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158 views229 pages

Content Project Management 2020

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José Vicente

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IFSworld.

com

1
May 7, 2020

IFS PROJECTS™
PROJECT
MANAGEMENT
IFS SPECIALIST COURSE – IFS APPLICATIONS™ 10

IFS ACADEMY

YOUR DETAILS

Name:

Contact number:

Email:

 Timings

 Safety

 Ground rules

 Objectives

3
May 7, 2020

Class 1. Introduction
Introductions to Project
TIMINGS 09:00
Mangement
09:15
DAY 1

2. Initiate Break 3. Establish

Project Project Plan 1
&2
09:45 10:30 10:45

4. Plan and Lunch

Assign Project
Resources
12:00 12:30

Explain overall plan for Class 4

5. Define 6. Approve
Project Project
TIMINGS Deliverables
13:00 14:00
DAY 1

Break 7. Manually
Connect
Objects to
Activities
14:30 14:45

Explain overall plan for Class 5

Day 2 9. Execute
introduction Activity
TIMINGS and review
09:00 09:30
DAY 2

Break 10. Complete 11. Additional

and Close Project
Project Functionality
10:30 10:45 11:00

12. Added Lunch

Project
Planning
Capabilities
12:00 12:30

Explain overall plan for Class 6

13. Project 14. Advanced

Cost/Revenue Topics in
TIMINGS Elements Project
Resources
DAY 2 13:00 13:30

15. Project Break 16. Planned

Deliverables Netting
and Quotation Groups and
Lists Project MRP
14:00 14:30 14:45

17 18 Day 2 and
Project Project Cube Class Wrap up
Analysis – questions
and discussion
15:15 16:00 17:00

Explain overall plan for Class 7

SAFETY AND GROUND RULES

 Fire Alarm – process – exits – muster

 Phones off or on silent

 Be social, switch of Social Media

 Respect

 Access

GROUND RULES & HOUSEKEEPING

WELCOME TO THE COURSE! 8

Please take note of the fire, health & safety procedures at this venue.
During the course, the only rules we all need to observe are based around respect for each
person, no matter what their social background, culture, sex or abilities are. This will
manifest itself in allowing everyone to speak and be heard, not using any stereotypical
remarks about any social group etc.
Please respect everyone’s point of view, except if it is liable to cause offense. Use of
inappropriate language is not acceptable. Thank you for your consideration.

As for communication and mobile devices, at least put your mobile phones to silent and
only answer in case of emergency, otherwise use breaks to call back. When answering
during the course, please leave the class room without interrupting the course (e.g. by loud
speaking)..
For tablets, we cannot see what you are doing but expect that if they are used during the
course they are exclusively used for the course, not to read, respond and update Facebook,
mail etc.
We would like to have your undivided attention.

IFS APPLICATIONS 10™ MAPPING

SALES & SERVICE

OPERATIONS QUOTATION
PLANNING MANAGEMENT
EMPLOYEE & MATERIAL & SERVICE OVERALL
CONSOLIDATION MANAGER RESOURCE CONTRACT EQUIPMENT
SELF-SERVICE PLANNING MANAGEMENT EFFECTIVENESS

BUSINESS TIME & VISUAL PLANNING DEMAND WHAT-IF B2B

PLANNING ATTENDANCE & SCHEDULING FORECASTING SCENARIO
EXPLORER CONTRACTING

CASH FLOW EXPENSE PROJECT CONFIGURE & SUPPLY CHAIN DYNAMIC API & ACCESS
MANAGEMENT REPORTING MAKE TO ORDER PLANNING SCHEDULING COMPLEX MRO

PROJECT PAYROLL PROJECT RISK COMPONENT INVENTORY FIELD VEHICLE CONFIGURATION &
FINANCE ADMINISTRATION DELIVERABLES MANAGEMENT REPAIR REPLENISHMENT SERVICE & INFORMATION EXTENSIBILITY
MOBILE MANAGEMENT

HEALTH & PROJECT PROJECT BASED CALL & CASE PREVENTIVE

eINVOICE SAFETY COMMISSIONING BUDGETING & MANUFACTURING SALES ORDER MANAGEMENT MAINTENANCE B2B
FORECASTING

ACCOUNTS QUALIFICATIONS COMPATIBLE PLANNING & DISCRETE SRM & PRODUCT MAINTENANCE
PAYABLE &EMPLOYEE UNITS SCHEDULING MANUFACTURING PROCUREMENT ESTIMATE PLANNING LOBBY
DEVELOPMENT MANAGEMENT

ACCOUNTS TRAINING ASSET PROJECT BATCH PROCESS SHIPMENT SALES MOBILE

RECEIVABLE MANAGEMENT DESIGN MANAGEMENT MANUFACTURING MANAGEMENT CONFIGURATOR WORK ORDER SOLUTIONS

ENGINEERING SUB-CONTRACT REPETITIVE RENTAL DATA

FIXED ASSETS RECRUITMENT CHANGE MANAGEMENT MANUFACTURING MANAGEMENT WEB STORE LINEAR ASSETS MANAGEMENT
MANAGEMENT

GENERAL EMPLOYEE & PDM SALES CONTRACT SHOP FLOOR WAREHOUSE

LEDGER ORGANIZATION CONFIGURATION MANAGEMENT REPORTING MANAGEMENT CRM EQUIPMENT STREAMS
MANAGEMENT

IFS IFS
IFS HUMAN IFS IFS IFS IFS IFS IFS
CAPITAL BUSINESS
FINANCIALS™ ENGINEERING™ PROJECTS™ MANUFACTURING™ SUPPLY CHAIN™ SALES & SERVICE™ MAINTENANCE™
MANAGEMENT™ ENABLERS™

ACCOUNTING SUSTAINABILITY LIFECYCLE DOCUMENT REPORTING & CONNECTED QUALITY PROCESS IOT BUSINESS
BUSINESS
RULES MANAGEMENT MANAGEMENT MANAGEMENT ANALYSIS COCKPITS MANAGEMENT MODELS CONNECTOR

IFS FOUNDATION1™— LAYERED APPLICATION ARCHITECTURE AND TECHNOLOGY

Our Cross-Functional Components are a set of powerful tools designed for streamlining, simplifying, and
handling critical processes found within most industries and businesses.

These processes include Business Performance, Customer Relationship Management, Supply Chain
Management, Business Modeling, Document-, Quality- and Eco-footprint Management.

FOCUS AREA SALES &

MAPPING

SERVICE
OPERATIONS QUOTATION
PLANNING MANAGEMENT
EMPLOYEE & MATERIAL & SERVICE OVERALL
CONSOLIDATION MANAGER RESOURCE CONTRACT EQUIPMENT
SELF-SERVICE PLANNING MANAGEMENT EFFECTIVENESS

BUSINESS TIME & VISUAL PLANNING DEMAND WHAT-IF B2B

PLANNING ATTENDANCE & SCHEDULING FORECASTING SCENARIO
EXPLORER CONTRACTING

CASH FLOW EXPENSE PROJECT CONFIGURE & SUPPLY CHAIN DYNAMIC COMPLEX MRO API & ACCESS
MANAGEMENT REPORTING MAKE TO ORDER PLANNING SCHEDULING

PROJECT PAYROLL PROJECT RISK COMPONENT INVENTORY FIELD VEHICLE CONFIGURATION &
FINANCE DELIVERABLES MANAGEMENT REPAIR REPLENISHMENT SERVICE & INFORMATION EXTENSIBILITY
ADMINISTRATION MOBILE MANAGEMENT

HEALTH & PROJECT PROJECT BASED CALL & CASE PREVENTIVE

eINVOICE SAFETY COMMISSIONING BUDGETING & MANUFACTURING SALES ORDER MANAGEMENT MAINTENANCE B2B
FORECASTING

ACCOUNTS QUALIFICATIONS COMPATIBLE PLANNING & DISCRETE SRM & PRODUCT MAINTENANCE
PAYABLE &EMPLOYEE UNITS SCHEDULING MANUFACTURING PROCUREMENT ESTIMATE PLANNING LOBBY
DEVELOPMENT MANAGEMENT

ACCOUNTS TRAINING ASSET PROJECT BATCH PROCESS SHIPMENT SALES MOBILE

RECEIVABLE MANAGEMENT DESIGN MANAGEMENT MANUFACTURING MANAGEMENT CONFIGURATOR WORK ORDER SOLUTIONS

ENGINEERING SUB-CONTRACT REPETITIVE RENTAL DATA

FIXED ASSETS RECRUITMENT CHANGE MANAGEMENT MANUFACTURING MANAGEMENT WEB STORE LINEAR ASSETS MANAGEMENT
MANAGEMENT

GENERAL EMPLOYEE & PDM SALES CONTRACT SHOP FLOOR WAREHOUSE

LEDGER ORGANIZATION CONFIGURATION MANAGEMENT REPORTING MANAGEMENT CRM EQUIPMENT STREAMS
MANAGEMENT

IFS IFS
IFS HUMAN IFS IFS IFS IFS IFS IFS
CAPITAL BUSINESS
FINANCIALS™ ENGINEERING™ PROJECTS™ MANUFACTURING™ SUPPLY CHAIN™ SALES & SERVICE™ MAINTENANCE™ ENABLERS™
MANAGEMENT™

ACCOUNTING SUSTAINABILITY LIFECYCLE DOCUMENT REPORTING & CONNECTED QUALITY PROCESS IOT BUSINESS
BUSINESS
RULES MANAGEMENT MANAGEMENT MANAGEMENT ANALYSIS COCKPITS MANAGEMENT MODELS CONNECTOR

IFS FOUNDATION1™— LAYERED APPLICATION ARCHITECTURE AND TECHNOLOGY

ABOUT THE COURSE

“THIS COURSE IS ONE OF THE COURSES TOWARDS GAINING

THE IFS CERTIFIED SPECIALIST - FUNCTIONAL ACCREDITATION.

IT ENABLES STUDENTS TO COVER AND PREPARE

ALL OF THE EXAMINATION SPECIFICATION TOPICS FOR
Aim of the Course: THE PROJECT MANAGEMENT EXAM.”
11

By the end of this course, students should be able to create, process and analyze Projects,
which should prepare them for the Project Management Exam.

THIS COURSE CONTAIN

TWO SECTIONS

1. BASIC PROJECT MANAGEMENT

2. ADVANCED TOPICS IN PROJECT MANAGEMENT
(BASIC DATA – REVIEWED DURING THE BUSINESS PROCESS)
12

Explain the general approach to this Class: 2 primary sections

Basic Project Management:

Primary steps required to process a project
Features most frequently used
Intended to provide a good understanding of overall Project Management
functionality

Advanced Topics:
Detailed review of key features in Project Management
Infrequently used functionality – review all areas of functionality (anything excluded
from basic project management)
Review alternative processes in Project Management

Basic data will be discussed during the business process flow (when applicable)

PROJECT MANAGEMENT
COURSE OBJECTIVES
 Understand benefits of using IFS Project Management
 Understand Basic Data required for Projects
 Learn how to create and plan a new Project
 Initiate new Projects
 Establish Project plans (Work Breakdown Structures “WBS”)
 Understand options available to schedule Projects
 Define Project Deliverables
 Create and assign Project Resources
 Approve and Start Projects

Review the Course Objectives:

In general, these objectives follow IFS Business Models for Project Management.
Overall course objective is to expose attendees to full Project Management functionality in
such a way that they will:
1. Gain good understanding of primary functionality used by most customers
2. Obtain hands-on practice of all key functions
3. Be aware of all less frequently used and advanced functionality
This is to be accomplished by going though the items listed on the Course Objectives slides

PROJECT MANAGEMENT
COURSE OBJECTIVES
 Learn how to execute Project activities:
 Release Activities
 Manually connect objects to Activities
 Create supply requisitions
 Process requisitions
 Report progress on activities
 Complete and close activities
 Analyze Project data
 Complete Projects
 Exposure to advanced topics in Project Management

HANDOUTS

15
IFS Presentation May 7, 2020

ACCESS?

16
07 May 2020

BASIC PROJECT
MANAGEMENT

BASIC FLOW OF PROJECTS AND FREQUENTLY USED FEATURES

Basic Project Management will cover:

Primary steps required to process a project
Features most frequently used
Intended to provide a good understanding of overall Project Management
functionality

Basic data will be discussed during the business process flow (when applicable)

1. INTRODUCTION TO
PROJECT MANAGEMENT

INTRODUCTION TO PROJECT MANAGEMENT

LESSON OBJECTIVES
By the end of this lesson, students should have:

 A short introduction in to Project Management

 An understanding of the benefits of using IFS Project

Management

 Knowledge of how IFS Project relates to other IFS Modules

 An understanding of the overall IFS Project Management

business flow

This section is to introduce attendees:

1. To the overall topic of Project Management
2. To IFS Project Management (how it is structured, used, and other modules to which it
relates)

WHAT IS A PROJECT ?

“A PROJECT IS… A TEMPORARY ENDEAVOR UNDERTAKEN TO CREATE A

UNIQUE PRODUCT OR SERVICE.”
*Project Management Institute
A Guide to the Project Management Body of Knowledge
(Third Edition)
20

Key points:
A Project is intended to be Temporary (as opposed to ongoing or repetitive)
A Project creates or provides something unique (as opposed to a standard product/service)

“PROJECT MANAGEMENT IS...THE APPLICATION OF

KNOWLEDGE, SKILLS, TOOLS AND TECHNIQUES TO
PROJECT ACTIVITIES TO MEET PROJECT
REQUIREMENTS. PROJECT MANAGEMENT IS
ACCOMPLISHED THROUGH THE APPLICATION AND
INTEGRATION OF THE PROJECT MANAGEMENT
PROCESSES OF INITIATING, PLANNING, EXECUTING,
MONITORING AND CONTROLLING, AND CLOSING.”
Key Points: 21

Project Management uses all kinds of tools/knowledge

Porject Management is responsible for executing a project through all phases of a project

INTRODUCTION TO PROJECT MANAGEMENT

BENEFITS OF USING IFS
PROJECT MANAGEMENT
Project Lifecycle management

Develop Planned costs, hours and revenue

Collect costs, hours and revenues from diverse sources

Production Planning and Control (MRP, Project Inventory, Project MS…)

Earned Value Management and Project Analysis

Integration with other IFS Modules

Ongoing product improvements in Project functionality 22

Key reasons to used IFS Project:

1. Lifecycle Management – can manage from proposal and inception through all phases
of a project until closure
2. Create Planned Values – allows development of target values for cost, hours and
revenue.
3. Collect Actual Values – which can then be compared to target values; value collection
accomplished in real time
4. Production Planning and Control – can use “standard” planning tools and inventory
management for projects
5. Analysis – Planned and Actual values used to generate standard project metrics for
evaluation
6. Integration – Project is fully integrated with other IFS modules; use standard
functionality in other modules and accumulate information in Project
7. Improvements – IFS Project Roadmap provides continuing enhancements to Project
functionality

INTRODUCTION TO PROJECT MANAGEMENT

RELATED MODULES
Project Management – Organization
 Work Breakdown Structure (WBS)
 Dates, Costs, Hours, Revenues
 Earned Value options

Project Reporting
 Time & cost reporting/invoicing (Human Resources)

Forecasting & Budgeting

Project MS and MRP (Master Scheduling and Material Requirements Planning)

Project Delivery

Risk Management 23

Key Points:
• Project Management: is the umbrella under which other project functionality is built; It
provides the structure and framework.
• Project Reporting: overlaps into HR functionality; focus is on employee time/cost
charging and billing onward to a customer.
• Forecasting and Budgeting: provides added ability to develop static forecasts for a
project; it provides added flexibility in defining a Budget for a project, and comparing
ongoing performance against the budget.
• Project MS and MRP: production forecasting and planning tools to analyze project
Demands and generate project Supplies; overlaps with standard MRP and MS
functionality in Manufacturing.
• Project Delivery: overlaps into Engineering; provides for a Project-specific Bill of
Material, allows execution of purchasing and manufacturing of items in the BOM
• Risk Management: provides ability to define risks, identify potential problems and their
consequences, develop responses and actions to mitigate the problems; costs and
likelihood can be assigned to quantify the cost benefit of responses

INTRODUCTION TO PROJECT MANAGEMENT

RELATED MODULES
Project Execution
 Sales – Customer Orders, Sales Contracts
 Procurement – Purchase Requisitions and Orders, Quotations, Sub
Contracts
 Manufacturing – Shop Requisitions and Orders, Dynamic Order
Processing (DOP)
 Material Requisitions, Inventory Stock
 Work Orders
 Invoicing – Customer, Supplier, Project, Instant
 Document Management
 Accounting Rules / Posting Controls / Part Cost 24

Key Points:
Project Execution relies on functionality of many other IFS modules – the project simply
collects information from all these related actions.
Sales, purchasing, manufacturing, inventory management, Work Orders, Invoicing –
these ALL are handled same as if they are NOT for a project. The only difference is that in
some cases the object (like PO) is connected to a project activity, so the activity collects
cost and progress information.

Document Management: Documents can be connected to Projects in a way similar to

other IFS objects.
Accounting Rules / Posting Controls / Part Cost: IMPORTANT relationship: many of the
cost, hour and revenue values collected in a project directly relate to Financial setup.
Without proper setup, project values will not be accurate or even retrieved in some cases.

INTRODUCTION TO PROJECT MANAGEMENT

HUMAN RESOURCES DOCUMENT MANAGEMENT

Training, Recruitment, Competencies & Certifications, ...

CRM & Sales Contract Invoicing

Templates (Inquiries, RFQ’s / Bids / Open Contracts / Versioning - Fixed Price /Lump Sum
... ) - Time & Materials
- Milestones
Estimating Project - Periodic
- Applications
Budgets & Forecasts
Project - Committed & Actual
Planning - ETC
- EAC
- Earned Value
Resources - Budget
- Spreading (S Curves )
Progress &
Planning
PDM & CAD Cost Risk Analysis

Engineering Procurement Manufacturing Install, Construct & Service

Document Time & Supplier Capacity
Purchasing Shop Order Work Order Sub Contract
Packages Expenses Invoices Planning

25
Finance
This slide depicts the previous slides graphically – it shows how Project Management
(center) relates to many other IFS modules and features

PROJECT MANAGEMENT PROCESS

PLAN, EXECUTE AND CONCLUDE

PROJECT MANAGEMENT

PLAN EXECUTE CONCLUDE

 Initiate project  Release activities  Complete project

 Establish plan  Execute activities Close project
 Schedule project  Analyze
 Define performance
deliverables  Complete
 Plan resources activities
 Approve project 26

The project management process can generally be divided into three main phases. These
phases correspond to IFS Business Models for Project Management.
The first phase, Planning, consists of the following sub processes:
• Initiate Project,
• Establish Project Plan,
• Plan and Schedule Project,
• Plan and Assign Resources,
• Define Project Deliverables,
• Execute Tender Process,
• Approve Project
The second phase, Execution, consists of the following sub processes:
• Release Activity,
• Execute Project Miscellaneous Demand,
• Execute Manual Activity Connected Objects,
• Execute Activity,
• Complete and Close Activity,
• Analyze Project Performance
The third phase, Conclusion, consists of the following sub process:
• Complete and Close Project

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
27

Lesson objectives:
• …
• …

27
May 7, 2020

2. INITIATE PROJECT

INITIATE PROJECT
LESSON OBJECTIVES
By the end of this lesson, students should have:

 Created new basic data for Projects – Program and Categories

 Created a new Project using a Wizard

 Reviewed and modified their new Project

INITIATE PROJECT
PROCESS FLOW
Project ID, Program &
Create New
Name, Manager Company Categories
Project - Start
Description (optional)

Customer ID Project
Milestones
Site (optional) (optional Access/Team Calendar
(optional)
initially) (optional)

Project Manual Roles and

New Project
Addresses Connections Assignments
Created
(optional) (optional) (optional)
30

Process flow depicts information that can be added to a project.

Green items are mandatory or frequently used and will be covered during this section of
training.
Grey items will be covered in Advanced Topics

INITIATE PROJECT
BASIC DATA

Company

Category
Manager
1&2

Basic
Program Data Calendar

Site Customer

Key Point:
Much of the information needed to create a project comes from modules outside of
Project Management
Only Program and Categories setup is in Project Basic Data

INITIATE PROJECT
PROGRAM AND CATEGORIES

Program ‘New Town’

Project Project Project
School Pub Church
32

A Program is a way to group Projects – can be used for reporting and analyzing projects by
Program ID

Similarly, Category 1 and 2 are also ways to group or categorize projects.

INITIATE PROJECT

Create New Project Wizard

 Provides step-by-step process
 Includes all key project information
 Provides ability to copy plan from another project
“Project”
 Overall information is provided on the “Project” screen
 Use to update information after creating project
 Useful to view overall Project Demands, Supplies and Work
Orders 33

Various options to create a new project. This session will use Wizard.

Create New Project ; use RMB command “Create New Project”

Available from Projects, Project, or Project Navigator screens
Also available from Customer Order screen (this will link the Project to the Customer Order
also)

Project screen – screen to be used when adding / viewing overall Project information

DEMO

1. Create a new Program Id using your initials “XX1” in Project Program window and a new
Category 1 “XXA” in Project Category window.
2. Open Projects screen
3. Use RMB command “Create New Project”
4. Create a new Project, ID = XX01; Name = XX01; Description = XX01 Academy Project; Manager
= your user id; Company = P10; Base Currency = SEK; Calendar ID = *; Program ID = XX1;
Category 1 = XXA; Uncheck “Copy Existing Project’ and ‘Project Access On’; select NEXT
5. Step 2 – Customer ID = C003; leave Responsible ID and Customer Project ID blank (optional
use); select NEXT select NEXT (not needed by most customers)
6. Step 3 – uncheck all boxes and leave other fields as they are; select NEXT (skips step 4)
7. Step 5 – add line to table for Site = M1; select NEXT
8. Step 6 – leave blank (optional); select NEXT
9. Step 7 –select FINISH
10. Use RMB for “Project” to open screen. Review all tabs and point out how they relate to Wizard
steps (if they do). Make sure Manual Connections are allowed.

34
May 7, 2020

PRACTICE & LEARN

INITIATE PROJECT
 Create your own Program and Categories
 Create a new Project using the Create New Project Wizard
 Review your new project
 View each tab in the Project Screen
 Observe how values can be modified in the various tabs
 Ensure all Manual Connections are “Allowed”

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
36

Lesson objectives:
• …
• …

36
May 7, 2020

3.1 ESTABLISH PROJECT PLAN

ESTABLISH PROJECT PLAN

LESSON OBJECTIVES
By the end of this lesson, students should have:

 Manually created Sub Projects in their Project

 Manually created Activities in their Project, with early start and finish
dates

 Linked activities in the Project Gantt chart

 Scheduled the Project

 Reviewed resulting Project Plan (WBS)

ESTABLISH PROJECT PLAN

A Project Structure consists of Sub Projects and Activities (also known as a “WBS” Work
Breakdown Structure). Use the “Project Navigator” screen to create and view.

Projects P1

Sub Projects S1 S2 S3
A1 A1 A2 A3
S11 S12
Activities
A1 A1 A2
39

Key Points:
• Project Plan = WBS (Work Breakdown Structure): made up of sub projects and activities
• Sub Projects are for organization and summarizing
• Activities are the foundation of projects – most information seen in a project or sub
project is just summarized from activities below it
• General structure as shown above: Project – Sub project(s) – Activity(ies)

ESTABLISH PROJECT PLAN

PROCESS FLOW

Create Sub Assign

Create Planned
Projects Activity
Activities Cost Driver
Dates

Schedule Add
Progress
Project Estimates
Method
(optional) (optional)

Basic process for developing a WBS or Project Plan – to be covered in this lesson

ESTABLISH PROJECT PLAN

Sub Projects and Activities can be…

 Manually created or
 Can be copied from existing Sub Projects /
Activities or
 Imported from a MS Project or Primavera P6
plan
41

Most develop a “template” Project and copy all sub projects and activities in it for each
new project
In this exercise, initially will manually create Sub Projects and Activities

ESTABLISH PROJECT PLAN

CREATE SUB PROJECTS

 Sub Projects are primarily for organization

 Sub Project ID is unique within a Project
 View cost, hours and revenue for lower activities
 Manager defaults to Project Manager
 Financial Responsible Person, Project Delivery Address (Optional)
Create Sub  Ability to exclude from Earned Value calculations
Projects

Sub Projects – used for WBS organization; must have at least one

ESTABLISH PROJECT PLAN

CREATE ACTIVITIES

 Activities are the foundation of the WBS

 Dates, Costs, Hours and Revenue collected in activities
 ID must be unique within Sub Project
 Short Name and Sequence automatically assigned
 Early Start/Finish dates are mandatory
 Responsible Person defaults to Sub Project Manager
Create Activities  Many options available on activities

Activities – bottom component of the WBS; all cost, hours, revenue, progress and date
information contained in activities

ESTABLISH PROJECT PLAN

ACTIVITY DATES
 Mandatory, can be modified until Actual Dates exist
Early Start/Finish  Can be calculated based on duration
 Zero days is a Milestone Activity

 Calculated based on predecessors/successors

Late Start/Finish  Latest dates that will not delay the project
 Based on “Float” time

 Copied from Early dates upon changing status of activity (Releasing and
Actual Start/Finish Completing)
 Can be Modified

Baseline Start/Finish  Copied from Early Start/Finish when a Baseline is created

Activities contain DATE information

In addition to defining sub projects and activities, must plan the early/start finish dates of
the activities

ESTABLISH PROJECT PLAN

SCHEDULE ACTIVITIES
IFS Scheduling IFS Planning Integration
 Gantt Display  Primavera
 Critical Path  MS Project
 Dependencies
 Dependencies
 Constraints
 Constraints
 Exceptions
 Drilldown  Resources
 Work To Lists  WBS
 Progress
Primavera
Microsoft Project

Project

Once Activities and Sub Projects have been defined, the project plan must be scheduled
based on activities dates and predecessor/successor relationships and constraints

Can be done within IFS or using interface to outside planning tools

DEMO

1. Open Project Navigator for your project XX01

2. Select Project node in Navigator and Sub Project Tab. Add Sub Projects: ID = A,
Description = Pre Production; ID = B, Description = Production
3. Select node for Sub Project A and Activity List Tab. Add Activities:
• ID = 10, Description = Proposal, Early Start = Today, Total Work Days = 10
• ID = 20, Description = Design, Early Start = Today, Total Work Days = 10
4. Select node for Sub Project B and Activity List Tab. Add Activities:
• ID = 10, Description = Support, Early Start = Today, Total Work Days = 60
• ID = 20, Description = Long Lead, Early Start = Today, Total Work Days = 20
• ID = 30, Description = Materials, Early Start = Today, Total Work Days = 10
• ID = 40, Description = Delivery, Early Start = Today, Total Work Days = 5
• ID = 50, Description = Closure, Early Start = Today, Total Work Days = 0
5. Use RMB on Project node in Navigator and select Gantt. Adjust Gantt Properties (Select Show Settings
icon) to show Timescale in Weeks, and show Dependencies and Critical Activities.
6. Select Create Dependency Mode to change cursor to Create Dependencies Mode and link all activities
except B.10 (Support), and Save.
7. Select Schedule icon to Schedule Project. This will move activities around based on dependencies. Save.

46
May 7, 2020

PRACTICE & LEARN

ESTABLISH PROJECT PLAN
 Create Sub Project ID’s A (Pre-Production) and B (Production) for your project
 Create the following Activities under your Sub Projects A and B:
Sub Project Activit Activity Early Early Total Work Activity
Description y ID Descriptio Start Finish Days Milestone
n Date Date

A Pre- 10 Proposal Today Blank 10

Production

A Pre- 20 Design Today Blank 20

Production

B Production 10 Support Today Blank 60

B Production 20 Long Lead Today Blank 20

B Production 30 Material Today Blank 10

B Production 40 Deliveries Today Blank 5

B Production 50 Closure Today Blank 0 X

PRACTICE & LEARN

ESTABLISH PROJECT PLAN
 Link all your activities, except “Support” in the Gantt tab (Finish to Start)

 Schedule your Project and review results

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
49

Lesson objectives:
• …
• …

49
May 7, 2020

3.2 ESTABLISH PROJECT PLAN

ESTABLISH PROJECT PLAN

LESSON OBJECTIVES
By the end of this lesson, students should:

 Understand how Costs / Hours show in a Project

 Understand how Revenues show in a Project

 How to create Estimates for Activities in their Project

 Understand how the Planned Cost Driver is used and modify setting

In addition to creating and scheduling activities, one can add estimates to activities and use
them as expected target values. This section of the lesson covers adding activity estimates.

ESTABLISH PROJECT PLAN

ACTIVITY COSTS AND HOURS

Scheduled
Estimates Planned Baseline Earned Value
Work
 Manually entered  Copied based on  Copied from  Calculated Progress  Planned or Baseline
values Planned Cost Driver Planned values x Planned or values x (Elapsed
(Estimates, when a Baseline is Baseline values Work Days / Total
Connected Objects, created Work Days)
or Activity
Resources)

Discuss Activity Costs and Hours:

Estimates, Planned, Baseline: These fields can be used for “targets” (not to be confused
with Budgeting and Forecasting, which provides added budgeting functionality)
Earned Value, Scheduled Work: These fields are Metrics available to measure performance
(target amounts vs.actual costs/hours)

ESTABLISH PROJECT PLAN

ACTIVITY COSTS AND HOURS

Planned
Committed Used Actual
Committed
 Expected costs of planned  Expected costs of  Cost only  Retrieved from financial
requisitions and released orders that have  Cost incurred as a result transactions in the
unreleased orders (such not yet been completed or of accomplished work or General Ledger (i.e. –
as Purchase or Shop received confirmed time / expenses Used values that have
Requisitions)  Unconfirmed time or been updated to GL)
expense charges to a
project

Discuss Activity Costs/Hours (continued):

All of these values represent expected or actual costs/hours of work associated with
activities.
Cost/Hour values depend on the object, whether it has been processed, and whether
transactions are updated in the General Ledger, or not.
Values in Planned Committed will decrease as orders are released; and Committed will
decrease as orders are reported /completed.
Used will reflect actual cost before transactions are updated in General Ledger. After GL
update, Used and Actual will reflect same value.

ESTABLISH PROJECT PLAN

ACTIVITY REVENUE

Manually entered Expected Revenue from Revenue from Retrieved from

values Revenue based Preliminary printed/posted financial
on objects Invoices Invoices transactions in
connected to an connected to an connected to an the General
activity (such as activity activity Ledger (i.e. –

Preliminary

Posted
Estimates

Actual
Planned

Customer Order Posted values

Lines, Invoicing that have been
Plans, Sales updated to GL)
Contract
Lines…)

Discuss Activity Revenues:

Estimates and Planned are target values for Revenue.
Preliminary, Posted and Actual reflect actual revenues based on Invoice status and General
Ledger update.

ESTABLISH PROJECT PLAN

ESTIMATES

Estimated Values

 Estimates can be entered on an Activity

 Manually entered for Cost, Hours and/or Revenue
 Project Cost/Revenue Elements must be defined first

Estimates: Estimated values represent the approximate values of cost, hours or revenue
before the planning phase of the activity is carried out. Estimates are manually entered in
the Estimate tab. If activity expected cost, hours or revenue is calculated outside of IFS,
Estimates is a good place to enter those values.
Project Cost/Revenue Elements: these are user-defined groupings of costs/hours or
revenues. These values must be set up in Basic Data before entering Estimates.

ESTABLISH PROJECT PLAN

PLANNED COST DRIVERS
Planned Cost Driver is defined by Activity and determines how Planned Cost/Hours is derived.
 Planned cost/hours is retrieved from various objects that can be
Connected Objects connected to an activity
 Examples: Customer Order Lines, Work Orders

Activity Resources  Retrieved from assigned Project Resource Hours

Estimates  Retrieved from manually entered estimated values

Exclude Activity  Only the cost and hours from the connected objects are used.
Resources Resource cost and hours are ignored.
56

Planned Costs/Hours: Values in this field are retrieved based on Planned Cost Driver
setting for each Activity.
Estimates can flow to Planned costs and hours. The system considers the Planned values as
the target for Earned Value and Scheduled Work (until a Baseline is created). If Estimates
represent a target created outside IFS, typically Planned Cost Driver will be set to Estimates.

DEMO

1. Enter Estimates for each of your activities as follows. Save after entering for each
activity.
Activity CRE Cost Rev
Hours
A.10 ProposalH01 45,000 100
A.20 Design H02 250,000 600
B.10 Support L-O 100,000 400
B.20 Long Lead P02 40,000

B.30 Materials L03 5,000 5

M01 10
B.40 Delivery L01 10,000 20
L03 25,000 15
M01 30
P01 5,000
R01 900,000
B.50 Closure H01 5,000 8

57
2. Change Planned Cost Driver to “Estimates” for all activities in your project and save.
3. Review Cost, Hours and Revenue for each Sub Project and overall project.

57
May 7, 2020

PRACTICE & LEARN

ESTABLISH PROJECT PLAN
 Add the following Estimated values to your Activities
Sub Project Activity Activity CRE Cost Revenue Hours
Description ID Description

A Pre-Production 10 Proposal H01 45,000 100

A Pre-Production 20 Design H02 250,000 600

B Production 10 Support L-0 100,000 400

B Production 20 Long Lead P02 40,000

B Production 30 Material L03 5,000 5

M01 10

B Production 40 Deliveries L01 10,000 20

L03 25,000 15
M01 30
P01 5,000
R01 900,000
B Production 50 Closure H01 5,000 8

 Modify the Planned Cost Driver in your Activities – set all to Estimates, save. 58

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
59

Lesson objectives:
• …
• …

59
May 7, 2020

4. PLAN AND ASSIGN

PROJECT RESOURCES

PLAN AND ASSIGN PROJECT RESOURCES

LESSON OBJECTIVES
By the end of this lesson, students should have:

 Created some Project Resources

 Added cost and capacity information to their Resources

 Added Resource hours to activities in their Project

 Used Resource cost and hours to calculate planned values for an

Activity

• The same resource can be connected to the three product areas, Projects,
Manufacturing and Maintenance. When creating the resource you have the option to
check box to select for which areas the resource is applicable.

PLAN AND ASSIGN PROJECT RESOURCES

IFS PROJECT MANAGEMENT

Project Resources
• Project Resources are labor resources
• Defined in Resource Groups
• Assign Resource hours to activities

Project Resources: Examples of resource groups are engineers, developers, etc. You also
may think of a resource group as a single person. Each resource group has a cost and a
capacity. When entering a new resource group, you should make sure that cost and
capacity information is added
Key Point: intended for labor resources

PLAN AND ASSIGN PROJECT RESOURCES

CREATE RESOURCE GROUPS
Create Resource Groups

 Resources are Company–specific

 Cost per hour of resource time
 Capacity (hours per day available)
 Dates for cost and capacity
 Assign Cost Element
 Project Reporting Resources
 Integrates to Project Reporting for costs
 Allows assignment of Persons.
63

When you register resource groups, you must:

• Define a resource group ID and description.
• Choose the resource company, i.e., the company to which the resource belongs.
• Choose the resource calendar ID, which indicates when the resource can work.
(Calendar used in determining working days)
• Choose the cost element for this resource group.
• Optional: You can also specify a resource category ID.
Cost Tab – used to specify cost of resource over specific date range

PLAN AND ASSIGN PROJECT RESOURCES

ASSIGN RESOURCES TO ACTIVITIES

Assign Resource Hours to Activities

 Add one or more resource groups to Activity
 Indicate assigned hours for each Resource
 Resource Cost is automatically calculated
 Resource Cost can be used for Activity Planned Cost
 Resource usage can be evaluated across Projects
 Project Reporting Resources
 Can also allocate specific persons to activity
 Integrates time charged by Employee to their resource assignment
64

Define which resources will execute the activity.

• For each resource group assigned, enter the number of resource hours planned
• Planned cost per resource group is automatically calculated based on the resource’s cost
information.
• Planned resource hours can be revised.
Define the activity’s planned cost driver and progress method.
• The planned cost driver must be set to Activity Resources to see the resource’s cost and
hours on the activity.
• The activity is updated with planned hours and planned cost.
Project Reporting Resources covered in Advanced Topics later in class

DEMO

1. Use Resource Groups screen

2. Create two new Resource groups. Enter following values and save:
• Resource ID = XXPM, Description = Project Manager, Resource Type = Person
Group, select ‘Use in Projects’
• Resource ID = XXENG, Description = Engineer, Resource Type = Person Group,
select ‘Use in Projects’
3. Use RMB on the resource, select Resource Detail; Select Cost Tab, add new line, enter
values and save:
• XXPM: Effective From = Jan 1, current year, Effective To = Dec 31, next year, Cost
= 500
• XXENG: Effective From = Jan 1, current year, Effective To = Dec 31, next year,
Cost = 400
4. Use Project Navigator, select Activity Node and add following Resource Hours in
Resource tab:
• A.10 Proposal: Resource ID = XXPM, Hours = 80
• A.20 Design: Resource ID = XXENG, Hours = 500
5. Change Planned Cost Driver setting on these activities to Activity Resource, and save
6. Observe changes to Planned values in activities

65
May 7, 2020

PRACTICE & LEARN

PLAN AND ASSIGN
PROJECT RESOURCES
 Create Resource Groups for “Project Manager” and
“Engineer”

 Assign a cost to each Resource

 Assign a capacity to each Resource

PRACTICE & LEARN

PLAN AND ASSIGN
PROJECT RESOURCES
 Assign Resource hours to your Activities in Sub Project
“A – Pre-Production”
 Add 80 Project Manager hours to Activity A.10 Proposal

 Add 500 Engineer hours to Activity A.20 Design

 Change Planned Cost Drivers on A.10 and A.20 to

Activity Resources and view impact to Planned values

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
68

Lesson objectives:
• …
• …

68
May 7, 2020

5. DEFINE PROJECT
DELIVERABLES

DEFINE PROJECT DELIVERABLES

LESSON OBJECTIVES
By the end of this lesson, students should:

 Understand the terms “Deliverables” and “Project Connections”

 Create Miscellaneous Demands for Parts and No Parts

 Understand Supply Options, Standard and Project Inventory

 Create a MS Forecast Part and add forecast to an Activity

 Create Tasks on an Activity

 Create a Document, connect to the Project and view in Project Navigator

 Understand Planned Cost Drivers and Progress Method options, and adjust
them on Activities

PROJECT DELIVERABLES

“PROJECT DELIVERABLES ARE… ANY UNIQUE AND VERIFIABLE

PRODUCT, RESULT, OR CAPABILITY TO PERFORM A SERVICE THAT
MUST BE PRODUCED TO COMPLETE A PROCESS, PHASE OR
PROJECT.”
*Project Management Institute, A Guide to the Project Management Body of Knowledge
(Third Edition) 71
Key Point: deliverables are things the project must provide to the project customer
Examples: Drawings, Reports, Hardware, Software, etc.

DEFINE PROJECT DELIVERABLES

COMMON TYPES OF DELIVERABLES
Customer Order Lines

Miscellaneous Parts and No Parts

Documents and Document Packages

Tasks

Project Time and Expenses (Project Reporting)

Project Material Procurement List (Project Delivery)

IFS objects that could be considered “Deliverables”

Not all need be used – must decide how deliverables will be defined

DEFINE PROJECT DELIVERABLES

PROJECT CONNECTIONS

Project Connections – Key Points

 Project Deliverables are Project Connections

 Manual vs. System Project Connections
 Connections can provide cost and progress to Activities
 All Connections are made to Activities (except Documents)
 System validations on Activity status and Connections
 Connections viewed in Overview and Project Navigator
73

Key points:
Project Connections:
• This is the way the system relates projects to other modules (like Purchasing, Sales, etc.)
• Deliverables are a subset or type of Project Connections (also refered to as Connected
Objects sometimes)
• Are really Activity Connections

DEFINE PROJECT DELIVERABLES

PROJECT DELIVERABLES
Task
Projects P1 Documents, Package

Misc. Parts & No Parts

Sub Projects S1 S2 S3
Project Time and Cost
A1 A1 A2 A3
S11 S12 Project Bill of Material
Activities
A1 A1 A2 Customer Order Line

Etc…

Graphic example of Deliverable Project Connections - would be connected to an activity

A deliverable can only be connected to ONE activity (this excludes Documents) – for
example, a Customer Order Line can only be connected to one activity.

DEFINE PROJECT DELIVERABLES

MISCELLANEOUS PARTS AND NO PARTS

 Misc Parts for inventory or purchased parts

 Misc Parts supply considerations:
 From Project or Standard Inventory
 Supply Options allow manual or system-created supplies
 Misc No Parts to purchase material or services not defined as Parts
 Expected Costs/Hours can be used for Planned values
Define Misc.  Misc Demands entered directly against Activity and consumed by
Demands the Activity

Misc. Parts/No Parts is a way to create a list of parts and no parts that will be used by an
activity

Misc. Parts is for something that has been defined as a part in IFS
• Project vs Standard Inventory on separate slide
• Supply Options allows one to choose what kind of supply (shop or purchase), and if
supply will be manually created or using Project MRP
Misc. No Parts is for something that has not been defined in the system, but must be
procured
Both require that a Site be assigned to the project. (A site is needed as soon as the project
connections include objects that are specified by site – purchasing, manufacturing, sales
orders, etc.)
Expected cost/hours of Misc Parts / No Parts can be used to develop Planned cost on an
activity

DEFINE PROJECT DELIVERABLES

DEMANDS AND SUPPLIES

Demands Planning Tools Supplies

 Customer  MRP  Purchase Req.

Order Lines  Order Point Lines
 Misc. Parts  Project MRP  Purchase
 Work Order Order Lines
Materials  Shop Order
 Shop Order Requisitions
Materials  Shop Orders
76

Terminology:

Demands – objects that require parts

Supplies – objects that supply parts
Planning Tools – ways the system analyzes demands and supplies (or just supplies), and
plans requisitions to make/buy more parts to satisfy demands

DEFINE PROJECT DELIVERABLES

DELIVERABLE INVENTORY PARTS

Project Inventory vs. Standard Inventory

 Both are inventory parts that will have quantities in stock
 Both use same screens to view and analyze inventory
 The same part number can have quantities in both Project and Standard
Inventory
 Project Inventory is pegged to a project, only available to satisfy
demands in that project
 Standard Inventory is NOT pegged to any project and is available to
satisfy any Project or non-project demand
77

Key Points:
Both Project and Standard Inventory are still inventory
• The KEY difference is that Project Inventory is flagged with the Project, Sub Project and
Activity ID and segregated for use ONLY within the project.
• Standard Inventory - Project, Sub Project and Activity ID fields will be blank, and
inventory is not segregated for a specific use
Project requirements (or Demands) can be specified to be satisfied by either project or
standard inventory
Planning tools differ for Project and Standard Inventory (Project MRP for Project vs. regular
MRP or Order Point planning for Standard)
• Project planned Supplies (like Purchase Orders, Shop Orders) will be marked with the
Project, Sub Project and Activity
• Standard planned Supplies will have no direct link to the needing Project, Sub project or
Activity

Typically, parts that are low cost and/or used across many projects are set up as Standard
Planned Parts so that requirements for all projects can be combined into orders, stocked
centrally, and used by all projects. Cost for such parts will show in the projects for
planning, and upon reserving and issuing the parts.

DEFINE PROJECT DELIVERABLES

DELIVERABLE INVENTORY PARTS

Project Inventory vs. Standard Inventory

(continued)
 Inventory quantity can be transferred between projects, or between a
project and standard inventory, and vice versa
 Project MRP or MS is used to plan Project Inventory; MRP is used for
Standard Inventory

DEFINE PROJECT DELIVERABLES

PROJECT MASTER
SCHEDULED FORECAST

• MS Forecasts create “soft” demands (consumed

by other project demands)
• Uses Level 1 Master Scheduling functionality
• Create MS Forecast Part
Create a Project • Forecast the required quantity for an Activity
MS Forecast • Run Project Master Scheduling to create supply

The key difference between Misc. Part Demands and Project Master Scheduled Forecast:
• Misc. Part demands are intended to be consumed by the project (not to be used for
Shop Order Material or Customer Order Line delivery)
• Project MS Forecast is intended to be consumed by another demand, a Customer Order
Line delivery or Shop Order Material, etc.
Project MS does require unique MS Part Setup to allow use and generates orders by
running separate Project Master Scheduling process.

DEFINE PROJECT DELIVERABLES

TASKS

 Tasks can be used to break an activity into specific

actions
 Key features of Tasks:
 Responsible Person
 Progress tracking (can impact activity progress)
 Costs and Hours (can impact activity planned values)
Add Tasks to  Specific start dates
Activities  Task ID can be system-generated (or manually entered)

Tasks are an easy way to break an activity in detailed actions, and check them off as
completed.
Adding more information to Tasks is optional, but provides added functionality.
Tasks do NOT create supplies or provide for invoicing – cannot collect actuals against tasks.

DEFINE PROJECT DELIVERABLES

DOCUMENTS
 Documents can be attached to Project, Sub Project,
Activity, Tasks, or other project connections
 Documents do not have a Cost, Hour or Revenue
value to contribute to Planned Cost.
 Documents do not contribute to activity progress
 Document Packages or Tasks can be used for
Attach Documents document progress and/or costs
 Project Navigator has Document Tab for easy viewing

Document Management provides functionality to allow document attachment to any

database object (including Projects, Sub Project, Activity, etc.) – this is configured in
Solution Manager
Project Navigator provides added functionality to view documents attached to any Sub
Project or Activity within the Project.
Document can be most easily connected to a Project node using the Attachment pane.

DEFINE PROJECT DELIVERABLES

PLANNED COST AND
PROGRESS METHOD
Planned Cost Driver

 Connected Objects can create Planned cost.

 Based on Part Cost or manually entered values
 Assigned at Activity level

Progress Method

 Progress Method provides options to retrieve progress based on

Connected Objects
 Assigned at Activity level 82

Planned Cost Driver:

• Already discussed use with Estimates and Activity Resources
• Can also retrieve Planned values from Connected Objects (such as Misc Part, No Parts,
Tasks. etc.)
• Objects that relate to Parts retrieve planned costs based on Part Cost and Posting
Control information
• Objects NOT related to Parts require manually entering values that can be
retrieved to Planned
• Note that Activity Resources are included in Connected Objects for planned values
(Planned Cost Driver = Activity Resources means ONLY Resources will be used for
planned values, no other objects)
Progress Method:
• Used to determine how activity progress will be calculated

Both are assigned at Activity level

DEFINE PROJECT DELIVERABLES

PROGRESS METHOD

 Progress based on weighted progress of various

Connected Objects connections

 Based on timeline of activity (elapsed duration / total

Duration Progress duration)

 Manually entered Progress

Manual  Entered at Activity, Activity Cost/Hours, Cost Element, Cost
Element Cost/Hours level
83

Bottom Up: / Top Down: There are two types of Progress Methods, which are referred to
as Top-Down and Bottom-Up in this document. Top-Down means that the progress is
calculated or assigned on the activity level and then applied to the individual project cost
element lines of the activity. Bottom-Up means that the progress is calculated or assigned
on the project cost element level of the object or of the activity, and then used in the
calculation of the activity's progress.
Connected Objects: (Bottom Up) System can calculate progress based on all objects
connected to an activity. Object progress considers the relative values of each object when
calculating progress (example: if two PO lines are connected to an activity with one valued
at 100 and the second at 900, completely receiving the first would calculate progress as:
100/(900+100) = 100/1000 = 10%)
• Note that Activity Resources are included as one of the possible Connected Objects to
retrieve progress, but can be excluded using check box.
Duration Progress: (Top Down) Assumes progress will be linear over the duration of the
activity and adds progress for each elapsed day
Manual: (Top Down or Bottom Up) Allows manual entry of progress. This manual entry
can be for the entire Activity; by Cost and Hours separately for the entire activity; by
Project Cost Element for he Activity; or by Cost and Hours by Cost Element for the Activity.
Desired level is defined within the activity.
Template Progress: (Top Down) Allows using a template that is defined in Project Basic.

© 2015 IFS 83
The Template has steps, each with pre-defined progress from 0% to 100%. This allows
manual selection of a pre-defined step and progress to be used for activity progress. It
provides a bit more control than straight Manual progess.
Consumption Based: (Bottom Up) Calculates progress by comparing used/actual values on
an activity against the planned, by Project Cost Element. This method results assumes that
used/actual values reflect progress on your activity.
Tasks: (Bottom Up) Calculates progress based on only Task completion. It considers tasks
connected to different cost elements which means that the progress can be different on
different cost elements. This requires manually marking Task completion and considers
weighted value of tasks, if entered. This method is useful for managing progress based on
completing a taks list.

83
May 7, 2020

DEFINE PROJECT DELIVERABLES

PROGRESS METHOD

 Manually entered using pre-defined steps in a

Template Progress template

Consumption Based  Based on Used cost by Cost Element

Tasks  Based on weighted Task Progress by Cost Element

© 2015 IFS 84
The Template has steps, each with pre-defined progress from 0% to 100%. This allows
manual selection of a pre-defined step and progress to be used for activity progress. It
provides a bit more control than straight Manual progess.
Consumption Based: (Bottom Up) Calculates progress by comparing used/actual values on
an activity against the planned, by Project Cost Element. This method results assumes that
used/actual values reflect progress on your activity.
Tasks: (Bottom Up) Calculates progress based on only Task completion. It considers tasks
connected to different cost elements which means that the progress can be different on
different cost elements. This requires manually marking Task completion and considers
weighted value of tasks, if entered. This method is useful for managing progress based on
completing a taks list.

84
IFS Presentation 07 May 2020

DEMO

1. Use Project Navigator / Demand Tab

2. Activity B.30 Materials, add Misc Part: PN = WH1, Required Quantity = 2, Supply
Option = Project MRP and save. Change Activity Planned Cost Driver to Connected
Objects and review Costs & Hours. Change Supply Option = Shop Order, save and
review (cost/hour is only for WH1 SO). Change back.
3. Activity B.30 Materials: add second line on Misc. Part, PN = WS1, Required Quantity =
10, Supply Option = Purchase and save. Review Cost tab.
4. Activity A.20 Design, add Misc. No Part: No Part Description = Design services, UoM =
h (hours), Required Qty = 100, Expected Supplier price per unit = 500, supplier = S003
and save. Change Planned Cost Driver to Connected Objects and save (get values for
both resource and No Part line)
5. Activity B.20 Long Lead, add Forecast Part:
• Create Project MS Part: PN = CA1, PNG = XX01, Create SP Request = Entire
Horizon, Activity Seq = that for B.20 Long Lead and save
• Create MS Set in Register Forecast tab and save.
• Create Forecast in Project Navigator: PN = CA1, Forecast = 10 and save. Change
activity Planned Cost Driver to Connected Objects and review values
• Check activity B.30 – if it still has Casting costs, open Project Connections screen

85
and RMB for Refresh Project Connections – Refresh all connections for your project
XX01. B.30 casting cost should => zero as you have a forecast to satisfy needed
castings. This step only required if forecast is added AFTER demand.
6. Activity A.10 Proposal, add Tasks: Add 3 tasks Task Name = “Develop Bid”; “Negotiate”;
“Finalize Contract” and save. The tasks can be connected to the same or different cost
elements. Change Progress Method to Tasks and save
7. Select Project node, attach a Document: Open Attachments Pane while focused in
Project tab. In Attachments pane, make sure Documents is selected and select Attach
button. Search for document class = 300 and status = Released. Select one of the
documents and OK. Close the Attachments pane and select the Documents tab (should
see the connected document here)

85
May 7, 2020

PRACTICE & LEARN

DEFINE PROJECT DELIVERABLES
 Add Misc. Part Demand for PN WH1, quantity 2 to
activity B.30 Materials, Supply option = Project MRP and
change Planned Cost Driver => Connected Objects

 Add Misc. No Part Demand for 100 hours of Design

Services to activity A.20 Design, Supplier = S003,
Expected Supplier price per unit = 500 and change
Planned Cost Driver => Connected Objects

PRACTICE & LEARN

DEFINE PROJECT DELIVERABLES
 Add MS Forecast for PN CA1, quantity 10 to Activity
B.20 Long Lead and change Planned Cost Driver =>
Connected Objects

 Add three Tasks to Activity A.10 Proposal. Change

Progress Method => Tasks.

 Attach a Document to your Project and view in Project

Navigator tab

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
88

Lesson objectives:
• …
• …

88
May 7, 2020

6. APPROVE PROJECT

APPROVE PROJECT
LESSON OBJECTIVES
By the end of this lesson, students should have:

 Approved and Started their Project

 Created a Baseline for the Project

 Scheduled History Logging on the Project

APPROVE PROJECT
PROJECT STATUSES
Cancel
Initiated Cancelled

Approve

Approved Closed

Start Complete
Complete Financial Project

Started Completed
Restart 91

Initialized: All projects are automatically set to Initialized status when created.
Approved: When the project is in Initialized status, and has a company, manager,
customer, it can be promoted to Approved status. This will typically be done when the
basic concept and budget has been approved. From Approved status, the project can
promoted to Started status. When the project is in Approved status, you can release
activities, before the project is in Started status. When the project has been approved, you
may still be in the tendering phase and the actual project has not started yet so the project
has not reached the Started status.
Started: When the project is in Approved status it can be promoted to Started status. This
will typically be done when the detailed planning is finished and the project activities have
actually started. There are no requirements to do this. From Started status, the project can
be promoted to Completed status. You can release activities when the project is in
Approved or Started status. When a project is in Completed status, it can be demoted to
Started status by clicking the Restart menu option.
Completed: This will typically be done when the project activities have been completed.
When the project is in Completed status, no cost or hours can be reported on the project
activities.
Closed: When the financial project in General Ledger is set to completed, the project is
automatically promoted to Closed status. This will typically be done when the post-project
activities (reports, evaluation, etc.) have been completed. Changing the status to Closed is

© 2015 IFS 91
irreversible.
Cancelled: When the project is in Initialized status, it can be cancelled. This will typically be
done when the project is terminated. Changing the status to Cancelled is irreversible.

91
May 7, 2020

APPROVE PROJECT
PROCESS FLOW

Create Start History

Approve Baseline Tracking Start Project
Project
(optional) (optional)

Key Points:
Once a project is approved, it is possible to create a Baseline
History Tracking can be started at any time regardless of status

APPROVE PROJECT

Approving a Project
 Status change to the Project
 Required to execute the Project
 Creates a financial record for the project
 Financial Project indicates how project costs and
revenues are handled
 Creates Project Pre-Posting record
93

Key Point:
Approving the Project creates the Financial record of the project – determines Revenue
Recognition method, Capitalization, Posting Method (Transaction or Periodical), and
Internal Ledger settings.
Typically understood by Finance

APPROVE PROJECT
CREATE BASELINE

 Planned Cost and Hours copied into Baseline

 Early Start/Finish dates copied into Baseline
 Baseline values are static – only change when new Baselines are
created
 Pre and Post-Baseline snapshots created
 Snapshots maintained for viewing / information
Create Baseline  Earned Value Method defined (Baseline/Planned)

Baseline Key Points:

Baselines are run for entire Project (creates baseline values for all activities in a project)
Only one Baseline can be set on a single date
Every time a baseline is created, system will copy Planned values at that moment into
Baseline - make sure Planned values are correct before copyings
Baseline values are static (until a new baseline is created); Planned values always reflect
current planned cost driver values (i.e. – they can change)
Earned Value Method: when creating a baseline, user determines if Earned Value will use
Baseline or Planned values. Do you want EV based on static Baseline values or changing
Planned values?
Baseline records show on Project History tab (in Project)

APPROVE PROJECT
HISTORY LOGGING

 History snapshots created (similar to Baseline)

 History snapshots are only for viewing/information
 History can be manually taken, or can be scheduled
 Scheduled history can be daily, weekly, monthly, irregular intervals
Project History  History is presented graphically in Project Navigator

Logging

Project History records are similar to Baseline records, but do not impact EV or ongoing
Project screens.
Project History are strictly static, historical information records.
Also visible on Project History tab (in Project)

DEMO

1. Use Project Navigator with Project node selected

2. Use RMB command Status / Approve – this will open a dialog. Select Yes, then in second
dialog, select the Project Group using List button = PG01, and OK. This will change Project
Status to Approved. Review Project Screen – Pre Posting Tab and Financial Tab. These show
information populated when Approved.
3. Use RMB command again Set Baseline. To open dialog creating Baseline revision 1. Leave
Earned Value Method = Baseline, enter “Initial BL” in Comment and OK.
4. Review Project Navigator selecting different nodes. Check Cost and Hour sub tabs to view
copied information.
5. Use RMB command again Project History Logging / History Logging – this opens dialog to either
manually record a history record, or to schedule history. Select Schedule button:
6. New Schedule screen should open – Select Daily button for Schedule, Language = en, Start
Date = today, Stop Date = one month from today. Save – should get message indicating a
scheduled task has been successfully created.
7. Open Project screen / Project History tab to see created records. Highlight line and use RMB
for Project History Logging / Display Project History to view static record.
8. Use RMB command, Status / Start – this will open a dialog. Select Yes. Project status should
change to Started.

96
May 7, 2020

PRACTICE & LEARN

APPROVE PROJECT

 Approve your Project

 Create a Baseline for your Project, Earned

Value Method = Planned

 Schedule History Logging to be taken Daily at

midnight, ending in one week

 Start your Project

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
98

Lesson objectives:
• …
• …

98
May 7, 2020

7. CONNECT OBJECTS
MANUALLY TO ACTIVITIES

CONNECT OBJECTS MANUALLY TO ACTIVITIES

LESSON OBJECTIVES
By the end of this lesson, students should have:

 Learned how to manually connect a Customer Order Line to an

Activity

 Observed results of connecting a Customer Order in the

Project

100

© 2015 IFS 100

May 7, 2020

CONNECT OBJECTS MANUALLY TO ACTIVITIES

Manual Connections
 Many data objects can be manually connected to Activities.
 When manually connecting, system validates Activity Status and
connected object
 Object finish dates CAN be outside Activity dates – object date drives
planning
 Manually connected objects can also be manually disconnected 101

Key Points:
Many objects cannot be manually connected to activities until after the project is Approved
and, in some cases, Activities have been Released
Connections can be made from the object (i.e. – Customer Order Line) or from the Activity

© 2015 IFS 101

May 7, 2020

CONNECT OBJECTS MANUALLY TO ACTIVITIES

MANUAL CONNECTIONS

Customer Order Lines

Shop Orders, DOP Headers (Dynamic Order Processing)

Purchase Requisition and Order Lines

Work Orders

Material Requisition Lines

Document Packages, Change Orders, Design Objects

102

Can see which objects can be manually connected to a project in Project Navigator /
Connections tab (only available when Activity node is selected)

© 2015 IFS 102

May 7, 2020

CONNECT OBJECTS MANUALLY TO ACTIVITIES

PROCESS FLOW

Release Select
RMB to Specify View results
Activity (if object(s) for
connect Activity on Activity
required) connection

103

© 2015 IFS 103

May 7, 2020

CONNECT OBJECTS MANUALLY TO ACTIVITIES

CUSTOMER ORDER LINES

Customer Order Line connections

 Customer Order Lines are Deliverables.
 Can create planned cost, hours and revenue.
 Supply Code allows use of many options.
 Customer Order Lines can be connected/
disconnected as long as line status = Released.
 Activity status can be either Planned or Released 104

Customer Order Lines:

Common object connection to project activities
Connecting a Customer Order Line to an activity will allow the activity to track costs of
satisfying the order and revenues collected from the order

© 2015 IFS 104

IFS Presentation 07 May 2020

DEMO

1. Create Customer Order: Customer = C003, Wanted Delivery = 3 months from today, Order
Type = NO, site = M1 and save header.
2. Create Customer Order Line: add line for Sales Part No = PY1, Sales Qty = 10 and save
3. Highlight line and use RMB command Project Connection / Connect to Activity. This opens
dialog to specify your project = XX01, sub project = B and activity = 40 Delivery. Select OK.
Note that system will inform you if the delivery is outside activity dates, but will allow. On
Customer Order Line – observe the supply code. If it is not, change to Project Inventory.
Review other Supply Codes available (Invent Order would be satisfied from Standard
Inventory)
4. Use Project Navigator and select activity B.40 Delivery: Review Cost, Hour, Revenue tabs.
Change Planned Cost Driver to Connected Objects and observe. Note that Baseline value does
not change, only Planned. Note that no Planned Casting cost – due to forecast. View
Connections tab.

105
May 7, 2020

PRACTICE & LEARN

CONNECT OBJECTS MANUALLY
TO ACTIVITIES

 Create a Customer Order Header for customer C003

 Create Customer Order Line for PN PY1, quantity = 10, due date = 3
months from today

 Connect your Customer Order Line to your Activity B.40 Delivery

 Review Customer Order Line supply option

 Review Activity Connections tab and cost/hours/revenue information

106

© 2015 IFS 106

IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
107

Lesson objectives:
• …
• …

107
May 7, 2020

8. EXECUTE PROJECT
MISC. DEMANDS

108

© 2015 IFS 108

May 7, 2020

EXECUTE PROJECT MISC. DEMANDS

LESSON OBJECTIVES
By the end of this lesson, students should have:

 Released Activities and understood status options

 Manually created supply requests for Misc. Parts and No Parts

 Processed supplies for Misc. Parts

 Processed supplies for Misc. No Parts

109

© 2015 IFS 109

May 7, 2020

EXECUTE PROJECT MISC. DEMANDS

Misc. Project Demands

 Refers to processing Misc. Part and No Part demands

 Evaluate Supply options
 Create supply requisitions and process
 Activity must be Released to execute demands
110

Misc. Project Demands = Misc Part and No Part lines

Supply Options – Manually create requests or create when running Project MRP

© 2015 IFS 110

May 7, 2020

EXECUTE PROJECT MISC. DEMANDS

RELEASE ACTIVITY
 Activity Status Options:
Cancel
Planned Cancelled

RePlan Release Cancel

 Change Activity Status to Released. Release Close Closed

ReOpen Complete Close

Completed ReOpen
111

Activity Status impacts ability to create and process supplies, and report progress:
Planned: When an activity is created, it is automatically set to Planned status. From here,
the activity can be released or canceled via the corresponding menu option.
Released: When the activity is in Planned status and the project is in Approved status, the
activity can be changed to Released. The activity is then released and can start. From there,
the activity can be set to Planned, Completed, Closed or Canceled. The activity cannot be
canceled or re-planned if it has any transactions registered. When the activity is released
then it is possible to report hours on the activity. Some objects can only be connected if the
activity is in Released status.
Completed: When the activity is in the Released status, it can be changed to Completed.
When the activity is in Completed status it can be promoted to Closed or demoted to
Released state. When the activity is completed it is not possible to add any new costs,
revenues e.g. by reporting hours on the activity. Costs already entered can be completed,
i.e. transactions related to hours reported can be transferred to Finance.
Closed: When the activity is in Released or Completed status, it can be changed to Closed.
When the activity is in Closed status it can be demoted to the Completed. When the
activity is closed it is not possible to create any financial transactions on the activity.
NOTE: It is possible to close activities without reaching 100 % progress.
Canceled: When the activity is in Planned or Released status, it can be changed to
Canceled. When in Released status, the activity can be canceled only if it has no registered

© 2015 IFS 111

transactions. When the activity is in Canceled status, no further status changes can be done.

NOTE: Cancelling an activity is irreversible!

111
May 7, 2020

EXECUTE PROJECT MISC. DEMANDS

MISC. PART OPTIONS

Manually Issue
Create Supply Manually Execute Receive
inventory to
Create Supply Supply supply into
& Auto Request Request inventory
project
Reserve demand

Issue
Using Project Execute Receive
Run Project Reserve inventory to
Supply supply into
MRP MRP
Request inventory
inventory project
demand

Transfer Issue
Transfer Reserve inventory to
Inventory to inventory inventory project
Project demand

112

The number of steps needed to process a Misc Part Demand varies depending on Supply
Option, whether material must be manually reserved, and whether inventory is already
available:
• Manually Create Supply and auto reserve: the supply is directly linked to the Misc Part
demand and is auto reserved upon order completion and receipt into inventory. Just
issue reserved material to demand.
• Create supply manually without auto reserve, or using Project MRP: Project MRP-
created supplies do NOT link directly to the Misc Part Demand. Upon completion and
receipt to inventory, manually reserve and issue parts to demand.
• NOTE: Parts do NOT require reserve prior to issuing; Project Netting – this process
will reserve available project inventory to Misc Part Demands if run (to avoid
manually reserving)
• Transfer Inventory to Project and manually reserve: No supply request is needed in this
case. Transfer material, reserve and issue to demand.
• Simplest approach: Supply = Standard Inventory and inventory arleady is available on
hand. Simply reserve and issue material directly from Standard Inventory

© 2015 IFS 112

May 7, 2020

EXECUTE PROJECT MISC. DEMANDS

PROCESS MISC PART DEMAND

 Can satisfy with inventory for any Activity within the project
 Can auto-reserve material as it closes to inventory
 Project Netting will reserve available inventory
 Completed parts MUST be issued to the Misc. Part Demand
Process Misc. Part (to complete and close Activity)
Demand

113

Key Points:
• Flag on Project to indicate if inventory supplies can be used across Activities in a project
(or not)
• Project Netting: a way to reserve any available inventory to satisfy Misc Part Demands
• Misc Part Demands require inventory to be issued to them (otherwise the system will
NOT consider them complete and allow Activity completion)

© 2015 IFS 113

May 7, 2020

EXECUTE PROJECT MISC. DEMANDS

PROCESS MISC NO PART DEMAND

 No Inventory involved
 Create and process Purchase Requisition/Order
 Demand is satisfied by PO receipt
Process Misc. No
Part Demand

114

Key Points:
• No Part Demands require manually creating and processing Purchases.
• Recieving the No Part order satisfies the demand.

© 2015 IFS 114

IFS Presentation 07 May 2020

DEMO

1. Use Project Navigator, selecting Activity nodes.

2. No Part Demand, Activity A.20 Design:
• Use RMB command for Status / Release to release the activity. Comment on
other status changes allowed.
• Select Demand Tab / Misc. No Part tab: RMB for Create Project Supply
Request. This opens a Purchase Requisition dialog – select Create New
• RMB again for Purchase Requisition to open screen. Once open, view No
Part tab (changes to quantity, dates, cost can be made if desired). Use RMB
on Purchase Requisition for Release. Then select PR line and RMB for
Requisition to Order. Create New in the Purchase Order pop-up.
• Return to Project Navigator and view Cost tab for activity A.20 – notice
Planned Committed costs (created from PR and unreleased PO).
• RMB on either PR Line or No Part Demand for Purchase Order – to open PO.
View No Part tab. RMB on PO for Release.
• Review activity Cost in Project Navigator again – now have Committed costs.
• Copy your PO number and open Register Arrivals. Search for your PO
number and receive 40 hours (of 100) on the PO.
• Review activity Cost in Project Navigator again – now have some Committed
and some Used cost (based on Receipt); have progress also. View No Part

115
Demand line and Connections tab.
3. Part Demand, Activity B.30 Materials:
• Use RMB command for Status / Release to release the activity.
• Select Demand Tab / Misc. Part tab: RMB on WS1 for Create Supply Request.
Review line to note Reserve at Receipt field (insure it is checked)
• Process Requisition and Order same as in steps c – g, reviewing Project
Navigator activity costs, connections, misc. part demand tab during each step.
Receive partial quantity of material into INVENTORY.
• Upon receipt of PO material, use Project Navigator Misc Part tab: view
received / reserved quantity. Use RMB command to Issue. (Cancel Create
Project Transaction pop up).
• Discuss other possible supply options and standard inventory

115
May 7, 2020

PRACTICE & LEARN

EXECUTE PROJECT MISC. DEMANDS
(Monitor Activity Cost and Progress during exercise steps)

 Release your Project Activities

 Create Supply Requests for Misc. No Part Demand

 Process No Part Purchase Requisition through to receipt

 Manually Create Supply Request for Misc. Part Demand

 Process Requisitions through to receipt

 Issue received material to the Misc. Part Demand

116

© 2015 IFS 116

IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
117

Lesson objectives:
• …
• …

117
May 7, 2020

9. EXECUTE ACTIVITY

118

© 2015 IFS 118

May 7, 2020

EXECUTE ACTIVITIES
LESSON OBJECTIVES
By the end of this lesson, students should know how to:

 Execute an MS Forecast Activity

 Execute production Activities using Project MRP

 Report progress on Activities

 Monitor Activities for costs, hours, Earned Value and Schedule

 Complete and Close an Activity, understand the requirements to do so

and their effect

119

© 2015 IFS 119

May 7, 2020

EXECUTE ACTIVITIES
EXECUTING CONNECTED OBJECTS

Executing an Activity that has connections frequently consists of

executing the connections and monitoring the activity.

Activity Connections are frequently created using production planning

tools such as Project MRP, MRP and Project Master Scheduling.

MRP tools will re-evaluate Demands and Supplies each time they are
run.

120

Key Point:
• When activities have connected objects, executing the activity usually = executing the
connections.
• The Activity simply collects information from the objects as they are processed.

© 2015 IFS 120

May 7, 2020

EXECUTE ACTIVITIES
PRODUCTION PLANNING
FOR ACTIVITIES

 Planning is based on Inventory Part setup (Planning Method)

 Run Project MS first
 Run Project MRP after MS
 Run MRP and other standard inventory planning last
Production  Sequence can be initiated in Project MS and MRP dialog screens
Planning

121

When using planning tools, run them in proper order:

1. Project Master Scheduling – will create supplies for MS parts first
2. Project MRP – will analyze all project demands (including MS part shop order, if
created), evaluate materials/parts needed from project inventory (i.e. – project
planned parts), and create necessary supplies (i.e. – purchase and shop requisitions)
3. MRP – will analyze all above project demands for any materials needed from Standard
Inventory (i.e. – standard planned parts). If inadequate stock exist, standard supplies
will be created. This process will analyze all Projects in a site at one time, and create
supplies to satisfy all projects.

© 2015 IFS 121

May 7, 2020

EXECUTE ACTIVITY
PRODUCTION IMPACTS ON ACTIVITIES
Costs and Hours Progress Earned Value

 Project Requisitions  Progress Method =  EV = Progress x

and Orders will Connected Objects, Baseline or Planned
create cost and hour connected Orders will values
values in Activities retrieve progress  If these values exist,
(Planned Committed, based on receipt or Earned Value will be
Committed and Used operation completion calculated as a
depending on order  Progress Method = measure of
status) Consumption, Used performance against
cost from order target value
completion will
calculate Progress
122

Key Points:
• Project Planned Parts: when supplies are created, they will be connected to associated
project activities. The connected activity will retrieve cost/hours from the connected
supplies as they are processed. Depending on Progress Method of activities, they can
also retrieve progress and Earned Value from the supplies.
• Standard Planned Parts: these supplies are NOT connected to activities. Activities only
get cost values for these when reserved to a project demand (and issued).

© 2015 IFS 122

May 7, 2020

EXECUTE ACTIVITY
REPORT PROGRESS MANUALLY

Manual
Progress Resource
Tasks Progress by
Template Progress
Cost Element

Manual
Manual
Manual Progress by
Progress by
Progress by Cost Element
Activity Cost
Activity Cost and
and Hours
Hours

123

Manual Progress options: If NOT retrieving progress from Connected Objects (or Duration
or Consumption), executing an activity requires manually taking progress.
• Progress Template: can pre-define a progress template with steps and progress per
step; then can use the pre-defined steps for progress on an activity (or Task)
• Tasks: Task progress depends on 1) if progress templates are used (these allow taking
partial progress on a task); 2) which cost element the tasks are connected to (the
system can calculate different progress for different cost elements depending on the
progress of corresponding tasks); 3) if planned values exist, progress is weighted based
on relative cost/hours of the task.
• Manual: discuss different levels that Manual progress can be taken (Activity, Cost
Element, Cost/Hours)
• Resource Progress: Used Connected Objects as Progress Method. Explain how
Resource Progress can be manually entered (or based on charged time if using Project
Reporting Resources).

© 2015 IFS 123

May 7, 2020

EXECUTE ACTIVITY
IMPACTS OF MANUAL
PROGRESS ON ACTIVITIES
 No effect on planned committed, committed, or
Costs and Hours
used cost and hours

Progress
 Depending on Progress Method, each can create
progress on an activity.

 EV = Progress x Baseline or Planned values

Earned Value  If these values exist, Earned Value will be
calculated from manually entered progress. 124

Key Points:
• Manual Progress does NOT retrieve Cost or Hours like connected objects – it simply
allows indicating Progress for an activity
• Manual Progress pushes Progress and Earned Value “down” from the manually entered
progress. Entire activity will inherit the entered progress.

© 2015 IFS 124

May 7, 2020

EXECUTE ACTIVITY
COMPLETE AND CLOSE ACTIVITIES
 Activity Status Options:
 Completing an Activity stops new orders Planned
Cancel
Cancelled
from being created
RePlan Release Cancel
 Closing an Activity requires that all
existing work on an Activity be finished, Release Close Closed
including processing transactions to
General Ledger; no residual material is ReOpen Complete Close

allowed
Completed ReOpen
125

Key Points for Complete and Close activity:

• Completing an activity allows existing orders to be finished, but no new orders or time
charges to completed activities.
• Closing requires that all orders be complete, including any invoicing, and that all
transactions are updated to General Ledger

© 2015 IFS 125

IFS Presentation 07 May 2020

DEMO

1. Use Project Navigator and Release all remaining activities.

2. Process Project MS Part forecasts in Activity B.20 Long Lead:
• Use Calculate Project MS dialog for your “PNG” (same as your Project ID).
Leave boxes checked in dialog to start PMRP, and then MRP – this runs all
processes in desired order. Select OK.
• Check Background Jobs screen to insure processes run OK. After PMRP is
run, return to Project Navigator and review activities B.20, B.30 and B.40 to
see Demands and Supplies created from planning. View Costs, Hours,
Connections tabs. Should have a number of requisitions.
• Explain that connected requisitions and orders can be processed similar to
Misc Part Demands and retrieve cost/hours and progress.
• Forecast part: once order is received, these parts are available to satisfy
needs on other activities (Shop Orders for misc. part and customer order
lines)
3. Manual Progress: Show different options
• Progress Template: create one in Progress Template screen and demonstrate use
on Activity A.10. Change Progress Method and use, review. Then change
back to Task.

126
• Task progress: Activity A.10 – complete 2 of the tasks and view progress, costs
and hours. Discuss impact of progress template and costs/hours on task.
• Manual Progress: A.20 – change Progress Method and view the Details sub tab.
Discuss options and demonstrate setting progress in different ways. Discuss
how Progress Template can be used. Change Progress back to Connected
Objects when complete.
• Resource Progress: A.20 – Use Resource Tab and enter Progress value. Review
impact on Cost, Hours and activity progress
1. Use activity A.10 and RMB for Status / Complete. Observe pop-ups and continue.
Repeat RMB for Status / Close. Try same on activity A.20.

126
May 7, 2020

PRACTICE & LEARN

EXECUTE ACTIVITY
(Monitor Activity Cost and Progress during exercise steps)

 Run Project MS for your forecast, checking the box to run Project MRP
afterwards.

 Review any Purchase Requisitions created

 Review any Shop Requisitions created

 Review any Miscellaneous Demands Activities

127

© 2015 IFS 127

May 7, 2020

PRACTICE & LEARN

EXECUTE ACTIVITY
(Monitor Activity Cost and Progress during exercise steps)

 Review the Customer Order line Activity

 Report progress on your Tasks

 Report progress on an Activity manually

 Complete and Close some Activities

128

© 2015 IFS 128

IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
129

Lesson objectives:
• …
• …

129
May 7, 2020

10. COMPLETE AND

CLOSE A PROJECT
130

© 2015 IFS 130

May 7, 2020

COMPLETE AND CLOSE A PROJECT

LESSON OBJECTIVES
By the end of this lesson, students should:

 Understand when a Project should be completed

 Know the difference between completing and closing a Project

131

© 2015 IFS 131

May 7, 2020

COMPLETE AND CLOSE A PROJECT

PROJECT STATUSES
Cancel
Initiated Cancelled

Approve

Approved Closed

Start Complete
Complete Financial Project

Started Completed
Restart
132

In order to Complete a Project, the status first must be promoted to “Started” (although all
activities can be executed with the project set as Approved)

© 2015 IFS 132

May 7, 2020

COMPLETE AND CLOSE A PROJECT

PROJECT STATUS IMPACT
Approved
 Required to execute a project

Started
 No functional impact (informational only)

Completed
 Automatically reviews all activities and attempts to close them. Validations that
apply to Closing activities will stop Project Completion.
Closed
 Projects are closed in Finance module 133

Completing a project will automatically attempt to Close any unclosed activities in the
project. Each activity will be validated to insure it can be closed. If not possible, it will also
not be possible to Complete the Project.
Closing the Project requires that it first be Complete. Closing the Project is a Financial
process.

© 2015 IFS 133

IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
134

Lesson objectives:
• …
• …

134
07 May 2020

ADVANCED PROJECT
MANAGEMENT

ADDITIONAL CAPABILITIES IN PROJECT MANAGEMENT

AND SPECIAL TOPICS

Advanced Topics: 135

Detailed review of key features in Project Management

Infrequently used functionality – review all areas of functionality (anything excluded
from basic project management
Alternative processes in Project Management

Basic data will be discussed during the business process flow (when applicable)

© 2015 IFS 135

May 7, 2020

11. ADDITIONAL PROJECT

FUNCTIONALITY

136

© 2015 IFS 136

May 7, 2020

ADDITIONAL PROJECT FUNCTIONALITY

LESSON OBJECTIVES
By the end of this lesson, students should:

 Understand Project Roles setup and use

 Understand Project Access setup and use

 Be able to set up and use Project Addresses

 Have created Project Milestones

 Understand how Project-specific currencies can be specified and

used

 Be aware of all project-level features

137

© 2015 IFS 137

May 7, 2020

ADDITIONAL PROJECT FUNCTIONALITY

PROJECT ROLES AND ASSIGNMENTS

Project Roles
 Used for Project Roster and Purchase Authorizations
 Define Roles in Project Basic
 Defined by company
 Indicate if should default to new projects
 Roles can use field values for Project Manager, Responsible Persons,
and Financial Responsible Persons
 Add Roles to Project, Sub Project or Activities
 Generate assignments or manually assign people to roles 138

Key Points:
• Project Roles and assignments is intended to define who is assigned to roles for a given
project
• Project Roles can inherit assigned persons from project fields (such as Project Manager,
Financially Responsible Person)
• Project Roles can be used in Purchase Requisition and Order Authorization (for Project –
connected purchases)
• If a Project Organization is needed, use Project Roles and assigments to define

© 2015 IFS 138

May 7, 2020

ADDITIONAL PROJECT FUNCTIONALITY

PROJECT TEAMS AND ACCESS

Project Access
 Project Access allows only employees with access to view project
screens, and charge/authorize project time and expenses
 Define Teams in Basic Data
 Team members are Employees and defined by company
 Indicate if Team should automatically access new projects
 Project Access imposed at Project Level
 Access is controlled at Sub Project Level
 Popular feature, but difficult to maintain and control 139

Key Points:
• Project Access controls who can view a Project, who can charge time or cost to a
project, and who can approve/authorize those charges.
• Project Access does NOT control who can view or process project connections (such as
Shop, Purchase and Work Orders and Requisitions)
• Project Access utilizes Human Resource setup, so persons must be set up with
Employee ID’s and Positions in the project Company.
• Only the Project Manager can impose Project Access (and only Project Manager can
change who is the project manager)

© 2015 IFS 139

May 7, 2020

ADDITIONAL PROJECT FUNCTIONALITY

PROJECT ADDRESSES

Provides ability to create Addresses uniquely for a project

Addresses are used for supplier delivery on project-connected purchases

Similar to setting up addresses in Company

Address Type “Delivery” and “Visit” available

Helps reduce number of addresses added to a Company to satisfy a specific project

140

Key Points:
• Project Addresses can be used in place of creating new a address in the Company
record.
• Project Addresses are intended to be unique for a project
• Project Addresses will be AUTOMATICALLY used for project purchase deliveries
(assuming flagged for Delivery)

© 2015 IFS 140

May 7, 2020

ADDITIONAL PROJECT FUNCTIONALITY

PROJECT MILESTONES
Project Milestones

 Allows creating a list of “Milestones” for overall Project

 Target Date for Milestone
 Expected Revenue
 Ability to mark when complete
 Can manually relate to Project Invoicing Plan (Project
Reporting)
 NOT to be confused with Activity Milestones, which are
activities
 Easy way to create and monitor a list of Project Milestones
141

Key Points:
• Project Milestones are an easy way to create a list of milestones and dates in one place,
and easily mark completion
• Project Milestones are NOT Activities

© 2015 IFS 141

May 7, 2020

ADDITIONAL PROJECT FUNCTIONALITY

PROJECT CURRENCY

Allows defining a unique Currency and Rate Type for a Project

Project still shows values in Company Base Currency in most places

Can see values in Project Currency in Project Navigator / Connections Tab

NOT required to allow transactions in different currencies

Has further functionality in Budgeting, Forecasting and Project Reporting

142

Key Points:
• Allows defining a unique Currency and Rate Type for a project (when different than
Project company base currency)
• Projects automatically retrieve and use the base currency of the company to which they
are assigned (values are displayed in base currency always)
• Project specific currency allows one to view Connections in both company base
currency and project currency (and transaction currency)
• Project specific Currency is NOT needed to handle transactions in different currencies.

© 2015 IFS 142

May 7, 2020

ADDITIONAL PROJECT FUNCTIONALITY

OTHER PROJECT FEATURES
Material Allocation within Project or Activity

Misc. Demand Components planning (Manual or PMRP)

Project Unique Procurement and Billing

Planned Revenue and Cost – for Revenue Recognition

Pricing – used for Project Reporting

PCE Code Part – used with Budgeting and Forecasting

Delivery Project – used with Project Delivery

Resource Criteria – allows assigning resource hours by added criteria

143

Key Points: (the following items are set up in Project screen)

Material Allocation (General tab): indicates if system should consider supplies and
demands across all project activities, or just within each activity. “Within Activity” could
result in supply parts available in one activity, but the system not using to support another
activity.
Misc. Demand Components (General tab): When Misc Part Demands are added, how
should lower level components be planned – Manually or using PMRP
Project Unique Procurement and Billing – requires that all purchasing and invoicing be
distinct for project.
Project Unique Procurement and Billing (General tab): These setting impose rules that
purchases, sales and invoices must be unique for the project. No non-project or other
project transactions or lines can exist on the orders and invoices for such a project. These
settings support Project Balance Sheet analysis.
Planned Revenue and Cost (Revenue tab): Allows manual entry of Planned Cost and
Revenue, which supports Revenue Recognition on a project. These values are NOT related
to planned values on activities. This tab does also show Actual Cost and Revenue, which is
same as that for all project activities.
Pricing tab: This tab is used with Project Reporting (separate session)
PCE Code Part tab: This tab can be used with Budgeting and Forecasting (separate session)

© 2015 IFS 143

Delivery Project tab: This tab is used with Project Delivery (separate session)
Resource Criteria tab: This tab allows configuration of how Resource hours are entered for
an activity. It allows adding other HR features to the entry line (such as Organization,
Position, etc.). This just allows more granularity in entering planned resource hours.

143
IFS Presentation 07 May 2020

DEMO

1. Project Roles:
Search for Project Roles in company P10 in Project Basic / Default Project Role
tab – some should exist. Create a new role XXPE, Description = Project
Engineer, Type = Other, check Default to Project, Company = P10.
Review the Project screen for your project XX01 Roles tab – some roles already
show. Add your new Role XXPE to the list.
Use RMB in Role Assignments tab for Generate Role Assignments. System
assigned roles should have assignments. Manually add someone to your
role.
2. Project Access:
Open Project Team screen and create a new team XXT in company P10. Use
Team Members tab and add some employees from company 10
Open Project screen for your project XX01. On General tab, check Project Access
On box and save.
Select Access Tab – this tab shows who has access. Review Person Access sub
tab. Select Access Definition Tab and add a line: Sub project = % (all); Team
ID = XXT; Access = Include and save. Note that access to Documents can be
provided with Project Access.
3. Use Project Address tab and create a new Address for the project
4. Use Milestone tab: create milestones: ID = 1, Date = in one month, Description =

144
Design complete, Planned Revenue = 100,000; and save; Repeat for ID = 2, Date = 3
months from now, Description = Parts Delivered, Planned Revenue = 900,000; and save.
5. Review each remaining tab briefly and discuss features

144
May 7, 2020

PRACTICE & LEARN

ADDITIONAL PROJECT FUNCTIONALITY
 Create two Project Roles, add them to your Project and
create Role Assignments

 Create a Project Team for your company, impose Project

Access on your Project, and assign your team

 Create a Project Address for Visits

 Create two Project Milestones with planned Revenues

 Review all other tabs and available fields

145

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IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
146

Lesson objectives:
• …
• …

146
May 7, 2020

12. ADDED PROJECT

PLANNING CAPABILITIES

147

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May 7, 2020

ADDED PROJECT PLANNING CAPABILITIES

LESSON OBJECTIVES
By the end of this lesson, students should:

 Have copied a Project

 Understand how to copy Sub Projects and Activities

 Understand how to delete Activities and Sub Projects

 Know how to move Activities and Sub Projects around in the WBS

148

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May 7, 2020

ADDED PROJECT PLANNING CAPABILITIES

COPY PROJECT
Create a “Template” Project and copy to create new Project WBS
• Offset activities based on starting date
• Copy related activity information (Resources, Tasks, Demands, etc.)

Similar ability to Copy Sub Project and Activity

Useful to develop consistency

149

Key Points:
• Most users do NOT manually create sub projects and activities for each new project
• Most have create a project they define as a “Template” – this can contain all typically
used sub projects and activities, as well as Resource Hours, Miscellaneous Parts and No
Parts (plus Project Reporting setup).
• When creating a new project, they copy the template to create the new project WBS.
• It is also possible to copy just a sub project with associated activities, resources, etc.
• Projects are specific to Companies and Sites – copying between companies and sites can
result in site and company specific information NOT being copied

© 2015 IFS 149

May 7, 2020

ADDED PROJECT PLANNING CAPABILITIES

DRAG AND DROP NODES
Project Navigator allows moving nodes (Activity or Sub Project

Projects P1

Sub Projects S1 S2 S3
A1 A2 A1 A2 A3
S11 S12
Activities
A1 A1 A2

150

Key Points:
• Project WBS can be easily modified by “Drag and Drop”: select one node in Project
Navigator and drag it to another node (another sub project or the Project), and drop it.
It will move to the new node.
• Rules still apply – Actvitiy ID must be unique within a sub project; Sub Project ID must
be unique in Project; Activities must be under Sub Project, etc.

© 2015 IFS 150

May 7, 2020

ADDED PROJECT PLANNING CAPABILITIES

DELETE PROJECT, SUB PROJECT, ACTIVITY
Delete command removes data associated with Project, Sub Project and/or Activity. System
validates before deleting.

Projects P1

Sub Projects S1 S2 S3
A1 A1 A2 A3
S11 S12
Activities
A1 A1 A2
DELETE
151

key Points:
• If a Template project needs modification, Activities and Sub Projects can be easily
deleted using RMB commands.
• Usually MUST use command to delete, as it will delete associated objects also (like
Resource hours, Tasks, etc.)
• Validations will not allow deleting activities/ sub projects after a Baseline is created, or
tranactions have occured.

© 2015 IFS 151

IFS Presentation 07 May 2020

DEMO

1. Use Project screen and RMB for Create New Project. Create a new Project XX02 as previously
done, but leave “Copy Project “ box checked this time.
2. After Create New Project dialog is finished, system will automatically open Copy Project dialog.
Copy your project XX01, Start Date = today. Leave everything else as it is and all boxes checked
on step 2 and Finish. This should open your new project, complete with estimates, tasks,
resource hours, Misc. Demands.
3. Using Project Navigator, drag and drop activity B.30 into Sub Project A.
4. Drag Sub Project B into Sub project A, and then back to the Project.
5. Delete activity B.50
6. Delete sub project B entirely
7. Delete the entire Project

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May 7, 2020

PRACTICE & LEARN

ADDED PROJECT PLANNING CAPABILITIES
 Copy your original Project to your new Project XX02

 Move Activity 30 from Sub Project B to A

 Move Sub Project B to be subordinate to Sub

Project A. Move it back subordinate to the Project
node

 Delete Activity 50 in Sub Project B

 Delete Sub Project B

 Delete your new Project entirely

153

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IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
154

Lesson objectives:
• …
• …

154
May 7, 2020

13. COST / REVENUE

ELEMENTS
155

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COST/REVENUE ELEMENTS
LESSON OBJECTIVES
By the end of this lesson, students should:

 Understand how “CRE” are created and mapped

 Understand the relationship with Financial setups

 Understand the impact of Posting Control setup

 Understand the impact of Part Cost calculations to Project part costs

156

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COST / REVENUE ELEMENTS

OVERVIEW

Cost/Revenue Elements
 All Project values for cost, hours and revenue are broken into CRE
 CRE are user-defined
 CRE are defined by company
 CRE are mapped to a user-defined code part value (Financial
setup)
 Project values are calculated by CRE based on:
 Anticipated or actual postings
 Manually defined CRE
157

Key Points:
• Setting up CRE’s is a mapping exercise
• All Project cost/hours/revenue information will be collected into CRE values
• Setup of CRE can be simple as single default values for cost and revenue (not usually
done)
• Setup of CRE can be quite complex if breaking project cost into many CRE for labor,
material, overheads, etc.
• Complexity is primarily result of setting up posting controls to maintain CRE
information throughout all transactions
• Manufacturing CRE can be complex if maintain labor, work center, material,
and overhead visibility through inventory receipt and cost of goods sold.
• Setup requires coordination between Project Management and Finance setup

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COST / REVENUE ELEMENTS

CODE PART VALUE CONSIDERATIONS
Code Part
Code Part
Value =
Value =
Engineering
Support Labor
Labor

Code Part
Code Part
Value =
Value = Office
Manufacturing
Labor
CRE = Labor
Labor
158

Key Points:
• Multiple code part values can be mapped to a singe Cost/Revenue Element
• Only ONE Cost/Revenue Element can be mapped to a Code Part Value ( fore example,
Manufacturing Labor could not be mapped to more than one CRE )

© 2015 IFS 158

May 7, 2020

COST / REVENUE ELEMENTS

PART COSTS CONSIDERATIONS
Costing Cost Revenue Elements Cost Details (Inventory)

 Buckets (i.e. – Labor, Labor  User – defined (i.e. Labor)  Cost Groups
OH, Machine Cost, etc.)  Map to user-defined code part  User defined (i.e. Labor, etc.)
 Used for operational costs values  Relate to buckets
 Used for project costs, hours  Can track overhead year info
and revenue  Usable in posting control
 Used for inventory costs
 Cost source
 User defined
 Can associate OH rate for
project reporting (labor OH)
 Indicator definition (how cost
source is determined)
 Indicator setup (value setup
based on definition)
 Used in posting controls
159

Key Points:
• Part Cost is contained in IFS Costing, and broken into various cost buckets (like Labor,
Labor Overhead, etc.).
• If we want to maintain this cost bucket visibility when parts are received into inventory
or sold to a customer, Financial setup must post transactions using Posting Cost Groups
that are mapped to the associated buckets. (Posting Cost Groups are set up in Cost
Details Basic Data)
• In some cases, Cost Details might be broken into further detail by Cost Source (labor =
assembly labor, test labor, etc.). In this case, Financial setup must post transactions
based on Cost Sources, as well as Cost Details. (Cost Sources are set up in Cost Details
Basic Data also)
• This Posting setup allows posted code part values (like “assembly labor”) to be mapped
to the desired Cost/Revenue Element (like “production labor”). Sometimes, Code Part
Values are set to match Cost/Revenue Elements exactly.
• If the chain described above is incomplete or incorrect, can create interesting project
costs:
• Labor and overhead costs on for a shop order can suddenly disappear and
reappear as Material cost.
• Can also result in posting errors and no project costs

© 2015 IFS 159

May 7, 2020

COST / REVENUE ELEMENTS

 Define Cost/Revenue Elements

 Identify which code part will be used for CRE
 Define Code Part values
 Map CRE to Code Part values
 Set up Posting Controls for CRE Code part (must be done
Cost/Revenue for all Posting Types that will affect Projects)
Element Setup

160

Key Points:
• CRE are defined in Project Basic Data / CRE Setup – define desired values
• Code Part to be used for CRE is defined Accounting Rules – Define Code String (this must
be agreed by Finance); only one code part can be used for CRE
• Code Part Values are defined in Accounting Rules in Code Part Value screen
• Once these are set up, CRE can be mapped to Code Part Values in Project Basic Data /
CRE Setup.
• These steps define and allow the use of the CRE’s, but Posting Controls must be set up
so that ALL transactions that affect projects will map to the desired code part values and
subsequently the proper CRE values.

© 2015 IFS 160

May 7, 2020

COST / REVENUE ELEMENTS

Part Costing

 Part Costs must be Calculated and copied into

Cost Set 1
 Must be done before adding Project Demands (if
you want to get Planned values for Demands)
 If done AFTER adding Demands, can Refresh
Project Connections to update planned costs
161

Key Points:
• CRE calculations for part costs are based on Part Cost in Costing module – this must be
up to date.
• Procedurally when new parts are created:
• structures and routings or purchased costs must be established,
• Cost must be calculated and Copied into Cost Set 1 (this is the official system
value of a part)
• Now include these parts in project demands – planned, planned committed,
committed values based on Cost Set 1 information

© 2015 IFS 161

IFS Presentation 07 May 2020

DEMO

1. Open Cost/Revenue Elements screen for CRE, Note Company ID P10 at top of this screen
(indicating Finance or HR record). Populate. Add a new CRE XXL and save.
2. Open Define Code String screen for company P10. Populate – note which code part is used as
Base for CRE by check box
3. Open Code Part Values for company P10 and populate – these are the values that are available
for posting controls, and mapping to CRE; add a new value XXLA and save
4. Open Cost/Revenue Element per Code Part Value screen and populate – notice you have the
new code part value XXLA with no CRE. Select your new CRE XXL and save – should allow this.
5. Open Posting Control for company P10 and search for Posting Type = M1. Review setup for C &
R code part (these are the posting controls that affect CRE and their associated code part
values. This control is an example of using Cost Details and Cost Sources for postings.

162
May 7, 2020

PRACTICE & LEARN

COST/REVENUE ELEMENTS
 Create a Cost/Revenue Element

 Review Code Part Definition to see how it is identified

as Cost/Revenue Code Part

 Review Cost/Revenue Element to Code Part Value

mapping screen

163

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IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
164

Lesson objectives:
• …
• …

164
May 7, 2020

14. ADVANCED TOPICS

IN PROJECT RESOURCES
165

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ADVANCED TOPICS IN PROJECT RESOURCES

LESSON OBJECTIVES
By the end of this lesson, students should have:

 Created a Project Reporting Resource Group

 Assign Persons

 Assign Standard Cost

 Understood Person Allocations and relationship to Resources

 Created a Resource Allocation

 Created a Resource Capacity Calculation and viewed results

166

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May 7, 2020

ADVANCED TOPICS IN PROJECT RESOURCES

PROJECT RESOURCES AND
HUMAN RESOURCE FUNCTIONALITY

Project Reporting Resource

 Integrates Project Resources and Human Resource.
 Allows assigning Persons to a Resource.
 Resource Cost uses same Standard Cost as Project
Reporting.
 Project time reporting includes Resource and provides Actual
Resource hours and progress.
 Employee Allocation considers Resource Employees. 167

Key Points:
• Project Reporting Resource links Project Resources with HR Employee information
• Has added functionality based on Person charging time directly to activities (Project
Reporting)
• Project Reporting Resources also enable use of Overheads and Pricing setups in Project
Reporting; Resource planned cost is now calculated based on anticipated postings, and
could include overhead values.

© 2015 IFS 167

May 7, 2020

ADVANCED TOPICS IN PROJECT RESOURCES

EMPLOYEE ALLOCATION

Uses Human Resource functionality (employee, schedules)

Can assign hours or percent of scheduled time

Can define specific dates for assignment

Indicates if person is assigned to a Resource Group

Assigned time shows in Resource Allocation Gantt window

168

Key Points:
• Allows planning time for a specific person – as opposed to a Resource
• Allocated person hours can relate to planned resource hours

© 2015 IFS 168

May 7, 2020

ADVANCED TOPICS IN PROJECT RESOURCES

RESOURCE CAPACITY CALCULATION

Allows analyzing Resource hours over multiple Projects

Based on Resource Capacity values

Define Projects included in calculation

Run calculation and view results

169

Key Points:
• Use Resource Capacity Calculation to view planned resources over multiple projects
• Can indicate under or over utilization of resources

© 2015 IFS 169

IFS Presentation May 7, 2020

ADVANCED TOPICS IN PROJECT RESOURCES

RESOURCE CAPACITY CALCULATION

Calculate the capacity for the entire or a part of the

Resource group
 Resource capacity could be calculated for an entire structure.
 Resource capacity could also be calculated for one single resource group
in the structure.
 Resource capacity calculation could be triggered manually from the
Resource Navigator or Resource Details

170

170
IFS Presentation 07 May 2020

DEMO

1. Use Resource Detail screen for your Resource XXPM. Go to Cost tab and then Project
sub tab, Add a new line: Report Code = %; Internal Price = 535; valid from = 1/1/
current year; valid to = 12/31/next year and save.
2. Review Project Navigator for XX01, activity A.10 - resource cost should be updated
based on changes.
3. Return to Resource Detail screen, Persons tab, Add new line.
4. Review Project Navigator activity A.10 Resource Planning tab. When person is assigned
to a Resource charges time to the activity, reported hours/cost and Percent Used will
show values.
5. Select Employee Allocation sub tab: Add a line (for same person if able to add to your
resource) and Allocated Hours = 40; Resource ID = XXPM. Save. If person is set up with
a valid schedule in HR, will get % Allocated value. Discuss how dates can be refined for
allocation, and allocation can be viewed on Resource Allocation Gantt (part of Service
Management functionality)
6. Review Resource Summary tab – will also show allocation
7. Resource Capacity Analysis: For a resource group
• RMB on Resource Planning line for Resource detail – to view XXPM resource.
• RMB on the resource XXPM in tree view to Calculate Resource Capacity.
• In the dialog box, Resource ID=P10, from off set=0, To offset=180, keep the check
boxes as it is, OK

171
• RMB again and select Resource Analysis to review data graphically.
• When complete, check Resource Summary and Detail tabs – shows resource usage
by time period
1. Resource Capacity Analysis: For an entire structure
• Use Resource Navigator screen, search Resource Structure for company P10
• RMB on the structure in tree view to Calculate Resource Capacity.
• In the dialog box, Resource ID=P10, from off set=0, To offset=180, keep the check boxes as it is, OK
• RMB again and select Resource Analysis to review data graphically.

171
May 7, 2020

PRACTICE & LEARN

ADVANCED TOPICS IN
PROJECT RESOURCES
 Create a Project Reporting Resource

 Add a person

 Add a standard cost

 Add an Employee allocation for the Employee in your

resource

 Create a Resource Capacity Calculation for multiple

Projects in your Company, run the calculation and view
the results 172

© 2015 IFS 172

IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
173

Lesson objectives:
• …
• …

173
May 7, 2020

15. PROJECT DELIVERABLES

AND QUOTATION LIST

174

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May 7, 2020

PROJECT DELIVERABLES AND

QUOTATION LIST
LESSON OBJECTIVES
By the end of this lesson, students should:

 Know about lesser-used Connected Objects

 Understand how Work Orders can link to Projects

 Understand how Design Objects can link to Projects

 Have created a Project Quotation List and used it to update Planned

Cost for a Misc. Demand

175

© 2015 IFS 175

May 7, 2020

PROJECT DELIVERABLES AND

QUOTATION LIST
OTHER CONNECTED OBJECTS
 Document Packages allow creating a list of Document Classes
Document Package needed, expected time and cost, and allow progress tracking.

 Engineering Change Orders allow creating lists of actions

Change Order needed to complete a change, including cost and hours, and
allow progress tracking.

 Work Orders are used to plan and execute services against

Work Orders equipment.

 Design Objects are used in Asset Design (to develop and define
Design Objects Assets)
176

Key Points:
• Document Package: can develop Planned activity costs based on cost/hours expected
to create documents in a package. Can provide Progress and Earned Value based on
document completions for package. (part of Document Management functionality)
• Change Order: can develop Planned activity costs based on Change Order Action
costs/hours. Can provide Progress and Earned Value based on action completion (part
of PDM Configuration functionlaity)
• Work Orders: Work Orders have their own Project Navigator tab, and can be both a
Demand and Supply. They can create both planned values and committed/used values.
• Design Objects: Design Objects can be listed on Project Navigator ERMPL Demand tab.

© 2015 IFS 176

May 7, 2020

PROJECT DELIVERABLES AND

QUOTATION LIST
PROJECT QUOTATION LISTS

 PQL can be created from Misc. Part and No Part Demands

(and Project Delivery MPL)
 Used to initiate Request for Blanket Quotations
 Approve Quotation Prices can be retrieved to update
Project Quotation Planned cost of Demands
List

177

Key Points:
• PQL can be created from Misc Part, No Part Demands (and MPL from Project Delivery).
• Use to get quotations and update Planned costs for these demands
• PQL creates Blanket Quotations (Purchasing functionality)

© 2015 IFS 177

IFS Presentation 07 May 2020

DEMO

1. Use Project Navigator for activity B.30 Material.

2. Select Misc. Part Demand tab and add line for PN = WS1, Quantity = 20 and save.
3. Highlight line and RMB for Add to Project Quotation List.
4. Open Project screen, Quotation List tab – should have a line for WS1. Enter Max Quantity = 50,
Valid From Date = tomorrow, and save. Select and RMB for Create Request for Quotation. In
Pop up, create New RFQ, enter Reply Date = next Friday, and OK. An RFQ is created.
5. RMB on your line again for View Request for Quotation – to open RFQ screen. Add suppliers
S003 and S001 to Supplier tab and save. RMB in header to Release the RFQ.
6. Highlight Supplier line for S003 and RMB for Quotations. This opens the response from the
supplier. Enter Price/Curr = 35 and save. Highlight line just entered and RMB for Agreement
Quotation Approval. Repeat for S001, with price = 45.
7. In Approval screen, select S003 and RMB for Approve. Yes to presented Pop ups to create an
agreement.
8. Return to Project Navigator for B.30 and refresh. Review Demand for Misc Part WS1. Select
line and RMB for Get Supplier Price – this will update the cost of the parts on the line .
9. Review Connections Tab: Use RMB for Connect/Disconnect Objects. Observe the various
objects that can be manually connected to a project.

178
May 7, 2020

PRACTICE & LEARN

PROJECT DELIVERABLES
AND QUOTATION LIST
 Create a Misc Demand for WS1 on activity B.30 and add
to a Project Quotation List

 Create a Request for Quotation from the PQL

 Process the RFQ and approve a supplier bid

 Update the planned cost of your Misc. Demand

 Review Connections tab to view possible Connections

179

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IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
180

Lesson objectives:
• …
• …

180
May 7, 2020

16. PLANNED NETTING

GROUPS AND PROJECT MRP

181

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May 7, 2020

PLANNED NETTING GROUPS

AND PROJECT MRP
LESSON OBJECTIVES
By the end of this lesson, students should:
 Understand what a Planned Netting Group (PNG) is
 Have set up PNG default settings and understood their impact
 Understand how Project PNG’s are created
 Understand how Project MRP uses PNG’s, and how to run PMRP by
Project or Activity
 Understand what Material Transfer Requisitions (MTR) are and when they
are created

182

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PLANNED NETTING GROUPS

AND PROJECT MRP
KEY ELEMENTS
Planned Netting Groups (PNG)

 A group of activities used by Project MRP to analyze

demands/supplies
 Automatically created for all activities in a project
 Setup determines if cost and material move between activities, and
if move is automatic, manual, requires approvals or re-payment

Material Transfer Requisition (MTR)

 Created by Project MRP to reflect material supply/demand across

activities 183

Key Points:
Planned Netting Group: way the system groups activities for planning purposes.
• Can be created automatically for all activities within a project (Basic Data setup)
• PNG setup can range from “planning only” to detailed manual approvals and transfers of
materials and cost between activities.
Material Transfer Requisitions: Project MRP creates these to track part use between
activities within a PNG (or between PNG’s)

© 2015 IFS 183

May 7, 2020

PLANNED NETTING GROUPS

AND PROJECT MRP

Project MRP can be run

by Project or by single
Activity
• Supplies and demands are
analyzed within each activity
Projects P1

Project MRP can also be S1

run by PNG Sub Projects
S11 S12 S2
• Supplies and demands are
analyzed across all activities in Activities A1 A1 A2 A1 A2
PNG Planned Netting Group 184

Key Points:
• Diagram is a graphic view of a Project PNG (pink highlight)
• Project MRP can be run by:
• Activity or Project – these options actually evaluate demands (like Misc No
Part or Customer Order Line) and supplies (like inventory on hand or PO lines)
within each activity. If supplies exist in other activity “B”, PMRP will NOT
consider those supplies for a demand in activity “A” (and will create further
supply in “A”)
• PNG – evaluates demands and supplies for all activities within a PNG together,
using supplies from any activity to satisfy demands for other activities within
the same PNG. If supply exists in “B”, it will be automatically used to satisfy a
demand in “A” (when A and B are in the PNG).
• Across PNG’s – it is possible to run PMRP for a site, and also possible to link
PNG’s such that excess material in one PNG can supply demands in another
PNG. Additionally, rules can be assigned to the PNG’s indicating if materials
can be taken and if payback is required.

© 2015 IFS 184

IFS Presentation 07 May 2020

DEMO

1. Open Project MRP Basic Data screen and view Default Settings tab – discuss settings:
• Create Project PNG Automatically – this should be checked
• Default for Project PNG – “Automatic” can process MTR’s with no manual
steps, transfer supplies and costs from one activity to another; “Planning
Only” will create MTR’s for information only, no transfers; also provides for
manual approvals and payback (these are not typically required)
• Part Transfer Between PNG – setup to indicate if linked PNG’s can use parts
2. Open Planned Netting Group screen and search for your project id XX01:
• Observe header values (defaulted from basic data setup) – these can be
changed on a given project
• PPSA’s (Program/Project/Sub Projects/Activities) within PNG tab – list of
activities from your project, automatically added
• Allowed Between PNG Transfer tab – allows adding other PNG’s for transfers
between them
• Excluded Parts tab – allows listing specific project, activity and PN to be
excluded from transfers
• Include Activities Automatically tab – simply shows related project (NOT to
add multiple projects)
3. Open dialog screens for each “Perform Project MRP per”, and “Perform PMRP per” (Activity,
Project, PNG), view and discuss:

185
• All screens provide same basic functionality – Activity and Project differ only by
ability to exclude Activities in a PNG
• Each provides ability to run standard MRP after PMRP
• Dialogs are available from Project Navigator and Project screens via RMB
commands
1. Opens Project Navigator screen for your project XX01, select activity B.30 node and
Demand tab. View MTR sub tab and discuss how MTR could be created indicating a
demand for a part on B.30. Select the Supply tab and view MTR sub tab – a
corresponding MTR would be created as a supply in an activity supplying the part.

185
May 7, 2020

PRACTICE & LEARN

PLANNED NETTING GROUPS
AND PROJECT MRP
 Review PMRP Basic Data for PNG Default Settings

 Review the PNG for your projects

 Review tabs on PNG – observe ability to set up for

transfers between PNG’s

 Review Batch Job options for running Project MRP

186

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IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
187

Lesson objectives:
• …
• …

187
May 7, 2020

17. ANALYZE PROJECT

PERFORMANCE

188

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May 7, 2020

ANALYZE PROJECT PERFORMANCE

LESSON OBJECTIVES
By the end of this lesson, students should:

 Understand how to view Cost, Hours, and Revenue information at

different levels in a Project

 Review the Project Analysis screen

 Review Project Exceptions

 Review Project History

 Understand how to analyze Project-connected Purchases and Shop

Orders
189

© 2015 IFS 189

May 7, 2020

ANALYZE PROJECT PERFORMANCE

PROJECT NAVIGATOR
Cost, Hours, Revenues can be evaluated for WBS by selecting different nodes:

$$$$

$$$ $

$ $$ $
190

Key Points:
• Cost, Hours and Revenue can be assigned and collected on Activities in a project.
Project Navigator screen allows viewing summarized values by sub project or project.
• Use of Project Cost/Revenue Elements can allow easy visibility by PCRE at any WBS
level.

© 2015 IFS 190

May 7, 2020

ANALYZE PROJECT PERFORMANCE

PROJECT ANALYSIS

Provides detailed Project Cost Metrics:

 BCWS (Budgeted Cost of Work Scheduled)
 BCWP (Budgeted Cost of Work Performed)
 ACWP (Actual Cost of Work Performed)
 BAC (Budget at Completion)…
 Etc.
Available in Project Navigator for selected WBS node or…

In separate Analysis screen which allows viewing by company or program

191

Key Points:
• Project Analysis can be viewed in Project Navigator or separate Performance Analysis
screen.
• Project Analysis is the primary screen provided for Project Metrics
• Provides a standard list of well know performance metrics and indices – most values are
calculated and explained in Terms Help
• Provides date information

• Discuss Independent values (IETC, IEAC, IVAC) – calculated; ETC, EAC, VAC based on
value entered on Activity Estimate tabs; provides from manually entered ETC by activity
• Budgeting and Forecasting provides additional functionality for Project Analysis
(separate class)

© 2015 IFS 191

May 7, 2020

ANALYZE PROJECT PERFORMANCE

PROJECT AND ACTIVITY EXCEPTIONS

Resource Planning  un-spread hours or without cost

 committed plus used cost or hours exceed planned

Planned Values or baseline (depending on Earned Value Method)

 generally if order due date is later than Activity

Late Orders finish date, or Misc Demand due date

Forecast Part  forecasts don’t support actual demand

Quantity 192

Key Points:
• Project Exceptions provides a list of things that do not appear to meet project
requirements.
• Exceptions can trigger event to notify user.
• Resource Planning Tab – indicates if resource is missing cost or spreading information
(spreading is part of Resource Hour Forecasting, separate class)
• Planned Values Exceeded Tab – only Cost/Hours Exception screen; reflects issue at
overall Activity level
• Late Order Tabs – these tabs list objects with receipt/finish dates later than either their
related Misc Part demand required date or the Activity Early Finish Date.
• Forecast Part Quantity Tab – evaluates forecasted quantity against project demands

• Analyzing supplies and demands of specific part number for a project must use
Inventory Part Availability Planning or PMRP Material Plan / PMRP Part Information /
PMRP Action Proposals

© 2015 IFS 192

May 7, 2020

ANALYZE PROJECT PERFORMANCE

PROJECT HISTORY
History Logging must have been enabled

 View specific results in Project or Activity History Info

 View graphically in Project Navigator for any node

Static Information

 Project Navigator values are dynamic and changing

 Project History values are static, read-only

Useful for reports

193

Key Points:
• Project Navigator information is dynamic – it always reflects the current status of a
project.
• Project History collects static “snapshots” of Activity values, dates and connections at
specific times.
• This information can be viewed at any time or used for reports/tracking historical
project information

© 2015 IFS 193

May 7, 2020

ANALYZE PROJECT PERFORMANCE

PRODUCTION INFORMATION

Purchasing Shop Order Planning Analysis

 Purchase Order  Shop Orders  MRP/PMRP

Lines screen has Costs provides list Screens and
all relevant of SO’s with date Messages provide
information and cost results of MRP or
 Displays in Project information PMRP run
Navigator  Run “Aggregate  Inventory Part
Shop Order Costs Availability
per Shop Order” to Planning screen
calculate values
194

Key Points:
• To analyze specific parts or orders, use standard analysis or overview screens and search
by connected project or activity
• Purchasing – overview screen Purchase Order Lines searched by Project ID. This will
show all PO lines connected to your project, and PO line details
• Shop Orders – overview screen for Shop Orders searched by Project ID. This will show
all shop orders connected to your project, and details. Overview screen for Shop Order
Cost can also be calculated and searched by Project ID. This screen shows cost
comparisons between expected SO cost and actuals.
• PMRP/MRP Analysis – each time MRP is run, data is created and shown in MRP/PMRP
Part Information and MRP/PMRP Material Plan. Action messages are created and show
in MRP/PMRP Action Messages. These screens are intended to allow Planners to
evaluate an MRP/PMRP run. Details are covered in separate Supply Chain Planning
classes.
• Inventory Part Availability Planning – this screen can be accessed directly from Project
Navigator Demand and Supply lines via RMB command. It provides analysis of supplies
and demands for a Part Number, and can be evaluated by Project ID, for Standard
Inventory only (Project ID = *), or for both Project and Standard Inventory (Project ID =
#). This is a very useful screen for analysis of specific parts.

© 2015 IFS 194

IFS Presentation 07 May 2020

DEMO

1. Use Project Navigator for your project XX01.

2. Select Project node and view Analysis tab. Review after selecting Sub Project A, then Activity
A.20.
3. With activity selected, explain Independent values (IETC, IEAC, IVAC) compared to ETC, EAC
and VAC. Add Estimate to Complete value on Estimate sub tab, and view values again.
4. Select History tab – shows values from history snapshots; Select Project node and view again.
5. Use RMB on Project tab for Project History Logging / Display Project History. Select the most
recent history record. Select various nodes and view history snapshot information
6. Use Performance Analysis screen to show same information from Project Navigator, but note
ability to search by company or program.
7. Use Project Exceptions for your project XX01 and review each tab.
8. Use Purchase Order Lines screen and search for orders for your project – view information.
Repeat for Purchase Requisition Lines screen.
9. Use Shop Orders screen to search for by Project ID (may not have any orders). View Shop
Orders Costs screen and explain needed calculation.
10. Use Project Navigator for your project XX01 again, select Activity B.40 Delivery node and
Customer Order Lines in Demand tab. Highlight line and RMB command for Inventory Part
Availability Planning screen. Discuss search by project id vs. standard inventory vs. both.

195
May 7, 2020

PRACTICE & LEARN

ANALYZE PROJECT PERFORMANCE
 Review Cost, Revenue, Hour and Analysis tabs in Project
Navigator, selecting different WBS nodes
 Use Project Navigator to view History graphic
 Check Project Exceptions screen for any exceptions on your
project
 Locate the screens for Purchase Order Lines and Shop Orders
Costs, and search for your Project orders
 Review Inventory Part Availability Planning screen – search for
your Project ID XX01.
196

© 2015 IFS 196

IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
197

Lesson objectives:
• …
• …

197
May 7, 2020

18. PROJECT CUBE

198

© 2015 IFS 198

May 7, 2020

PROJECT CUBE
LESSON OBJECTIVES
By the end of this lesson, students should:

 Understand Business Intelligence (BI) and the IFS Cube

 Know the Elements of the Project Cube

 Have used the Projects Cube

 Understand how to slice and dice data

199

© 2015 IFS 199

May 7, 2020

PROJECT CUBE
INTEGRATED IFS INFORMATION
SOURCES

General
Project Cost, Project Project Project
Hours and History Reporting Transactions
Revenue

Project
Project Project
Budgeting
Performance Invoicing
and
Analysis Plans
Forecasting

200

Project Cube is consist of below information sources,

• General Project cost, hours and revenue
• Project Performance analysis
• Project History
• Project budgeting and forecasting
• Project reporting
• Project invoicing plans
• Project Transactions

© 2015 IFS 200

May 7, 2020

PROJECT CUBE
DASHBOARDS USING THE CUBE

201

This is an example of a dashboard created using the project cube.

© 2015 IFS 201

May 7, 2020

PROJECT CUBE
DASHBOARDS USING THE
CUBE (CONTINUED)

202

This is an example of a dashboard created using the project cube.

© 2015 IFS 202

PROJECT CUBE
BENEFITS OF THE CUBE
 Makes good use of vast amounts of data buried in the system

 Provides a bigger picture of the business through IFS data

 Since the cube comprises many information sources, it assists with viewing data in many
dimensions

 It has the ability to slice and dice data

203

203
IFS Presentation 07 May 2020

DEMO

1. Open a excel 2013

2. Connect to the Project Cube using “Existing Connections”
3. Select the Project Cube
4. You can select the pivot table option to model the data
5. Once you select the pivot table option, Pivoting Table Fields will be listed on the excel
6. You will be able to see all the available information sources Pivoting Table Fields
7. For this Demo, Will be using the Project Forecast Items information source.
8. Select ; EAC Cost and EAC Revenue as the “VALUES”; Company, Project Program, Project Status
and Active Budget (True) as the Filters and put the Projects as the Rows
9. Now you will be able to see the Budget cost and Revenue by Projects.

• Try to do more reports/ Analysis using other information elements.

204
IFS Presentation May 7, 2020

FEEDBACK ON THE OBJECTIVES

OF THIS LESSON
205

Lesson objectives:
• …
• …

205
May 7, 2020

USE PROJECTS IN IFS TO COLLECT

AND MANAGE COST, REVENUES AND
HOURS OF DIVERSE ACTIVITIES.

Main focus of Project Management in IFS 206

© 2015 IFS 206

WRAP-UP

207
May 7, 2020

208

© 2015 IFS 208

May 7, 2020

209

© 2015 IFS 209

May 7, 2020

210

© 2015 IFS 210

May 7, 2020

211

© 2015 IFS 211

May 7, 2020

212

© 2015 IFS 212

QUESTIONS?
PLEASE PROVIDE US FEEDBACK

214
THANK YOU
IFSworld.com
© COPYRIGHT© 2020 BY INDUSTRIAL AND FINANCIAL SYSTEMS, IFS AB (PUBL). ALL RIGHTS RESERVED. THIS MATERIAL AND ITS CONTENT IS
PRODUCED BY THE IFS ACADEMY FOR AUTHORIZED TRAINING PURPOSES ONLY AND REMAINS THE INTELLECTUAL PROPERTY OF IFS.
NEITHER THE MATERIAL OR ITS CONTENT MAY BE COPIED, REPRODUCED, OR DISTRIBUTED WITHOUT IFS’ EXPRESS WRITTEN PERMISSION.

IFS DOES NOT WARRANT, EITHER EXPRESSLY OR IMPLIED, THE ACCURACY, TIMELINESS, OR APPROPRIATENESS OF THE INFORMATION
CONTAINED IN THIS TRAINING MATERIAL AND DISCLAIMS ANY RESPONSIBILITY FOR CONTENT ERRORS, OMISSIONS, OR INFRINGING
MATERIAL. IFS ALSO DISCLAIMS ANY RESPONSIBILITY ASSOCIATED WITH RELYING ON THE INFORMATION PROVIDED IN THIS DOCUMENT
AND ANY AND ALL LIABILITY FOR ANY MATERIAL CONTAINED ON OTHER CHANNELS THAT MAY BE LINKED TO THE IFS TRAINING MATERIAL.

216
#forthechallengers

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