue i;l ~5 .
->~._ ..._ .._-- ~--_... ~,_._ ...--_.
P"dl~'lttClty 100,0 "HR EJ(8cutn tenor
F!>:JC(1lved '0,000 Unloading Point
'~ 5 DAY 0 Henble fflffor{Cal.l[l 01 RaqllfslUon r b V}!P'jU; DriJ B~%13
m
•
Red. <;lr~tem' ~esJPl.irt. fS:j 1 From release

, setttemsnt rure Costs planhedfat1ual ~ Set!ltJmenlnne \

- "l
Figure 2.11 Example of an Internally Processed Activity Figure 2.12 Example of an Externally Processed Activity ~
Calculation key If, for an internally processed activity, a fixed reference exists Based on your entries regarding the external service, the Planned Res.lPurc. fi
-:1
between the planned work and its duration, you can use the Calcula­
tion key field to ensure, for example, that the duration is calculated
Delivery Time, the Activity Quantity, the Material Group, and the
responsible Purchasing Organization and Purchasing Group, the
req. indicator

on the basis of the planned work of the activity and the amount of system can create a purchase requisition. This process depends on

-. time that the work center is used. If you use the Number and Percent the Res./Purc. req. indicator:

- fields, you can also specify how many different capacities should be
considered and at what percentage during the calculation. Con­
.. Immediately, i.e., automatically the next time the network is
saved
-
'1
versely you can also calculate the amount of work required on the
~ From release of the activity and the subsequent save process
- basis of the duration of the activity. A possible third alternative of
using the calculation key is to manually specify the planned amount l> Never automatically, but at ,my time during the save process once

-
'1
of work and its duration. Based on these aforemcntioncd entries, the
system then calculates the number of different capacities that are
you have manually set the indicator from Never to Immediately

Like an externally processed activity, you can use a service activity Service activities

..rr Externally
required.

An externally processed activity - for which you can use control key
(default control key PS05) to plan and procure external services
through Purchasing (see Figure 2.13). Whereas external processing
processed allows you to procure only one specified service, a service activity
PS02 by default - enables you to plan and procure a service that is
activities
enables you to plan and procure several services and to enter data for
... supposed to be provided by an external resource. You can specify the
service to be procured either manually by using long texts, PS texts, services that has not yet been specified in detail.
"
-
".
• 46 47
 2 I Structures and Master Data Network 2·3

~ FF Finish-finish relationship trigger the procurement of external services through Purchasing, and
The successor ends at the same time as the predecessor, or once to plan additional costs. All those operations depend on the control
the predecessor has ended. key that defines the type of activity element. An activity element is
~ SF Start-finish relationship identified by a unique number within the network. Figure 2.15
The predecessor begins once the successor has finished. shows an example of a Costs type activity element.

Time interval If you enter a positive time interval in a relationship during time
scheduling, you can ensure that the time interval is kept between the
activities. Conversely, a negative time interval means that in a finish­
start relationship, for example, the activities can overlap by this time
interval.
You can enter time intervals as absolute values. such as a number of
~r,
days. or as a percentage based on the duration of the predecessor or
successor. If you want the time intervals to refer exclusively to work­
days or the operating time of capacities, you must also enter a factory
calendar or work center in the relationship.
However, in contrast to an activity, an activity element doesn't con­
tain any relationships and is therefore not relevant for time schedul­
ing. An activity element must be firmly assigned to an activity so that
it adopts the dates that pertain to the activity. Note that you can spec­
ify time intervals to define that the activity element starts later or fin­
ishes earlier than the superordinate activity. However, the planned
period of an activity element must always be within the limits of the
planned period of an activity.

You can create relationships for activities in a tabular view. In addi­

tion, you can use the connection mode in the network graphic and
Project Planning Board to create relationships graphically. Moreover,
CRTO [jjj] Controlkey PS03
the Project Planning Board allows yOll to simply select activities and E2606-3

use the Connect selected activities icon to automatically create fin­ 1000
'::1 1300 Reqsl.cost olr
ish-start relationships between those activities in the order in which 1.000,00 EUR [Il;J] castEI.ment 466000
they are listed in the table.
,'" o Flexible O~5etlo start
External You can also create relationships between activities of different net­ Offset10fin:
relationships
works and therefore map interdependencies between the networks.
The networks that are connected by relationships in such a way may
''!l also belong to different projects. Relationships between activities of .~
different networks are also referred to as external relationships.
..• ­ ",,~j
Figure 2.15 Example of a Costs Type Activity Element

Activity Elements
Another difference between activity elements and activities is that
There are four different types of activity elements: you cannot assign any additional objects - particularly PS texts, doc­
Pl I> Internal element uments, milestones, or material components - to activity elements.
~ External element By using activity elements instead of activities, yOll can keep a clear
o

r '.

" Service element structure of the network as well as the time scheduling component of
r!;
~ Costs element the network. The following two examples of the elevator project will
demonstrate the advantage of using activity elements instead of
As is the case with an activity, an activity element enables you to plan activities.
the costs and capacity requirements for internal services, to plan and

r_
....
....

llii1
50 51
 n
3 I Pianning Functions Date Piannlng 3·1

ever, you may want to assist in scheduling activities in order to, for The total float of an activity results from the difference between its Total float
~
example, define fixed dates or to consider constraints that cause latest and earliest dates, and therefore specifies the time interval by
activities to be feasible only within specific periods. For this purpose, which you can shift an activity from its earliest date without exceed­
you can specify scheduling constraints for activities (see Figure 3.6). ing the end date defined in the network header or - if it determines
~
dates - of the assigned WBS element. Activities with a total float
;!\s:'Signments smaller than or equal to zero are regarded as time-critical and are
highlighted in color in the network graphic and the diagram section
1
rst;';­
rCOrlslraints

, Fin
- 2 cenno: start before of the project planning board."

t:-arly/Late The free float of an activity is the interval by which you can shift the Free float
'1 activity from its earliest date without affectlng the earliest date of the
succeeding activities. For two activities that are linked to each other
start Fi-i C'ur':31 \fi/ark

Ear; DL88,2887 88, E8:80 06:08.2001 24'.00:00 by a finish-start relationship (without a time interval), the free float
'!l Last 11 :092007 18:@:88 14 092001 18:00:00 J, G GAY of the predecessor results, for example, from the difference between
.~ct 00: ~G'08 00:0000
Fest conr. lJQ: 80 '(10 o0 t
the earliest start date of the successor and the earliest end date of the
Dlspalch. OB'WOO 00 00 80 activity itself
1
Figure 3.6 Example of a Scheduling Constraint for an Activity 10m I rS01
Electric-al englne.ering
"
3007.2007 \ 3 tH.OB,200l
02082007 I 0 I1C.OB.2007
Using scheduling constraints, you can either fix the earliest or latest
start or end dates of activities (Must start/finish on) or restrict them
.,
via threshold values (Cannot start/finish before/not later). You can
manually enter scheduling constraints or graphically determine them
in the project planning board, depending on the options or the plan­
<':1 ning board profile (see Section 2.7.2). In scheduling, the various
influencing factors are considered according to the following priori­
tization: Figure 3.7 Time-Critical Activities and Floats ill the Network Graphic

" 'fJ 1. Actual dates (see Section 5.1.2)

Free floats typically result from scheduling constraints of succeeding "Flexible" indicator
2. Scheduling constraints activities, or they occur when there are parallel paths within the net­
~! 3. Relationships work where one path consumes more time than the other (see Figure
4. Start and end dates of the network header or the assigned WBS ele­ 3.7). Because you ran use the free float to perform activities without
ments if the work breakdown structure determines dates affecting subsequent activities with regard to scheduling, you can set
--.. the Flexible indicator for an activity to cause the earliest dates of this
"'l Floats From the scheduled dates of the activities, the system additionally activity to be calculated based on the normal duration plus the free
determines floats for each activity, which can be displayed in the float. Consequently, the capacities have more time for performing
. ~
detail screen of the activities and the network graphic, or graphically
illustrated in the project planning board, respectively. Regarding
the activity.

floats, there is a distinction between a total float and «free float. 4 In the project planning board, you can usc the options or even the planning board
,.
profile to control the total float starting from which activities are to be highlighted
in color.

.,.,
'til, 1D 123
 "I 6 I Period-End Closing Project-Related Incoming Orders 6.7

However, you can change this setting if necessary in expert mode

".I

and define a different lock period in the results analysis version.

You can execute a planned results analysis with transactions KKA2P

'I and KKAJP. For the actual results analysis, use transactions KKA2 and
KKAJ .15 On the results analysis initial screen, select the re levant WBS
elements, the results analysis period, and the relevant results analy­
,
'J
sis version. When you execute the results analysis, the system uses
the results analysis version and the results analysis key of the objects
to determine which valuation method is to be used to analyze the
'1
data. The results analysis data is then calculated on the basis of the
status of the WBS elements that are to be analyzed.!" Depending on
the settings of the valuation method, you may also be able to enter
1
additional results analysis data manually.

With flexible error management. which you can define if necessary

1 in Project System Customizing, you can influence the messages that
may be issued when you execute the results analysis. You can, for
example, convert the warning message message type into an error
"
message for certain results or vice versa, or suppress messages com­
pletely.

'" Figure 6.22 shows the result of a results analysis.

Remember to save the result, so that the results analysis data is I

.,1
updated. If the controlling area currency differs from the company
code currency, the results analysis is executed in both currencies. In
I
this case, you must save the results twice, so that the data is updated. I
The results analysis data is not posted to the Profltabllity Analysis or I
"' Financial Accounting until project settlement (sec Section 6.9).
Figure 6.22 Example of the Result of a Results Analysis

......
1
6.7 Project-Related Incoming Orders
15 In trilnsactian KKG2, you can also manually enter the cost of sales for a project,
"'!! depending on the settings. For sales ami distribution projects, you can use project-related
.~
16 Since the time of the results analysis may differ from the time for which a status
incoming order determination to calculate additional Controlling
that is relevant for the results analysis has been set. the assignment of the results
key figures for incoming orders, for the order history, for open order
analysis data to the relevant periods may be inrorrr-rt in the results analysis. To
"1 avoid this potential problem, activate time dependency for the system status in values and for open order value reduction, and to evaluate these in
Customizing. The system then stores the date for which the suuus was set (e.g., Project System reporting, or settle them to the Profitability Analysis,
for the status "released," "tecbnically completed," or "fully invoiced"), and takes thereby making them available for analysis in companywide profita­
this into account in the results analysis. For the planned results analysis, you can
'~ bility and sales accounting. Based on the key figures from incoming
-~ also plan the Ul1Ie of a status change.

"l
,>,~ 356 357