2010年10月30日星期六
diary
2010年10月21日星期四
Assignment 3
Assignment 3: Workflow Design for a Business Process solution draft
- A description, using the concepts from assignment 2, of your implementation plan: an organisational structure, a list of tasks and their actors, and an SAP workflow diagram to describe the process logic;
Organisational structure
B615A3OP
Production site
Purchasing office
Purchasing manager
Design development
Product Designer
Tasks and actors
Sap workflow diagram
- The Student Names, Numbers, SAP username and password of all group members. (The SAP usernames are required by the lecturer to test the implementation of your solution);
- The name and abbreviation of the implemented Organisational Plan (must be in the form B999A3OP where 999 is the SAP user account);
- The workflow identifier assigned by the SAP system (WS99900000) and name (B999Assn3WF where 999 is the SAP user account);
- A list of all workflows, tasks, organisational units, jobs and positions created that includes the document number and/or abbreviation of each item.
2) Your solution implemented in SAP.
- To avoid interfering with other students work, all objects created for the workflow must include the numeric part of the SAP username that you used for development. It is also useful to include this number in the description of any objects created as this assists in finding the objects when searching.
- An organisational plan
- The implemented workflow
Prepare Organizational plan
• Define Objects and object type
• Define & Create Single-step tasks
• Develop and Test stage
• Define Standard roles
• Identify Events
• Multistep tasks assembled Prepare Organizational plan
• Define Objects and object type
• Define & Create Single-step tasks
• Develop and Test stage
• Define Standard roles
• Identify Events
• Multistep tasks assembled
2010年10月20日星期三
Sap sd configuration
Building Block # | Description |
B32 | Best Practices Installation |
J02 | Organizational Structure |
N69 | External Financial Accounting Basics |
N70 | External Financial Accounting Local |
N71 | Central Cost Center Accounting |
J05 | Materials Management |
sd
B32 Best Practices Installation
J02 Organizational Structure
N69 External Financial Accounting Basics
N70 External Financial Accounting Local
N71 Central Cost Center Accounting
J05 Materials Management
requires that the Workbench Organizer (WBO) and the transport system are set up. ... Problems with the SAP locking mechanism: Call Transaction SM12 and
Change and Transport Organizer - Concept
These sections describe the concept behind the Change and Transport Organizer. The Change and Transport Organizer is referred to as the "CTO" in the documentation.
The CTO comprises the following transactions:
* Customizing Organizer (SE10)
* Workbench Organizer (SE09)
* Transport Organizer (SE01)
2010年10月19日星期二
谜男方法
2.约会倍增术(为您完全解读女人的思维与想法,骄傲风趣法让您瞬间变幽默有趣)
3.现实世界诱惑术(教会您如何成为女人的奖品,让美女来追逐您)
4.型男任务(是一本为期一个月的练习手册,被称为“型男生活:30天改造计划”)
5.David X 方法(明确您的目标,构建自己强大的内心,做个极其有魅力的男人)
6.杂耍人方法(着重于控制女性情绪和谈话节奏,以及引导谈话,迅速建立感情认同)
7.瞬间赢得信任的冷读术(是一本瞬间打开陌生人心扉,赢得绝对信任的神奇方法)
2010年10月18日星期一
sap ps payment presentaion
http://www.sap-basis-abap.com/sapps.htm
Transaction Codes
CJ** are mainly Project Definition and WBS related,
CN** are mainly Network and activity related and the
OP** are mainly PS Configuration / Customization related.
There are other codes which is not on the list, but this is a good platform to start and build up your own list of PS transactions as per your requirements:
CJ01 Create Work Breakdown Structure
CJ02 Change Work Breakdown Structure
CJ03 Display Work Breakdown Structure
CJ06 Create Project Definition
CJ07 Change Project Definition
CJ08 Display Project Definition
CJ11 Create WBS Element
CJ12 Change WBS Element
CJ13 Display WBS Element
CJ14 Display WBS Element (From DMS)
CJ20 Structure planning
CJ20N Project Builder
CJ21 Change Basic Dates
CJ22 Display Basic Dates
CJ23 Change Forecast Dates
CJ24 Display Forecast Dates
CJ25 Change Actual Dates
CJ26 Display Actual Dates
CJ27 Project planning board
CJ29 Update WBS (Forecast)
CJ2A Display structure planning
CJ2B Change project planning board
CJ2C Display project planning board
CJ2D Structure planning
CJ30 Change Project Original Budget
CJ31 Display Project Original Budget
CJ32 Change Project Release
CJ33 Display Project Release
CJ34 Project Budget Transfer
CJ35 Budget Return from Project
CJ36 Budget Supplement to Project
CJ37 Budget Supplement in Project
CJ38 Budget Return in Project
CJ3A Change Budget Document
CJ3B Display Budget Document
CJ40 Change Project Plan
CJ41 Display Project Plan
CJ42 Change Project Revenues
CJ43 Display Project Revenues
CJ44 Act. overhd: Projects, ind. process.
CJ45 Act. ovhd: Projects, coll. process.
CJ46 Plnd ovrhd: Projects, ind. process.
CJ47 Pld Overhead: Projects, Coll.Procssg
CJ48 Change Payment Planning: Init.Screen
CJ49 Display Payment Planning: Init.Scrn
CJ70 Maintain Project Settlement LIs
CJ72 Project: Act. amt. line item settlmt
CJ74 Project Actual Cost Line Items
CJ76 Project Commitment Line Items
CJ7E Plan Data Transfer: Projects
CJ7G Plan Data Transfer: Projects
CJ7M Project Plan Cost Line Items
CJ7N Maint. DRG inv.projects for retmt.
CJ80 Availability Control – Overview
CJ81 Update Report List
CJ88 Settle Projects and Networks
CJ8A Act.-setlmt: Proj. retirmt. from IM
CJ8G Actual Settlement: Projects/Networks
CJ8V Period Close for Project Selection
CJ91 Create Standard WBS
CJ92 Change Standard WBS
CJ93 Display Standard WBS
CJ9B Copy WBS Plan to Plan (Collective)
CJ9B_OLD Copy Project Cost Planning (old)
CJ9BS Copy WBS Plan to Plan (Indiv.)
CJ9C Copy WBS Actual to Plan (Collective)
CJ9C_OLD Copy Project Revenue Planning (old)
CJ9CS Copy WBS Actual to Plan (Indiv.)
CJ9D Copy Plan Versions
CJ9E Plan Settlement: Projects
CJ9ECP Project System: Easy Cost Planning
CJ9F Copy Project Costing (Collective)
CJ9FS Copy Project Costing (Indiv.)
CJ9G Plan Settlement: Projects
CJ9K Network Costing
CJ9L Forecast Costs: Individual Projects
CJ9M Forecast Costs: Coll.Project Proc.
CJ9Q Integrated Planning for Ntwks(Coll.)
CJ9QS Integrated Planning for Ntwks (Ind.)
CJA1 Proj.Rel.Order Receipts: Coll.Proc.
CJA2 Proj.Rel. Order Receipts: Ind.Proc.
CJAL Send project
CJB1 Generate Settmt Rule: Coll.Proc.
CJB2 Generate Settmt Rule: Indiv.Proc.
CJBBS1 Planning Board Report Assignment
CJBBS2 Structure Overview Report Asst
CJBN Reconstruct Availability Control
CJBV Activate Project Availabilty Control
CJBW Deactivate Project Availabilty Cntrl
CJC1 Maintenance Dialog for Stat.by Per.
CJC2 Maintain Planned Status Changes
CJCD Change documents: WBS
CJCF Carry Forward Project Commitments
CJCO Carry Forward Project Budget
CJCS Standard WBS
CJE0 Run Hierarchy Report
CJE1 Create Hierarchy Report
CJE2 Change Hierarchy Report
CJE3 Display Hierarchy Report
CJE4 Create Project Report Layout
CJE5 Change Project Report Layout
CJE6 Display Project Report Layout
CJEA Call Hierarchy Report
CJEB Background Processing, Hier.Reports
CJEC Maintain Project Crcy Trans.Type
CJEK Copy Interfaces/Reports
CJEM Project Reports: Test Monitor
CJEN Reconstruct: Summarized Proj.Data
CJEO Transport Reports
CJEP Transport Forms
CJEQ Import Reports from Client
CJET Translation Tool – Drilldown
CJEV Maintain Global Variable
CJEX Reorganize Drilldown Reports
CJEY Reorganize Report Data
CJEZ Reorganize Forms
CJF1 Create Transfer Price Agreement
CJF2 Change Transfer Price Agreement
CJF3 Display Transfer Price Agreement
CJF4 Transfer Price Agreement List
CJFA Analysis of Data Trans. into PS Cash
CJFN CBM Payment Converter
CJG1 Enter Transfer Price Allocation
CJG3 Display Transfer Price Allocation
CJG4 Enter Trsfr Price Allocation: List
CJG5 Cancel Transfer Price Allocation
CJH1 Reconstruct Project Inheritance
CJH2 Project Inheritance Log
CJI1 Project Budget Line Items
CJI2 Budget Line Items: Document Chain
CJI3 Project Actual Cost Line Items
CJI4 Project Plan Cost Line Items
CJI5 Project Commitment Line Items
CJI8 Project Budget Line Items
CJI9 Project Struct.Pld Costs Line Items
CJIA Project Actual and Commt Paymt LIs
CJIB Project Plan Payment Line Items
CJIC Maintain Project Settlement LIs
CJID Display Project Settlement Line Itms
CJIE Projects: Retirement LI Settlement
CJIF Projects: Profitability Analysis LI
CJIG Display PS Cash Documents
CJJ2 Change Statistical Key Figures
CJJ3 Display Statistical Key Figures
CJK2 Change Statistical Key Figures
CJK3 Display Statistical Key Figures
CJL2 Collective Agreement
CJN1 Reval. ACT: Projects Ind.Pro.
CJN2 Reval. ACT: Projects Col.Pro.
CJNO Number range maintenance: FMCJ_BELNR
CJO8 Overhead COMM: Projects Ind.Pro.
CJO9 Overhead COMM: Projects Col.Pro.
CJP1 Create Project Plan Adjustment
CJP2 Change Project Plan Adjustment
CJP3 Display Project Plan Adjustment
CJP4 Delete Project Plan Adjustment
CJPN Number Range Maintenance: Proj.Items
CJPU Execute Project Plan Adjustment
CJR2 PS: Change plan CElem/Activ. input
CJR3 PS: Display plan CElem/Activ. input
CJR4 PS: Change plan primary cost element
CJR5 PS: Display plan primary cost elem.
CJR6 PS: Change activity input planning
CJR7 PS: Display activity input planning
CJR8 PS: Change revenue type planning
CJR9 PS: Display Revenue Element Planning
CJS2 PS: Change stat. key figure planning
CJS3 PS: Display stat. key fig. planning
CJS4 PS: Change stat. key figure planning
CJS5 PS: Display stat. key fig. planning
CJSA Data Transfer to SAP-EIS
CJSB Select Key Figure and Characteristic
CJSG Generate WBS Element Group
CJSN Number Range Maintenance: Projects
CJT2 Project Actual Payment Line Items
CJV1 Create project version (simulation)
CJV2 Change project version (simulation)
CJV3 Display project version (simulation)
CJV4 Transfer project
CJV5 Delete simulation version
CJV6 Maintenance: Version administration
CJV7 Display transfer log
CJVC Value Category Checking Program
CJW1 EURO: Adjust Project Budget
CJZ1 Act. Int Calc.: Projects Coll. Proc.
CJZ2 Actual Int.Calc.: Project Indiv.Prc.
CJZ3 Plan Int.Calc.: Project Indiv.Prc.
CJZ5 Plan Int.Calc.: Project Coll.Prc.
CJZ6 Actual Int.Calc.: Indiv.CO Order Prc
CJZ7 Planned Int.Calc: Indiv.CO Ord.Proc.
CJZ8 Actual Int.Calc.: Coll.CO Order Prc.
CJZ9 Plan Int.Calc.: Coll.CO Order Prc.
Network and activity related transaction codes:
CN01 Create Standard Network
CN02 Change Standard Network
CN03 Display Standard Network
CN04 Edit PS Text Catalog
CN05 Display PS Text Catalog
CN06 MPX Download: Standard Network
CN07 MPX Upload: Standard Network
CN08 Allocate material -> stand. network
CN09 Allocate material -> stand. network
CN11 Create standard milestone
CN12 Change standard milestone
CN13 Display standard milestone
CN19 Display Activity (From DMS)
CN20 Dsply network/act.bsc data init.scrn
CN21 Create Network
CN22 Change Network
CN23 Display Network
CN24 Overall Network Scheduling
CN24N Overall Network Scheduling
CN25 Confirm Completions in Network
CN26 Display Mat.Comp/Init: Ntwk,Acty,Itm
CN26N Display Mat. Components (From DMS)
CN27 Collective confirm.
CN28 Display Network Confirmations
CN29 Cancel Network Confirmation
CN2X Confirm Completions in Network
CN30 Processing PDC error records
CN33 PDM-PS interface
CN34 Maintain release table TCNRL
CN35 Control stock / account assignment
CN36 BOM Transfer Profile
CN37 BOM Allocation Field Selection
CN38 Maintain Flexible Reference Point
CN40 Project Overview
CN41 Structure Overview
CN42 Overview: Project Definitions
CN42N Overview: Project Definitions
CN43 Overview: WBS Elements
CN43N Overview: WBS Elements
CN44 Overview: Planned Orders
CN44N Overview: Planned Orders
CN45 Overview: Orders
CN45N Overview: Orders
CN46 Overview: Networks
CN46N Overview: Networks
CN47 Overview: Activities/Elements
CN47N Overview: Activities/Elements
CN48 Overview: Confirmations
CN48N Overview: Confirmations
CN49 Overview: Relationships
CN49N Overview: Relationships
CN50 Overview: Capacity Requirements
CN50N Overview: Capacity Requirements
CN51 Overview: PRTs
CN51N Overview: PRTs
CN52 Overview: Components
CN52N Overview: Components
CN53 Overview: Milestones
CN53N Overview: Milestones
CN54N Overview: Sales Document
CN55N Overview: Sales and Dist. Doc. Items
CN60 Change Documents for Projects/Netw.
CN61 Standard network
CN65 Change documents order /network
CN70 Overview: Batch variants
CN71 Create versions
CN72 Create Project Version
CN80 Archiving project structures
CN81 PS: Archiving project – preliminary
CN82 PS: Archiving project structures
CN83 PS: Archiving project – Info System
CN84 PS: Archiving project – admin.
CN85 PS: Delete operative structures
CN98 Delete Standard Networks
CN99 Archiving Standard Networks
CNB1 Purchase requisitions for project
CNB2 Purchase orders for project
CNC4 Consistency checks for WBS
CNC5 Consistency checks sales order/proj.
CNE1 Project Progress (Individual Proc.)
CNE2 Project Progress (Collective Proc.)
CNE5 Progress Analysis
CNG1 Netw./Hier.: Maintain frame types
CNG2 Netw./Hier.: Maintain form def.
CNG3 Netw./hier.: maintain color definit.
CNG4 Netw./Hier.: Maintain graph. profile
CNG5 Netw./Hier: Maintain options profile
CNG6 Netw./hier.: Maintain node type
CNG7 Netw./Hier.: Maintain link types
CNG8 Netw./Hier.: Maintain field def.
CNG9 Graph. Cust. Netw./Hierarchy Graph.
CNL1 Create delivery information
CNL2 Change delivery information
CNL3 Display delivery information
CNMASS Mass Changes in Project System
CNMASSPROT Display log f. mass changes PS
CNMM Project-Oriented Procurement
CNMT Milestone Trend Analysis
CNN0 Number Range for Library Network
CNN1 Number range maint.: ROUTING_0
CNPAR Partner Overview
CNPRG Network Progress
CNR1 Create Work Center
CNR2 Change Work Center
CNR3 Display Work Center
CNS0 Create deleivry from project
CNS40 Project Overview
CNS41 Structure Overview
CNS42 Overview: Project Definitions
CNS43 Overview: WBS Elements
CNS44 Overview: Planned Orders
CNS45 Overview: Orders
CNS46 Overview: Networks
CNS47 Overview: Activities/Elements
CNS48 Overview: Confirmations
CNS49 Overview: Relationships
CNS50 Overview: Capacity Requirements
CNS51 Overview: PRTs
CNS52 Overview: Components
CNS53 Overview: Milestones
CNS54 Overview: Sales Document
CNS55 Overview: Sales and Dist. Doc. Items
CNS60 Change Documents for Projects/Netw.
CNS71 Create versions
CNS83 PS: Archiving project – Info System
CNSE5 Progress Analysis
CNVL Variable Overviews
CNW1 WWW: Confirmation
CNW4 Project Documents
PS Configuration / Customization related Transactions codes:
OP00 Maintain Operation Control Key
OP01 Customizing Routing/Work Center
OP03 Factory Calendar C
OP04 Word Processing
OP07 Standard Text
OP08 Standard Text
OP09 Maintain Alternative Activity Desc.
OP10 Maintain Person Responsible
OP11 Maintain Period Pattern Key
OP12 Maintain Location
OP13 Maintain Screen Sequence
OP14 Maintain Type of Std. Value Determin
OP15 Production User Profile
OP16 Maintain Period Pattern
OP17 Formula Parameters
OP18 Maintain Setup Group/Setup Group Cat
OP19 Standard Value Key
OP20 Maintain Setup Type Key
OP21 Define Formula
OP22 Maintain Wage Groups
OP23 Maintain Location
OP24 Maintain period dependent oper. val.
OP26 Maintain suitability
OP28 Maintain Perf. Efficiency Rate Key
OP30 Maintain Move Time Matrix
OP31 Maintain Time Segment (Per. Pattern)
OP32 Maintain Capacity Category
OP34 Maintain Work Center Planner Group
OP35 Maintain Perf. Efficiency Rate Key
OP36 Maintain Capacity Default Values
OP37 Maintain Available Capacity Version
OP38 Maintain Setup Type Key
OP39 Maintain Graphics Profile
OP40 Maintain Work Center Category
OP41 Matchcode for work center
OP42 Default work center
OP43 Maintain Setup Group Categories
OP44 Maintain Task List Usage
OP45 Maintain Usage
OP46 Maintain Task List Status
OP47 Maintain PRT Usage
OP48 Maintain Planner Group
OP49 Matchcode for Routings/Ref. Op. Sets
OP4A Maintain Shift Sequences
OP4B Overview variant: Routing
OP4C Overview variant: Ref. oper. set
OP4D Overview variant: Rate routing
OP4E Overview variant: Ref. rate routing
OP4F Overview var.:Scheduling of routings
OP4G Overview var.:Scheduling ref.op.set
OP4H Overview var.:Scheduling of rate rtg
OP4I Overview var.:Scheduling RefRateRtgs
OP50 Assign Material Types
OP51 Formula Parameters
OP52 Formula Parameters
OP53 Formula Parameters
OP54 Define Formula
OP55 Define Formula
OP56 Define Formula
OP57 Define Formula
OP58 Maintain Default Value Profiles
OP59 Formula Parameters
OP5A Field Selection: Task List Overview
OP5B Field Selection: Task List Header
OP5C Field Selection: Task List Sequence
OP5D Field Selection: Task List Details
OP5E Field selection task list overview
OP5F Field selection std network -> PRT
OP5H Field sel. insp.plan characteristics
OP61 Number range maintenance: ROUTING_3
OP62 Number ranges for routings
OP63 Number Ranges for Ref.Operation Sets
OP64 Maintain Setup Group Key
OP65 Formula Parameters
OP66 Maintain Location Group
OP67 Maintain Operation Control Key
OP68 Maintain Move Time Matrix
OP69 Maintain wage type
OP70 Maintain PRT Control Key
OP71 Maintain Wage Group
OP72 PRT Control Key
OP73 PRT Authorization Group
OP74 Maintain PRT Group Key
OP76 Define suitability
OP77 Engineering Workbench for Task Lists
OP78 Maintain Type of Std. Value Determin
OP7A Customizing matchcode for PRTs
OP7B Define Parameters
OP80 Maintain PRT Status
OP82 Define Formula
OP84 Profiles: Default Values for Rtgs.
OP85 Profiles: Default Values for QM
OP87 Maintain Routing/Ref.Op.Set Usage
OP88 Maintain Assignmt. of Task List Type
OP8A Maintain operation value description
OP8B Maintain standard value texts
OP8C Record layout for background (APL)
OP8D Data transfer APL
OP8E Command file task lists Rel. 2.2A
OP8F Maintain production scheduler
OP8H Profiles: Default Values for Rtgs.
OP91 Maintain Object Overview Version
OP95 Assign Work Center Cat. to Applicatn
OP96 Maintain Work Center Category
OP97 Maintain Performance Efficiency Rate
OP98 Maintain Validity of Perf.Effic.Rate
OPA0 Status selection profiles
OPA1 Maintain combination definitions
OPA2 Define selection profile
OPA3 Define option profile
OPA4 Define list profile
OPA5 Define graphics profile
OPA6 Define overall profile
OPA7 Define columns
OPA9 Maintain selection profiles
OPB1 Define list versions
OPB2 Define distribution function
OPB3 Specify distribution functions
OPB4 Specify distribution strategies
OPB5 Specify distribution key
OPC0 Axis representation selection
OPC1 Maintain axis representation
OPC2 Curve representation selection
OPC3 Maintain curve representation
OPC5 Max. no. of data records
OPCD Capacity category
OPCE Capacity planner
OPCF Time units
OPCG Maintain Operation Control Key
OPCH Maintain production scheduler
OPCI Setup group key/category
OPCL Scheduling type
OPCM Standard value key
OPCN Maintain move time matrix
OPCQ Efficiency rate
OPCR Formula parameters
OPCS Define formula
OPCT Strategies
OPCU Strategy levels
OPCW Planned order parameters
OPCX Formula parameters
OPCY Define formula
OPD0 Resource planning overall profile
OPD1 Resource planning selection profile
OPD2 Capacity leveling – time profile
OPD3 Resource planning evaluation profile
OPD4 Resource planning period profile
OPD5 Flow control definition
OPD6 Flow control control table
OPD7 Flow control statuses
OPD8 Flow Control Actions
OPD9 Flow Control Messages
OPDA Transition matrix (setup matrix)
OPDB Capacity Leveling Strategy Profile
OPDD Factory calendar
OPDE Resource planning control profile
OPDF Define requirements grouping
OPDH Capacity leveling – list profile
OPDJ Define layout
OPDK Define standard overview
OPDL Cap. plan. detailed cap.list maint.
OPDM Define detail list (leveling)
OPDQ Profile for planning table (tab.)
OPDR Define layout key
OPDT Define detail list
OPDU Maintain perf. efficiency rate key
OPDV Com-file (Rel-Info/OLPK) KOP. Set´s
OPDW Com-file (Rel-Info/OLPK) KOP. Set´s
OPE0 Maintain Sort String
OPE1 Maintain Value Type
OPE2 Maintain Machine Type
OPE3 Maintain Planner Group
OPE4 Maintain Control Parameters
OPE5 Maintain rounding categories
OPE6 Maintain Rounding Category
OPE7 Maintain overhead key
OPE8 Maint. Roundg. and Add.Val.Key (Def)
OPE9 Maintain User Profile
OPEA User selection
OPEB Automatic selection
OPEC PP user fields
OPENPS Download Activities to Palm Pilot
OPF0 Maintain User
OPF1 Authorizations for CAPP
OPFA Field selection: Work center
OPFP Configuring the Fixed Price Version
OPFR01 RPUCORF0PBS : IMG Link
OPG0 Profile for planning table
OPG1 Chart sequence – selection
OPG2 Line representation
OPG3 Scale time axis
OPG4 Time scale profile
OPG5 Graphic obj.type sel./repr.profile
OPG6 Transition matrix setup fam.key
OPG7 Line display selection
OPG9 Graphical object type/obj.represent.
OPGD Ref. Oper. Set-All Task Lists (PP)
OPGE Ref. Oper. Set – Rate Routings (PP)
OPGF Work Center – All Task Lists (PP)
OPGG Work Center – Rate Routings (PP)
OPGH Document PRT – All Task Lists
OPGI Equipment PRT – All Task Lists
OPGJ Material PRT – All Task Lists
OPGK Misc. PRT – All Task Lists
OPGL Resource – Master Recipes (PI)
OPGM Process Instr. Cat. – Master Recipe
OPGN Document PRT – Maintenance Task List
OPGO Equipment PRT-Maintenance Task Lists
OPGP Material PRT – Maintenance Task List
OPGQ Misc. PRT – Maintenance Task Lists
OPGR Work Center – Standard Network (PS)
OPGS Document PRT – Standard Network (PS)
OPGT Equipment PRT – Standard Network(PS)
OPGU Material PRT – Standard Network (PS)
OPGV Misc. PRT – Standard Network (PS)
OPH1 CO Cash Bgt Mgmt: Delete Actual Data
OPH2 PS Cash Management: Delete Plan Data
OPH3 CO Cash Bgt Mgmt: Delete Master Data
OPH4 CO Cash Bgt Mgmt: MM Data Transfer
OPH5 CO CBM: Successive FI Data Transfer
OPH6 CO CBM: Take Over FI Completely
OPH7 CO-CBM: Take Over All Data
OPI1 Maintain Value Categories
OPI2 Value Categories for Cost Elements
OPI3 Update Control: File RPSCO
OPI4 Commitment Item Value Categories
OPI5 Value Categories for Stag.Key Figs
OPI6 Activate CO Cash Budget Management
OPI8 Display Value Category
OPIA Interest Profile for Projects
OPIB Maintain Interest Profile
OPIC Intrst Relevance: Cost Els/Cmmt Itms
OPID Proj.Int Calc: Account Determination
OPIE Interest Indicator
OPIF View Maintenance:Compound Int.Cont.
OPIG View Maint.: Compound Int. Periods
OPIH Interest Scale, General Conditions
OPIN Number range maintnce: VHU_PINST
OPJ2 Production order stock determination
OPJ4 Schedule batch function request
OPJ6 Maintain Status Profiles
OPJ7 Maintain Routing Usage
OPJ8 Maintain Operation Control Key
OPJ9 Maintain prod. scheduler group
OPJA Maintain setup group/group category
OPJB Specify system messages
OPJC Maintain Wage Groups
OPJD Item Categories
OPJE User Selection
OPJF Automatic Selection
OPJG Maintain Default Values
OPJH Order types production order
OPJI BOM Usage Priorities
OPJJ Maintain Scope of Check
OPJK Maintain Control
OPJL Maintain Checking Rule
OPJM Application-Specific Criteria
OPJN Maintain Scheduling Type
OPJO C MM-BD units of measurement
OPJP Maint. acct.assgnm.types for orders
OPJQ Standard Value Key
OPJR Maintain move time matrix
OPJS PP: Maintain reduction strategies
OPJT Maintain Strategy Levels
OPJU Production order control parameters
OPJV Maintain Capacity Category
OPJW Maintain Capa.Planr.Grp for WrkCentr
OPJX Factory Calendar C
OPJY Maintain perf. efficiency rate key
OPJZ Maintain Release Periods
OPK0 Confirmation Parameters PP
OPK0T Confirmation Parameters
OPK1 Confirmation Parameters PP-PI
OPK1T Confirmation Parameters
OPK2 Formula Parameters
OPK3 Define Formula
OPK4 Confirmation Parameters
OPK5 Maintain variances
OPK6 List Layout
OPK7 Accessing Customizing PDC transfer
OPK8 Maintain print control prod. orders
OPK9 Maintain Goods Receipt Valuation
OPKA Maintain Movement Types
OPKB Control parallel confirmation
OPKC Control confirmation process chain
OPKD Control confirmation process chain
OPKE Screen Sequence for Components
OPKF Control parallel confirmation
OPKG Maintain Messages
OPKH Maintain Breakpoints
OPKI Maintain Collective Confirmation
OPKJ Maintain PRT Control Key
OPKK Standard Text
OPKL Formula Parameters
OPKM Define Formula
OPKN Overview variant production control
OPKO Command File for Production Orders
OPKP Shop floor control profile
OPKQ Customizing: Matchcode for Proc.Ord.
OPKR Print flag
OPKS Maintain Origins for CO Object
OPKT Initial Screen: Settlement Structure
OPKU Maintain Collective Confirmation
OPKV Print Flag
OPKW Print shop papers
OPKX Deletion Flag/Indicator
OPKZ Customizing Matchcode for ProdOrder
OPL1 Costing Variants: PP Prod. Order
OPL2 Maintain trigger point group
OPL3 Trigger point usage
OPL4 Profile for missing parts list
OPL5 Order type LIS parameters
OPL6 Profile for documented goods mvmts
OPL7 Order change management profile
OPL8 Order type parameters: Overview
OPL9 Parameters for order change mgmt
OPLA Conditions: V_T682F for H CO
OPLB CondTab: Create (batch, prod.)
OPLC CondTab: Change (batchs, prod.)
OPLD CondTab: Display (batches, prod.)
OPLE Strategy types: Batch determ. (prod)
OPLF Access: Maintain batch determ.(prod)
OPLG Batch determ.: Procedure for prod.
OPLH Overview variant – production orders
OPLI Background job for goods movements
OPLJ Job “Fast entry confirmation”
OPLK Overall profile for order prog. rep.
OPLL Order progress: Displayed fields
OPLM Order progress: Displayed fields
OPLO maintain selection profile
OPLP Job “Convert planned order”
OPLQ maintain filter for control keys
OPLR Maintain filter for capacity version
OPLS Parallel processing control
OPLT Target System for Data Transfer
OPLV Maintain Filter for Task List Usage
OPLW Maintain Filter for Task List Status
OPLX Maintain Filter for BOM Usage
OPLY Maintain Filter for BOM Status
OPLZ Maintain POI Planned Order Selection
OPM0 Maintain profile – field selection
OPM1 Costing Variants – Production Order
OPM2 Maintain Detail Screen Control Oper.
OPM3 Maintain Detail Scrn Control Header
OPMF Field Selection – BOM Transfer
OPMI Import models activities
OPMJ Determine progress values
OPN0 Master Recipe Profile
OPN1 Maintain Profiles for Master Recipes
OPN2 Valuation Variants – Prod. Order
OPN3 Overv.Var.: Master Recipe Scheduling
OPN5 Field Seln: Std Network Overview
OPN6 Field Selection Standard Network Hdr
OPN7 Field Sel.:Std Ntwk Activity Detail
OPN8 Field Sel.:Std.Ntwk Comp.Overview
OPN9 Field Sel. Std Ntwk Comp.Detail
OPO1 Create Cost Element Planning Layout
OPO2 Change Cost Element Planning Layout
OPO3 Display Cost Element Planning Layout
OPO4 Create Stat. KF Planning Layout
OPO5 Change Stat. KF Planning Layout
OPO6 Display Stat. KF Planning Layout
OPO7 View Maintenance V_TCJ41_7
OPO8 View Maintenance V_TCJ41_8
OPO9 View Maintenance V_TCJ41_9
OPOA View Maintenance V_T003O_N0
OPOB View Maintenance V_T003O_N1
OPOC View Maintenance V_T399X_N0
OPOD View Maintenance V_T399X_N1
OPOE View Maintenance T_T399X_N2
OPP1 Customizing MRP
OPP2 MPS
OPP3 Customizing Repetitive Manufacturing
OPP5 List Profile Component List
OPPA PP/MRP Customizing Explosion
OPPB Direct Procurement
OPPC Period Grouping
OPPD Customizing Planning Time Fence
OPPE Conversion Plnnd Order -> Prod.Order
OPPE01 General iPPE Customizing
OPPE02 Define iPPE Node Type
OPPE03 Define iPPE Variant Types
OPPE04 Define iPPE Alternative Types
OPPE05 Define iPPE Relationship Types
OPPE06 Customer-Spec. Model Assgts (iPPE)
OPPE07 Time Analysis: Partner Products iPPE
OPPE11 Profiles: iPPE WB Professional
OPPE12 Tabs: iPPE Workbench Professional
OPPE13 User Assgmt: iPPE WB Professional
OPPE14 Define Reports for iPPE WB Prof.
OPPE15 Define Interface for iPPE Workbench
OPPE20 Profile Maintenance iPPE PS
OPPEACT01 Define Std Val. Determin. Type
OPPEACT02 Object Dependency in Process Struct.
OPPECHK01 Customizing: Consistency Check
OPPEDOK Documentation
OPPELUI01 Profile Definition: iPPE WB Express
OPPELUI02 User Assignment: iPPE WB Express
OPPERES01 Customizing for Production Resources
OPPESCMPV Object Dependent Status Management
OPPESTATUS Cross-Application Status Management
OPPF Customizing for Order Report
OPPH Customizing Purchase Req. Conversion
OPPI Available Stock
OPPJ MRP Checking Rule
OPPK Hierarchy Element
OPPL MRP
OPPM Evaluation Profiles
OPPN Layout
OPPO Hierarchy Element
OPPP Customizing Direct Procurement
OPPQ C M MRP Plant Parameters for MRP
OPPR C M MRP MRP Group
OPPS Strategy
OPPT Strategy Group
OPPU Strategy Group for MRP Group
OPPZ MRP Group
OPR1 Area of Responsibility <-> Message
OPR3 Definition of Breakpoints
OPR4_ACT Multilevel Actual Settlement
OPR4_CK Material Cost Estimate
OPR4_CKMC Mass Costing – Sales Documents
OPR4_CKML Closing and Calc. of Periodic Price
OPR4_CKPF Price Update
OPR4_FCO Collective Processing: Variances
OPR4_KKA WIP Calculation
OPR4_KKP Repetitive Mfg and Process Mfg
OPR4_KKS Collective Processing: Variances
OPR4_KKS1 Individual Processing: Variances
OPR4_PPCO Production Order: Cost Calculation
OPR5 Definition of Error Mgmt IDs (SAP)
OPR6 Definition of Object IDs (SAP)
OPR7 Def. of Areas of Responsibility
OPR8 Def. of Minimum Message Types (SAP)
OPR9 Def. of Reference Objects (SAP)
OPRCMFE User-Defined Messages
OPRF Maintain Quotation Prefixes
OPS Customizing for Project System
OPS0 Maintain print control for networks
OPS1 Maintain User Fields
OPS2 Maintain Relationship Texts
OPS3 Maintain PS Text Types
OPS4 maintain simulation profile
OPS5 Maintain Standard Network Profile
OPS6 Maintain Project Manager
OPS7 Maintain Applicant
OPS8 Materialflow network
OPS9 Budget Management Profile
OPSA Maintain Project Profile
OPSB Cost Planning Profile
OPSC Create network types
OPSCAS Command File Payments (PS)
OPSCOS Command File Costs (PS)
OPSD Maintain Profile for Report Lines
OPSE Maintain Report Groups
OPSF Maintain Report Variations
OPSG Order change management profile
OPSH Maintain ctrl. key for activity (PS)
OPSI Edit PS validation rules
OPSINS Command File Info System (PS-F)
OPSJ Maintain Project Coding
OPSK Maintain Special Characters
OPSL Project Info System Overview Maint.
OPSM Maintain Overall Profile PS InfoSys
OPSN Edit PS substitution rules
OPSO Maintain Project Types
OPSP Capacity availability check
OPSPAR1 Maintain Partner Functions
OPSPAR2 Define Lang.-Dep.Partner Functions
OPSPAR3 WBS Partner Profile
OPSQ Intervals for Cost/Revenue Types
OPSR Maintain milestones
OPSREV Command File Revenues (PS)
OPSS Maintain milestones
OPST Network Confirmation Parameters
OPSU Maintain Activity Control Key
OPSV Cost object ind.
OPSW Info System Profile
OPSX PS: Reset “Budgeted” Status
OPT1 Maintain PS Transaction Types
OPT2 Matchcode for project definition
OPT3 Matchcode for WBS elements
OPT4 Matchcode for standard network
OPT5 Customizing matchcode for network
OPT6 Maintain std. milestone group
OPT7 Project planning board profile
OPT8 Maintain hierarchy graphic / dates
OPT9 Network parameters for PS-SD
OPTA Command file for PS -> FI area
OPTB Command file for WBS
OPTC Command file for network
OPTD Command file for standard network
OPTE Command file for PS info system
OPTF Command file for PS graphic
OPTG Maintain PS Info Summztn Criteria
OPTH PS info system maintenance
OPTI Maintain Progrss Analysis Overview
OPTJ Maintain PS Info Unit Conversion
OPTK Exclude Cost Elems from Avlbty Cntrl
OPTL Maintain PS Info Comparison Criteria
OPTM Fincl Budgeting Profile for Projects
OPTN Maintain priorities
OPTO Change costing variants
OPTP Sub-network parameters
OPTQ Maintain WBS scheduling parameters
OPTR Strategies for settlement rules
OPTS Maintain project version profile
OPTT Maint. acct.assgnm.types for orders
OPTU Maint. PS Info System field settings
OPTV Maint. PS Info System sort criteria
OPTW Maint.PS Info System group. criteria
OPTX Maint. PS Info System database set.
OPTY Capacity leveling – Time profile/PS
OPTZ Matchcode for standard WBS elements
OPU0 Matchcode for standard project def.
OPU3 Production order control parameters
OPU4 Maintain Capacity Planning (SOP)
OPU5 Parameter long term planning PlndOrd
OPU6 Production order control parameters
OPU7 Control parameters plant maintenance
OPU8 Overview Var.: Header Line Info Sys.
OPU9 Overview Variant: Item Line
OPUA Field selection: Network: Header
OPUB Field selection: Network: Overview
OPUC Field selection: Network: Details
OPUD Field selection:Network confirmation
OPUH Field sel: Std. project definition
OPUI Field selection: Std. WBS elements
OPUJ Field selection: Project definition
OPUK Field selection: WBS element
OPUL PS: Maintain reduction strategies
OPUM Maintain Subprojects
OPUN Capacity overviews
OPUO Project schedule overviews
OPUP Subnetwork schedule overview
OPUQ Overall network scheduling overview
OPUR Info System: Structure overview
OPUS Maintain Version Number Entry Mask
OPUT Maintain overview variants
OPUU Maintain Network Profile
OPUV Network Type Parameters
OPUW Standard Network Status
OPUX Maintain overview variants std netwk
OPUY Overview var.:Std.ntwrk scheduling
OPUZ Control parameters plant maintenance
OPVC Convert Avlability Cntrl Tol.Limits
OPVP Collective availibility checkProfile
2010年10月16日星期六
tasks
sap implementation
2 Project system
assignemtn 2 and the practical test
what shall I do
follow the tutorial things and do it
3 implementation
IMG
data cleansing
Text file of your template file (File 2)
Excel sheet of missing/corrupted records (cleansing phase)
Excel sheet of duplicated records (cleansing phase)
Cleansed text file of records
Screen dumps of conversion phase steps. Hard Copy. (conversion phase)
Text file of cleansed and converted records (final phase)
When cleansing data make sure you make your assumptions clear
o Records with missing data must be separated and presented
o Records with corrupted data must be separated and presented
o Records with duplicated records must be separated and presented
o Records with other char sets, unprintables, inconsistent char length must be cleansed
When converting data make sure you make your assumptions clear
o Detail the appropriate file structure conversion
o Detail the appropriate text formatting conversion
o Detail the appropriate number formatting conversion
o Detail the appropriate field order conversion
o Detail the instructions of how conversion done (formulas, functions, procedures)
HRIS HRIS report
2010年10月14日星期四
653 project execution and report
y9653
04.10.2010
If you require the user-defined planning layout SAPPSCM1, you must first create it in Customzing.
If planning layout SAPPSCM1 is a layout delivered by SAP, you must first import this from client 000 in Customizing.
a) For layouts from General Controlling, choose Controlling -> General Controlling -> Production Start-Up Preparation -> Transport System Settings -> Transport Settings for Planning -> Import Standard Planning Layouts.
b) For layouts from Profit Center Accounting, choose Enterprise Controlling -> Profit Center Accounting -> Tools -> Transport Customizing Settings -> Transport Settings for Planning -> Import Planning Layouts.
653 project execution and report
y9653
04.10.2010
If you require the user-defined planning layout SAPPSCM1, you must first create it in Customzing.
If planning layout SAPPSCM1 is a layout delivered by SAP, you must first import this from client 000 in Customizing.
a) For layouts from General Controlling, choose Controlling -> General Controlling -> Production Start-Up Preparation -> Transport System Settings -> Transport Settings for Planning -> Import Standard Planning Layouts.
b) For layouts from Profit Center Accounting, choose Enterprise Controlling -> Profit Center Accounting -> Tools -> Transport Customizing Settings -> Transport Settings for Planning -> Import Planning Layouts.
2010年10月13日星期三
Wayne Wei invited you to Dropbox
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2010年10月12日星期二
2010年10月11日星期一
Business process Engineering
SBWP Business Workplace
PPOCW Create Root Organizational Object
PPOSW Organisation and staffing (Workflow) Display
POMW Organisation and staffing (Workflow) Change
SM21 System Log
SWU3 Workflow Customizing
SWUI_VERIFY Workflow engine verification
SPRO IMG
PPOC, PPOM Org Structure, Create & Maintain
2010年10月10日星期日
2010年10月8日星期五
我的分开
其实我也知道我自己的状态,一直都没放开心扉,或者是根本就没有那样的心态去放开,自己跟自己过不去,生活学习,压得我喘不过气来,有时候遇到困难,我就想逃避,想想我为什么在这里受尽煎熬,为什么那样过得不快乐。有时候会去想,如果我没出国读书,在我们那个小城市里,没有远离家乡,跟一群朋友,家人在一块,日子过的优哉游哉也是不错的。平时就出去旅游一下,跟父母小聚一下,娶妻生孩。但是我知道从我踏上留学这一条路的时候我就不能选择这条路,因为更加大的经济压力,几十万对我家里说来不是一个小数目,谢谢我的妈妈给我这个机会,让我出来走一下。所以我更加要好好地找到方向,不能在国外那样颓废地过下去。出来了,更加没有那样过家家的权利了。
曾经让你push我,我走上了那个留学的道路,有时候想,我是不是应该用那个认证在国内工作2年然后再直接移民出来,或者我现在已经拿到了pr,用那个认证我可以得到更加多的回报,但是现在已经没有了或者这条路了,我也不去先那样怨你,我只是怨我自己么想清楚,所以这次我要坚持自己的想法,我已经出来了,我就要按照那条我自己想清楚的路坚持下去,所以这次我觉得我自己做得对的时候,我要一直那样坚持,然而你在一次push我,我也不知道我可能心态不好,或者是什么情况,生活没了激情,好不容易找到一个支持我在这里继续再走下去的时候,你居然会因为那样的寂寞,有一次push我,说分手,我知道那是你想得到更多重视的理由,但是不是那种方式。我过来墨尔本,我也是对自己很恨心,不是因为什么感情的问题是因为那个事业,那个奢侈的梦想,而你是希望有个人在你身边,我知道。有时候你经常问我,什么时候回来,我真是不知道,生活原本就有那么多不安稳,你现在有什么条件去设想以后呢,放假是不是回去,我知道,但是我不确定,生活那么迷茫,怎么知道后面的是要怎样走。曾经跟你说过,我想去成长,你也跟我说过,说希望能够跟我们一起成长,但是在我背负希望前行的时候,在我在墨尔本呢一切没安稳的时候,你有居然说出那些分开的话。我知道你是想有个人在你身边,算了我也累了。
因为我自己也知道我那几次说搬出去住,对你的伤害,我知道你对我的好,对我怎样,你是一个怎样的女孩,你的温柔,你煮的饭,
2010年10月7日星期四
写在压力的阳光下
写在压力的阳光下
你因为不了解我而离开我,我因为了解你才分开。对生活没有了激情,受累于生活,感觉到感情是那么的脆弱,
在外漂泊的生活,什么时候才能够停顿下来啊,在国外的孤寂不是一般的辛苦,不是在学习生活上,而是在心态上面,同期的朋友死党,为了各自的生活,已经走上了正规,自己出来这里读书学习是为了什么,为了那个可爱的金钱,想要舒服的生活,首先要收生活的苦,为什么那样悲哀,出来接受经济精神的折磨,在这个外国人的角度,感情变成 一种奢侈品,我变得无心去维系,当困难来到的时候,才发现我自己想要的只是一个普普通通的家庭而已吧,或者你想享受那种豪华的生活,但是你一定要从事那样的项目,对自己的生活还有职业生涯做出规划。
玩笑可以令我难受
自己那样帮别人为了什么就是为了那个可爱的无心玩笑么,男人对自己恨一点点,为了自己觉得正确的事情坚持下去,一直对于自己的生活,自己的前途感到迷茫的时候,你在背后给我一刀,或者你不是那个可以支持我的人,因为你还是那个小女人而已,对生活,对感情,我变得那样有麻木,没有了生活的激情。所以我局的这个是正确的时候,我对自己说了,我要坚持下去,为了自己的所谓的舒服生活的的理想,为了那个生活的尊严,我必须要那样去做,正确的路或者给人怀疑,但是你要相信自己的判断,自己的执行,或者两个人对于我来说太沉重,现在我已经分不清楚喜欢不喜欢了,就是享受自己 在司考的日子,去实现自己所想的事情,比较轻松,做自己想做的事,让别人去说吧。
孤独令生活更加难受
在这里日复一日的日子里是无头的作业,为什么自己的效率一直是这么低下,是因为我已经对那个生活,我主动收入的方式没了信心,还是我有很多事情想去做,我的被动收入为什么还迟迟不能到来,执行力一直都在犹豫不决的时候,我需要那样的锻炼来锻炼自己成熟,生活或者不是一条之路,走了弯路你要绕回来原来的路口再继续前行,前路漫漫,作业多多,压力来临之际,我又想去逃避,不过这里的生活是我成长必学的过程,留学生活令我不断成熟,知道了自己的以后的模式想做的事情,在国外的确可以有更多的时候来想自己的生活,享受生活,但是同时间,家里的人,我的父母却忍受着那样的悲哀,我一直不能好好地令父母担心,一直那样努力,一直没如理想,究竟是那里出现了问题,我的问题究竟出现在那里,我是不是应该去想另外一个问题,甚至在这里,我要度过那个孤独的新年,值得么我不知道,有时候感觉上是被生活,被留学所打劫了。
如果如果,我没从前快乐,受煎熬的只是经济问题,现在不在于那个问题,如果我再有那些创业的资金,我应该去做什么,去加盟一些东西,然后再去做什么。
现在我已经学会不去怨人,为什么给我一个追逐理想的自由都不行呢,我知道每个人都有自己的考虑的,所以这个世界才会那样的充满矛盾,生活之中么所谓的对与错,感情也一样,或者你是那样的折中令我跟你一起的生活感到幸福,但是那个孤独时候我真是感到这个生活为什么是那样的。
HR roundtable discussion
The purpose of this review is to explore the issues associated with the electronic human resource (E-HR), with a particular focus on E-HR strengths, weakness; critical analysis the implement issues such as change management and top management support, investigate the important factors that affect implementing E-HR ; the beneficial factor to HR using the information technology. Information technology is widely used in the HR area, especially nowadays, the HR is moving to secondary generation. With the use of the electronic technology, the HR function can run more effective within an organization, this not only benefit the organization, but also satisfy the employee. Research into the implement the E-HR, there are still numerous issues during the implementation period, it will harm the company if the project cannot manage these risks during the change. Although it might be risky in implement the E-HR, it is no doubt that E-HR is use to facilitate and support administrative, operational and strategic decision making.
Question:
What is the definition of e-HR?
What is the benefit of e-HR? the risk? Strength and weakness?
Why implement e-HR? ROI? Technical issues, expertise ? or lack of resources?
What are the successful factor in implementing e-HR?
2010年10月5日星期二
moving to second generation HR using electronic human resource(E—HR)
abstract
introduction
definition
critical analysis
brife contribution hr
conclusion
2010年10月4日星期一
HER HRIS solution plan
ASSESSMENT 4 – Research Ass. Draft (10%) – submit through Turnitin: 4 October
ASSESSMENT 5 – Research Ass. Final (30%) – submit through Assignment dropbox: 18 October
Aim
These assignments are aimed at building on knowledge demonstrated in assessments 1 and 2 as well as developing and/or enhancing your knowledge and understanding of human resource management information systems, needs analysis, implementation and change management issues,
and the extent to which HRIS‟s are used to facilitate and support administrative, operational and strategic decision making.
Point 1
Needs analysis
Implementation
Change management issues
Support administrative operational and strategic decision making
Group membership
You can work in a group or individually on this assignment. If you work in a group it will be expected that you collaborate in the research and writing. Submissions should be edited to ensure that there are no noticeable differences in writing and referencing styles between authors.
Learning outcomes
On successful completion of Assessment 4 and 5, through relating theory to practice, you will be able to:
demonstrate knowledge of the administrative and strategic value of an HRIS and Web-based HR;
demonstrate knowledge of issues relating to the analysis, implementation and maintenance of HRIS's and their subsequent level of use;
demonstrate knowledge of the change management issues involved in the implementation of an HRIS;
show evidence of enhanced personal knowledge that contributes to the effective management of human resources.
Research Report
Visit an organisation and assume that this organisation has felt the need for some critical review of their HRIS and its efficiency, with a view to implementing minor or major modifications. Assume further that you have been retained by the organisation, as an external consultant, to carry out this review and analysis.
You are required to interview the Human Resource Manager (and/or other appropriate person(s)). To carry out your detailed analysis you may also need to spend time observing the HRIS under your investigation (if this is possible).
Guidelines for structuring and writing your assignment
1 Title page with names and student ID numbers of group members, organisation, interviewee details (name, position, telephone number) and date of interview.
2 Introduction
3 Brief description of organisation, e.g. mission statement, industry sector, size (no more than half a page).
4 A description and critical analysis of the HRIS used in this organisation. Areas to cover should include:
a brief history/value of the HRIS‟s in this organisation (Di Cieri; Fletcher; Tansley et.al.)
a critical analysis of the system with reference to relevant theory (suggested readings are indicated). Issues to be analysed include:
needs analysis/ROI (Meade; Pisello)
implementation/change management issues (Dong; Tansley et.al.; Tansley & Newell; Teo et.al.)
integration (Tansley et.al; Teo et.al.; Haug et.al.)
data integrity (Gracen; Harris; Sopocci; Haug et.al.)
web-based HR (Ngai et.al.; Gainey & Klaas)
reporting: is the reporting level administrative, operational and strategic? Has HR been transformed through an integrated system that allows for all levels of reporting? (Ngai & Wat; Tansley et.al.)
additional information you feel is relevant.
5 If the organisation has implemented SAP-HCM, a brief discussion of why SAP-HCM is the most suitable system for this organisation.
If the organisation is using another HRIS, briefly discuss the feasibility of changing to SAP-HCM. Why would it be unfeasible/feasible/wise/unwise?
6 Conclusion
7 Recommendations or an explanation of why recommendations are not necessary.
8 List of references (not a bibliography), listing only references cited in the assignment.
9 Appendices if relevant
Assessment criteria
Assessment 4: Draft assignment (Mark 10% (80÷8)) – Submit through Turnitin
Structure and write your assignment following the guidelines above.
Introduction and brief description of organization 5 marks
Description and critical analysis of HRIS 40 marks
Relate theory to practice, referring to theory and citing references throughout this section
Discussion of SAP-HCM in this organization 5 marks
Recommendations and conclusion (recommendations arise from the critical analysis and issues and must be actionable) 10 marks
Referencing and list of references 20 marks
Assessment 5: Final assignment (Mark 30% (60÷2)) – Submit through Assignment Dropbox
Structure and write your assignment following the guidelines as well as addressing the issues raised in the feedback on your draft assignment.
Introduction and brief description of organization 5 marks
Description and critical analysis of HRIS 30 marks
Relate theory to practice, referring to theory and citing references throughout this section
Discussion of SAP-HCM in this organization 5 marks
Recommendations and conclusion (recommendations arise from the critical analysis and issues and must be actionable) 10 marks
Referencing and list of references 10 marks
9 | P a g e
OR, ALTERNATIVELY
ASSESSMENT 4 – Literature Review Draft (10%) – Submit through Turnitin: 4 October
ASSESSMENT 5 – Literature Review Final (30%) – Submit through Assignment Dropbox – 18 October
Aim
These assignments are aimed at building on knowledge demonstrated in assessments 1 and 2 as well as developing and/or enhancing your knowledge and understanding of web-based human resource management information systems and the extent to which they enable HRIS‟s to be used to facilitate and support administrative, operational and strategic decision making.
Learning outcomes
On successful completion of Assessment 4 and 5 you will be able to demonstrate at least three of the following:
knowledge of the administrative and strategic value of Web-based HR applications and the HRIS;
knowledge of issues relating to the analysis, implementation and maintenance of Web-based HR applications and their subsequent level of use;
knowledge of the issues related to the use of an web-based HR applications;
evidence of enhanced personal knowledge that contributes to the effective management of human resources.
Literature Review (Individual or in pairs)
Select one of the following topics:
Employee and/or manager self-service
E-Recruiting
E-HR
HR Shared services
You are required critically analyse relevant literature and include examples where relevant. These examples may be from a case study, but you must not use complete case studies.
Define the concepts and critically analyse the topic. Use the literature to present a case for adoption of the web-based application or service. While ensuring you discuss the strengths and weaknesses, present convincing arguments for the adoption of one of the above. Refer to relevant theory throughout the literature review; this is a review of various authors‟ findings or theories.
Guidelines for structuring and writing your assignment
Abstract - An abstract includes a short statement of the topic; a brief description of how you‟re going to analyse the problem/topic; a condensed summary of the findings.
Introduction – In the introduction you state the aim of the literature review and give a background to the topic. You might like to include an interesting point or statistic to capture the interest of the reader. Conclude with a sentence outlining what you intend to discuss in the remainder of the assignment.
Definition (brief – no more than 2 paragraphs)
Critical analysis of strengths, weaknesses, issues, etc. relating these to case study examples at least four times. In this assignment you should integrate various academic sources to develop your critical analysis. Use phrases such as: According to Ngai et.al. (2007); Teo et.al. (2006) suggest/contend/point out, etc; this is supported by Brown (2009) who believe; etc. This is active development of your critical analysis and can be complemented with the more passive style of citing references in brackets at the end of sentences or paragraphs.
Brief analysis of how the application or service is contributing towards HR. For example, is it improving efficiency and effectiveness? Is it contributing towards HR becoming a strategic partner? If so, how?
Conclusion – A conclusion should not include any new concepts, ideas or references and is generally two to three paragraphs in length. Here you want to persuade the reader, based on your literature review, how you believe the benefits outweigh the weaknesses or otherwise; that the application/service provides benefits for organisations (and of course this would depend on factors you have identified as influencing the adoption of the application/service); etc.
List of references and referencing. Only include references cited in the assignment and use the Harvard referencing system.
Assessment Criteria: Draft Assignment (Mark 10% (80÷8)) – Submit through Turnitin
You should structure and write your assignment following the guidelines above. The marks allocated for each section will be as follows.
Abstract 10
Introduction 5
Definition 5
Critical Analysis including the application/service‟s contribution to HR. 30
Conclusion 5
References and referencing 25
Assessment Criteria: Final Assignment (Mark 30% (60÷2)) – Submit through Assignment Dropbox
You should structure and write your assignment following the guidelines plus feedback on the draft. The marks allocated for each section will be as follows.
Abstract 5
Introduction 5
Definition 5
Critical Analysis including the application/service‟s contribution to HR 30
Conclusion 5
References and referencing 10
Moving to E-HR: a literature review about the E-HR related issues
Abstract
The purpose of this review is to explore the issues associated with the electronic human resource (E-HR), with a particular focus on E-HR strengths, weakness; critical analysis the implement issues such as change management and top management support; the beneficial factor to HR using the information technology. Information technology is widely used in the HR area, especially nowadays, the HR is moving to secondary generation. With the use of the electronic technology, the HR function can run more effective within an organization, this not only benefit the organization, but also satisfy the employee. Research into the implement the E-HR, there are still numerous issues during the implementation period, it will harm the company if the project cannot manage these risks during the change. Although it might be risky in implement the E-HR, it is no doubt that E-HR is use to facilitate and support administrative, operational and strategic decision making.
Introduction
In the present stage, the human resource (HR) is moving to more strategic (Ward, 2009). It is different from the first generation of HR; the first generation solves the business need through the system integration, such as recruiting, learning, performance (Ward, 2009). It is technical oriented and utilizes the HR module as an individual one. Compared with the first generation, the second generation is now realizing technology is part of the solution; the more important piece is the content and the service (Ward, 2009). The traditional HR is now moving toward the E-HR, according to Pass (cited in Ngai et.al, 2007), E-HR offers great potential for a wide variety of context and services including employee self-service, the production of reports, the sharing of information and the administration of functions, which will greatly fit the second generation HR requirement. So more firms continue to set up HR applications to meet the organization needs, Overman states that '94% of organizations reported providing at least some HR online access to their salaried employees, and 72% noted that some online access was available for their hourly employees' (Cited in Gainey and Klaas, 2009).
The purpose of this review is to explore the issues associated with the electronic human resource (E-HR), with a particular focus on E-HR strengths, weakness; critical analysis the implement issues such as change management and top management support; the beneficial factor to HR using the information technology.
Definition
Critical analysis
Brief
Conclusion
Reference lists
Ward, M 2009, 'Human capital management: 2nd generation', Industrial and Commercial Training, vol. 41, no. 4, pp. 212-4.
Ngai, E, Law, C, Chan, S & Wat, F 2007, 'Importance of the internet to human resource practitioners in Hong Kong', Personnel Review, vol. 37, no. 1, pp. 66-84.
Gainey, T.W. & Klaas, B.S. 2009, "The Use and Impact of e-HR: A Survey of HR
Professionals", Vol. 31, No. 3, pp.50-55.
十月在这里是夏季
在我遇到困难的时候现在就好想有个人在我的身边了,给我一个拥抱以治疗寂寞,尤其是在这个寂寞的国度一切都显得格外重要。现在除了理想,我什么也没有了,不过希望就是你的一切,如果你连这个希望都给我剥夺的话,我情愿不要那所谓的爱情,可能我已经变得麻木了,不知道什么才是我所想要的爱情,想要的生活了,相爱在一切又如何,生活的概念不一样,最后也是分开,才发现自己是那样的渺小,不足以给自己所喜欢的人生活所需。我现在只是想好好地增强自己的实力,增强自己的能力,为我以后做铺路,为什么连这个我追求梦想的时候,你不要push我,感情已经变成一个奢侈品,我总是以没时间,没心情去维护这个感情的事物,反正有时候我反而会问自己,我的感情是不是出现了问题,我对爱情扭曲了嘛。有时候你喜欢的总是以时间距离,物质基础来阻隔了我们的联系,最终感情变得那样无所谓,生活没了激情,在这个大海,我只有选择漂泊,做个感情的浪子。发完牢骚,开工
HR make a plan for my writing
Make a mind map
Concept matrix
Do It quickly as possible because of the time limited
Round table discussiong
2010年10月3日星期日
SAPCo configuration!
有时候我不能静下来自己再分析我能做什么每日那样效率低下地学习不是办法,所以我能一步步进步也是很好的,现在我学会用mindmap来整理我自己的东西,用project management的skill来整理管理自己的学习效率,学习方法,然后一步步去执行,对于我来说很有用,
关键的东西,
1 mind map
2 project management
3 material and research method
12点的时候没有争取完成IMG, 我已经浪费了不少的时间在这里了,如果还不快点的话,以后都不知道怎样才能完成我自己的目标,我要考一个cfa,最紧要的还是搞掂身份再说,我可以变成很富裕的人,我自己要把握好技术方法来做,从小事做起,然后一步步做来,我要从我读书做起,效率一点要高,我自己跟自己对话的最好的方式应该是这个。不断整理然后提高,提醒自己,坚持下去,尽量做自己想做的事情,做自己感兴趣的事情然后自己去实现自己的梦想,不要一直待在家里,要自己去开拓自己应该做些什么东西,而且要不断地增加,然后去实现自己的梦想,没有激情我什么都没有 了。
按照计划现在是一点,我应该开始去做的是business process engineering
哎,跟一群不会做的人一组,什么事情都是要自己来完成啊
怎样去做assignment
先分析assignment 的要求,然后去实现每个步骤,首先做出一个demo, 然后再improve,
2 ask the chance to make a project plan for the data cleansing project and do it ASAP
Sap configuration
all of the posting keys with the step provided from step 2 until 5, and choose
10. On the New Entries: Overview of Added Entries view make the following entries:
CO Area Default PrCtr
XXXX (your Controlling Area) 9999
- After each creation, click "Back" and click again.
Company code | Correspondence | Type of Correspondence | Name of Print Program | Name Variant | Text Proposal |
XXXX (1) | SAP01 | Payment notice with line items | RFKORD00 | SAP01 | |
XXXX (1) | SAP02 | Payment notice without line items | RFKORD00 | SAP02 | |
XXXX (1) | SAP06 | Account statement | RFKORD10 | SAP06 | |
XXXX (1) | SAP08 | Open item list | RFKORD10 | SAP08 | |
XXXX (1) | SAP09 | Internal document | RFKORD30 | SAP09 | |
XXXX (1) | SAP10 | Individual correspondence | RFKORD40 | SAP10 | |
XXXX (1) | SAP18 | Cash document | RFKORD80 | SAP18 | |
XXXX (2) | SAP01 | Payment notice with line items | RFKORD00 | SAP01 | |
XXXX (2) | SAP02 | Payment notice without line items | RFKORD00 | SAP02 | |
XXXX (2) | SAP06 | Account statement | RFKORD10 | SAP06 | |
XXXX (2) | SAP08 | Open item list | RFKORD10 | SAP08 | |
XXXX (2) | SAP09 | Internal document | RFKORD30 | SAP09 | |
XXXX (2) | SAP10 | Individual correspondence | RFKORD40 | SAP10 | |
XXXX (2) | SAP18 | Cash document | RFKORD80 | SAP18 |
And continue with following Forms.
2. Make the following entries:
Account
Group
No Range
Number
0001 03
0002 03
CPDA XX
DEBI 02
DEMO 03
VERB XX
YDUM XX
YG01 XX
YG03 XX