PV SCM Criteria(服务目录)

项目全什么周期管理办法目的提升项目交付质量，建立Deliver based Sales良性机制。

严格控制项目按计划进度和成本交付，提高项目利润率。

全方位跟踪项目执行情况，降低项目商务和交付风险。

21 3原则和推进策略全过程管理：从项目机会延续到项目结项精细化管理：管理细化到任务、到工时、到单笔费用责任制管理：项目主管全面负责，按约定绩效目标交付实用化管理：简化汇报、审核、审批的材料和流程先确立原则制度，后完善具体规范先开展重点项目试点，后全面管控先利用便捷工具，后开发系统先进行人员培训，后上项目实践内容概览IIIIII•建立项目全过程管理流程 •建立基于挣值管理法的成本和进度管理机制•建立项目质量管理机制 •建立项目变更控制机制•完善机会管理的流程和关键节点 •建立商务节点控制和考核机制 •完善项目后评估具体办法 •建立与人资、采购、财务等管理制度的联动机制•建立客户满意度反馈机制•建立一系列针对不同咨询类型和领域的咨询方法论•建立项目进度与成本预测模型 •建设公司级的项目管控系统目录一．项目全过程管理流程二．项目进度管理三．项目成本管理四．项目质量管理五．项目变更管理项目阶段总览机会 跟踪1.立项2.制定里程碑计划3.安排人员4.估算成本5.编制项目管理制度6.开工审查1.项目简报2.汇报进度3.汇报工时4.项目预测5.基于里程碑的质量审查6.变更控制1.结项2.项目材料归档3.项目后评估项目筹备 项目执行 项目收尾12 31-1 立项1-2 制定里程 碑计划1-3 安排人员 1-4 估算成本1-5 编制项目 管理制度1-6 开工审查立项 申请表 项目实 施方案项目管 理制度进入项 目清单开工 确认单✓项目内容、合同金额基本明确；✓有中标通知或具备法律效应的承诺函； E CL CE CL C✓获得开工确认单；✓项目实施方案、项目管理制度和相应模板•指定项目主管、现场经理和质量监督 •获得项目Code•由项目质量监督对项目实施方案和管理制度开展审查✓获得开工确认单；✓项目实施方案、项目管理制度和相应模板准备齐全；E CL CE CL C✓项目所有交付完成，过程文档齐备；✓项目通过客户最终验收，获得验收报告； 2-1 项目简报 （每周）2-2 汇报进度 （半月） 2-3 汇报工时 （半月） 2-4 项目预测 （每月）2-5 基于里程碑的质量检查2-6 变更控制项目执行分析报告质量审 查报告项目简报变更记录•当项目范围、金额、进度、成本发生变更时，根据不同情况进行不同层级的汇报和审批•由项目质量监督对项目里程碑交付、必须的过程性文档及管理文档开展审查2-2 结项 2-3 项目材料 归档2-4 项目后评估结项 确认单 后评估 报告结项 报告 ✓项目所有交付完成，过程文档齐备；✓项目通过客户最终验收，获得验收报告；E CL CE CL C✓所有项目过程性、管理性和交付文档集中都已确认归档； ✓获得项目后评估报告；•项目Code 关闭 •项目经理确认项目最终进度、成本和质量绩效•对重点项目单独进行后评估 •对其它项目打包进行后评估•所有项目过程性、管理性和交付文档集中归档项目归档文档清单项目信息 (1)[项目基本信息]公司统一编号，作为项目的WBSCode使用项目类型：•咨询•实施•科技•其它商务模式：•主体承建 - 公司主要负责进行项目交付•配合承建 - 公司配合其它单位进行项目交付•外包人员 - 甲方按实际发生人天向公司支付费用•转签 - 公司不负责项目交付•其它项目状态：•筹建 - 对应项目筹备阶段•执行中 - 对应项目执行阶段•收尾 - 对应项目收尾阶段•已完成•项目主管 - 必须是公司员工并获得项目经理资质•现场经理 - 现场项目经理，可以是外包人员•质量监督 - 实行质量审查的总监，必须是公司员工且获得质量监督资质项目编号项目名称项目类型商务模式合同金额成本预算负责部门项目负责人项目经理质量监督开始时间结束时间项目状态客户名称项目信息 (2)[商务信息]等级合同状态合同金额开票金额回款金额重大问题或风险中合同已签8中无000商务情况等级： •好 - 合同签订顺利、按合同约定及时开票、回款 •中 - 合同签订、开票或回款有延迟，但处于可控状态 •差 - 合同签订、开票或回款失控合同状态：•中标未签 •有承诺函 •合同流转中 •合同已签 •无a b等级总里程碑已完成里程碑下一个里程碑SPI重大问题或风险好33-不适用----进度情况[进度信息]a b等级： •好 - SPI>0.95，项目按工作计划和里程碑节点完成 •中 - SPI>0.8，项目进度有一定延迟，但处于可控状态 •差 - SPI<0.8，项目进度严重滞后SPI ：根据EVM 方法，及进度管理要求，通过项目进度数据统计出来的一个值，等于实际完成工作量/计划工作量，具体计量算法参见项目进度管理部分。

About the T utorialSAP Supply Chain Management is one of the key modules in SAP ERP and controls Production Planning, business forecasting and demand planning. It helps the organization to manage their supply chain process in a dynamic environment. SAP SCM is a complete software to cover key processes such as supply chain networking, supply chain planning and coordination, and supply chain execution.AudienceThis tutorial is meant for Project leaders, project team members, SAP consultants, sales consultant, and those related to the departments of planning and material management. PrerequisitesBefore you start proceeding with this tutorial, we are assuming you have familiarity, prior experience, and knowledge of the domain of supply chain management. However, it is sufficient if you are aware of the basics of computer applications and SAP tools. Copyright & DisclaimerCopyright 2018 by Tutorials Point (I) Pvt. Ltd.All the content and graphics published in this e-book are the property of Tutorials Point (I) Pvt. Ltd. The user of this e-book is prohibited to reuse, retain, copy, distribute, or republish any contents or a part of contents of this e-book in any manner without written consent of the publisher.We strive to update the contents of our website and tutorials as timely and as precisely as possible, however, the contents may contain inaccuracies or errors. Tutorials Point (I) Pvt. Ltd. provides no guarantee regarding the accuracy, timeliness or completeness of our website or its contents including this tutorial. If you discover any errors on our website or inthistutorial,******************************************T able of ContentsAbout the Tutorial (i)Audience (i)Prerequisites (i)Copyright & Disclaimer (i)Table of Contents (ii)1.SAP SCM – Overview (1)2.SAP SCM – Components (2)3.SAP SCM – Benefits (4)4.SAP SCM – Demand Management (5)Planning Strategies (5)5.SAP SCM – Creating PIR (7)Change and Delete PIR (8)6.SAP SCM – Material Requirement Planning (10)MRP Parameters (10)Running MRP for all Products (11)MRP Evaluation – Stock / Requirement List (15)SAP PP – MRP List (16)7.SAP SCM – Planned Order Creation (17)8.SAP SCM – Production Order Creation (22)9.SAP SCM – Goods Issue (25)Goods Issue Reversal (26)10.SAP SCM – Production Order Confirmation (28)11.SAP SCM – Production Order Cancellation (30)12.SAP SCM – Integration (31)13.SAP SCM – Integration Models (32)Activation and Deactivation of Integration Model (34)14.SAP SCM – Master Data (37)Bills of Material (BOM) (37)Material Master (38)Work Center (39)Routing (40)15.SAP SCM – Resources (42)Resource Types (42)Create and Change Resources (43)16.SAP SCM – Production Data Structures (44)Production Data Structure in SAP APO (45)Production Data Structure in ERP (46)17.SAP SCM – Transfer Changed Master Data (49)18.SAP SCM – Transfer Changed BOMs (51)19.SAP SCM – Model and Versions (53)Creating Model (54)Delete Model/Planning Version (57)20.SAP SCM – Applications (60)21.SAP SCM – Advanced Planning and Optimization APO (61)Supply Chain Monitoring (61)22.SAP SCM – Extended Warehouse (63)Communication Method (63)SAP EWM – Menu Structure (64)23.SAP SCM – Transportation Management (67)Custom Settings in APO (69)24.SAP SCM – Supply Network Collaboration (71)25.SAP SCM – Forecasting & Replenishment (73)SAP F&R Administration (73)26.SAP SCM – Consultant Responsibilities (75)1.SAP SCMSAP Supply Chain Management is one of the key modules in SAP ERP and controls Production Planning, business forecasting and demand planning.The key features of SAP SCM are-∙It helps the organization to manage their supply chain process in a dynamic environment.∙SAP SCM process helps suppliers, customers, manufacturers, business partners and retailers connect with each other to manage supply chain process effectively and efficiently.∙It helps organizations to accelerate and optimize end-to-end procure-to-pay process.∙SCM products from SAP allows an organization to integrate their processes and enforce contract compliance for supply-side and supplier-side requirements throughout using supply chain processes in distributed environment.∙SAP SCM is a complete software to cover the key processes- Supply Chain networking, supply chain planning and coordination, and supply chain execution.∙It includes different planning applications related to Advanced Planning and Optimization APO, and for the integration with other SAP execution applications.∙The primary applications are SAP General Areas, SAP Supply Network Collaboration SNC, SAP Extended Warehouse Management EWM, Advanced Planning and Optimization (APO), Forecasting and Replenishment FRE and SAP Transportation Management TM.In the image shown below, you can see SAP Supply Chain Management and its integration with other R/3 modules to manage supply chain process.2.SAP SCMSAP Supply Chain Management allows organizations to perform effective planning and execution of logistics within supply network and to perform workflow management.You can see the key steps in managing Supply network in an organization. Each step consists of defined set of activities and hence helping customers, suppliers, and retailers connect with each other to provide an effective supply-chain-management solution.SAP SCM consists of the following components-∙SC Collaboration: This is used to help in making collaborative forecasts and agreements.∙SC Planning: This is used to generate the operational plans as per current and relevant data in the system.∙SC coordination: This component in Supply Chain is used to coordinate the exchange of data and information between different business units.∙SC Execution: This is used to ensure that you execute the supply chain plans in the best possible manner to get the desired result.As per functionality, you can divide SCM/APO into three parts-∙Forecasting: To perform demand planning and forecasting, you can link to Customer Relationship Management CRM to get data related to customer campaigns, etc.∙Supply Network Planning (SNP): To view organization as a network of locations and to check stock projections and stock keeping criteria. Calculations in SNP drive dependent requirements down to supplying locations production and receiving stores.∙Production Planning and Detailed Scheduling: This is to check the dependent requirements from locations within the supply network, passed down from SNP.SAP SCM This is linked with Material Requirement Planning (MRP) in Production Planning, which determines the inbound material required to complete a production order.3.SAP SCMUsing Supply Chain Management in SAP, an organization can achieve the following benefits in a distributed environment-∙Reduce accounts receivable collections with better visibility into the AR process, aging, and extension of credit and consequently, help to reduce the day’s sales outstanding.∙Effectively manage forecasting and handling sudden changes in demand and supply process.∙Effectively use Net Fixed assets NFA like plants and equipment.∙To meet customer demands, you can smartly plan and manage Supply Chain Management process in an organization.∙Proper inventory optimization, order fulfillment, and shipping of the goods.∙Distribution of the key information to all the stakeholders spread across the network.∙Improve communication and collaboration between different business lines to manage demand and supply process in an organization.∙Improve production efficiency and reduction in production quality issues and hence reduce cost of goods sold.∙To reduce transportation duties and taxes, and increase rebates and incentives. It also helps to reduce transportation errors.4.SAP SCMDemand management is used to forecast, manage, and plan the demands of goods and has defined set of processes and capabilities to produce goods.The key features of Demand Management are-∙This component is used to improve the demand planning by utilizing promotions.∙Based on historical sales data, you can handle demand for every store, product from different customers and hence you can see customer responses as per change in pricing policies, and profit for a particular product in the organization.∙You use demand models to predict consumers’ reaction with price change. As per organization goals like- increase profit, revenue, etc. you can define selling strategies for the products.In SAP PP system, demand management is performed by Planned Independent requirement PIR. Planned Independent Requirement provides input for production planning. A PIR contains one planned quantity of product and one date for material or a Planned quantity is split over a span of time period.To set your PIR version active use value 00 to specify requirement would be considered in material requirement planning. To maintain number of versions of planned independent requirement, you can set some numbers to active and others to inactive.PIRs define the planning strategy in material master, which determines planning methods- make to order and make to stock.In Make-to-Stock environment, PIRs are used where stock is built based on the forecast and not on sales order.Planning StrategiesPlanning strategies are divided into two categories-Make to Stock Planning strategy (MTS)This is planning strategy where stock is produced without sales order. It is used to meet the customer demands in future.When you use Planning strategy 10, only PIR quantity is considered for MRP run and sales order are completely ignored. In this PIR requirement type LSF is reduced when you deliver stock to customer.When you use Planning strategy 40, for MRP run maximum of 2 PIR and Sales order can be considered and PIR is reduced when enter the Sales order. PIR requirement type is VSF in this case.SAP SCMMake to Order Planning strategy (MTO)In this planning strategy, finished products are not produced until you receive sales order from a customer. For MRP run, you only consider Sales order.In MTO strategy, you only produce sales order stock and products are delivered as per sales orders from specific customer.You use Planning strategy 20 for make to order MTO process and planning strategy 25 is used to produce product variants when there is request for variant products from customer.5.SAP SCMIn this chapter, we will learn how to create, change, or delete PIRs.To create PIR, follow the given steps-Step 1: Use T-code MD61 or go to Logistics -> Production -> Production Planning-> Demand Management -> Planned Independent Requirements -> CreateStep 2: In the next window, enter the following details-∙Enter the single material for which demand needs to be created.∙Enter MRP area and Plant Code.∙Enter version as 00, which shows the active version and requirements would be considered in MRP run.∙Enter the Planning horizon dates for which demand needs to be created.∙Enter planning period as month M and click the tick mark given above.Step 3: Enter Version 00. By default, active check box is flagged. It shows it is an active requirement and would be considered in the MRP run. Enter the requirement quantity in monthly buckets.Click the save icon to save the PIR.Change and Delete PIRTo delete a PIR, select the row in above screen and click the Delete button.Step 1: To change PIR, use T-code: MD62 or go to Logistics -> Production -> Production Planning -> Demand Management -> Planned Independent Requirements -> ChangeStep 2: Enter the following details-∙Enter parent material for which PIR needs to be changed.∙Enter Plant Code.∙Enter version as 00.∙Input the planning horizon dates with planning period as month M.In the next window make changes to the requirement quantity and click the Save button to enter the changes.End of ebook previewIf you liked what you saw…Buy it from our store @ https://。

提高I T服务质量 降低I T运营成本 ——IT服务管理系统的设计与实施方法研究单位：上海石油分公司撰写人：林苒摘要伴随着信息技术的快速发展，企业各项业务对它的依赖性越来越重。

如何提高IT服务质量，降低IT运营成本，是企业IT部门迫切需要解决的问题。

IT服务管理（ITSM）是一种以流程为导向、以客户为中心的有关服务提供与服务支持的方法。

IT基础设施知识库（ITIL）是帮助执行IT服务管理框架的系列标准。

本文基于中石化XX石油分公司IT服务的实例分析，提出了高质量、低成本、精益化的I T服务管理思想，通过定制化的应用设计和实施方法研究为销售企业实施IT服务管理提供最佳实践。

关键词： I T服务管理 I T I L质量 成本第1章 引言近年来，中石化销售系统各省市公司已建成上联中石化总部、下接各专业中心、地市、加油站、对外拥有I n t e r n e t统一出口、集防毒、防入侵、认证和传输加密于一体的网络安全体系。

信息系统也不断提升，已建成了ERP系统、中石化加油卡系统、二次物流ASPEN优化系统等关键应用系统。

在信息化投资规模不断扩大、I T系统架构越来越复杂，企业对核心应用系统的依赖程度日益提高的情况下，每一环节的故障都可能影响系统的可用性和工作效率，运营风险越来越大，服务质量和成本成为制约I T部门发展的瓶颈。

显然，单纯的技术手段已难以解决掩藏在I T组织构架和部门管理中的深层问题，必须要用理论来指导、规范和提升企业的I T管理。

本文基于I T服务管理理论框架，结合X X石油分公司I T服务实例，对I T 服务管理系统进行了设计和实施方法研究，希望为销售企业I T部门提供一套规范的流程管理、人员管理以及技术管理体系，解决I T运维方面的实际问题，实现精细化管理，降低I T运营成本和风险，提高I T部门的工作效率和服务品质，为建立有效的I T内控体系，以及组织、管理I T服务外包提供标准和指导方法。

研究院2012-6中国联通沃云平台整体介绍内部资料注意保密提纲1中国联通云系统架构及演进沃·云整体架构及发展思路沃云承载业务——悦云沃云系统承载三大基地业务政企中小企业医疗云公众以VDC为核心的基础设施IaaS服务以电信能力为核心的PaaS服务电信基础能力服务电信运营能力服务电信应用能力服务教育云政务云电力行业应用旅游云金融行业应用SCM…CRM云终端开发云存储文件同步及存储运营交付与支撑体系安全可信保障服务体系差异化服务体系弹性云主机云存储虚拟专有云（VPC）用户行为数据库模型VPS业务应用开发支撑业务仿真测试业务分众推送能力引擎宽带商务云安全云桌面云移动办公定位服务云呼叫中心企业邮箱通用云云桌面多屏互动统一云服务门户内部应用智能分析引擎DSS应用OSS应用BSS应用…开发文件服务…………中国联通云服务总体框架建议云计算落地核心要素云计算技术堆栈云计算交付与运维云服务框架的统一支撑架构——云系统云应用交付及安全保障计算/存储资源池电信能力引擎池分布式数据服务数据服务引擎PaaSIaaS统一数据模型统一云系统服务引擎通用数据服务同步服务引擎SOA服务引擎敏捷开发引擎数据中心网络云系统BSS应用OSS应用MSS应用ESS应用……行业应用宽带商务应用公众云业务DSS应用PSTN云系统定位融合2类能力开发者运营者消费者服务3个对象各类移动互联网应用等基础设施资源服务、计费与结算组件、鉴权与认证组件等基础设施资源服务、协同引擎、客户行为服务引擎、通信能力组件、分众广告组件等提供丰富应用CT能力IT能力2G/3G WLAN云系统服务对象及能力6开发者●SDK&IDE开发环境●CT能力引擎●数据库能力引擎●中间件能力引擎●…●IaaS资源●部署环境●部署工具●…运营者●应用审核●IT资源弹性供给●ＣＴ能力保障●安全●…消费者开发运行●服务SLA ●调试工具●测试环境●…●计费●统计分析●鉴权认证●业务管理●客户管理●行为统计●推送引擎●广告引擎●用户画像●产品、渠道与用户精准匹配●…●丰富的云应用●智能推送服务●分众精准信息服务云系统充分整合公司CT能力，IT能力，客户资源以及渠道能力，形成支撑公司云应用的开发、运行以及服务的统一支撑平台。

信息系统工程的法规与标准概述xx年xx月xx日contents •信息系统工程概述•信息系统的法规要求•信息系统的标准体系•信息系统的安全标准•信息系统的开发标准•信息系统的管理标准•信息系统的应用实践目录01信息系统工程概述定义：信息系统工程（IS）是一门跨学科的综合性学科，旨在研究如何规划、设计、实施和维护信息系统，以支持组织的战略目标和管理决策。

特点交叉性：信息系统工程涉及计算机科学、工程管理、组织行为学等多个领域的知识。

实践性：信息系统工程注重实践和应用，需要将理论知识应用于实际项目中。

创新性：随着技术的不断进步，信息系统工程需要不断创新和更新，以满足组织的需求。

定义与特点010*******1信息系统工程的重要性23信息系统工程可以帮助组织设计和实施高效、可靠的信息系统，从而提高组织效率。

提高组织效率信息系统工程可以帮助组织将信息技术与战略目标相结合，从而支持组织战略目标的实现。

支持组织战略目标通过应用信息系统工程，组织可以优化业务流程、提高生产效率、降低成本等，从而增强组织的竞争力。

增强组织竞争力信息系统工程的发展可以追溯到20世纪60年代，当时计算机开始被应用于商业领域，人们开始研究如何有效地规划、设计和管理信息系统。

历史随着技术的不断进步和管理需求的增加，信息系统工程逐渐发展成为一门独立的学科，并形成了许多分支领域，如企业资源规划（ERP）、供应链管理（SCM）、客户关系管理（CRM）等。

发展信息系统工程的历史与发展02信息系统的法规要求中华人民共和国网络安全法该法规保障了网络安全，维护了网络空间主权和国家安全、社会公共利益，保护了公民、法人和其他组织的合法权益，促进了经济社会信息化健康发展。

信息安全等级保护制度该制度对信息安全实施等级保护，对信息和信息载体按照重要性等级分级别进行保护。

信息安全法规中华人民共和国著作权法该法规定了对文学、艺术和科学作品作者的著作权及与著作权有关的权益的保护。

第3章信息技术服务知识3.1产品、服务和信息技术服务1、通常有4种类别的产品：①服务②软件③硬件④流程性材料:流程性材料通常是有形产品，是将原材料转化成某一特定状态的有形产品，其状态可能是流体、气体、粒状、带状。

其量具有连续的特性，往往用计量特性描述。

2、服务作为产品有如下特性：①无形性②不可分离性③异质性④易消失性3、IT服务是指IT服务提供商为其客户提供信息咨询、软件升级、硬件维修等全方位的服务，具体包括产品维护服务、IT专业服务、集成和开发服务、IT管理外包服务等。

4、常见IT服务形态有信息技术咨询服务、设计与开发服务、信息系统集成实施服务、运行维护服务、数据处理和存储服务、运营服务、数据内容服务、呼叫中心服务和其他信息技术服务。

3.2IT服务管理1、IT服务管理（ITSM）是一套帮助组织对IT系统的规划、研发、实施和运营进行有效管理的方法，是一套方法论。

2、IT服务过程方面的问题.更多的不是来自技术，而是来自管理方面。

3、ITSM是一套通过服务级别协议（SS）来保证IT服务质量的协同流程，它融合了系统管理、网络管理、系统开发管理等管理活动和变更管理、资产管理、问题管理等许多流程的理论和实践。

4、ITSM是一种以流程为导向、以客户为中心的方法。

5、ITSM的核心思想是.IT组织不管是组织内部的，还是外部的，都是IT服务提供者，其主要工作就是提供低成本、高质量的it服务，而IT服务的质量和成本则需从it服务的客户（购买IT服务）方和用户（使用i［服务）方加以判断。

6、ITSM是一种IT管理,与传统的IT管理不同，它是一种以服务为中心的IT管理，7、实施ITSM的根本目标有3个：①以客户为中心提供IT服务②提供高质量、低成本的服务③提供的服务是可准确计价的8、ITSM的基本原理可简单地用“二次转换”来概括，第一次是“梳理"，第二次是“打包”。

9、第一次转换将技术管理转化为流程管理，第二次转换将流程管理转化为服务管理10、ITSM适用于IT管理而不是组织的业务管理，清楚这点非常重要，因为它明确划分了ITSM与ERP、CRM和SCM等管理方法和软件之间的界限。