HI collegues.

I ve implemented report DPR_GET_TREE, that was awesome

After using have questions, could you help me.

For example, I am interested in how report could find records:

- in the table DPR_BUPA_LINK, using as object of search Project GUID

- in the table DPR_PART, using as object of search Project GUID

BR, Alexey

End of Ramp-Up for SAP Portfolio and Project Management 6.1

Ramp-Up for SAP Portfolio and Project Management 6.1 ended as of February 20, 2015. SAP Portfolio and Project Management 6.1 is now generally available (GA) to customers worldwide.

SP01 for SAP Portfolio and Project Management 6.1 is available since mid of February.

• There are some places where you can find information about SAP Portfolio and Project Management 6.1 which also serve as central points of entry to find additional details:
• Release Notes, Master Guide, Master Upgrade Guide, Application Operations Guide, and Application Help, etc.:
  http://help.sap.com/ppm
  -> SAP Portfolio and Project Management 6.1

• Configuration Content (aka Configuration Guide): Information about customizing and configuration is available as PDF attachment to SAP Note 2026421.

• Product Availability Matrix: Technical and release planning information can be found under: https://service.sap.com/sap/support/pam
  Search for “SAP PORTF AND PROJ MGMT 6.1“

• Ramp-up Knowledge Transfer(RKT) - Learning Map (for Consultants):
  http://service.sap.com/rkt-plm
  -> SAP PLM
  -> SAP Portfolio and Project Management 6.1

Functional Innovations And New Features

A detailed description of all new and/or enhanced functional innovations and features can be found in the Release Notes (see above for the link). A short summary of the highlights:

http://scn.sap.com/community/plm/rpm-collaborative-project-management-and-cfolders/blog/2014/10/30/start-of-ramp-up-for-sap-portfolio-and-project-management-61

SP Prerequisites and SP Schedule

Information about the available Support Packages (SPs) and their prerequisites as well as important notes which should be implemented after implementing a particular SP can be found in SAP Note 2026050. The current 6.1 Support Package schedule can be found in SAP Note 2026050, too.

Important SAP Notes

There are some SAP Notes which are in general very important for SAP Portfolio and Project Management 6.1 and which also serve as central points of entry to find additional information:

• SAP Note 2026407 FAQs - SAP Portfolio and Project Management 6.1
• SAP Note 2026422 PPM 6.1: Supported Browsers, Java versions, etc. 
• SAP Note 2026421 PPM 6.1: Configuration Content
• SAP Note 2026050 PPM 6.1: Support package information, notes, and schedule
• SAP Note 2026426 PPM 6.1: Performance notes

When I got started on my first PPM project way back in 2005 we implemented cProjects 3.1 and xRPM 2.0. A lot has changed since then and PPM has evolved and grown from a fairly primitive solution into a robust feature rich solution for Enterprise Portfolio & Project Management. As important or even more important than the functionality of the module itself is the quality of the design and implementation. As a consultant I have seen many PPM implementations where the success of project can be considered questionable not because the PPM tool did not have the functionality to meet business requirements, but because the implementation (design, configuration and custom developments) was not done as well as it could have been.

In this blog I would like to share some of my experiences so that you can avoid these common pitfalls in your projects. I would like to preface this by mentioning that these are my opinions and all of my experience has been implementing PPM for new product development project and portfolio management as part of a PLM solution.

1. Having multiple portfolios when all you need is 1– the Porfolio in PPM is an extremely high level object and for most companies you only need a single portfolio. You need multiple portfolios if your projects are completely independent and separate. For example, you are consumer good company and use PPM to manage NPD projects and IT projects. In this case 2 portfolios, 1 for NPDI and 1 for IT makes sense. You should not create 2 portfolios if you want to segregate your product development projects for food vs personal care categories. In this case buckets maybe a better and more flexible option. Other considerations are authorization requirements and portfolio type dependent config.
2. Too many portfolio item and project types– you primarily need different item types if they have different project management processes or Decision Points. You need different project types if you have different integration requirements, field settings, scheduling settings etc. You DO NOT need to have multiple types for reporting purposes which is mistake I have seen only too often. So if you have 25 item/project types and the configuration setting for each is the same or similar, chances are you don’t need that many. If you want to categories items/projects use standard fields such category, subcategory, group or buckets or build custom fields.
3. Too many project templates– a template is a starting point for creating a project structure. The intent is to minimize the work that a project manager would do when planning a project. The keyword being, minimize not eliminate. Due to the unique nature of projects it’s not possible to create templates for every possible scenario. Therefore, the recommendation is to limit the templates to a manageable number and control the creation of new templates.
4. In general when it comes to portfolios, types and templates I try to follow the “less is more” school of thought.
5. Financial integration with PS when it is not required– If you are not going integrate with Portfolio Management Financial Planning or calculate resource/task costs based on an hourly rate and post to WBS elements, reconsider if you really need the added complexity of the standard financial integration. Solutions that I have implemented in the past for a “soft integration” was using a combination of object links to PS project definition and BI reports to analyze date from PPM and ECC.
6. Custom developments that are not required– I’ve seen 2 variations of this. Custom developments have been done when the same standard functionality exists, primarily due to a lack of knowledge of the configuration options. The other variation is doing custom development because standard will do the job, but not exactly the way it is requested. The recommendation here is if “standard” is good enough use it. On the flip side, there are certain custom developments which you are expected to do. SAP provides a sample implementation but it was never intended to be used in production. An example of this is the Project Status Report and Approval Document. Ideally if you are using the function, use the SAP standard form as an example and create your own.
7. Not planning for BW/BI/BO reporting– “Are you sure we can’t do reporting without BW?” is usually the response I get when I bring up the fact we need to plan for BW to do PPM reporting. SAP provides some good standard content that can be leveraged and the ability to do analytical reporting out of PPM is a key benefit for implementing PPM. At the very least plan for basic reporting to start with and make sure BW data modeling / data warehouse design is part of the blueprint phase. Do not treat BI reports as a just another WRICEF object which only requires a developer in the realization phase.
8. Not using ACLs – The PPM security concept is to use traditional PFCG roles with ACL’s and in combination can greatly reduce complexity of your security design and provide more flexibility to end users / power users in managing authorization. All too often I have seen ACL’s not being used and the authorization object ACO_SUPER provided to end users. Doing this in my opinion is a mistake. There is an interesting thread on SCN that discusses this topic in detail - http://scn.sap.com/thread/3452522

I hope this helps you in your projects. Of course, there will always be exceptions and unique scenarios where some of these are not applicable. Feel free to comment if you have any other common pitfalls to share or any questions.

Hi PM Guru's.

Can any one explain me the use of PM02 control key in an organization and if external services performed then how it will be calculated.

Is the service entry sheet is required.

Vardhan

Hi All,

Where can we see only operations cost for maintenance order in SAP PM.

Vardhan

I have been present in a conference call with a SAP employee about SAP CPM, and some kind of click passed into my mind on that moment. The future it's in our hand and I will give you some details about this.

At every project that I participated, always asked me myself --> Which is the best way to implement this solution?

In past just with implement SAP PS in a company was a real solution, but in present this implementation of SAP PS solution it's not enough.

User experience has improved the use of software and new technologies of web or cloud solution. This user experience was translated to the rest of SAP solution in SAP World as this strategy:

• Renew
• New
• Enable

This kind of UX strategy are builded it from this instance, that help to users to identify the best way of manage and use of new technologies with a global vision.

So comparing SAP PS with new Project Management technologies, it's not enough and SAP have been developed SAP CPM for the Commercial Project Management.

This new strategy came with SAP CPM, and now we will view all detail of this solution:

1) What it's SAP CPM?

SAP Commercial Project Management is a tool to manage business projects oriented to clients or sell project to clients. Provides solutions that address the core business process requirements of companies that offer project-based services to their customers. Covers multiple processes in an end-to-end scenario spanning the selling, planning, executing, monitoring, and controlling of projects. Companies that sell projects (for example, in the professional services or the engineering, construction, and operations industries) can use these solutions to further professionalize their core business processes and expand beyond back office capabilities.

SAP CPM it's usually uses in Engineering, construction and operation (in SAP this is not an Solution Industry, just business process). You can see it in https://solutionexplorer.sap.com/solexp/ui/#/search?facets=IND-I_ECO

There are 3 three important packages into SAP CPM:

• Project Workspace: Highly user-friendly and flexible work enviroment that provides an overview about all relevant information across systems and applications.
• Project Financial Planning: Unified planning and controlling of quantities, costs and revenues throughout the complete project lifecycle (bid, plan, forecasting, execution).
• Issue and Change Management: Recording and tracking of project issues and change requests and their cost revenue impact.

2) Which it's the difference with SAP PPM?

SAP Portfolio & Project Management & SAP CPM are two differents solutions with an integration at process Asset Management--> Real Estate Lifecycle Management --> Investment and Construction for investment projects. They are in the same solution landscape of Enterprise Portfolio and Project Management.

SAP CPM helps companies analyze investment alternatives and details; track project budgets, milestones, and delivery; and communicate electronically on bids. Our software also helps companies manage process steps; automate payments and deadline reminders; and track architectural, usage, and land data. Management, monitoring, and collaboration functionality help managers keep projects on track, communicate with suppliers, meet deadlines, and provide consistent data to support better decision making. Companies can get a clear view into investments and property portfolios, gain project insights and budget control, reduce project risk, save time in supplier collaboration, and improve the bidding process.

The SAP Portfolio and Project Management application gives high-level visibility over the entire project portfolio, portfolio analytics, and resources. Portfolio management involves five basic areas: strategic planning, resource and schedule planning, cost management and control, information transparency, and improved management oversight. This allows the alignment of portfolios with corporate objectives, including portfolios of projects, programs, and services within R & D, professional services, for capital investment projects, and IT.

Key Capabilities:

• Portfolio and bucket hierarchy management
• Decision flow management
• Financial and capacity planning
• Resource management
• Portfolio monitoring
• Reporting cockpit

One company would have different project types, one oriented to clients (Commercial or Opex) and others oriented to investment (assets), so it's possible that this tools will work together.

Soon I will write more details.

Best regards,

Mariano

When talking to customers about Portfolio and Project Management, the questions I hear most often are around reporting. Which reporting tools do you support? What type of reports are available out of the box? Etc. Now if you get into the discussion, what it very often comes down to, is that although the information is somewhere out there - typically in a Business Warehouse system - business users don’t get to see it in the way they need it to support their business.

So when I first heard about SAP Lumira – which is all about self-service data visualization – I really wanted to try this out based on SAP Portfolio and Project Management 6.1 data and now, I proudly present: my first Lumira Portfolio Review Report.

How to get there? There are 4 steps involved

1. Prepare: This is about the preparation of the data, I was using a XLS file, based on one of the portfolio dashboards that we have in our demo systems. However Lumira can e.g. also consume SAP Business Warehouse Queries or Infoprovider which we provide quite a number of in the standard PPM content, so that would be the way to go if you wanted to use this in standard.

2. Visualize: I created a number of visualizations and calculated some KPIs, based on the information.

3. Compose: In this step I put together the visualization and KPIs I created earlier, added some texts and played around with different types of layout.

4. Share: I published my Portfolio Report to the SAP Lumira cloud so I am able to share it with colleagues.

Although I have a development background I have to say that I always struggle when it comes to visualizing data but this tool made it really easy for me.

From a PPM perspective, I think this is a nice way to get your business reports to look the way you want them to look while having the information that you need to make the decisions to steer your organization. So it targets here more decision makers and stakeholders. To get the complete picture of portfolio and project management reporting you will still need additional ways of access like portfolio dashboards, standardized BW reports and SAP Fiori apps.

If you want to learn more about reporting in PPM and how SAP Portfolio and Project Management can help to manage your Capital investment projects more efficiently visit the Capital PPM microforums at European Utility Week, 3-5 November 2015, Vienna, Austria.

- Monitor and control performance of capital projects with SAP Smart Business Execution Dashboards

- Gain insights into your project portfolio through real-time analytics provided by SAP Portfolio and Project Management and SAP Lumira

Dear All;

I'm glad to present the new Customer Connection Cycle 3 for SAP Portfolio & Project Manager (PPM Cycle 3). At this time, we have a lot of news from PPM 5.0 to 6.1 versions. This PPM Cycle 3 was achieved from customers calls from differents companies. It's a pleasure to me to be a part of this community.

In the Customer Connection program (see http://service.sap.com/influence), in Cycle 3, new functions are beeing developed for SAP Portfolio and Project Management.

Composite SAP Note 2135694 (https://service.sap.com/sap/support/notes/2135694) contains a list of all improvement notes. Check this note regularly since it is constantly updated with new functions.

There are a lot of Improvement Request submitted by customers with differents status:

You will be found two waves inside this PPM Cycle 3 with four attached detailed documents.

For more details of the finished PPM Cycle 1 & 2 please visit the Florian Arnold's blog at http://scn.sap.com/community/plm/rpm-collaborative-project-management-and-cfolders/blog/2012/11/14/customer-connection-cycle-2-for-sap-portfolio-and-project-management

Hope this help you,

Best Regards,

Mariano

Hi,

SAP Portfolio and Project Management is one of the focus topics of the Customer Connection initiative |https://service.sap.com/influence.

Cycle 3 has been completed. Overall, developments for 43 improvement requests have been delivered in Cycle 3.

The related developments have been delivered by SAP Notes and/or by Support Package (SP) only (in case delivery by SAP Note is not possible). Target releases are 6.1 (for all points) and 6.0, 5.0  (for some points).

Composite SAP Note 2135694https://service.sap.com/sap/support/notes/2135694collects and links all SAP Notes released for Customer Connection Cycle 3 for SAP Portfolio and Project Management. It also includes a PDF file giving an overview of all released Customer Connection PPM developments of Cycle 3 as well as a PDF files with details about each released Customer Connection PPM development of Cycle 3.

An overview about all influence channels for customers can be found under https://service.sap.com/influence.

Kind regards,

   Florian

Overview :

SAP provides a standard mechanism to track changes to fields using Change documents and the same concept is used

track changes to the Project object fields . Fields with their data element activated for Change documents are captured

as Change Documents ( Stored in DB table CDHDR and CDHDPOS).

Further , SAP provides an Out of the box mechanism to trigger workflow on changes made to any field in PPM with some quick steps

discussed below

Use Case

Trigger workflow On Change to any Field value in the Project in SAP PPM

Prerequisites:

Ensure the Change Doc Object to be configured is existing in tcode SCDO

Steps Required

Step 1 : Activate change docs for the object  DPR_DPO (For Projects) in SPRO path

Portfolio ManagementGlobal CustomizingProcess and Service SettingsActivate Change Document

Note : To see the change docs tab for Project in SAP PPM , ensure the tab is not hidden in User settings in project application in Web UI.

Step 2 : Go to tcode SWED to configure at what actions you want to store/generate change docs for the object

chg Doc Object  |Leading Object table|Chg Doc Key with Struct

Select Action(change) , create or delete of change docs as required

Strcuture                                            | Function Module

Step 3:

Create Workflow BO Object(SWo1) / Class(SE24) and the Workflow Template (SWDD) for the workflow to be triggered

with start event as one defined in BO object/class

Step 4 :

Go To Tcode SWEC and Configure the event for the BO Object/Class created in Step 4 above on required action i.e.

Create / Change / Delete of Change docs

  OR you can specify the conditions in the Condition editor

Troubleshooting tips

Once all the steps are done , and the workflow is still not triggered , below are some steps to check :

• Ensure event linkage is maintained in tcode SWE2
• Switch on the event trace in tcode SWELS and check if event is traced in tcode SWEL

Hope you find the blog helpful !

“Customer Connection” – Cycle 3 finalized
End of 2015 the 3^rd Cycle of the Customer Connection initiative for SAP Portfolio and Project Management has been completed. In total 43 improvements are delivered based on the ideas of our installed base customers. The related developments have been delivered by SAP Notes and/or by Support Package (SP) only (in case delivery by SAP Note is not possible). Target releases are 6.1 (for all improvement requests) and 6.0, 5.0  (for some improvement requests).

In addition to the features that we already announced in the Q4/2015 newsletter, the following enhancements have been provided:

• Enhanced Gantt Chart Fullscreen View
• Enhancements Bucket Rollup of Financial and Capacity Planning Data
• Additional options to display the assignments

Composite SAP Note 2135694 collects and links all SAP Notes released for Customer Connection Cycle 3 for SAP Portfolio and Project Management. It also includes a PDF file giving an overview of all released Customer Connection PPM developments of Cycle 3 as well as a PDF file with details about each released Customer Connection PPM development of Cycle 3.

SAP Portfolio and Project Management 6.1 – new features

In addition to the new features developed in Customer Connection Cycle 3, a number of new features have been delivered for PPM 6.1 through Support Package 05 that has been released mid of February. Highlights are

• Integration with SAP Document Center
  You can now integrate documents which are attached to project elements in Project Management in SAP Portfolio and Project Management with SAP Document Center (formerly known as SAP Mobile Documents). For Details see SAP Note. As a result, your project documents are made available as a corporate document repository which can be accessed from PCs, laptops, smartphones, or tablets connected to your SAP Mobile Documents server anywhere. This enables you to view and maintain project documents from outside the Project Management application and download them to mobile devices for offline use. For details, restrictions, and information how to set up the integration, see the SP05 Release Notes, as well as the Configuration Content (available as PDF attachment of SAP Note 2026421), page 188.
• Integration with SAP PLM Engineering Record (requires SAP ERP 6.0 EHP8 SP 01)
  In product development projects, for a lot of engineers, project tasks are just the work packages which they use to log their actual work time, update the status of their work, follow the scheduled timeline, etc. The real detailed work is managed by using SAP PLM engineering records (ER).In order to make the access to engineering records easier, new object links for PLM Engineering Record have been introduced for the task and checklist item. Information on the ER can be displayed directly within PPM and the user can easily navigate via a link to change and display the ERs. You can also display the engineering records linked to the project and portfolio elements via PLM Object Navigator in PLM Web UI to capture an overview.
  For more information, please check SAP Note 2217509 and see the SP05 Release Notes, as well as the Configuration Content2026421), page 57-58, 77, 196-197, 238.

Technical Information

• PPM 6.1 on SAP ERP 6.0 EhP8
  On January 20, 2016, SAP Enhancement Package 8 for SAP ERP 6.0 (aka EhP8) had its RTC. The new EhP8 requires to have NW 7.5 underneath. SAP Portfolio and Project Management 6.1 is released for installation on top of EhP8. The 6.1 FAQ Note 2026407 has been updated accordingly. Please be aware that all lower PPM releases are not released for installation on top of EhP8.
• PPM released for SAP Business Client 6.0
  SAP Portfolio and Project Management 5.0, 6.0, and 6.1 have now been released for usage with SAP Business Client 6.0 (for Desktop). SAP Business Client 6.0 is the latest child in the SAP Business Client family formerly known as SAP NetWeaver Business Client (NWBC), available on SAP Service Marketplace. The SAP Notes 1402912, 1826387, and 2026422 have been enhanced accordingly.
• Java browser plugins
  SAP Portfolio and Project Management is using Java Browser plugins in some areas, e.g. for the Gantt graphic in project management. Java browser plugins will be in deprecation status from March, 2017, please refer to note 2283330 for the official SAP statement about Oracle plans to deprecate Java browser plugins.

Since February 2nd 2016 SAP Commercial Project Management is available as an extension for SAP S/4HANA. SAP Commercial Project Management addresses in particular the needs of companies that need to manage customer projects or capital investment projects.

Within their digitial transformation companies need to digitize their core business processes. In the project business today many companies are still quite far away from representing their project related data and processes within a digitial core. Instead data and processes are distributed over multiple tools and applications. Many processes (like e.g. project estimation, forecasting, issue management, change management, risk management) are often handled with Excel or with specialized nichte solutions. Typically there is no or only poor integration with the Enterprise Management backbone system.

These fragmented data and processes lead to multiple challenges:

• Lack of a single version of the truth
• Delays in reporting due to synchronization and manual reconciliation
• Missing transparency in the organization about the true status of the projects
• Missing ability to learn from previous projects for future projects
• Missing consistent change management with negative impact on the project margins
• Project Managers spend too much time with internally focused activities

SAP Commercial Project Management for SAP S/4HANA provides a solution to overcome these challenges. SAP Commercial Project Management leverages the capabilities of SAP S/4HANA, in particular in the areas of Project Financial Control, Project Logistics Control, Financials, Sales, and Procurement. On top of this and fully integrated the following functionality is provided:

• Project Workspace to get an integrated view on all relevant aspects of a project
• Project Cost and Revenue Planning to consistenly plan and forecast quantities, costs and revenues through the complete project lifecycle
• Project Issue and Change Management to systematically manage issues and change requests

With SAP Commercial Project Management all the project data and processes are part of the digital core provided by SAP S/4HANA. This helps companies to make their succes in the project business better repeatable and predictable and to avoid surprises.

The integrated project cost planning provides a single source of truth between the financial system and the project management system. With SAP Commercial Project Management a near real-time forecasting allows to achieve transparency on the expected project outcome at any point in time. In addition, the project workspace allows a single access to all project relevant data and processess. Embedded Analytics including alert functionality help in early identification of issues. The fully integrated change management gives transparency on the business impact of change requests and allows to systematically manage and track all the activities that are required during change request processing.

If you want to learn more about SAP Commercial Project Management for SAP S/4HANA please have a look at the product documentation under http://help.sap.com/cpd_s4hana_op_100. Please follow us on SCN to get regular updates on the product: http://scn.sap.com/blogs/cpm.

SAP Solution Manager can now benefit from a fully integrated project management tool. Especially in the area of product development, project managers expect a comprehensive project management tool to manage the project and project scope. Project managers and project team members can now benefit from this integration in several ways.

Using project management roadmaps in SAP Solution Manager 7.1, you can now transform the roadmap structure and assigned resources into a project template, or project in project management SAP Solution Manager 7.2. The content activation process supports this transformation with a guided procedure, and ensures the link between the execution and management of projects.

SAP Solution Manager 7.2 introduces the new functionality Requirements Management.

Customers can now easily create and approve business requirements in an SAP Fiori app, and exchange data across different organizations, to define and confirm project scope and scope changes easily. To do so SAP Solution Manager is positioning the IT Requirement as project scope and Request for Changes as scope changes. To manage project scope and scope changes easily, project managers can assign the transactions on each structure element of the project. The resource assigned will be transferred to the IT Requirement or Request for Change. The time the architect or developer spends on the IT Requirement, Request for Change, and/or on a Change Document, is recorded and sent to the PPM task by a background job. The Business Context viewer contains ad-hoc reporting in one click, which provides the status, and planned and confirmed time of the assigned elements.

Project Management in SAP Solution Manager is also fully integrated in the implementation process of SAP Best Practice packages which provides two types of content: Implementation content, which will be uploaded into the new process management functionality, and project management content, which will be uploaded into project management. During the SAP Best Practice Package import, a project is created automatically, and linked to Solution Documentation, so the project manager can benefit directly from a predefined work breakdown structure, task duration and assigned roles, to plan and align his project with the customer.

Finally, SAP Solution Manager 7.2 provides a Project Analysis dashboard. All project-related data is displayed in one view. The project analysis dashboard in SAP Solution Manager gives the customer a common view of the integrated information.

More information on Solution Manager is available in the SDN Solution Manager content area.

SAP Portfolio and Project Management 6.1 is now released for productive use in side-by-side installations with S/4HANA Enterprise Management 1511. Customers using SAP PPM 6.1 on a standalone system can now integrate this PPM to S/4HANA Enterprise Management 1511 e.g. for integration of financial, HR related information etc..

You find all relevant information in SAP note 2289330.

Let's start with a definition first: "Prioritization is an activity, which allows you to determine the order of dealing with items or tasks according to their relative importance." And importance can be derived from indicators like a net present value, costs or e.g. resource consumption. In other words: Prioritization helps you to balance your portfolio, get a good return from your investments and makes sure that your budget is utilized in a meaningful manner.

So how about this approach: Let's throw all ideas into a big optimization engine, let the engine do the math and just execute the result. Although it sounds compelling, it hardly matches reality. Setting up a portfolio is heavily influenced by strategic priorities, given commitments, necessaries, management direction and other non-system driven aspects. It is not a task like e.g. the processing of orders or the optimization of routes. But of course it is a mission, which can be supported by some clever decision support tools.

And this is what we did with a PPM Consulting Solution "Prioritization Dashboard". It provides flexible, real-time comparison of portfolio items using KPIs as well as Scoring Models and Questionnaires. Your prioritization and portfolio decisions during the planning of your yearly or quarterly program or e.g. ad hoc review meetings will be supported by comprehensive dashboards, which take your targets, ideas and limitations into account.

The consulting solution was jointly developed with co-innovation customers and provides the following capabilities:

• Flexibly select the projects and project proposals ("portfolio items"), using criteria's like status, current decision point or project type.
• An overview dashboard with all existing prioritizations and their key information (in addition to an export function)
• Group and / or link related prioritization scenarios to each other. Only one prioritization of this group could be set to „Prioritized“. Use in case of what-If analysis
• Define an own status network for prioritizing runs
• Flexibly define and embed your preferred KPI's into the prioritization including Net Present Value, IRR, technical or commercial risk indicators, financial and capacity planning data, and more
• Defining limits and use a "water level line“ for decision support; Traffic lights indicate if target/limit is exceeded.
• Selection and presentation of "Must Do" items and items that are already included in the portfolio
• Sorting and comparing the items on the basis of scoring models and questionnaires
• Manual sorting of projects and proposals.
• Notes function to document your decisions
• Detailed reports including resource utilization, timeline monitor and risk-benefit matrix
• Simulation of temporal shift of items.

For more information visit http://discover.sap.com/plm-ppm or contact us at plmservices@sap.com

Dear All,

I was going through BI report of PPM and I found one issue in that i.e. formula for calculating RISK ADJUSTED NPV.  As per my understanding the way we are calculating formula for RISK ADJUSTED NPV is wrong.

Correct me, if I am wrong and also provide inputs and your understanding for the same. 

As per formula used in BI reports for deriving Risk Adjusted

NPV = Net Present Value * Derived Risk / 100.

And Derived Risk: (1- Probability Technical Success% + 1 - Probability Commercial Success) / 2

For Example:

   If pts. = 80% and pcs = 50%

Risk = [(1 - 80%) + (1 - 50%)] / 2

Derived Risk = 35%

NPV = 100000 INR

As per formula, my Risk Adjusted NPV = 100000 * 35/100 = 35000 INR

But as per my understanding, it should be 100000 * (100-35)/100= 65000 INR.

Kindly Correct and provide your inputs for the same.

With Regards

  Amit Dhār